Managing service delivery in health and social care

Managing service delivery in health and social care Management in all business and organizational activities is the act of receiving people together to accomplish preferred goals and objectives using obtainable resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing and controlling an organization or struggle for the purpose of achieving a goal. Basic functions of management: Management activates through numerous roles, often categorized as planning, organizing, staffing, leading and controlling. Planning is determining what wants to happen in the future and creating plans for action. Organizing means making finest use of the resources required to enable the fruitful carrying out of plans. Staffing can define as job examining, recruitment, and hiring individuals for suitable jobs. Leading is determining what needs to be done in a condition and getting people to do it. Controlling means testing progress against plans. Motivation is also a kind of basic function of management, because without motivation, employees cannot work effectively. If motivation doesnt take place in an organization then employees may not pay to the other functions. Introduction to healthcare management: Managing in healthcare is the field connecting to leadership, management and administration of hospitals, hospital networks and healthcare system. Healthcare managers are considered healthcare professionals. Healthcare is a very significant subject. Nowadays the field of healthcare is changing at a very quick pace. Healthcare is not only becoming more luxurious, but is undergoing abrupt changes due to the introduction of new medical technologies on a daily basis. As more and more people are now becoming conscious of the healthcare argument that is going on in the country, it is becoming progressively important that the general public recognize the changes that healthcare is going through, and how managing healthcare is the only way to make sure that people are well taken care of. Background of healthcare managing service delivery: In the United States, the first current health systems management program was established in 1934 at the University of Chicago. At the time, programs were finished in two years- one year of official graduate study and one year of residency. In 1958, the Sloan program at Cornell University began donation a program demanding two years of formal study, which remains the leading structure in the United States and Canada today. In 1978, as part of an exertion to establish healthcare management as an autonomous occupation, the first modern practitioner- teacher model graduate program was established at Rush University Medical Center in Chicago. Health systems management has been defined as a hidden health occupation because of the comparatively low profile role manager take in health systems, in compassion to direct-care professions such as nursing and medicine. However the discernibility of the management occupation within healthcare has been increasing in current years, due largely to the common problems developed countries are having in balancing cost, across and quality in their hospitals and health systems. Education and training for healthcare management: A masters degree is considered the standard credential for most health managers in the United States. There are numerous known degree types that are considered same from the perspective of specialized preparation. The commission on the Accreditation of Healthcare Management Education (CAHME) is the recognizing body overseeing masters level programs in the United States and Canada on behalf of the United States Department of Education. If recognizes several degree program categories, including Master of Health Services Administration (MHSA), Master of Business Administration (MBA), Master of Health Administration (MHA), Master of Public Health (MPH, MSPH, MSHPM), Master of Science (MS-HSM, MS-HA) and Master of Public Administration (MPA). Professional Organizations related to healthcare management: There are many professional associations connected to health systems management, which can be subcategorized as either personal or institutional membership groups. Personal membership groups are joined by individuals, and typically have individual talent and career development as their focus. Greater personal membership groups contain the American College of Healthcare Executives, the Healthcare Financial Management Association, and the Healthcare Information and Management Systems Society. Official membership groups are joined by organizations; they characteristically focus on organizational effectiveness, and may also comprise data-sharing agreements and additional best- practice sharing vehicles for member organizations. Prominent examples contain the American Hospital Association and the University Health systems consortium. Roles of Managing healthcare: There are numerous roles in managing healthcare. Some of them are pay attention to Medical Shoppers, turn workers into problem solvers, speak up beneficially (Managerial practices that elicit results from front-line employees, maintain the mental health, widening focus, pay attention for side effects, healthcare examination and prospects and using of internet ,etc. Workers must use the system to speak up when they meet a problem. Managers obtain extra value when reporters speak up constructively by proposing suggestions that facilitate process development. Managers can encourage employees to speak up about difficulties and they can encourage them to offer solutions. When managers had been more practical in responding to occasion reports, there was a better probability that staff would share their suggestions and actions taken to resolve the underlying problems, which is very valuable data for managers because they are not likely to be able to get this information elsewhere. How can front-line workers be encouraged to speak up when they know how to enlarge an organizations operation processes? This question is mostly urgent in healthcare industry, where difficulties happen often and consequences range from insignificant inconveniences to serious patient damage. This is more effective in departments whose managers are less involved in problem solving. Efforts at the organizational level can compensate for managers who cannot or do not produce an environment that stimulates front-line workers to speak up. Over and above the human cost triggered by deaths and suffering during a time of struggle, stairs of conflict are often left in poor financial circumstances and mental-health suffering even after the conflict finishes. While considerable attention has been paid to post-war rules with regard to recovery in physical and human capital, mental health has received comparatively less attention. Mental health is insignificant dimension of human capital. Mental health suffering, while a trouble of concern in and of itself, might also have adverse consequences for individuals labor force participation and labor output in the post-conflict period, thereby delaying financial recovery after the conflict ends. Understanding the efforts of focus and spillovers might help hospitals determine how they should balance focusing in a single medical area with building expertise in connected areas. Hospitals dedicating a bigger portion of their business to giving patients in related service groups (i.e. those with the potential for knowledge spillovers) skill higher returns to specialization in a focal facility. Ultimately, those results offer a potential description for why there might be declining returns to focusing an organization on a single operating activity (or narrow set of activities), mainly when it is possible to participate in other activities that accompaniment the organizations area of concentration. Managers can study from an understanding of how doctors think. There might be more significant implications for managers in the methods that doctors are trained. Many resemblances can note between the thinking of medical and management practitioners and the environment in which it is carried out. Doctors hurry when the disease is serious, managers when met with little time and pressure to get things done; managers fail to think well and so make poor conclusions. Doctors are trained troubleshooters. It takes many years to study to operate using such a scientific method in answering problems. Managers focus on making resolutions with slight information, not through a rigorous review of the facts. Though the Internet has woven itself into most aspects of life, limited fields have modified if more vigorously, and at times controversially, than healthcare. Managers can use internet facilities to give a better management. Healthcare and the internet are suited for each other, because no one needs to pay for either. The healthcare field is emerging as one of the busiest laboratories for exciting now business models and the risks are high indeed. While supplying patient care has always been a primary aim of healthcare organizations, financial results have long been the metric by which success is measured. Progressively, however, healthcare leaders are being held accountable for both medical and economic outcomes. As a result, it is crucial that healthcare executives and suppliers gain an understanding of the determinants of organizational effectiveness- strategy, finance, operations and leadership. Management theories in social care: Management theory is a widespread term which is used lightly to refer to research discoveries, frameworks, propositions, beliefs, views, saws and suggestions, all of which seek to describe how managers should manage. There are a number of theories about managing service delivery in social care. Some of them are Bureaucracy theory, scientific management theory, Administrative theory, Human relations theory, Neo-human relations theory and Guru Theory, etc. Max Webers theory of bureaucracy was established in a historical- philosophical context. His interests were in the process of social modification, and in particular, in the effect of rationality on religious thought and capitalism. By rationality he meant the kind of action or mode of organizing in which goals are clearly conceived and all conduct, except that designated to reach the specific goal, is rejected. The application of his idea of rationality to the organizational context is what secured this social scientists pre- eminent location in modern management thought. The term that Weber applied to the organizational form built upon pure legal- rational authority was bureaucracy. The Weber and model of bureaucracy gives a steady and predictable world which supplies the blueprint for rational designed structures in which rational individuals carry out their roles and actions. For Weber, the bureaucratic form of organization possessed the features of specialization, hierarchy, rule s, impersonality, full- time officials, career focus and a split between public and private activity. Developed at the starting of the twentieth century, Frederick Winslow Taylors theory of scientific management focused upon shop floor organization, and upon the methods that could be used to exploit the productivity of manual workers. Scientific management principals such as a perfect division of task and responsibilities between management and workers, scientific choice and training of workers, development of the one- best- way of working, and the application of financial incentives, all remain to be used to this day. The primary focus of administrative theory was on the determination of which types of specialization and hierarchy would enhance the efficiency of organizations. The theory is constructed around the four central pillars- the division of labor, the scalar and useful processes organizational structure, and the span- of- control. The role of managing service delivery in social care: Managers in social work want to have several talents. Some of them are good vision which is informed by connecting service users and other partners, ability to lead and support staff to work with service users and their careers to influence service development and outcomes, take responsibility and be accountable for good training, ability to influence a wide range of stakeholders to promote a social model of care and its values and they should be able to deal with the conflicts, pressures, and gate- keeping roles in managing social work services, taking account of individual and community heeds. Frameworks for delivery in social care: A framework for leadership and management progress wants to be broad in its scope given the breadth of change that is already taking place across social work services and the demands this creates for effective leadership and management. The framework should therefore address the following areas, professional and practice management, political management, strategic management, operational management, academic management and citizen management. Implementation of management in social care: Evaluation of the outline for leadership and management development as it is implemented is also recommended to ensure that it reaches the goals identified, meets the identified needs and that it continues to be relevant. Evaluation will be dangerous to understanding what is successful and where blockages happen. This will assist in identifying what additional action is wanted to ensure empowering and enabling leadership and effective management is in place to deliver improved results for users and careers. Challenges of managing service delivery in social care: A major challenge for leadership and management across social work services is one of change management. To deliver the vision set out in the 21st century social work review needs transforming how we think about services, how we deliver those services and a shared view of what the changes we are seeking to make should deliver. Beginning the right culture and climate for change to implement the review successfully is critical to its achievement. Conclusion: With a better managing service delivery we can develop health and social care more successfully.

Profit Maximization and Baumol Model

Managerial Economics August 15, 2007 The key points underpinning the economics of a profit maximizing firm Neoclassical model of the firm states that organization will have the main objective of maximizing its profit within a given period of time. Maximum profit was achieved at the output at which marginal cost is equal marginal revenue. There are several factors which need to be considered when talking about the profit maximizing firm: 1. The assumption of the profit maximizing firm is that there is no segregation between managers and owners of the firm. Owners economically depended on their firms and therefore tried to make the biggest profit from their businesses. The effectiveness of their firm was measured by the profit declared. In the real world the ownership of the firm (especially for the larger firms) is different from the management. Managers become responsible for all day-to-day operations as well as finance objectives. Those can be different for management and for the owners. Managers tend to satisfy their own well being rather then acting on the best interests of the owners. Shareholders would like to see the increasing value of the stock from year to year. The separation of ownership from control lead to less power of shareholders over the manager’s behavior as well as less awareness of how efficient the decisions are made. 2. Profit maximizing firm assumes the horizontal marginal revenue curve and U shape marginal cost curve. This means that the market conditions are always ideal, not very competitive and the revenue cost declines as a result of discounts made to encourage the customers to purchase the products. In reality it is difficult to accurately measure the cost and revenue within organization and therefore difficult to determine the optimal, profit maximizing level. There are a lot of constraints and conditions which need to be evaluated at any given period of time to determine the cost and revenue curves. Rapidly changing conditions will make it difficult and sometimes impossible to make the accurate measurements. 3. Another assumption is that the organization short-term objectives are the same as its long term objectives leading to profit maximization. In reality, as in long term objective may be to maximize the firm stock value and increase the shareholders profit, the short term objective may be to keep investing in a firm to establish a better position for the future. Other constraints like social responsibility of the firm, imperfect or changing market conditions, demand versus supply curves etc. will affect the objectives of the firm. 4. One of the assumptions of the neoclassical model is that the organizations have a perfect knowledge of the operating conditions. It is recognized in the modern firm that they operate under the uncertainty level, which, however can be reduced by increasing the knowledge for market, competition and environment. With these factors the conclusion is that the profit maximization cannot be the sole objective of a firm. The factors need to be taken into consideration to determine the optimum firm strategy and firm objectives. Critical evaluation of Baumol management model. Baumol model is a sales revenue maximization model. Baumol model is the alternative to the profit maximization model. The main idea of Baumol model is that the objective of a firm is the sales revenue-maximization rather then profit maximization. The most important points supporting Baumol model are: – The is recognition of separation between firm ownership and management. Managers have discretion to pursue personal goals to maximize their own utility. Therefore a minimum profit constraint on management is set up by shareholders to address shareholders concerns and interests. – Manager’s more focuses on their own tangible benefits rather then on profit maximization for the company. Salary increases are likely related to the level of sales rather then organization level of profit. – Investors interest in the level of sales and trend of sales rather then level of profit. Growing sales tend to give better picture of company potential and therefore attract refinancing. – Rising level of sales recognizes organization’s success and therefore leads to good human relations within the organization. – Direct relation between market share and the level of sales means that the organization is raising its position on the market if its sales level increases. In other words the market share of the firm goes up. In Baumol model there is an assumption is that the organization using the Baumol model is operating in an oligopolistic market with no true competition. Baumol thinks that it will take longer for the large organizations, which most likely to be competitors, to arrive to the decision making and decision implementation point due to the competition within the oligopolistic market. However it is also said that within the market there is collision between organizations just to maintain an agreed position where everyone can have their share of the market. This is certainly an assumption which cannot be applied to every kind of markets. There are two models of sales revenue-maximization which both work under above assumption: the static model and the dynamic model. Static model is a single period model for organization assuming that no competition with other companies exist. In static model a minimum profit constraint is imposed by shareholders regardless of the sales and other conditions of the organization to protect their interests. The excess of maximum profit level over the minimum profit level constraint is the measure of managerial discretion. There is also an assumption of the U-shaped cost and ? -shape for revenue curves. By looking at the Baumol’s static sales revenue-maximization model chart we can see that the quantity produced by the sales revenue maximizer will be the quantity which satisfies the minimum profit constraint and yet allows the greatest level of sales (quantity) to be achieved. The sales revenue maximizer will earn a lower profit, but produce a greater quantity then the profit maximizer. Therefore the sales revenue maximizer will better capture the market share then the profit maimiser. However in the static model Baumol does not analyze the relationship between price, advertising, total cost and quantity of the produced output. When talking about advertising cost Baumol suggests that the advertising expenditures are constantly grow as a straight line and that the sales revenue increases as increases the advertisement cost. In the real world advertisements are made from time to time depending on the organization’s marketing studies. Sales revenue also depends on many factors like market conditions, managerial talent and knowledge, firm pricing strategy, quantity produced, total operating cost etc. In Baumol model we see no attempts to take these factors into consideration. In its dynamic model where the idea is that over the lifetime organization will continue to gain the sales revenue and reinvest the profit into the future organization growth. At a certain point of growth, however, the growth potential will decrease and the level of sales will go down. Even though Baumol raised a point of uncertainty, he failed to place the time within his model and therefore limited the options of explaining the firm behavior. Baumol model shows that the sales revenue maximizer will produce more output then the profit maximizer. The profit level is also more stable in the Baumol model then in traditional profit-maximizing model. The sales maximizing firm will also have a lower price then the profit maximizing firm. Low cost airline example. Let’s take an example of the low-cost airline to outline the points of Baumol model. At a glance it may seem that a logical step to maximize the airline profit in order to reinvest more money into the new flights and expand the company. But it may not be profitable for an airline in a long run as the customers may loose the loyalty to an â€Å"always low price† airline because of their quality of service or inconveniencies caused during travel. Actions like flying from the lower cost airports away from the major hubs; reducing the number of flight attendants per flight; introducing a cheaper meals or no meals at all, offering meals at a separate price; cut on entertainments on board; overbooking of the flights to make sure the flight is always full; buy cheaper older aircrafts, improve maintenance procedures to reduce the cost would lead to short term profit maximization. On a long run the airline may start loosing customers due to the poor services and inconvenience caused. For example, flying from a low cost airport may result in additional cost for the passengers trying to reach that airport or having a connecting flights from other airports. Significant number of luggage lost would also lead to loosing the customers. Overbooking the flights may cause many passengers not being able to fly at the desired time and therefore loose the loyalty for the airline. Cutting cost on airline maintenance may jeopardize safety procedures and result in catastrophe. American Airlines Flight 191, a McDonnell-Douglas DC-10 aircraft crashed on May 25,1979 after taking off from Chicago airport. Investigation showed that it was a result of an improved maintenance procedure imposed by American Airline and saving then over $200 000 a year. For a low cost airline it is vital to fulfill the flight capacity and sell as much tickets as possible because the flights the cost of flying would remain the same whether the plain is flying full or not. This means that the main objective of the low-cost airline is to maximize their level of tickets sold. The actions like: – reducing inefficiency across the board of the airline, putting innovative and creative business concepts, promoting the teamwork, empowering the employees to encourage their personal involvement in day-to-day customer service improvement – monitoring the airline market, dynamically determined ticket price per seat, studying customers needs – introducing new routs to popular destinations, organizing convenient connecting flights – have faster connectivity time, faster turnarounds point-to-point flights rather then flying through major hubs, using less congested airports – internet booking, e-tickets – no pre-assigned seat numbers etc. maybe more appropriate for helping to have a low cost operation yet with the high quality standards. The price of the ticket should be determined dynamically (hopefully by specialized software) based on customers demand and supply on a particular route at a particular time. Ideally the ticket price should be the highest with maximum filling of flight capacity. For example, early booking price may be lower and raised towards filling the flight capacity. Therefore sales maximizing model fits better for the low cost airlines and gives them more chances to succeed in the market. References: Mark Cook, Corri Farguharson (1998) â€Å"Business Economics†, Pearson Education Limited Patrick McNutt (2007) â€Å"Study Guide Unit 1. Management Objectives and Stakeholder Value†, Business & Management Education Limited, UK

What the Experts Are Not Saying About Essay Topics Apply Texas and How This impacts You

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Quotations on Style in Writing

A pointed instrument used for writing. According to our glossary entry for  style, thats what the word meant in Latin 2,000 years ago. Nowadays, definitions of style point not to the instrument used by the writer but to characteristics of the writing itself: The way in which something is said, done, expressed, or performed: a style of speech and writing. Narrowly interpreted as those figures that ornament discourse; broadly, as representing a manifestation of the person speaking or writing. All figures of speech fall within the domain of style. But what does it mean to write with style? Is style a feature that writers can add or remove as they please? Is it, perhaps, a gift that only some writers are blessed with? Can a style ever be good or bad, correct or incorrect--or is it more a matter of taste? Put another way, is style merely a kind of decorative sprinkle, or is it instead an essential ingredient of writing? Here, under six broad headings, are some of the diverse ways in which professional writers have responded to these questions. We open with remarks from Henry David Thoreau, an artful stylist who expressed indifference toward style and conclude with two quotations from novelist Vladimir Nabokov, who insisted that style is all that matters. Style is Practical Who cares what a man’s style is, so it is intelligible, as intelligible as his thought. Literally and really, the style is no more than the stylus, the pen he writes with, and it is not worth scraping and polishing, and gilding, unless it will write his thoughts the better for it. It is something for use, and not to look at.(Henry David Thoreau)People think that I can teach them style. What stuff it all is! Have something to say, and say it as clearly as you can. That is the only secret of style.(Matthew Arnold) Style Is the Dress of Thoughts Style is the dress of thoughts; and let them be ever so just, if your style is homely, coarse, and vulgar, they will appear to as much disadvantage.(Philip Dormer Stanhope, Earl of Chesterfield)A mans style should be like his dress. It should be as unobtrusive and should attract as little attention as possible.(C. E. M. Joad) Style Is Who and What We Are The style is the man himself.(George-Louis Leclerc de Buffon)The old saying of Buffon’s that style is the man himself is as near the truth as we can get--but then most men mistake grammar for style, as they mistake correct spelling for words or schooling for education.(Samuel Butler)When we see a natural style, we are astonished and delighted; for we expected to see an author, and we find a man.(Blaise Pascal)Style is the hallmark of a temperament stamped upon the material at hand.(Andre Maurois)The essence of a sound style is that it cannot be reduced to rules--that it is a living and breathing thing with something of the devilish in it--that it fits its proprietor tightly yet ever so loosely, as his skin fits him. It is, in fact, quite as seriously an integral part of him as that skin is. . . . In brief, a style is always the outward and visible symbol of a man, and cannot be anything else.(H.L. Mencken)You do not create a style. You work, and develop yourself; your style is an emanation from your own being.(Katherine Anne Porter) Style Is Point of View Style is the perfection of a point of view.(Richard Eberhart)Where there is no style, there is in effect no point of view. There is, essentially, no anger, no conviction, no self. Style is opinion, hung washing, the caliber of a bullet, teething beads.(Alexander Theroux)Style is that which indicates how the writer takes himself and what he is saying. It is the mind skating circles around itself as it moves forward.(Robert Frost) Style Is Craftsmanship Whats important is the way we say it. Art is all about craftsmanship. Others can interpret craftsmanship as style if they wish. Style is what unites memory or recollection, ideology, sentiment, nostalgia, presentiment, to the way we express all that. Its not what we say but how we say it that matters.(Federico Fellini)Proper words in proper places, make the true definition of style.(Jonathan Swift)The web, then, or the pattern, a web at once sensuous and logical, an elegant and pregnant texture: that is style.(Robert Louis Stevenson)The most durable thing in writing is style, and style is the most valuable investment a writer can make with his time. It pays off slowly, your agent will sneer at it, your publisher will misunderstand it, and it will take people you have never heard of to convince them by slow degrees that the writer who puts his individual mark on the way he writes will always pay off.(Raymond Chandler)The style of an author should be the image of his mind, but the choi ce and command of language is the fruit of exercise.(Edward Gibbon)One arrives at style only with atrocious effort, with fanatical and devoted stubbornness.(Gustave Flaubert) Style Is Substance To me, style is just the outside of content, and content the inside of style, like the outside and the inside of the human body. Both go together, they cant be separated.(Jean-Luc Godard)Thought and speech are inseparable from each other. Matter and expression are parts of one; style is a thinking out into language.(Cardinal John Henry Newman)Every style is excellent if it is proper; and that style is most proper which can best convey the intentions of the author to his reader. And, after all, it is Style alone by which posterity will judge of a great work, for an author can have nothing truly his own but his style; facts, scientific discoveries, and every kind of information, may be seized by all, but an authors diction cannot be taken from him.(Isaac DIsraeli)Style, in its finest sense, is the last acquirement of the educated mind; it is also the most useful. It pervades the whole being.(Alfred North Whitehead)Style is not something applied. It is something that permeates. It is of the nature of that in which it is found, whether the poem, the manner of a god, the bearing of a man. It is not a dress.(Wallace Stevens)Style and structure are the essence of a book; great ideas are hogwash. . . .All my stories are webs of style and none seems at first blush to contain much kinetic matter. . . . For me style is matter.(Vladimir Nabokov)