COURSE INFORMATION

This Leadership course is designed to provide the student with the ability to distinguish the difference between a leader and a manager and note that managers are not automatically leaders. Managers and leaders have different expectations as managers deal with the present and leaders deal with the future. The topics covered in this course are applicable to all sizes of healthcare organizations as the healthcare industry has entered an era of unprecedented change. At the same time, the work of healthcare organizations continues amid a high level of scrutiny from regulatory agencies that examine the quality of care, operational processes, financial performance and patient safety. The student will learn that organizations with leaders who are able to integrate innovations and operations, planning, coordination, adaptability and reputation will be successful and have a sustainable future in the industry. The development of Master leaders who are capable of establishing a balance between the forces of certainty and transformation will be the winners. In the course we attempt to define the extraordinary challenges healthcare leaders face and provide a model of leadership under which the leader can navigate the healthcare minefield of uncertainty.
Students will become conversant with the Competing Values Framework as a diagnostic tool that helps leaders analyze competing tensions that exist in a complex healthcare environment develop strategic responses and options. The Communication and Collaboration section focus will focus on the values of integrity and identity and creating a professional culture. Coordination and Compliance will deal with organizational security and stability and addresses a high reliability environment. The section devoted to Competition and Commitment covers goals and innovation and an organizations strategic response that may be developed to compete effectively. Under the Community and Credibility, the student learns how to lead relationships with internal and external constituencies and how joint accountability becomes a factor when dealing with the community. Patient satisfaction becomes a focal point and the future leader is taught to consider a community perspective in decision making. This course is relevant for current and future supervisors and managers who want to increase their leadership potential and skill set. The course content is applicable for prospective and existing managers from Outpatient facilities, Long-term care facilities, Ambulatory Centers and all levels of hospitals. Course Code HM 530. Contact Hours of Continuing Education = 30.

Level of Complexity = Intermediate to Advanced

This course is particularly designed for those who would like to become Certified as a Certified Health Care Manager by the American Institute of Health Care Professionals, Inc., however it is also offered to all health care and management professionals who may be interested in taking it.

Instructor/Course Author:  Mark C. Barabas, BS, DHA, FACHE

Link to: Resume

TEXTBOOK: There is one required Textbook for this course.

Mastering Leadership: A Vital Resource for Health Care Organizations. By: Alan T. Belasen, Barry Eisenberg, John W Huppertz. Jones & Bartlett Learning: 2016: ISBN: 9781284043235.

This book is available for purchase directly from the publisher at a special 40% discount via our AIHCP portal at the publisher’s website. To purchase now at the 40% discount: access here

You are required to order your own copy of the textbook. Please be sure to order your books as soon as possible so that you can begin your course of study.

Additional Assignments: there are Online Videos that are required for viewing for this course as well. Once enrolled into the course, students are provided with full information regarding Video Viewing and assignments. Videos are NOT required to be purchased.

TIME FRAME: You are allotted two years from the date of enrollment, to complete this course. There are no set time-frames, other than the two year allotted time. If you do not complete the course within the two-year time-frame, you will be removed from the course and an “incomplete” will be recorded for you in our records. Also, if you would like to complete the course after this two-year expiration time, you would need to register and pay the course tuition fee again.

GRADING: You must achieve a passing score of at least 70% to complete this course and receive the 30 hours of awarded continuing education credit. There are no letter grades assigned. You will receive notice of your total % score. Those who score below the minimum of 70% will be contacted by the American Institute of Health Care Professionals and options for completing additional course work to achieve a passing score, will be presented.

BOARD APPROVALS: AIHCP is an approved provider of continuing education by the Florida Board of Nursing. CE Provider # 50-11975. Access information

The American Institute of Health Care Professionals (The Provider) is approved by the California Board of Registered Nurses, Provider number # CEP 15595 for 30 Contact Hours.

This course, which is approved by the Florida State Board Of Nursing (CE Provider # 50-11975) also has the following Board of Nursing Approvals, for 30 contact hours of CE

The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the Arkansas Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the Georgia Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the South Carolina Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the West Virginia Board of Examiners for Professional Registered Nurses. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the New Mexico Board of Nursing. CE Provider # 50-11975.

Course Refund & AIHCP Policies: access here

ONLINE CLASSROOM RESOURCES AND TOOLS

* Examination Access: there is link to take you right to the online examination program where you can print out your examination and work with it. All examinations are formatted as “open book” tests. When you are ready, you can access the exam program at anytime and click in your responses to the questions. Full information is provided in the online classrooms.

* Student Resource Center: there is a link for access to a web page “Student Resource Center.” The Resource Center provides for easy access to all of our policies/procedures and additional information regarding applying for certification. We also have many links to many outside reference sites, such as online libraries that you may freely access.

* Online Evaluation: there is a link in the classroom where you may access the course evaluation. All students completing a course, must, without exception, complete the course evaluation.

* Faculty Access Information: you will have access to your instructor’s online resume/biography, as well as your instructor’s specific contact information.

* Additional Learning Materials: All course handouts are available in the online Video classrooms. All E-Learning Books are available in the classrooms for students to download.

COURSE OBJECTIVES: Upon completion of this course, you will be able to:

• Gain insight into the leadership challenges in the healthcare environment
• Recognize the components of the analytical framework used in healthcare organizations
• Develop a broader view of the internal and external environments surrounding the master leader
• Become familiar with the tenets of the competing values framework
• Appreciate the complexity of the interdependent roles that master leaders assume
• Learn about the importance of using transformational and transactional leadership roles
• Use a diagnostic tool to help differentiate the group roles assumed by middle managers in healthcare organizations
• Identify where and how middle management creates the greatest value
• Explore ways to avert the potential for leadership failure through attention to leadership development and effective succession planning in healthcare organizations
• Understand the critical role of middle managers in designing and leading cross-functional teams
• Recognize the complimentary skills associated with effective functioning of teams
• Frame the context for understanding the challenge of motivating employees with different needs
• Understanding the advantages and disadvantages of using intrinsic and extrinsic sources of motivation
• Learn about the integrative theories and concepts of motivation
• Relate motivation to leadership roles
• Learn about effective motivation strategies
• Analyze incidents and apply motivational tools to increase employee satisfaction and improve performance
• Explain how the changing landscape in healthcare is heightening the need for a more comprehensive approach to achieving high reliability
• Identify the complexity and multidimensionality of the concept of reliability
• Provide a definition for achieving high reliability as it pertains to healthcare leadership
• Understand the 4 interrelated underpinnings of a high reliability culture as well as the role of leadership in achieving such a culture
•  Describe how patient care and continuous improvement constitute pillars of an organization-wide effort to achieve high reliability
• Identify successful cooperative arrangements among healthcare providers
• Identify and describe drivers of healthcare quality improvements
• Understand the importance of data and measurements in monitoring quality care
• Learn about the new CMS regulatory requirements and scoring systems
• Identify clinical processes and patient experiences as indicators for hospital compliance
• Describe the links between quality, efficiency and financial outcomes
• Identify tools of quality control and quality management
• Understand the role of leadership in championing the quality care process and patient safety initiatives
• Understand the competitive environment in which healthcare organizations operate
• Recognize the need for marketing as a means to compete effectively in a complex environment
• Appreciate that the foundation of marketing is understanding customers’ needs and meeting their needs through goods and services tailored to meet their needs
• Define marketing in terms relevant to healthcare
• Define the 4 P’s and describe how leaders can apply them to compete effectively
• Understand the interplay between marketers’ subjective intuition and objective analysis of data, and how this relates to the innovator and coordinator roles within the competing values framework
• Understand the fundamentals of competitive analysis and how the relate to strategy and planning
• Distinguish between the types of commonly used goals
• Appreciate the power of goals to influence and motivate employees, managers and teams
• Recognize the importance of setting goals in strategic, operational and project planning
• Understand the potential side effects of unintended consequences of improperly formulated goals
• Recognize the importance of setting goals that are appropriate to the team and organization as well as to individuals
• Understand the use of goal measurement frameworks such as the balances scorecard and the role master leaders play in their development when considering competing values
• Explain the evolution of the modern healthcare system and the historical content for a community-based perspective
• Define community as a multidimensional concept and discuss its application to the delivery of healthcare services
• Identify current economic trends and clinical and technological advances that are stimulating community-based approaches to healthcare
• Explain the components and essential conditions for a community-based approach to healthcare delivery
• Identify how healthcare alliances are distinct from consolidations, which occur through mergers and acquisitions
• Identify the risks and limitations of healthcare alliances
• Describe the role of leadership in promoting effective community orientations in healthcare systems
• Define the concept of patient satisfaction and recognize the reasons for its increasing prominence in the healthcare care industry
• Understanding how the culture, history and work demands of healthcare affect patient satisfaction scores
• Identify key trends, including clinical , economic , legislative , cultural and demographic factors that create challenges and barriers in the goals to attain high levels of patient satisfaction
• Explain the critical role and multidimensional nature of communication and interpersonal performance related to the achievement of patient satisfaction goals and targets
• Indicate the negative consequences associated with the failure to ensure that patient satisfaction goals are realized
• Understand the role and responsibility leadership has in the development and maintenance of an environment conducive to producing high patient satisfaction scores
• Employ the competing values framework as the basis for applying patient satisfaction principle in the work environment
• Use the competing values framework to evaluate the effectiveness of physician-patient communication at both individual and organizational levels
• Recognize that the complexity of healthcare requires higher levels of cognitive complexity
• Appreciate the need for behavioral flexibility to cope with change leadership
• Balance microscopic and telescopic views of leading and transitioning healthcare organizations
• Realize the importance of developing leadership capacity when choosing the right roles to deal with internal and external stakeholders
• Learn to use systems thinking to navigate the competing values framework
• Adopt mobile technologies
• Train in weak areas to improve engagement skills
• Develop self-improvement activities to become more customer focused
• Understand both positive and negative personality traits
• Use honesty and transparency when dealing with others
• Learn to frame your leadership position and use your influence skill set
• Get a 360 review to create your self-development plan
• Map out important stakeholders in 4 critical domains of healthcare environments
• Acquire knowledge, skills and abilities in the 4 domains of leadership
• Learn to align the leadership roles and competencies with organizations goals and strategies
• Asses personal strengths and weaknesses through the understanding of gaps between our existing skills and personal skill goals
• Identify areas for self-improvement and further development
• Develop skills that have a seemingly paradoxical relationship yet are essential for effective performance
• Learn to realign leadership profiles during transitions and with future organizational goals
• Use strategies and apply new knowledge and skills to maximize leadership effectiveness

COURSE CONTENT

The challenge for leaders today
Analytical frameworks for health care organizations
The internal and external environments of leaders
Tenets of the competing values framework
Interdependent roles of master leaders
Transformational and transactional leadership
Group roles assumed by middle managers in health care organizations
How middle management creates great value
Leadership development
Succession planning
Designing and leading cross-functional teams
Motivating employees with varying needs
Intrinsic and extrinsic motivation
Integrative theories and concepts of motivation
Relation of motivation to leadership
Effective motivation strategies
Motivation in relation to leadership roles
Analyzing incidents
Using motivational tools in practice
Achieving higher reliability in the workplace
The concept of reliability
High reliability cultures
Patient care and high reliability organizations
CI and high reliability organizations
Successful cooperative agreements among health care providers
Drivers of health care quality improvements
Data measuring and monitoring in quality care initiatives
CMS regulatory requirements and scoring systems
Patient experiences as indicators for hospital compliance
Quality, efficiency and financial outcomes
Tools of quality control and management
Role of leadership in quality care processes
Health care competitive environments
Marketing to compete effectively
Understanding customer needs
Defining marketing in terms of relevance to health care
The competing values framework
Competitive analysis, strategy and planning
The power of goals for motivation
Goal setting in strategic and project planning
Consequences of improperly formulated goals
Goal measurement frameworks
Community based perspectives in health care systems
Community as a multidimensional concept
Economic trends stimulating community-based approaches to health care
Technological advances stimulating community-based approaches to health care
Health care alliances
Role of leadership in promoting effective community orientations
Concepts of patient satisfaction
How culture affects patient satisfaction
Trends influencing patient satisfaction
Negative consequences in failing to achieve patient satisfaction
Leadership responsibilities for patient satisfaction
Physician-patient communications
Cognitive complexity
Microscopic and telescopic views of leading
Choosing the right roles to deal with internal and external stakeholders
Systems thinking
Use of mobile technologies for leaders
Improving engagement skills
Becoming more customer focused
Positive and negative personality traits
Honesty and transparency
Using influence
Creating self-development plans
The four-domains of leadership
Self-improvement and future development
Maximizing leadership effectiveness