The Management and Operations course is specifically designed for those hospital and health care workers who are new to the industry or are interested in migrating from clinical roles to non-clinical and management roles. The course is, at its core, an overview of all the operations, departments, structures and programs that can go into a large hospital operation. The typical clinical and new employee to health care takes approximately two years to determine most of the moving parts of a hospital's operations, and this course is designed to reduce that to two days. Graduates of this course will be well suited to speak confidently and knowledgeably about a health practice's operations, and how each piece fits into other components.
The Management and Operations course is designed to help your clinical leaders migrate from clinical, patient-focused roles to managerial, administrative and leadership roles. Effort is made to help them see all of the components of a large health system, and how each operation is interlocked with other operations. Time is also given to how working across groups can facilitate novel and impactful solutions to problems your practice may be facing today.
Patients depend on their caregivers to give their best, every day, all the time. Yet amidst that challenge is the realities of life – mistakes happen, processes are flawed, and needs change. As health care leaders, we must manage these shifting priorities in a manner that provides calm, direction, and sustainability for hospital and medical practice operations.
This course provides the foundation and principles of operations and operational management within the health care environment. An overview of the many operational components that make a medical practice or health system run is described, along with the tools available for managerial decision-making. Application of certain managerial science principles is discussed and applied, enabling course participants to consistently make the right decisions at the right time.
Drawing on decades of experience in strategic consulting, investment banking, operational management and health care leadership, the instructor for this course brings real life cases, lessons and experiences, providing meaningful, applicable knowledge for course attendees to implement. The case studies and examples given illustrate the challenges, dynamics and opportunities present in today’s health care environment.
Course participants will benefit from this course by gaining an understanding of the multiple components that make up hospital or medical practice operations.
Emphasis is given to management principles and utilization of decision-making tools.
Additionally, concepts of managerial science are applied to the health care setting, along with discussion of appropriate metrics for performance monitoring, and how pulling certain managerial “levers” impacts other parts of the health care operation.
Course participants should leave the course with a deeper understanding of the entirety of health care operations, and what tools are at their disposal to help shape the performance of those operations.
Participants in the course should have completed undergraduate studies in business or a health care-related field, or should have equivalent experience, along with a basic understanding of clinical operations and practices. Graduate study in a similar field is beneficial but not required.
PARTICIPATION AND MATERIALS:
The 1.5-day program is constructed around a foundational understanding of hospital operations, from the clinical operating environment to the business office, marketing & communications, facilities, the Executive suite and everything in between. Following that foundation, the course also discusses the principles of managerial science, and application of some of its methods to monitor and increase performance.
Prior to the course, a short suite of articles will be provided by the instructor that is pertinent to the course’s studies. Additional material may be provided after the course for further reading and reinforcement of the principles discussed. Students will be further enriched and gain greater value from the course having read these articles and come prepared to discuss them in class.
Larry Rook | Bio
HEALTH CARE OPERATIONS
The foundation of the day’s material begins with an overview of the many operations that encompass a typical practice and health system. Time is given to how they interact, the challenges each area faces in relation to other areas, and some of the solutions deployed to help address those issues.
A case is used throughout the session to illustrate concepts, perspectives and the dynamics affecting the decision-making process of health care leaders.
HEALTH CARE MANAGEMENT
The course builds upon this foundation to discuss health care management, and more specifically the managerial science that can be applied to decision-making, managing people and assets, and how to monitor performance and develop actions to correct negative trends or enhance positive ones.
*Part of the value of any higher education course is the opportunity to network with your classmates and peers, exchange ideas and information, and discuss opportunities for future collaboration, career growth, etc. To this end, an unofficial meetup after class will be available to interested students to facilitate this free flow of information. Details will be given in class.
Participants in the course will be graded upon the following guidelines:
The group activity will encompass material assimilated during the course as well as reading material provided before class and/or outside of class. Scores will be based upon a combination of group engagement, application of course material and innovation within the framework of the group’s assigned problem.