Monday, June 7, 2010

A management model for the 21st Century Health Care Organization

There is a growing trend of state and government of the old autocratic leadership model for the new models with the concepts of shared leadership and participatory break. With the increasing complexity of medical care and individual news, skilled workers, political leaders have a responsibility to communicate in an environment where the organization has reached a common goal. According to Bennis, Spreitzer and Cummings (2001) in the future landscape of health care organizationis more decentralized, promote flexibility, initiative and autonomy. future leaders can move away from common sense features of networks that can change the foundation of the organization. The requirements for joint management or leadership roles in teams continue to increase organization. Health, people are promoting, developing and strengthening the role of creating teamwork and leadership, collective action at all levels. The leaders of the futureTours, seek advice and exchange of information. People say, what to do and how is a thing of the past (Bennis, Spreitzer and Cummings, 2001 has become.) In the 21st century, the dynamics of the leader to provide health care resources, the ability to motivate others and a platform a human organism is to maximize independence. Leadership must be added a two-way communication in which the vision to meet the two organizations and the promotion of the objectivesEmployee needs. This assignment is a model of leadership for the 21st century, the role that organizations of participation and participatory model of shared leadership in health care.

model of leadership commitment

Fullam, Lando, Johansen, Reyes and Szaloczy (1998) provide effective leadership is an integral part of creating an environment that nourishes the development of a power group. Leader effectiveness is the extent to whichGroup leader was able to achieve their business objectives (Fullam et al., 1998). Organizations need leaders in the 21st century that the Environment Team are committed to developing employees into one. In an environment where leadership is transferable in accordance with the commitment of management by objectives is a common goal. Kerfoot and Wantz (2003) is proposed in which human rights organizations are committed and inspired enthusiastic about their work, respect andconstant search for excellence is done automatically. In these organizations continue to be met if the leader does not exist. This kind of leadership the team leader must use all resources available for people between the three conditions: (create) a common goal, (b) self-direction, and (c) quality of work. to create leaders who are committed to its employees believe in creating a shared vision that creates a sense of common destiny for all (Kerfoot and Wantz,2003).

The involvement of others in the direction of a single process that is deeply rooted in the faith of people is part of the implementation of organizational goals and purpose. Atchison and Bujak (2001) suggests to others is important in the process, to support people as they tend to contribute to the preparation. Regret the change, but will change if they understand and desire for change and process control. The exchange of information promotes a sense of Participation and allows people to feel accepted and respected (Atchison and Bujak, 2001, p. 141).

Toseland, Palmer-Beat, and Chapman (1986) recommends that individual managers cooperate, share their knowledge and skills, a broader decision-making will be achieved when leaders instead of working independently. For example, a group of geriatric psychiatric nurse to lead a group of health problems, enriched by a social worker, group therapy, or start a mentalcan lead> Health Assistant reality therapy group-oriented structure (Toseland et al., 1986). common commitment to provide leadership in the future, develop, coordinate and integrate the complex and changing health scenarios Century 21.

Respect for authority and the work ethic

Haase-Herrick (2005) proposed the shared leadership with the ability to increase or improve the trust between individuals. Leadership is to improve the functions of mobilizationIndividuals to create positive environments for the practice of health) to support the work of the group (Haase-Herrick, 2005. Ability to lead a team so that the moral leadership to strengthen the work ethic, and others build the capacity for their potential in a group to complete. leadership is the ability of people to achieve a common goal. Teams build leadership and member benefits shared commitment to the process of creating the team's common emotions within the group (Pescosolido,2002).

Cooperation between the State and Government in health sector

There are new models that emerge, based on a new approach for producing such an effective collaboration in the direction to add. Wieland et al., 1996) describe (trans-disciplinary teams in health, the members trust each other sufficiently developed in faith and doctrine of exploration and learning at all levels of political leadership. Cooperation is divided, but the ultimate responsibilityEfficiency is up to team members available. collective responsibility, for example, could be a situation to serve the clinical team in a leadership role in all cases, regardless of their disciplinary knowledge (Wieland et al., 1996). The combined efforts of the leadership model allows for independence and equality of relevant professional under pressure, while team members to achieve consensus on the objectives and priorities of the group. It 'importantImportance of cooperation in a complex and changing medical care. The emphasis on the primary is a combination of state and government, ultimately rest on faith in the common objectives of the organization, but a joint effort. Atchison and Bujak (2001) recommended, it is important that the importance of keeping everyone informed of ultimate success, but a concerted effort to emphasize once again. Clarification of expectations and shows how specificamendments relate to the participants' commitment to leadership (important Atchison and Bujak, 2001)

leadership at all levels

Capacity in the 21st century, calling his leadership and motivation skills, and other facts to the competent authorities as possible. According Elsevier (2004) Leadership is the ability of a computer or a number of people in an ethical way of construction, property and energy production and leadTalents to achieve a common goal. Leadership is motivating and encouraging all at the same time meet other goals. Leadership is the vehicle where the vision is clear, although the promotion of communication in both directions at all levels of organization (Elsevier, 2004).

The leaders of the 21st century must change to identify competent and how to encourage others to experience these changes for the mutual benefit of the institutionObjectives. Elsevier (2004) proposed Heads of State and Government must be comfortable with change comes the change, new opportunities for cooperation between the followers and companions (Elsevier, 2004). Improving change initiatives at the same time that these changes are understood and fully exercise a priority for the leadership, commitment to the leadership election.

Leadership as an agent of change

Longer, and Rakic Darr (2000) suggest that organizational changes in healthmaintenance organization does not occur absent certain conditions. The keys are the people who are catalysts for change and who will manage the organizational changes. These people are called agents of change. Anyone can be an agent of change, but this role is usually played by management. Stockbrokers must recognize that organizational change is to change people. We can not change leads to the motivation of change agents. change agents need a jobshared values and attitudes, a new consensus that people with a crucial step for an organization such as the sale and the new type of defense against the opposition (the longest, Darr and Rakic, 2000). As health care organizations in the 21st century, successful leaders must have the skills necessary to make changes in individual computers. Longer, and Rakic Darr (2000) suggested one of the main categories of change is a team or teamsDevelopment, obstacles to effective group of self-sufficiency in managing the group process and facilitate the process of change (the longest, Darr and Rakic, 2000). A leader who supports the effort to try to minimize the strength to build a consensus for change goals with organizational culture.


Leadership in health care complex picture in the 21st century, people must be committed to the promotion of teamEfficiency. Sarner (2006) suggest that leadership is a "power-and value judgments relationship between leaders and followers, the real changes that reflect their common goals and objectives." In other words, is the dynamic that galvanized people into groups to do different things, or things better - for themselves, for their company in the world around them. The main components of the guide was more or less constant: intelligence, intuition,Instinct, vision, communication, discipline, courage, firmness (Sarner, 2006). In the 21st century managers must know how to collect and sort information structure, and tap into new ways to create clear objectives, both within the organization and individuals need. The large capacity, which may in the learning process of leadership is the ability to listen to colleagues and staff only to promote a common consensus. To communicate a visionin the future, a commitment to work with other leaders, and may move in the process of achieving the management of organizational goals.


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Haase-Herrick, K. (2005). Opportunities for Stewardship: Leadership for the future. Nursing Administration Quarterly, 29 (2), p. 115-118. As of March 23, 2006, from Ovid Technologies, Inc. e-mail service.

Kerfoot, K., & Wantz, S. (2003). Compliance leadership: the 17th century model that does not work. Dermatology Nursing, 15 (4), 377 June 3, 2005, from

Longest, B., Rakic, JS and Darr, K. (2000). Management of health services and systems of organizations (4th ed.) Baltimore, MD: Health Professions Press, Inc.

Pescosolido, AT (2002). Emerging leaders as managers of group emotions. Leadership Quarterly 185 (2002), xxx-xxx. From October 5, 2006 by 20Leaders %%%%% 20AS 20Group 20of% 20Management 20Emotion.pdf

Sarner M.(2006). Perhaps learned leadership? From October 8, 2006

Toseland, RW, Palmer-Beat, J., & Chapman. D. (1986). Teamwork in psychiatric institutions. National Association of Social Workers], Inc. May 29, 2005 [

Wieland, D., Kramer, J, Waite, MS, Rubenstein, LZ, and Laurence Z. (1996). The geriatric interdisciplinary teamCare. The behavior of Scientific American. Since 1 May 2005, []

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