Health Care Management

Most early leaders in healthcare management had a vision that stressed the primacy of patient care. The aim of management is to put the interest of the patient first, regardless of race, creed, or ability to pay, and to seek complete health rather than just to cure the ailment at hand. This is a critical moral commitment to the same core value as the caring professions. Any philosophy that puts management values contrary to the caring professions will be corrosively destructive. A number of external (political, legal, environmental, etc.) and internal forces cause health care systems to consider the need for change. The process in changing governance and management had three critical elements: establishment of a vision and guiding principles for the change, development of support, and implementation of change in governance and management. For the initial step in the change process, a clear and simple vision to focus the change was determined to be most important. Management is necessary to make labor and capital productive and requires converting economic principles into rules of behavior that can be clearly communicated to employees, bosses, clients, and other partners. Management is not simple. In management it is people, not things, that have to be managed, and because decisions must be made under uncertainty, based on expectations, without ever really knowing the entire facts one would like to have, it makes it all the more complicated. Health care settings utilize different management theories. (sci Mx theory, behvrl , modern Mx ) Group theories exist where groups seem effective in the management process. No single team member has any statutory authority over the others, but in the event of irreconcilable disagreements, issues should be referred to an authority. There is a collaborative process in