health•care [helth-kair], noun
- The field concerned with the maintenance or restoration of the health of the body or mind.
- Any of the procedures or methods employed in this field.
–adjective Also, health-care
- Of, pertaining to, or involved in health care: health care workers; a health care center.
man•ag•er [man-i-jer], noun
- A person who has control or direction of an institution, business, etc., or of a part, division, or phase of it.
- A person who manages.
- A person who controls and manipulates resources and expenditures, as of a household.
This is an exciting time for health care in general, but especially for the team of professionals that provide leadership and direction to enable the maintenance or restoration of health in a variety of settings. Health care management requires talented people to facilitate the delivery of care to patients and their families. The rewards of helping are great, the challenges are many. What type of individual makes a good health care manager?
To prepare for this Discussion, complete the readings in your Learning Resources. Review the various health care managers who work in a health care setting profiled in Waldenville (click on the org charts to learn more about the managers) and in the profiles provided in your Career Opportunities in Health Care Management course text.
By Day 4
Post a comprehensive response to the following:
Health care managers can work in settings that provide direct or nondirect service.
- What makes a good health care manager?
- Why do professionals choose either of these paths?
- Identify and compare the characteristics common in those health care managers who work in either direct or nondirect care settings.
Note: Initial postings must be 250-350 words (not including references).
Link to Waldenville chart : http://mym.cdn.laureate-media.com/2dett4d/Walden/HLTH/4000/01/mm/interactive-map/index.html
Course Text: Buchbinder, S., & Thompson, J. (2010). Career opportunities in health care management: “Perspectives from the field (Laureate Education, Inc., custom ed.). Sudbury, MA: Jones & Bartlett.
Chapter 1, “The Healthcare Management Workforce”
In this chapter, you will begin to look at the essential skills of health care management professionals. The authors highlight the origins of health care management and the growth and opportunities available in the profession.
Chapter 2, “Understanding Healthcare Management”
Health care management provides leadership and direction to organizations that deliver personal health services in a variety of settings. This chapter defines the role, function, and competencies of health care managers.
Chapter 3, “Healthcare Management Practice Settings”
This chapter summarizes the major settings for the practice of health care management. The authors explain the differences between direct and nondirect care settings and the key managerial skills and competencies involved in each.
Chapter 4, “Perspectives From the Field: Profiles of Healthcare Managers”
The authors provide a unique glimpse into health care management through profiles of actual professionals. In addition to describing a “day in the life” of a typical health care manager, dozens of individuals share their perspectives on the training, career path, satisfaction, and challenges that excite them about being involved in direct or nondirect care settings.