The difference between 'lean processes' as practiced in a manufacturing plant and that practiced in a service organisation such as a hospital, is that the manufacturer seeks to align order/stock inputs with streamlined production processes so as to eliminate wastage and reduce stock and labour costs. A service organisation, on the other hand does not have a 'production process' and therefore needs to shift its focus away from cost reduction to meeting the needs of multiple stakeholder groups.
I believe a core tenent of lean processes in a hospital should be 'do no harm'. This means the process should not result in any forced reduction of staff numbers and patient care must not be compromised. In fact the opposite should apply. Lean processes should seek to reduce workplace stressors upon staff while providing patients with the highest quality care at the least amount of pain and inconvenience. I also believe lean processes will become increasingly critical as labour shortages force hospitals, especially rural providers, to achieve more with less staff.
Case studies from a variety of hospitals that have adopted lean process show reductions in wastage, less time involved in non-core activities, reduced processing times and reduced waiting times. Imagine if Government were to focus on education designed to keep people out of hospital while hospital staff developed lean processes - it is possible this combination may lead to lower operating costs, improved utilisation of facilities and reduced waiting times.
It is time for hospitals to have another look at Total Quality Management, Continuous Improvement and lean processes. Each of these can be aligned as a service delivery process and can also be aligned with existing accreditation and risk management processes.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
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Saturday, November 28, 2009
Friday, November 27, 2009
Risk Management in Management
Recently have been involved in the delivery of a frontline management program to 20 supervisors in a regional hospital and during a workshop they were discussing risk management. Naturally being clincially oriented many were considering risk management from that perspective. In turn, I began to formulate some ideas on risk management in management. In other words what are some of the actual management risks? The following are my thoughts:
Failure to communicate effectively. By this I refer to a failure to develop a 'culture of listening' where people are encouraged to speak up, to ask questions, to propose ideas safe in the knowledge they will be listened to, respectfully and due dilgence given to their ideas.
Failure to set clear expectations.How can people acheive their outcomes when they don't understand, and agree with what is expected of them?
Failure to monitor, evaluate, provide feedback and hold people accountable Enough said!
Some, reading this might ask, hey what about failure to set strategy, or implement strategy, or hire the right people or design work roles? Everyone of those, and many more offer some management risk. What I am suggesting here is that the greatest risk of management is the inability to develop a 'people culture'. The greatest management risk is a focus on 'top-down' management rather than collective, collaborative leadership.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Twitter john_coxon
Facebook johncoxon1
Skype john_coxon
Failure to communicate effectively. By this I refer to a failure to develop a 'culture of listening' where people are encouraged to speak up, to ask questions, to propose ideas safe in the knowledge they will be listened to, respectfully and due dilgence given to their ideas.
Failure to set clear expectations.How can people acheive their outcomes when they don't understand, and agree with what is expected of them?
Failure to monitor, evaluate, provide feedback and hold people accountable Enough said!
Some, reading this might ask, hey what about failure to set strategy, or implement strategy, or hire the right people or design work roles? Everyone of those, and many more offer some management risk. What I am suggesting here is that the greatest risk of management is the inability to develop a 'people culture'. The greatest management risk is a focus on 'top-down' management rather than collective, collaborative leadership.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Twitter john_coxon
Facebook johncoxon1
Skype john_coxon
Friday, November 20, 2009
Work place gossip
A recent email from a coaching client asked, How do I stop people gossiping in the workplace?
The reality is that you cannot stop people from gossip, we all do it from time to time. Each of us has a personal responsibility to ensure our gossip causes no harm, to either an individual or stakeholder groups.
What can you do as a manager? There are a number of things you can do and some things you should avoid doing. Firstly issuing an edict or ordering someone to stop gossiping is unlikely to be successful - all that will achieve is force the gossip underground, where it can be even more destructive.
As a manager gossip can be informative, it can alert you to potential issues. This is not to suggest you should encourage gossip rather that you should listen to what is being said around the traps.
Gossip is often negative. It is only someone's personal perspective, an opinion, often not based upon facts or the truth. This means there is an alternative, a positive alternative, often based upon the facts. As a manager you have a responsibility to provide a balanced, factual perspective. Even if someone negative is taking place inside the organisations, for example an unwelcome change to roles, if you think about it there will be positive outcomes.
Often people don't realise the impact their gossip can have upon others. Taking them aside an explaining to them the possible impact; even asking them how they might feel if others gossiped about them in this manner may help raise their awareness.
As a manager you often have a broader perspective of matters and are able to broaden the perspective off others. The most important thing you can do as a manager is be a role model. Avoid becoming involved in workplace gossip. Avoid unsubstantiated gossip of your own. Be concious of what you are saying, about who and to who. Be aware of the impact off your own language and stories.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
The reality is that you cannot stop people from gossip, we all do it from time to time. Each of us has a personal responsibility to ensure our gossip causes no harm, to either an individual or stakeholder groups.
What can you do as a manager? There are a number of things you can do and some things you should avoid doing. Firstly issuing an edict or ordering someone to stop gossiping is unlikely to be successful - all that will achieve is force the gossip underground, where it can be even more destructive.
As a manager gossip can be informative, it can alert you to potential issues. This is not to suggest you should encourage gossip rather that you should listen to what is being said around the traps.
Gossip is often negative. It is only someone's personal perspective, an opinion, often not based upon facts or the truth. This means there is an alternative, a positive alternative, often based upon the facts. As a manager you have a responsibility to provide a balanced, factual perspective. Even if someone negative is taking place inside the organisations, for example an unwelcome change to roles, if you think about it there will be positive outcomes.
Often people don't realise the impact their gossip can have upon others. Taking them aside an explaining to them the possible impact; even asking them how they might feel if others gossiped about them in this manner may help raise their awareness.
As a manager you often have a broader perspective of matters and are able to broaden the perspective off others. The most important thing you can do as a manager is be a role model. Avoid becoming involved in workplace gossip. Avoid unsubstantiated gossip of your own. Be concious of what you are saying, about who and to who. Be aware of the impact off your own language and stories.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Monday, October 19, 2009
Rural health service management
In 2005, research by Couper & Hugo, published in Rural and Remote Health 5, 433. (Online) 2005 explored management factors attributed to the successful operation of rural hospitals. The research identified thirteen themes in three clusters. The clusters are (1)teams working together for a purpose, (2)foundational framework and values and (3)health service and the community.
The research indicated that teams that work together to solve problem through utilising their relationships and interdependencies; when they meet they have a unity of purpose and a commitment towards each other and to patients and stakeholders. They share constantly with each other and maintain open communication lines.
The research also indicated that effective teamwork is dependent upon a management culture that openly supports and encourages teams to form and work together collaboratively. This is the foundational framework which the rest of the organisation builds upon. The foundational framework therefore incorporates the values and culture of the organisation. A culture of success is one where people care for each other's long term sustainability rather than just their own short term needs. It is a culture where people moving out hand over to their replacements in a manner designed to ensure continuity of service.
In rural areas the integration between community and the health service is critical. Often a hospital is a key employer in a rural area as well as being a primary provider of wellbeing for those in the community. A lot of community identity is invested in a rural hospital. Hospital management at all levels must be involved with their community, they must do more than live in the community they must be a part. I am reminded of the CEO of one of our clients. He not only manages the nfp organisation he heads up, but is also a member of the board of governance of the local hospital and actively involved in the community. This level of engagement serves to eliminate elitism and ensures a steady stream of constructive feedback to help the hospital management meet the needs of the community.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
The research indicated that teams that work together to solve problem through utilising their relationships and interdependencies; when they meet they have a unity of purpose and a commitment towards each other and to patients and stakeholders. They share constantly with each other and maintain open communication lines.
The research also indicated that effective teamwork is dependent upon a management culture that openly supports and encourages teams to form and work together collaboratively. This is the foundational framework which the rest of the organisation builds upon. The foundational framework therefore incorporates the values and culture of the organisation. A culture of success is one where people care for each other's long term sustainability rather than just their own short term needs. It is a culture where people moving out hand over to their replacements in a manner designed to ensure continuity of service.
In rural areas the integration between community and the health service is critical. Often a hospital is a key employer in a rural area as well as being a primary provider of wellbeing for those in the community. A lot of community identity is invested in a rural hospital. Hospital management at all levels must be involved with their community, they must do more than live in the community they must be a part. I am reminded of the CEO of one of our clients. He not only manages the nfp organisation he heads up, but is also a member of the board of governance of the local hospital and actively involved in the community. This level of engagement serves to eliminate elitism and ensures a steady stream of constructive feedback to help the hospital management meet the needs of the community.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
Wednesday, September 23, 2009
Leadership Dilemma
One Saturday in September. The day when many people in Australia stop to watch the AFL Grand Final, played in Melbourne. This years Grand Final has been titled 'The Clash of The Titans' and will be played between St Kilda and Geelong, both proud football clubs with a long history. St Kilda is seeking to win its second premiership ever, its first being in 1966. Geelong is seeking to win its second premiership in three years after being pipped at the siren in last years Grand Final match.
There are two leadership groups in play here. The respective coaches and the team captains. Both coaches have a dilemma on their hands. They have to choose between players that have served them well all season or drop them for a more experienced player returning from injury. How would you handle this situation? Coaches of course don't win or lose games; on the day its those on the field that make the play. Yet decisions made before the game can impact upon morale and even how those on the field play on the day. Everyday senior managers make similar decisions. Who to include, who to leave out, who is the most qualified, the most experienced, most able to handle the situation, the impact upon others in the team and the impact upon inter-team relationships.
Then there are the team captains. On the field they are the ones responsible for leading the way. In this sense sports teams differ from business teams. A sport team captain rolls up their sleeves and gets down and dirty with everyone else. In business, the 'captain' often adopts a more hands-off role. In both instances the team captain is responsible for motivating those in the team, helping them overcome the disappointments, picking themselves up from their mistakes and keeping on going. Again this is where a sports team differs, unlike a business team, if you make a mistake on the sports field it may cost your team the game - and there are no second chances in a Grand Final.
How would you lead in these pressure situations? As a team leader you will get recognition for the combined effort of your team, just as the captains of these two teams will. Just as they cannot play and win this match on their own, neither can you achieve success without all your team members working together in a collaborative manner to the match plan.
Grand Finals are a pressure cooker situation. Lose your cool you will make a mistake and be penalised. As a team leader you don't necessarily work in a pressure cooker yet if you allow your emotions to get in the way members of your team will lose confidence in you and fail to produce. In that situation you, as the team leader, are responsible.
On Monday 28th September, only one off these team will be on the front page of the papers. The other, the losing team, will have already faded into memory. Where will your team be next Monday? How will they view you as their leader? As the Australians say 'Up There Cazaly'.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
There are two leadership groups in play here. The respective coaches and the team captains. Both coaches have a dilemma on their hands. They have to choose between players that have served them well all season or drop them for a more experienced player returning from injury. How would you handle this situation? Coaches of course don't win or lose games; on the day its those on the field that make the play. Yet decisions made before the game can impact upon morale and even how those on the field play on the day. Everyday senior managers make similar decisions. Who to include, who to leave out, who is the most qualified, the most experienced, most able to handle the situation, the impact upon others in the team and the impact upon inter-team relationships.
Then there are the team captains. On the field they are the ones responsible for leading the way. In this sense sports teams differ from business teams. A sport team captain rolls up their sleeves and gets down and dirty with everyone else. In business, the 'captain' often adopts a more hands-off role. In both instances the team captain is responsible for motivating those in the team, helping them overcome the disappointments, picking themselves up from their mistakes and keeping on going. Again this is where a sports team differs, unlike a business team, if you make a mistake on the sports field it may cost your team the game - and there are no second chances in a Grand Final.
How would you lead in these pressure situations? As a team leader you will get recognition for the combined effort of your team, just as the captains of these two teams will. Just as they cannot play and win this match on their own, neither can you achieve success without all your team members working together in a collaborative manner to the match plan.
Grand Finals are a pressure cooker situation. Lose your cool you will make a mistake and be penalised. As a team leader you don't necessarily work in a pressure cooker yet if you allow your emotions to get in the way members of your team will lose confidence in you and fail to produce. In that situation you, as the team leader, are responsible.
On Monday 28th September, only one off these team will be on the front page of the papers. The other, the losing team, will have already faded into memory. Where will your team be next Monday? How will they view you as their leader? As the Australians say 'Up There Cazaly'.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Skype john_coxon
Twitter john_coxon
Facebook john.coxon1
http://nfp-management.blogspot.com
http://healthsector.blogspot.com
Friday, August 14, 2009
Hospital workplace stress
The health sector is by its design a high-stress environment. The sector, even in private health, is formed and driven by political policy and considerations, funding, whether from Government or fee-paying patients, will always struggle to maintain pace with the increasing cost of providing health care, staff deal daily with stressful patient-related incidents that impact upon staff emotionally and hospitals are system and process driven; often they struggle to create an environment that is conducive to high standards of staff support.
None of this is an excuse for mistreating employees or maintaining stressful environments. Managers in the health sector have an obligation, which they accept when they take on the role, to look our for the wellbeing of those staff working with them.
Workplace stress, created by a less-than-friendly workplace environment leads to increased levels of absenteeism, stress-related workplace insurance claims and staff turnover. Add to this mix those employees that experience high levels of stress yet continue to work, do so at minimal levels of effectiveness. It becomes clear the costs associated with workplace stress are high indeed.
As a manager in a hospital, an aged care facility or a medical centre, what can you do to minimise the impact of the workplace upon employees?
Firstly look to help yourself. You cannot help others if you are stressed, unwell or unable to cope. I was working with a manager recently and while we were talking she opened her Outlook task list and pointed out two things. The first was the number of overdue tasks. The second was the number of tasks that she continued to reschedule. These are tasks the manager would like to do, but it was obviously not critical she do them, and one day, if she had time she might get to do them. We talked about those constantly rescheduled tasks and pondered on how many of them were important and if so could they be delegated to others on her work group? A key reason for workplace stress amongst managers is our inability to manage the tasks in our workload. We procrastinate. We leave the unpleasant jobs till they become critical - then we impose stress upon ourselves - and others. We neglect to break large tasks down into a series of small, easily achieved chunks done over a longer period. We fail to plan our work effectively, leading to us taking work home or trying to sleep when we are worried about looming deadlines. That is just what we do to ourselves!
What we do to others on our work group can be much, much worse. When you, as a manager, are stressed and under the pump your capacity to engage in effective decision making is reduced. Your tolerance for working through workplace issues is reduced. Your ability to ask questions and identify the root cause of an issue is reduced. You are always rushing from place to place; unable to spend time facilitating and fostering conversations or listening to what is being said, or even observing what is taking place around you. When you are stressed as a manager you might as well go home because you will be totally ineffective. Your employer is wasting money on you when you continue to operate in a high stress mode.
As a manager you are a role model. Those in your work group will follow you lead. What do you think they see when you appear out of control of your own workload? Are you one of those managers who say do as I say not as I do?
Take some time during staff appraisals to discuss an employees workload, at least. Preferably have an ongoing discussion on this topic rather than once a year! Break down the work and tasks. Work together to identify the bottlenecks. Ask who is the best, most effective, well qualified, most experienced, person to be doing this task? Also ask what is the impact of having this person do this task? Seek out opportunities for sharing roles. Look for the dull, the mundane, the boring and do whatever is in your power to get rid of such tasks. Look for more efficient means of processing the mountain of paperwork demanded by Canberra and Wellington with little or no thought given to either purpose or impact. There are many, many things you can do, as a manager, to help reduce the level of workplace stress amongst employees and staff.
One of the most important management behaviors is to spend time walking around the workplace. I work with the CEO of a Lifeline organisation in Australia. This CEO has spent time in every part of the organisation. She regularly visits the Lifeline stores, wanders round the warehouse and eats lunch with her staff. This is not micro management, this is good management. This CEO has line managers and she leaves them to get on with the job they are entrusted with. When the CEO is walking around she is listening to the stories her staff tell her, she is observing the workplace conditions imposed upon them and her staff can see that she is making an effort to understand how their work impacts upon them. This is not a little thing, this is huge.
Keep your eyes and ears open. Look and listen for signs of distress amongst your staff. Move quickly to provide guidance and support. Whatever you do, do not ignore the signs. The longer you take to act the more it costs your organisation. The sooner you act the less it costs to intervene. When an issue is small and at an embryonic stage it takes much less time and resources to resolve. The more time and resources you devote to resolving an issue the greater the potential for causing distress elsewhere in the organisation.
Failure to observe and failure to act upon workplace stress is very poor management. As a manager you have a duty of care towards those in your work group.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
None of this is an excuse for mistreating employees or maintaining stressful environments. Managers in the health sector have an obligation, which they accept when they take on the role, to look our for the wellbeing of those staff working with them.
Workplace stress, created by a less-than-friendly workplace environment leads to increased levels of absenteeism, stress-related workplace insurance claims and staff turnover. Add to this mix those employees that experience high levels of stress yet continue to work, do so at minimal levels of effectiveness. It becomes clear the costs associated with workplace stress are high indeed.
As a manager in a hospital, an aged care facility or a medical centre, what can you do to minimise the impact of the workplace upon employees?
Firstly look to help yourself. You cannot help others if you are stressed, unwell or unable to cope. I was working with a manager recently and while we were talking she opened her Outlook task list and pointed out two things. The first was the number of overdue tasks. The second was the number of tasks that she continued to reschedule. These are tasks the manager would like to do, but it was obviously not critical she do them, and one day, if she had time she might get to do them. We talked about those constantly rescheduled tasks and pondered on how many of them were important and if so could they be delegated to others on her work group? A key reason for workplace stress amongst managers is our inability to manage the tasks in our workload. We procrastinate. We leave the unpleasant jobs till they become critical - then we impose stress upon ourselves - and others. We neglect to break large tasks down into a series of small, easily achieved chunks done over a longer period. We fail to plan our work effectively, leading to us taking work home or trying to sleep when we are worried about looming deadlines. That is just what we do to ourselves!
What we do to others on our work group can be much, much worse. When you, as a manager, are stressed and under the pump your capacity to engage in effective decision making is reduced. Your tolerance for working through workplace issues is reduced. Your ability to ask questions and identify the root cause of an issue is reduced. You are always rushing from place to place; unable to spend time facilitating and fostering conversations or listening to what is being said, or even observing what is taking place around you. When you are stressed as a manager you might as well go home because you will be totally ineffective. Your employer is wasting money on you when you continue to operate in a high stress mode.
As a manager you are a role model. Those in your work group will follow you lead. What do you think they see when you appear out of control of your own workload? Are you one of those managers who say do as I say not as I do?
Take some time during staff appraisals to discuss an employees workload, at least. Preferably have an ongoing discussion on this topic rather than once a year! Break down the work and tasks. Work together to identify the bottlenecks. Ask who is the best, most effective, well qualified, most experienced, person to be doing this task? Also ask what is the impact of having this person do this task? Seek out opportunities for sharing roles. Look for the dull, the mundane, the boring and do whatever is in your power to get rid of such tasks. Look for more efficient means of processing the mountain of paperwork demanded by Canberra and Wellington with little or no thought given to either purpose or impact. There are many, many things you can do, as a manager, to help reduce the level of workplace stress amongst employees and staff.
One of the most important management behaviors is to spend time walking around the workplace. I work with the CEO of a Lifeline organisation in Australia. This CEO has spent time in every part of the organisation. She regularly visits the Lifeline stores, wanders round the warehouse and eats lunch with her staff. This is not micro management, this is good management. This CEO has line managers and she leaves them to get on with the job they are entrusted with. When the CEO is walking around she is listening to the stories her staff tell her, she is observing the workplace conditions imposed upon them and her staff can see that she is making an effort to understand how their work impacts upon them. This is not a little thing, this is huge.
Keep your eyes and ears open. Look and listen for signs of distress amongst your staff. Move quickly to provide guidance and support. Whatever you do, do not ignore the signs. The longer you take to act the more it costs your organisation. The sooner you act the less it costs to intervene. When an issue is small and at an embryonic stage it takes much less time and resources to resolve. The more time and resources you devote to resolving an issue the greater the potential for causing distress elsewhere in the organisation.
Failure to observe and failure to act upon workplace stress is very poor management. As a manager you have a duty of care towards those in your work group.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Monday, July 27, 2009
The Responsibility Of Management
Release of yet another report into health care in Australia will generate considerable public debate over the next twelve months. Much of this debate will likely centre around how the Commonwealth and State Governments could reduce the cost of public health care.
In the midst of this debate life in any health care facility goes on, yet the nature of the debate serves to create fear and uncertainty amongst those employed in the public health sector. In these circumstances management teams need to show leadership.
Public health care is a political football, it always will be, regardless of how health costs are funded. Management teams must focus on the efficient operation of their facility and leave the political postering to the bureaucrats.
In such situations the rumour mill will run wild. Stories will circulate about many things including control of hospitals, the future of various facilities and even staffing numbers. Rumours are counterproductive, they waste time and they distract staff from their work. Take the lead. Implement a comprehensive communication process. Focus on the facts in your communication and do not leave rumours unchallenged.
Management teams need to maintain a long term perspective. They need to continue to find ways to improve efficiency and effectiveness. During a Government review is not a good time to run up unsustainable operating losses. The level of public scrutiny on the health sector will increase over the next twelve months.
Now more than ever it is important to ensure your management team have the competencies to operate your facility effectively. Do they understand operational costs? Do they understand alternative strategies for controlling costs? Do they know how to source information, how to analyse information and how to work together to make the most appropriate decisions?
No more than ever, these are the things your management team should be focusing upon.
John Coxon & Associates have developed an integrated management process where we work with your management group to identify the various management competencies required, the existing level of those competencies and a process for improvement. All the money and technology in the world will not provide cost effective public health care unless management have developed the ability work together in a collaborative manner and make the right decisions.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
In the midst of this debate life in any health care facility goes on, yet the nature of the debate serves to create fear and uncertainty amongst those employed in the public health sector. In these circumstances management teams need to show leadership.
Public health care is a political football, it always will be, regardless of how health costs are funded. Management teams must focus on the efficient operation of their facility and leave the political postering to the bureaucrats.
In such situations the rumour mill will run wild. Stories will circulate about many things including control of hospitals, the future of various facilities and even staffing numbers. Rumours are counterproductive, they waste time and they distract staff from their work. Take the lead. Implement a comprehensive communication process. Focus on the facts in your communication and do not leave rumours unchallenged.
Management teams need to maintain a long term perspective. They need to continue to find ways to improve efficiency and effectiveness. During a Government review is not a good time to run up unsustainable operating losses. The level of public scrutiny on the health sector will increase over the next twelve months.
Now more than ever it is important to ensure your management team have the competencies to operate your facility effectively. Do they understand operational costs? Do they understand alternative strategies for controlling costs? Do they know how to source information, how to analyse information and how to work together to make the most appropriate decisions?
No more than ever, these are the things your management team should be focusing upon.
John Coxon & Associates have developed an integrated management process where we work with your management group to identify the various management competencies required, the existing level of those competencies and a process for improvement. All the money and technology in the world will not provide cost effective public health care unless management have developed the ability work together in a collaborative manner and make the right decisions.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
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