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The elements of critical thinking
Importance of critical thinking
The elements of critical thinking
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Imagine you’re not feeling well and you decide to head to the doctor’s office for an appointment with your family physician. You arrive early and you’re sitting in the waiting room waiting for your name to be called, as you wait you sit back and look at all the activity surrounding you. The receptionists are answering the phones and greeting the patients, the nurses are taking the patients to their exam rooms, taking their vital signs, weights and concerns, the physicians are going in and out of the patient rooms. There’s movement and purpose all around you and as you’re sitting there you think to yourself, “I wonder who is managing all of these processes, procedures and people.” The answer to your question is a clinic manager. The clinic manager is an educated person, often holding a …show more content…
Due to the importance of their positions the clinic manager should possess the following skills: critical thinking, active listening, decision making, comprehension, accounting basics, excellent written and oral and ability to be a team player. Each of those aforementioned skills, when combined together, makes a strong leader. For example, critical thinking is being able to think outside the box of normality. Looking at issues and questioning what, when, how, why, etc. to find a resolution or different answer to a concern. Critical thinking can also be used in everyday mundane routines, looking at why something works well and implementing new ideas to make the task even better. Or the possession of excellent written and oral communication skills. The manager is the face of the clinic and the voice of the physicians and he/she must be able to comprehend the task at hand and articulate the needs of physicians in a way that the patients and staff can
Though there are many good qualities in a leader, Catherine Meliniotis sums it all up in her article written for Advance Healthcare Network. For example, she discusses how it is always imperative to begin with good communication, continue to request feedback from staff, patients and families, encourage staff to provide their own ideas and suggestions, and ask your staff if you are focusing on the right concerns. Meliniotis also encourages emphasis on interpersonal skills, being adaptable, and showing empathy. In particular, it is essential
Many people are confused when it comes to the question “what is it that Medical Office Managers (MOM’s) do?” And up until a certain point of research, I wasn 't confident that I knew the answer to that myself. But, in plain and simple terms, a Medical Office Manager typically manages a medical office of some kind. Whether it be in a large hospital in a specialized department or a small privately owned practice, MOM’s are responsible for “planning, directing, and
The purpose of this paper is to describe the role and functions of the Director of Health Information Management and the Supervisor of Medical Records Coder. I will provide a synopsis of what I observed and the activities I participated in during the learning experience. In addition I will provide an analysis of their primary roles and functions as they relate to nursing and patient services. Additionally, I will provide insights I have gained into the leadership behaviors or style as a result of my observations and interactions. Finally I will summarize my learning experience by comparing my observations to sources from the literature that present evidence, best practices, or standards related to this specific role.
Effective leadership has a great impact in what direction the team takes. They have great communication skills and are very easy to talk to and approach. Employees look up to the nurse leader for reassurance and comfort when things are not so bright. Leaders are very compassionate and caring individuals. They are not afraid to take risk in order to reach their goals. Nurse leaders will go the extra mile for his or staff and patients. From a leader standpoint, providing quality care to every patient is a priority. Leaders are usually on the floor with the nurses and are very aware of the work load. Leaders can better understand the nurse’s frustration about the staffing ratio. Sometimes having four patients feels like six because of the acuity level. When faced with a situation like not having enough staff to work a shift, leaders are quick to call in an extra nurse to come and work. Reducing the work load and proving effective quality care to the patients is what a leader usually has in mind. Leaders are not thinking about the hospital budget and deficits. They look at the big picture which is staff shortage and the work that needs to get done. The leaders goal is to keep everyone safe and happy. According to Stanley (2006), leaders tend to be solitary, proactive, intuitive, emphatic and attracted to situations of high risk; they ask the 'why not ' question and 'do the right thing. Therefore, a leader will do everything he or she can to accommodate patients and nurses
According to McConell (2012), the difference between a leader and a follower determines the success of a person regarding leadership. This chapter helps explain the content of qualities and proficiency for healthcare managers to be effective. Once again, effective management skills and certain qualifications enhance a healthcare organization environment. Healthcare managers and supervisors must have the capacity to handle challenges while the organization objectives and regulations may change over a period of time. Effective healthcare management governs the success of a healthcare organization.
In a hospital environment there are typically a group of dieticians to handle all of the inpatient diets. These dieticians in turn answer to their department manager, who works under a chairman. In the dietary department there are also several filing and appointment clerks who help the dieticians to manage their work and keep them on track. These clerks are required because of the high-volume of work a hospital dietician is responsible for. Even though dieticians must regularly meet with patients and physicians, schedules for dieticians are very loose, and they can usually pick their own hours as long as they are at work for a certain amount of time each week.
People that are interested in this line of work like activities that include leading, making decisions, and business. They have integrity, have leadership qualities, are able to take initiative, and are dependable people that can handle a high stress level. I learned from my results that I am more of social person and the interest profile would recommend me doing something that helps people or being of service to people, which I feel that I am able to do in this profession. I also was ranked highly in enterprising which means that I like persuading and leading people which I think is a great asset as well for being able to run a major facility and work with many different people this seems like these would be essential traits for this position. Further research has lead me to find a few more ideal characteristics to have. One being able to communicate clearly and respectfully with patients, customers, industry leaders, and hospital workers. Second, leadership is important. A healthcare administrator needs to have the ability to create a shared vision for and inspire the entire work staff/team. You also have to have a good knowledge of healthcare. Someone that is able to stay on top of healthcare system policies, the latest innovations in healthcare technology, and the ever changing political landscape of the industry. (Healthcareadministration.com,
1. Personality 2. Persuasive 3.Persistence 4. Patience 5. Perceptive 6.Probity 7. Praise giving 8. Positive orientation 9. People based 10. Possible 11. Practical 12. Progressive 13. Prepared 14. Power building. Good leaders lead from the front line-that is where the action is. They are visible,Know and approachable. They set the example and actively, through their own behavioral attributes,support the concepts of reliability, consistency, trust and adherence to ethical principles. And open-minded themselves. The need to give employees the responsibility, the authority and the resources to operate effectively. good leaders know the people working for them-names, positions, and responsibilities. being shut up in an office where they have little to no contact with worker, or indeed with customers, severely limits a person 's opportunity to lead, delegate and manage. They should be seen and be seen to be listening and observing. Observation does not mean being critical, It mean 's building relationships with employees, noticing the things people do.The problems they have to deal with giving feedback and acknowledging the good work that people
These characteristics of a nurse manager show how their leadership plays a role in their position in the nursing field. Without this position in the nursing structure, it would be very difficult to produce positive results in providing optimal patient ca...
What qualities, characteristics, or aspects of a person qualifies them to be an effective manager? While there are infinite choices that will answer this question, Huband defines a superior manager as being one that “creates a work environment conducive to achieving the goals of the organization. These goals may be corporate goals or accounting department goals, but, in either case, the same principles are employed to achieve them,” (Huband, 1992). The characteristics that make up this work environment vary from communicating to motivating to having faith in their employees. Effective managers also treat each of their employees and colleagues equally and with the respect they deserve.
According to Williams, 2014, “when companies look for employees who would be good managers, they look for individuals who have technical skills, human skills, conceptual skills and the motivation to manage,” (Williams, p. 14).
Management is a very tough job in today’s world of ambiguity, uncertainty, stiff competition and threatening environment. You have to be mentally and physically very strong to cope up the challenges posed by the current business environment. Following are the most important management skills and qualities needed for a successful manager.
One of the core element of supervision is having managerial skills. The manager is one who has the obligation to study the time taken to execute the task. Then, the standards are set to accomplish the task for employees. Along these lines, manager measures the productivity of each employee. He is also responsible for arranging and managing the equipment, tools, machinery required for doing the work. This requires the manager to have a good education, experience, technical knowledge and the ability to perform administrative functions. Thus, the main aspect of managerial skills is to match the performance of employees with the limits ascertained (Sargent, 2003).
Effective management skills are in high demand these days. Managers who possess well developed leadership skills, excellent communication skills, and who are also effective strategic thinkers are needed in organizations such as business, commerce, and industry. For a manager to be proficient at all levels they should possess communication, leadership, and time management skills. These skills are perhaps the heart and soul of all successful businesses and play an important role in the effective management of teams. A manager should be able to train their own team members and provide support with the team member’s learning enhancement skills. In my experience as a retail manager, it was essential for me to stay up-to-date with my leadership abilities and communication skills. I attended all leadership conferences that were available to me and I believe it made me a more effective manager.
The Manager needs to have a good mastery of the organizational setup, its goals and the resources available while constantly developing his/her potentials of managing with objectives. He needs to have a nurtured mind poised for growth and open to criticism. By this, he will be able to develop and balance critical competences at the individual, interpersonal, team, and organizational levels through formal training and practice. Even after many years of practical experience, there is always a need to update laboratory knowledge through written information, courses and exchange visits to gain practical knowhow (Geir et al.,