HEAL5004 Strategic and Operational Health Services Management Report 3 Sample
A critical analysis of managerial competencies necessary for sustainable organizational performance in healthcare. Maximum word count for this section: 2500 ± 10%
Task: using the framework “Common Competencies for All Healthcare Managers: The Healthcare Leadership Alliance Model,” critic the journal article, “Sustainable organizational performance: A study of healthcare organizations in the United Arab Emirates.”
Instructions for critiquing the paper
1. Examine the limitations of this paper in addressing the topic area comprehensively i.e. does the paper address the purpose it claims from its outset? You are required to consider comprehensiveness of the content on sustainable organizational performance and the influencing factors covered in this paper against what is known about what sustaining high organizational in healthcare organizations means and the influencing (facilitating or limiting factors) . 15 Marks
2. This paper outlines and examines the factors necessary for sustainable organizational performance in UAE public hospitals. However, managerial competencies play a critical role in order to create such organizational performance.
a. Select and discuss at least five (5) factors influencing sustainable organizational performance as outlined in this paper either by facilitating or limiting a sustained high healthcare organizational performance in the Arab Emirates. 20 Marks
b. Using your selected 5 factors in task 2a, map both the technical managerial competences and soft skills required to achieve those five organizational performance factors. A table will be useful for completing this task. 15 marks
3. Discuss how the mapped technical competencies are used by managers to achieve and sustain high healthcare organizational performance and their limitations. 20 marks.
4. Discuss how the mapped soft skills could complement the technical skills to achieve and sustain organizational performance in healthcare organizations. 30 marks
5. Advise the authors of the paper on additional factors and competencies (technical and soft skills) that are necessary for sustainable organizational performance in healthcare. 15 mark
Solution
Introduction
With a focus on the context of healthcare organisations in the United Arab Emirates, this assignment aims to conduct a critical study of the managerial abilities necessary to sustain organisational performance in the healthcare industry. It seeks to assess how well the journal article "Sustainable organisational performance: A study of healthcare organisations in the United Arab Emirates" deals with the complexities of establishing sustainable organisational performance in the healthcare industry. University Assignment Help, The methodology used to evaluate the managerial competencies offered in the paper, "Common Competencies for All Healthcare Managers: The Healthcare Leadership Alliance Model," serves as the basis for the critique of the assignment.
The assignment is divided into a number of important elements. In order to address the wide range of elements connected with sustainable organisational performance in healthcare, it first critically assesses the limits of the chosen journal article. The assignment then digs into a thorough analysis of five criteria mentioned in the article to determine if they help or hinder healthcare settings in the UAE from achieving high organisational performance. It then maps the managerial technical skills and soft skills necessary to effectively handle these problems. The constraints of these technical competencies are also examined, along with how managers use them to achieve and maintain high organisational performance. In order to maximise organisational performance, the assignment also explains the crucial function that soft skills play in completing technical competence.
1. Comprehensive Critique of the Paper
The paper under consideration aims to investigate sustainable organisational performance in the public healthcare sector of the United Arab Emirates (UAE). The main goals of this project are to prioritise these relevant elements, determine the factors impacting sustainable organisational performance, and build a framework for promoting sustainability (Stefl. 2008). The Analytical Hierarchy Process (AHP) is used in the study to collect opinions from subject-matter experts.
The paper's primary focus on the UAE public healthcare system makes it difficult to generalise the results to healthcare systems in other locations, which is one of its drawbacks. It is critical to recognise this limitation since the variables affecting organisational effectiveness might differ dramatically across different healthcare environments (Stefl. 2008). Additionally, the analysis may become subjective due to the paper's exclusive use of the AHP approach, which depends on expert judgement. Although expert opinions are significant, the choice of experts and each expert's personal biases can affect the method's results. The impartiality and generalizability of the findings may be limited by this reliance on expert judgements.
The integration of technical management competencies and soft skills necessary for establishing sustained organisational performance is also not covered in depth by the study. Although it recognises the elements that affect performance, it falls short of offering a comprehensive grasp of the managerial skills required to effectively address these factors (Stefl. 2008). When assessing if the study achieves its goals, it is clear that the research advances in its ability to pinpoint the variables influencing long-term organisational effectiveness in the UAE public healthcare system. It does not, however, go into great detail on how these discoveries might be used in practise. This exclusion is a drawback since it leaves healthcare administrators in the dark about how to turn these variables into workable strategies for achieving long-term performance. The report contributes useful insights particular to the UAE environment when compared to what is already known about maintaining high organisational performance in healthcare organisations. But it lacks a broader viewpoint that might profit from cross-contextual comparisons and a more thorough examination of industry best practises.
2. Factors Influencing Sustainable Organisational Performance
a. The report identifies five variables that affect long-term organisational performance in the UAE's public healthcare system. These elements may encourage or constrain sustained high organisational performance in the healthcare sector. Here, we go over each of these elements and how they affect performance:
1. Patient Safety and Quality of Care: This element significantly makes prolonged high organisational performance possible. In the healthcare industry, it is crucial to guarantee patient safety and provide high-quality care. Safety and quality-focused organisations not only improve patient outcomes but also build their reputation and win the community's trust (Al Omar, et al., 2019).
2. Leadership: Sustained high organisational performance is made possible by effective leadership, particularly transformational leadership. Inspiring and motivating their teams, transformational leaders can improve team morale, patient happiness, and overall performance. However, performance might be constrained by weak leadership.
3. Social Responsibility: High organisational performance can be facilitated by embracing social responsibility. According to Dau et al. (2019), interacting with stakeholders and carrying out corporate social responsibilities can improve an organization's reputation, foster trust, and support long-term viability. On the other hand, disregarding social duty could hinder performance.
4. Resources: High performance is facilitated by adequate resources, including financial and technological resources. These resources allow organisations to increase efficiency, make technology investments, and provide better patient care. Performance might be hampered by insufficient financial resources by preventing expenditures in critical upgrades.
5. Human Resources Processes: Effective human resources procedures can support sustained high performance by addressing issues like employee wellbeing and capacity building Mousa and Othman, 2020). Employee satisfaction and training are key factors in an organization's success. Poorly handled HR procedures, however, can hinder performance by raising absenteeism and depressing morale.
b. The technical managerial competencies and soft skills needed to achieve the five key organisational performance elements are mapped out in the following table:
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3. Technical Managerial Competences for High Organisational Performance
In order to achieve and maintain good organisational performance in the healthcare sector, the mapping technical managerial competences are essential (Nisar et al., 2021). These skills and expertise cover a wide spectrum that managers require in order to effectively lead and manage healthcare organisations. Let's talk about how these competencies are applied as well as any potential drawbacks or difficulties.
1. Clinical Expertise: Clinical knowledge is essential to healthcare management because it helps managers to decide on patient care with knowledge (Wiljer and Hakim, 2019). Managers with clinical experience can analyse treatment plans, interpret medical data, and comprehend the subtleties of various medical specialties. In order for healthcare organisations to provide high-quality care and follow best practises, they must possess this competency. But the drawback is that not all healthcare administrators come from a clinical background. In these circumstances, consulting with experts or working together to make decisions may be important.
2. Financial Management: For healthcare organisations to remain viable, effective financial management is essential (Obrenovic et al., 2020). Budgeting, cost management, revenue management, and financial analysis are skills that managers need to be adept in. This skill enables managers to invest in the essential machinery and technology, allocate resources efficiently, and keep their finances stable. The difficulty in this situation is that managers must handle insurance reimbursement, billing, and regulatory compliance. Healthcare financial management can be complicated. Budget restrictions may also be a factor in limiting one's ability to invest in important areas.
3. Information Technology (IT) Implementation: IT systems are frequently utilised by healthcare organisations for communication, diagnostic tools, and patient records. IT-savvy managers can guarantee the seamless operation and integration of these systems, improving patient care and operational effectiveness. But managers must keep up with the most recent technologies and security precautions since healthcare IT is always evolving. IT system implementation and upkeep can be expensive and resource-intensive.
4. Stakeholder Engagement: A crucial ability is managing interactions with multiple stakeholders, such as patients, employees, and regulatory agencies. Building trust, enhancing patient happiness, and facilitating collaboration with other healthcare professionals are all benefits of effective stakeholder engagement. The difficulty is that effective negotiation and communication skills are needed for stakeholder engagement. Inability to strike a balance between the various requirements and expectations of stakeholders may result in conflicts or unhappiness.
5. HR Policy Development: Healthcare organisations' most important resource is their human capital. Employer well-being, professional growth, and performance management can all be supported by HR policies that are developed and put into place by competent managers (Abeisen et al., 2020). This competence is essential for having a trained and motivated staff. Limitations could result from the difficulty of managing a multicultural healthcare workforce, dealing with retention issues, and modifying policies to reflect shifting labour laws and regulations.
6. Training and Development: Health care managers need to be skilled at creating and executing training programmes that improve employee competencies (Ahmed et al., 2020). In order to adapt to new medical procedures and technologies, continuous training is necessary. The problem here is that time and resources are needed for efficient training and development. Managers must strike a balance between operational responsibilities and the need for training.
4. Soft Skills Complementing Technical Skills
The introduction of soft skills into healthcare organisations significantly improves the successful use of technical abilities (Russel et al., 2023). These "soft" abilities, which include interpersonal and emotional intelligence, are crucial for enhancing organisational performance and promoting a happy work environment in the healthcare industry. In the section below, we talk about how these soft skills work in conjunction with technical abilities to maintain high performance in healthcare organisations.
1. Effective Communication: In addition to technical skills like clinical knowledge and IT deployment, effective communication is a fundamental soft skill (Laari et al., 2021). Clear and compassionate communication with patients, their families, and other staff members is crucial in the healthcare industry. For instance, a healthcare manager with excellent communication abilities can clarify complicated medical ideas to patients in a way that eases their tension and boosts their pleasure. Additionally, successful teamwork and patient-centered treatment are ensured by excellent communication within the healthcare industry. It results in better patient outcomes and a more effective method of healthcare delivery when paired with technical competencies.
2. Empathy and Patient-Centered Care: A crucial soft skill for healthcare practitioners is empathy. By enabling healthcare professionals to engage with patients more deeply, it enhances clinical skill (Alhalal et al., 2020). Although clinical knowledge may offer the diagnosis and the course of action, empathy makes sure that patients are made to feel heard, appreciated, and understood. Patients are more likely to be satisfied with their overall experience and adhere to treatment regimens when they feel that their healthcare practitioners have empathy for them, which ultimately improves patient outcomes.
3. Teamwork and Collaboration: Doctors, nurses, administrators, and support workers all need to work well together in the highly collaborative sector of healthcare (Schot et al., 2020). Soft skills that foster a positive workplace culture, such as collaboration, conflict resolution, and adaptability, support technical competencies. In order for healthcare professionals to properly integrate their clinical and technological skills to provide the best care, teamwork is essential. It is simpler to adopt technical solutions and enhance patient care when there is a culture of collaboration, which may be fostered by a healthcare manager or leader with good teamwork and leadership abilities.
4. Leadership and Decision-Making: Healthcare managers and administrators must have strong leadership qualities, such as motivation, vision, and the capacity to make wise judgements (Ahem and Loh, 2021). They support technical skills by offering the direction and guidance required for efficient healthcare delivery. Healthcare managers that possess strong leadership qualities may define strategic objectives, motivate their people, and make decisions that are in line with the organization's mission. Enhancing employee engagement, fostering a culture of continuous improvement, and ensuring that technical competencies are applied in ways that benefit both patients and staff are all benefits of effective leadership in healthcare organisations.
5. Conflict Resolution: Healthcare environments can be stressful, and disagreements between staff members or between patients and their families are possible. Soft skills like conflict resolution are crucial for preserving a peaceful work atmosphere in the healthcare industry. In order to prevent arguments or misunderstandings from impeding the effective running of the organisation, they supplement technical skills. Healthcare personnel that possess conflict resolution skills can address conflicts quickly and constructively, allowing the focus to stay on patient care and organisational performance.
6. Cultural Competence: Numerous patient demographics are served by healthcare organisations. Understanding and respecting patients' cultural backgrounds, beliefs, and values requires cultural competence, a soft skill (Xu et al., 2021). By ensuring that care is delivered in a culturally sensitive manner, this skill enhances clinical knowledge and technical proficiency. Patients are more likely to accept and follow treatment regimens when healthcare workers are culturally competent, which improves healthcare outcomes.
5. Additional Factors and Competencies
Sustainability and excellent organisational performance in the constantly changing healthcare environment necessitate constant adaptation and improvement (Ashari and Herachwati, 2023). There are several other variables that are essential for creating sustained organisational performance in healthcare organisations in addition to the characteristics and competences covered in the study.
1. Data Analytics and Health Informatics: Competencies in data analytics and health informatics are crucial due to the growing reliance on electronic health records and the enormous volume of data generated in healthcare (Saheb and Izado, 2019). Healthcare organisations can improve patient care, optimise resource allocation, and make informed decisions thanks to their proficiency in data analysis. Data analysis and interpretation can support evidence-based practises, lower expenses, and enhance patient outcomes.
2. Patient Engagement and Shared Decision-Making: A key component of the sustainability of healthcare is patient engagement. Healthcare organisations should put their attention on shared decision-making and patient engagement competencies. Better outcomes, greater satisfaction, and increased adherence to treatment plans can result from empowering patients to actively participate in their care decisions, educating and informing them, and involving them in treatment planning.
3. Innovation and Adaptability: The healthcare sector is always changing due to emerging rules, technologies, and innovative treatment approaches (Lyng et al., 2021). Innovation and adaptability-related skills are crucial for surviving in this fast-paced industry. The ability to think creatively, adapt to new technology and procedures, and promote a culture of continuous improvement should be promoted among healthcare personnel.
4. Community and Social Responsibility: Sustainable healthcare organisations understand the value of civic engagement and social accountability. Forging strong ties with the community, addressing concerns of public health, and carrying out an organization's responsibilities as a responsible corporate citizen, it is essential to possess competencies in community engagement, health promotion, and social responsibility.
5. Cybersecurity and Privacy Compliance: Competencies in cybersecurity and privacy compliance are essential to secure sensitive patient information as healthcare becomes more digital (Kamerer and McDermott, 2020). Healthcare organisations must spend money on training and building skills that protect patient privacy, stop data breaches, and adhere to data protection laws.
Conclusion
The critique of the study "Sustainable Organisational Performance: A Study of Healthcare Organisations in the United Arab Emirates," which examines healthcare organisations in the United Arab Emirates, reveals a number of critical findings and implications for healthcare management in the quest of sustainable organisational performance. Despite its essential contribution, the article has certain shortcomings in its ability to fully address the complex nature of sustainable organisational performance. With an emphasis on patient safety, leadership, social responsibility, resources, and organisational strategy, it effectively pinpoints important variables affecting sustainability in healthcare organisations in the UAE. However, a more thorough analysis of competences and factors, including the extra ones covered in this criticism, would be beneficial.
It is impossible to exaggerate the significance of managerial skills. Technical managerial skills including financial savvy, patient interaction, and data analytics are crucial in guiding healthcare organisations towards sustainability. They lay the groundwork for decision-making based on facts, patient-centered treatment, and financial security. Soft skills, such as leadership, teamwork, and communication, are crucial in fostering a strong organisational culture in addition to these technical talents. Soft skills improve workforce resilience, patient happiness, and professional collaboration between healthcare providers. The healthcare industry is always changing, and taking advantage of new possibilities and challenges calls for a wide range of skills. Healthcare organisations may traverse the intricacies of the sector and achieve sustained organisational performance by embracing the hard and soft skills highlighted in this critique and building a culture of continuous improvement.
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