Healthcare workers are obviously critical resources in remedying public health concerns. But on the flip-side of this taken-for-granted fact, is that the work is also quite taxing for those who do it. That said, it is important to be able to lead, strategically plan, and manage personnel in a healthcare organization to ensure their optimal performance, and the optimal quality of the given health care products that they produce. In fact, all three of these (i.e. leadership, strategic planning, and personnel managment) can really be thought of as distinct elements of the same integrated process. ================================
To illustrate their integration, in short form, one could say that to lead, one has to be able to guide and motivate personnel to ensure they are working towards the goals of their healthcare organization. But to effectively lead them, they need to be able to formulate a strategic plan to inform how they task personnel to ensure they meet the particular objectives of a project within a healthcare organization. But this is not enough: one must be able to manage personnel in their progress, not simply inspire them, direct them, or give them a plan to follow. Thus leadership, strategic planning, and personnel managment are, again, all elements of an integrated process. But let us consider the values of leadership, strategic planning, and personnel managment more closely before exploring their synthesis in a professional healthcare setting.
It is important to be able to give direction and focus to an organization; and establish goals in an organization. If one cannot adequately lead an organization, then one cannot properly task subordinates with the approrpriate respon...
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Running a healthcare organization, in principle, requires a manager/leader and their whole team of coworkers have a keen sense of the organization’s necessities, and its goals, or at least what those translate to be in ones own (compartmentalized) office of that organization. A manager/leader needs to be able to to quickly deliberate and evaluate various routes by which an organization can operate. But they must also be able to carefully and competently implement the necessary measures towards those goals, which means taking into consideration the influence of internal and external environments on organizational processes already underway which can thwart a leader’s intentions: in a word, “strategize.” All of this is absolutely critical to a person’s ability to lead, strategically plan, and manage personnel through periods of organizational change.
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