Healthcare Managers’ Roles, Competencies, and Outputs in Organizational Performance
This annotated bibliography article called Healthcare managers’ roles, competencies, and outputs in organizational performance improvement / Practitioner response, authored by Walick, William G. and Stager, Kimberly J.
While I do realize that this article is about the medical field, I believe that we can all agree that, just as any other business, a hospital also exists to make money, and the points set forth in this article apply to just about every other industry out there.
As times continue to change and new technology is constantly developed, roles of individuals in any organization are constantly changing.
One of the main points of this article is that of role theory. Role theory is defined as social norms, such as that of being a mother, manager or teacher. Each of these roles has set duties and expectations associated with them that guide philosophy and operations.
The point is that, just as technology and operations are constantly changing, role theories must change along with them. A manager is no longer expected to just manage personnel, but rather operations, training, inventory and everything in between. Roles are now a broad spectrum instead of a focused laser. This creates a more well-rounded employee that is more versatile and will have a greater contribution to the success of an organization.
Wallick, William G. & Stager, Kimberly J. (2002) Healthcare Managers’ Roles, Competencies, and Outputs in Organizational Performance Improvement/Practitioner Response. Retrieved from ProQuest: ABI/INFORM Collection. https://search-proquest-com.libauth.edu/abicomplete/docview/2067291