Health Professional as Manager
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One of the essential requirements that Jane should acknowledge in her new role is the knowledge of the type of work performed by the group. According to Liebler (2011), since the numerous workgroups in a healthcare institution includes professional employees, and therefore the managers’ technical qualification should be equivalent to the qualifications within the department. The care ladder of professionalism may logically extend to accommodate the management of the profession.
Jane should be able to move from one position to another when the need be and be able to separate herself when needed to in the management position as well as be able to delegate work and instructions to her junior staff. Although Jane might have friends in this speciality, favoritism is not an option for her. She is in an authoritative position and should only communicate and resume that role across all the staff under her. However, she can make recommendations for necessary changes in the department while simultaneously remaining in constant focus on the overall organization’s goal. Moreover, her new responsibility may require her to ask for classes in management and leadership, which will give her the right information to deal with conflicts and employees.
In some cases, individuals cannot adjust to their new roles and lack strengths in leadership skills to handle co-workers. When taking over a specialty of co-workers, Jane should separate herself from friendships and display management qualities in the placed position. Ill-fitted management is easily deducible from how the employees talk to her as no communication, no respect, and no leadership is an easy way for any department to fall and be negligent in service.
Reference
Liebler, J. G., & McConnell, C. R. (2012). Management Principles for Health Professionals.