Healthcare Management: A Reflective Journal (GHMB902) on Leadership

This management journal reflects on healthcare management practices, utilizing Gibbs Reflective Cycle to analyze teamwork challenges and leadership approaches within a healthcare setting. The journal entries discuss observations, feelings, and evaluations related to disciplinary issues, integration of new team members, and communication strategies. It further explores the implementation of new strategies for managing patient care and addressing therapist frustrations, highlighting the importance of interprofessional cultural competence and the need for proactive, evidence-based approaches. The reflections also cover personal changes in healthcare settings and the establishment of effective communication channels to enhance knowledge sharing and collaboration within the organization. This document is available on Desklib, a platform offering a wide range of study resources for students.

Running head: MANAGEMENT 1
Management

MANAGEMENT 2
Introduction
The primary motive and main objective of the study has been to describe the several
accepted models of the reflection theories that are used in healthcare management. In this case,
my personal preferences have also been stated in this study with the help of the Gibbs Reflective
Cycle. In this study, the identification and critically appraise theories of management and the
demonstration of knowledge and comprehension of theories of personnel development have been
implied in the study.
Recognize and analyses personal changes in health care settings and respond to the
change within the organization and changing management goals within the organization have
been discussed in relation to the healthcare management system. Establishment of effective
channels of communication and planning of the effective use of personnel time for individuals
and groups have also been described in the study. I have selected several reflective measures and
procedures that are related to formal reflective practice. Within the practice, there are some of
the trigger questions that has enhanced my reflection capabilities at the same point of time. On
the other hand, the emphasis on the thinking preferences has also been elevated which has also
presented my personal factors belonging to other perceptions. According to the core management
journal, it can be noticed that there are some of the core attempts of the reflective journals and
the acknowledgement of the personal dimensions have also been enhanced for showing my
current scenario of the working process (Gond et al., 2016).

MANAGEMENT 3
Discussion
15 August 2019
According to the core management journal, it can be observed that I have been reflecting
on the series within the two days of the workshop and at the same time, some of the workers and
employees have complained about the non-disciplinary actions within the organizational culture.
I have realized that with the healthcare management system, there have been significant changes
that have occurred within the past 1 year and the employees lost their sharing capabilities and
experiences with the higher-level managers. Due to the same issues, the productivity of
healthcare management along with the trust of the customers have also decreased simultaneously
(Batalden et al., 2016).
The integration of new key members has also been integrated into the new management
journal. The new members are the dignified health professionals and the hiring of those
professionals have been one of the challenging tasks for me. Within the organizational culture, I
have also given some of the liberty to the team members for acting on their own and thus setting
the core objectives for the development of the healthcare management system. They have been
also trained before inducting into the workstations. They have been trained to work closely with
each other and thus increasing the level of collaboration and communication with each other for
enhancing productivity at the same point of time. These are the key elements within the
organizational culture and I have also been able to check and assess their core strength and
weaknesses (Marti & Scherer, 2016).
According to the core management journal, it can be observed that they have a strong
personality in developing and managing the health care management system within the
organizational culture. In the healthcare system, I am of the senior professionals and I am also
responsible for managing as well as monitoring their work methodologies at the same time.
Simultaneously, I have also shown some of the collaborative issues and occurrences that brought
new perspectives. In relation to the same occurrences, it can be observed that new perspectives
and issues have been evolved in the study, due to which I have determined to apply few effective
habits of the highly effective people (Gond et al., 2016).

MANAGEMENT 4
On the other hand, According to the core management journal, it can be observed that the
recognition and analysis of the personal changes in relation to the prior health care settings have
been explained in the study. On the other hand, I have also implied change management goals
within the organizational culture for the further enhancement of the health care management
system. In relation to the above scenario, I have tried to establish a direct communication
channel with the senior managers of the organization so that the sharing of knowledge and
information will be much fluent within the organizational culture.
I personally believe that the direct communication channel, helps the new employees as
well as the old employees to communicate with the senior managers as the facial expression and
verbal speeches are much prominent within the direct communication channel. Furthermore, I
have also negotiated with professional networking and effective leadership modules for
implementing diverse strategies for the healthcare professionals (Chrisler, Barney & Palatino,
2016).
In the last occurrence of the incident, I would like to deliver that approaches need to get
revised and I would like to deliver the approaches into more proactive. In the case of managing
the process strategically, I feel that the health care management system will be much more
developed for understanding the students about the interdisciplinary teamwork within the
organization. The evidence-based approaches need to get revised and should be converted into
more proactive for managing the process more strategically. Due to the course, I also need to
develop myself and thus developing the interdisciplinary teamwork within the healthcare
management system. Thus, in this method, I also need to come up with the prior evidence-based
approaches for collaborating the teamwork.
25 August 2019
In the clinical staff clearing department, I have introduced some of the important
measurements and strategies along with the implementation of the formal steps at the same time
frame. The formal steps include some of the lesson plans in developing the motivational
perspectives of the workers and also inducting the small groups within the organizational culture.
It can be observed that with the implementation of the small groups, the communication
standards can be enhanced the possibilities of the direct communication channel can be
established. On the other hand, it can be noted that with the help of the direct communication

MANAGEMENT 5
channel, the behavioural features of the workers can also be improved within the healthcare
system (Chukmaitov et al., 2015).
In a healthcare organization, it is obvious that all the support staffs and the doctors should
implement all the strategies in the best possible manner and they should also show good conduct
towards the patients. In this manner, the trust of the patients can be enhanced within the limited
time frame. Within the organizational culture, I have inducted several policies and strategies and
established meeting framework between the managers and lower-level employees of the health
care institution. Thus, the meeting framework improves the collaboration between the workers
and it also enhanced the qualitative appearances at the same point of time. With the help of the
Gibbs Reflective model and management theory, the members of the team have also shown
much dedication towards the workforce and they have completed all their scheduled tasks within
the restricted time frame (Gond et al., 2016).
It can be further noted that diverse informal encouragement has also disturbed normal
equilibrium within the healthcare institution, but with the help of the meeting policies, it can be
restricted to some extent. In recent times, within the healthcare industry, many institutions have
also seen that they have been unable to manage their workforce due to the interprofessional
collaborations. In this case, different managers and leaders within the institution have directed
the workers to learn about the interprofessional behaviour and thus conducting within the
professional environment in the right manner (Marti & Scherer, 2016).
5 September 2019
Within the time span, it can be observed that there are many patients who are admitted
within the health care institution have been demanding for the rehabilitation and that has
increased the load of the therapist and the doctors at the same time frame. In my health care
institution, I have noticed that the ratio between the patient and doctor is 1:36, which is one of
the crucial features within the environment. The therapist and the doctors have been incapable of
managing out 36 patients at the same time and they are behaving in a rude manner at the end of
the day (Gopee & Galloway, 2017).
In this scenario, it is much expected that the therapist of the doctors should be given the
learning time schedule, where they will be taught about the measures for handling pressures and

MANAGEMENT 6
thus gaining experiences. Gathering experience within the health care institution has been one of
the important tasks, and it is expected that all the new team members and the therapist will be
aware of the measures for handling the pressure. I personally think that the health care institution
is one of the most pressurized units and the doctors have to deal with different patients having
diverse diseases and each case are unique in nature. Recently, I have also instigated for a
separate strategy, where I have appointed two team members who will be given the
responsibilities in the managing the progress of the client or the patients and thus improving their
degree of care at the same time frame (Gregory, 2015).
In the case of the core application of the new strategies, I have appointed two members
who are the therapists. I have directed the first therapist to check and diagnose the disease of the
individuals and at that time, the second therapist will talk to the patients about their demand and
wants. It is obvious that in case of handling number of patients, the health care institution is
much incapable in meeting all the demands and wants of the patients and there are also some of
the lackings which I have assessed later. Within the time span of the core implementation of the
plan or the strategy, I have found that the first therapist became much irritated and annoyed as he
has been checking and diagnosing different patients continuously. After some time he reported to
me and after some time, the second therapist also became much irritated as they both have been
doing the same task at the same point of time (Jones et al., 2016).
I have also realized that the second therapist was also irritated and he is annoyed because
some of the other team members have also shown disrespect to him. He was also unhappy about
the functioning of the team and he found that most of the members were not presentable and
dedicated towards their work (Marti & Scherer, 2016).
15 September 2019
After watching all the consequences of the first and the second therapist, whom I have
appointed in the health care institution, I also became much unhappy with the teamwork. After
the prior implementation of all the strategies, I seriously became much perplexed and I was
wondering about the possible solutions for treating them. I also have been seeking the right
strategy as I failed to understand their need and wants for making a deep collaboration with me
within the business environment. In this case, I have decided that I will envisage into their
personal belongingness and will investigate that from which background they have come. The

MANAGEMENT 7
personal upbringings have been one of the important perspectives for each of the employees
along with their educational qualifications. I will talk with them in the most elaborative manner
for knowing their core competencies and they have been unable to adopt the core strategies as
directed by me. I will also ask about the reasons behind showing disrespect to the second
therapist, who has been appointed by me in doing the respective task (Marti & Scherer, 2016).
25 September 2019
In the case of the interprofessional cultural competence, I have placed some of the
theories that come with the theoretical background and with these, I will also develop my
personal experiences at the same time. In this study, I have inducted several theories and models
for defining the core profession centrism and also developing the main profession centric
thinking at the same point of time. It can be observed that with the help of the profession centric
thinking, I will be able to manage a huge team within the restricted time frame (Gond et al.,
2016). After learning all the profession centric theories and models, I will also try to induct the
same into the employees so that they will be much aware of the fact within the health care
management system. The profession centric theories and models are the parts of the healthcare
management system they should be inducted in the most appropriate manner. At the same time,
the employees also should become much professional and they also should act in the personified
manner in front of their seniors. On the other hand, I have also planned to induct the inter-
disciplinary framework (Marti & Scherer, 2016).
It can be observed that with the help of the social identity theory, I will be able to create
the personification of each of the employees and they will also display their attitudes in the same
manner to the other individuals. I have felt that there are also some of the importance of the
interdisciplinary framework and all the employees in the health care institution need to enhance
their own social identity with the help of the theory. On the other hand, I have realized that the
social identity theory has been the most important for the second therapist, who have complained
about the disrespectful behaviour shown by the other correspondents of the team and for that he
felt much annoyed in middle of his duty. In this case, it is recommended that he should adopt
different learnings from the social identity theory and he should make his own identity as well as
personality in front of the other staff members and patients too (Yue et al., 2016).

MANAGEMENT 8
In recent times, it is noted that the training and roles are very important for a worker for
prevailing within the professional workstation. In this case, the basic organizations along with
the health care institutions should train their workers and thus teaching them about their core
roles and responsibilities at the same time. With the proper adoption of the key roles and
responsibilities of the workers, the productivity of the organization increases along with the trust
of the patients at the same time. In this manner, the workplace diversity and the standard of the
organizational culture get enhanced and within the professional culture, interprofessional
education also plays a huge role within. I have also tried to follow the same aspects of the
professional culture for integrating over the collaborative manner of the workers and thus
impacting over the distribution of power within the organizational culture (Pärn, Edwards &
Sing, 2017).
Within the health care institutions, the implementation of the transdisciplinary team has
been one of the important factors and the managers are much responsible for creating these team
for the betterment of the company. The transdisciplinary teamwork is a team, where the members
come and they directly converse with each other and they also exchange the ideas for identifying
a solution of a common problem. Thus, as a senior leader or manager, I have also the
responsibility in building the multidisciplinary and transdisciplinary teamwork for the effective
collaboration and thus getting new ideas for increasing the trust of the patients. It is understood
that transdisciplinary teamwork can only be formed with the help of the senior and effective
team leaders and employees. It is because the decision-making capabilities are possessed with
the senior manager and it comes with the experiences within the workplace. In the last portion of
the discussion, I have decided to explain about one of the important implementations, which the
IDEA concepts. I stand for the interaction, D stands for the data, and E stands for the expertise
and A stands for the attention. Thus, it can be observed that all four elements are attached to each
other (Shanks, 2016).
I have realized and explained that interaction has been one of the important phenomena in
health care management. The interaction between the patients and the staffs increases the level of
trust and satisfaction. The interaction is based on the direct communication channel and in this
manner, the feelings of patients can be understood. On the other hand, data is also required at the
same time and this is the responsibility of the health care workers and the staffs to provide

MANAGEMENT 9
appropriate data to the patients for removing their complexities in their mind. I have also
employed the expertise individuals for delivering the data to the patients and individuals and that
is why the experience is very useful within the healthcare management system. Thus the expert
employees within the organizational culture are very important. On the other hand, the attention
to the treatment and the patience of the doctors and therapists are also much needed for taking
the right care to the patients at the right time. In this method, the professional culture within the
organization can be built and the demonstration can be done with the help of the managers and
leaders (Roberts et al., 2016).

MANAGEMENT 10
Conclusion
It can be understood from the study that, a management journal has been initiated and on
basis of this journal, I have also represented the same in the simple dairy style entries which
include personal thoughts and observations at the same time. Within the management journal, the
appropriateness of teamwork and it has also represented a major focus on my work
methodologies. In the diary entries, I have also initiated on the several entries and thus adding
further information that is linked with the research and readings of the management journal.
According to the core management journal, it can be observed that the purpose and revisiting of
the issues and concepts related to the management journal have been described in the most
prescribed manner. On the other hand, diverse incidents have been marked and the description
behind the incidents happened regarding the implementation of new plans and regulations to the
employees have been described in the study.

MANAGEMENT 11
References
Aalund, R. J., & Lopez, J. A. (2018). U.S. Patent Application No. 10/124,893. Available at:
https://patentimages.storage.googleapis.com/ae/08/64/d8f3f640b596db/US10124893.pdf
Batalden, M., Batalden, P., Margolis, P., Seid, M., Armstrong, G., Opipari-Arrigan, L., &
Hartung, H. (2016). Coproduction of healthcare service. BMJ Qual Saf, 25(7), 509-517.
Available at: https://qualitysafety.bmj.com/content/qhc/25/7/509.full.pdf
Chrisler, J. C., Barney, A., & Palatino, B. (2016). Ageism can be hazardous to women's health:
Ageism, sexism, and stereotypes of older women in the healthcare system. Journal of
Social Issues, 72(1), 86-104. Available at:
https://www.researchgate.net/profile/Joan_Chrisler/publication/297721507_Ageism_can_
be_Hazardous_to_Women
%27s_Health_Ageism_Sexism_and_Stereotypes_of_Older_Women_in_the_Healthcare_
System/links/59d6aa6e0f7e9b42a6aa0661/Ageism-can-be-Hazardous-to-Womens-
Health-Ageism-Sexism-and-Stereotypes-of-Older-Women-in-the-Healthcare-System.pdf
Chukmaitov, A., Harless, D. W., Bazzoli, G. J., Carretta, H. J., & Siangphoe, U. (2015). Delivery
system characteristics and their association with quality and costs of care: Implications
for accountable care organizations. Health care management review, 40(2), 92-103.
Available at:
http://www.academia.edu/download/42360150/Delivery_system_characteristics_and_thei
20160207-17867-1d9t3bd.pdf
Gond, J. P., Cabantous, L., Harding, N., & Learmonth, M. (2016). What do we mean by
performativity in organizational and management theory? The uses and abuses of
performativity. International Journal of Management Reviews, 18(4), 440-463. Available
at: http://dro.dur.ac.uk/15626/1/15626.pdf
Gopee, N., & Galloway, J. (2017). Leadership and management in healthcare. Sage. Available
at: https://www.oxfordhealth.nhs.uk/library/wp-content/uploads/sites/3/OHFT-Libraries-
New-Titles-Jan-Feb-2014.pdf

MANAGEMENT 12
Gregory, S. T. (2015). Burnout among primary care physicians: a test of the areas of work life
model. Journal of Healthcare Management, 60(2), 133-148. Gopee, N., & Galloway, J.
(2017). Leadership and management in healthcare. Sage. Available at:
https://www.researchgate.net/profile/Sean_Gregory2/publication/273998377_Burnout_A
mong_Primary_Care_Physicians_A_Test_of_the_Areas_of_Worklife_Model/links/
5511b6120cf268a4aae90331.pdf
Jones, T. M., Donaldson, T., Freeman, R. E., Harrison, J. S., Leana, C. R., Mahoney, J. T., &
Pearce, J. L. (2016). Management theory and social welfare: Contributions and
challenges. Academy of Management Review, 41(2), 216-228. Available at:
https://cloudfront.escholarship.org/dist/prd/content/qt3r03w4bp/qt3r03w4bp.pdf
Marti, E., & Scherer, A. G. (2016). Financial regulation and social welfare: The critical
contribution of management theory. Academy of Management Review, 41(2), 298-323.
Available at: https://repub.eur.nl/pub/105645/Marti-Scherer-2016-Financial-regulation-
and-social-welfare.pdf
McGilvery, J., & Mitbo, D. E. (2016). U.S. Patent No. 9,400,872. Washington, DC: U.S. Patent
and Trademark Office. Available at:
https://patentimages.storage.googleapis.com/14/3c/9b/54dcd273122b2d/US9400872.pdf
Pärn, E. A., Edwards, D. J., & Sing, M. C. P. (2017). The building information modelling
trajectory in facilities management: A review. Automation in Construction, 75, 45-55.
Available at:
https://www.researchgate.net/profile/Erika_Paern/publication/311767883_The_building_
information_modelling_trajectory_in_facilities_management_a_review/links/
5a61d4dea6fdccb61c504687/The-building-information-modelling-trajectory-in-facilities-
management-a-review.pdf
Roberts, J. P., Fisher, T. R., Trowbridge, M. J., & Bent, C. (2016, March). A design thinking
framework for healthcare management and innovation. In Healthcare (Vol. 4, No. 1, pp.
11-14). Elsevier. Available at:
https://www.researchgate.net/profile/Matthew_Trowbridge/publication/
310459878_Roberts_2016_A_design_thinking_framework_for_healthcare_management

MANAGEMENT 13
_and_innovation/links/582dff3608ae004f74bce097/Roberts-2016-A-design-thinking-
framework-for-healthcare-management-and-innovation.pdf
Shanks, N. H. (Ed.). (2016). Introduction to health care management. Jones & Bartlett
Publishers. Available at: http://samples.jbpub.com/9781284081015/FrontMatter.pdf
Yue, X., Wang, H., Jin, D., Li, M., & Jiang, W. (2016). Healthcare data gateways: found
healthcare intelligence on blockchain with novel privacy risk control. Journal of medical
systems, 40(10), 218. Available at: http://download.xuebalib.com/3drsLUt9gNl2.pdf