organizational and human resource management

• strategic management

  • umbrella term describing an organization's management strategy to achieve its mission, vision, and goal
  • develop policies and procedures to guide the use of resources, recognize people are the most valuable of these resources
  • consists of 2 main arms:
  • organizational management (leadership)
  • human resource management (leadership)
  • successful organizations combine the 2 as part of the strategic plan
• need for organizational management

  • provide security and direction to staff or employees
  • coordination amongst tasks (operations)
  • achieve goals:
  • financial or budgetary
  • quality
  • growth or expression ...
• organizational management

  • concerned w/ the action based approaches to business strategy
  • not to be confused w/ operational management
  • also referred to as soft skills:
  • effective communication
  • team building
  • employee moral and empowerment
  • a happy team is a productive team
• organizational management (cont.)

  • the leadership and management of the organization impact the culture, success, and public image
  • specific organizational management skills are necessary for success:
  • planning
  • organizing
  • staffing
  • active leadership
  • maintaining processes
  • time management
  • control
• planning

  • assess current situation
  • need to know where you are in order to know where you want to go
  • define and set goals that can be measured
  • ongoing assessment and review
  • have a plan B ready
  • determine what values and outcomes are desired
  • create a vision
  • gain consensus
  • create accountability
• organizing

  • identify all the steps or actions that must take place in order to implement your plan
  • combine or group similar activities into units = departmentation
  • determine authority and responsibility
  • management vs. supervision
  • brings efficiency and accountability
  • coordination btwn authority and responsibility
  • defines who, what, where, and by when
• staffing

  • hiring of people based on the result or outcome the organization wishes to achieve
  • individuals should be hired based on the specific responsibilities they will have and the skill they possess to achieve same
• active leadership

  • after goals are set and clearly communicated, involve staff in the challenges and give them an active role
  • can more easily anticipate issues before they become problems if a team is working together and communicating up and down
  • increases employee investment and commitment to the organization
  • in contrast, passive leadership generally reacts to a problem that has already occurred
  • e.g., reprimanding an employee for some failure rather than working w/ the team to anticipate the failure
• maintaining processes

  • like machinery, your work processes must be maintained and serviced
  • several "tools" associated w/ quality management or process improvement can be utilized
  • consistent evaluation, monitoring, measurement, and communication around a process
  • when change is required, test it, evaluate it, improve it, communicate it, implement it
• time management

  • time = productivity
  • prescriptions per hour, average consultation time, pts waiting in times...
  • the time it takes to accomplish a step in a process is often the downfall of a plan
  • "this is taking too long..."
  • important to consider how much time the organization will invest in a plan or process
  • and then monitor to evaluate if expected efficiencies are being achieved
  • be aware that time constraints can often lead to "work arounds" that may impact the overall quality of a process and result in a poor outcome if not managed well
• control

  • leadership/management must be aware of what is going on at all times in general
  • employee performance needs to be reviewed and adjusted as necessary through open dialogue and feedback
  • hierarchies or reporting structures should be well defined and accessible
• organizational systems

  • entrepreneurial
  • most centralized
  • single line chain of command
  • functional
  • slightly less centralized
  • organized around like functions
  • operations or tasks
  • divisional
  • general manager model
  • organized around products or geographic location
  • matrix
  • highly decentralized
  • more typical in multinational organization w/ diverse operations on multiple components
• need for HR management

  • motivated employees
  • flexible workforce
  • empowered staff
  • positive working environment
  • budgetary requirement
  • change
• human resources

  • skills based part of overall strategy
  • more policy and procedure driven:
  • compensation and benefits
  • compliance
  • training
  • hiring and termination
  • discipline and investigation
  • professional development
  • recruiting and retention
• compensation and benefits

  • recruitment and retention of quality employees
  • salary
  • retirement/401K
  • bonus
  • commissions
  • health/dental/vision insurance
  • other perks - cars, profit, sharing, etc.
  • represent a significant portion of the organization's budget
  • market and geographic effects and pressures
• compliance

  • for the process of human resource management itself:
  • labor laws
  • union and labor agreements (contracts)
  • industry laws and regulations
  • local, state, federal
  • accrediting bodies
  • licensing bodies
  • specific certifications and permits
• training

  • often required dependent on industry
  • skill specific - eg, aseptic technique or defusing a bomb
  • role specific - eg, sexual harassment or bill coding
  • competence requirement - legal or regulatory requirement
  • certification - may require off site or specialized program
  • must maintain documentation
  • must stay current, range from months to several years
  • recognize as cost/investment to the organization, employees become more "valuable" as their skill and training resume expands
  • eg., oncology pharmacist
• hiring and termination

  • attracting and hiring is easier if you are an organization people want to work for...
  • competitive compensation package
  • job description are important
  • search in the right places, target a sector, job boards, professional publications
  • consider referrals
  • set your filters for review of applicants but be aware of state and federal laws (age, sex, orientation, hair style)
• hiring and termination (cont.)

  • interview - could be a series depending
  • should be structured to provide a valid process of comparison of applications
  • onboarding - can be an extensive process be efficient
  • termination can be voluntary or involuntary
  • in an involuntary situation give due process and assure you have a valid cause for termination
  • process is different in represented labor vs non-represented
  • usually not a pleasant process
• investigation and discipline

  • understand that a reasonable investigation is required to assure any discipline is fair
  • must follow a process and be consistent
  • determine who should investigate
  • may require an HR professional or other type of consultant
  • determine if a suspension of the employee is necessary during the investigation
  • obtain both sides - witnesses, statements, documents
  • determine more reasonable or truthful account
• investigation and discipline (cont.)

  • document the process
  • in situations where termination is the outcome, best to have more than a single manager invovled
  • understand that the employee is entitled to certain rights
  • can vary depending on setting (eg, union representative)
  • administer the appropriate discipline fairly and equally
  • in a represented labor environment, there will likely be an appeals process
• professional development

  • a leader's most important job is to find and develop someone to replace them
  • multiple avenues and opportunities for team members to develop both technical and management skill sets
  • will vary by organization
  • often incentivized
  • one of the most rewarding parts of leader's tenure
  • will include precepting and teaching of students
• recruiting and retention

  • mostly discussed in hiring slide
  • some roles may require a more intense recruitment strategy:
  • ASHP for an oncology pharmacist
  • AACP for a neuropsych professor
  • geography can complicate the process
  • there really was a pharmacist shortage
  • compensate, respect and support your staff and you will keep your team strong
• change management

  • transitioning individuals, teams and organizations using methods intended to redirect the use of resources, processes, budgets or others modes of operation the result is a significant change or reshaping of the organization
  • entire companies dedicated to the process -- change agents
  • organizations must be quicker to respond and more adept at change than in previous generations
  • the only thing that remains the same is that change will be necessary