Operational Management Skills in Health Care

Operational
Management Skills
in Health Care
.

Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
TASK 1............................................................................................................................................3
P1 Roles and responsibilities of an operational manager.......................................................3
P2 Several personal skills are prioritised in leadership..........................................................4
TASK 2............................................................................................................................................4
P3 Several theories of leadership and its application.............................................................4
P4 Support of theories in aligning management style............................................................6
TASK 3............................................................................................................................................6
P5 Theoretical models of leadership......................................................................................6
P6 Strategies for resolving conflicts in healthcare practice....................................................7
TASK 4............................................................................................................................................8
Covered in PPT.......................................................................................................................8
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Operation management is commonly acknowledged effective administration of business
practices for maximising efficiency level within an entity. Mainly, this is associated with the
conversion of materials as well as efforts of labours into goods and services which results in the
attainment of higher organisational benefits (Benzidia and et. al., 2019). With reference to the
healthcare sector, it can be said effective management of operational activities helps individuals
or healthcare practitioners in serving their customers in best possible way. The present report is
based on NHS, a publicly funded healthcare system in England. The respective entity was
incorporated in the year 1948 and headquartered at Richmond House, London, England.
This project includes detailed information on the operation management within the
healthcare sector and its contribution in the growth. Moreover, the information is explained on
competencies that are required by operational manager in healthcare practice. Also, applications
of different theories of leadership to operational management in healthcare practice.
Furthermore, explanation is provided on several leadership skills required for managing team in
health care practice. Lastly, the appropriate plan is developed with the motive of improving an
area of provision in healthcare practice
MAIN BODY
TASK 1
P1 Roles and responsibilities of an operational manager
Operational manager plays huge role in the growth of the healthcare institution as it
contributes in executing all the activities within the timely manner (Chiarini, Vagnoni and
Chiarini, 2018). With reference to the operational manager of the NHS, it can be said that the
respective operational manager of this company is required to perform several roles and
responsibilities which are specified as below in detailed manner:
 Operational manager of NHS is mainly responsible for coordinating and organising
available resources and services in order to perform day to day activities effectively.
 Coordination with the existing clinical staff members and available professionals
 Analysing and resolving service delivery issues