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Healthcare Management & Strategic Operations

Introduction

Today's healthcare leaders must navigate the environment to cut operational costs while elevating the quality of care and handling unexpected challenges, as highlighted by the Covid-19 pandemic. This crisis underscored the necessity for agility and resilience across individuals, societies, and global healthcare structures. Agility and resilience are crucial skills that enhance our ability to adapt to changes and challenges effectively. These qualities form part of the "adaptive capacity," essential for managing complex, dynamic, and adverse circumstances.


Course Objectives

  • Equip participants with advanced skills in organizational leadership, operational efficiency, and innovative problem-solving using diverse thinking frameworks like the seven hats method.
  • Enhance understanding of quality management principles and functions.
  • Train in crafting and executing strategic plans.
  • Promote productive cooperation while curbing counterproductive actions.


Target Audience

  • Senior Healthcare Managers
  • Heads of Departments
  • Leaders of Clinical Sections
  • Other professionals within the healthcare field


Course Outline

Day 1: Principles of Healthcare Leadership

  • Understanding leadership and management roles in healthcare
  • Exploring the power dynamics within healthcare leadership
  • Defining the roles and responsibilities of healthcare leaders and managers
  • Clarifying organizational mission, vision, and core values
  • Examining effective healthcare leadership skills and styles


Day 2: Cultivating Agility and Resilience

  • Analyzing effectiveness and efficiency in healthcare settings
  • Identifying three key traits of resilient individuals
  • Foundation skills for developing agility and resilience
  • The impact of agility and resilience on healthcare outcomes
  • Exploring problem-solving and decision-making through Johari Windows and Holland's Theory


Day 3: Innovative Leadership in Healthcare

  • Advanced thinking skills for healthcare leaders: PMI, CAF, SCAMPER, Critical Thinking
  • Application of the Thinking Hats method in healthcare leadership
  • Traits of strategic thinkers in the healthcare sector
  • Insights into healthcare team dynamics
  • Exploring Tuckman's stages of team development and Belbin’s team roles


Day 4: Strategic Management in Healthcare

  • Frameworks for strategic management in healthcare
  • Evaluating strategic competitiveness: Suitability, Feasibility, and Acceptability
  • Strategic planning methodologies: ABCDE model
  • Practical tools for strategy execution, including SWOT analysis and SMARTER goals
  • Implementing strategic plans in healthcare settings


Day 5: Managing Change in Healthcare Organizations

  • Overview of change management models: Lewin, Kotter, McKinsey 7S, ADKAR
  • Techniques for negotiation and dispute resolution
  • Concepts of BATNA, WAP, and ZOPA in negotiations
  • Strategies for risk avoidance and acceptance
  • Utilizing the Contingent Valuation Method (CVM) for decision-making
  • Reviewing programs and conducting post-assessments