Current Trends in Management Systems

11). Each of these parties ordain indeed reshape their haves, demands, and wants base upon her analysis and interpretations. She notes, however, that in the wellness administer environment, there are often some very item needs that mustiness be addressed directly for they cannot be reshaped. For example, if a patient needs restored kidney function that is a need that must be addressed directly. In other cases, she as well notes that certain demands created by financing cannot be effectively reshaped without collective political action (Seidel, Seavey & Lewis, 1989, p. 11).

The carriage believes that effective management is based on three basic concepts (Taylor, 1992, p. 20). The first is the manager's role. That is, the behavior associated with a management position in an organization. The second is the manager's function or any of the varying tasks the manager performs. Finally, she believes effective management must rely on a particular management style, the counseling in which the roles and functions are carried out (Taylor, 1994, p. 20). She believes that these three concepts illuminate the constitution of effective management in virtually all organizations and deliver a basis for describing the special features of management in the health

The manager also added that she sometimes finds it necessary to involve what she calls a " growth consultant" when needing organisational changes in her facility. She whole shebang with this consultant to study interpersonal and throng events in the facility. This helps her to define problems and decide what further help she needs. The process consultant also examines work flows, interpersonal relations, communication, and intergroup relations and works with her to diagnose problems and the processes from which they arise (Wieland, 1981, 237).

She says that as a result of apply a process consultant, she has been able to become more cognisant of potentials for group conflict, anxieties that may prevent or distort communication, mute organizational assumptions and beliefs, consequences of various managerial styles, and alternative agencys of communicating and providing leadership (Wieland, 1981, p. 237). She strongly suggests that other health care facilities consider the use of a process consultant to help them streamline their activities and provide a higher level of customer satisfaction.

The manager notes that in the late 1980s and 1990s step trust professionals and researchers have begun to examine the contributions of systems such as "total flavor management" (TQM) to see whether they can address the deficiencies of traditional quality assurance (QA) and the complexities and incompleteness of assessment without improvement (Zeigenfuss, 1993, p. 18). She believes that the move to TQM signifies a figure shift to a whole new way of thinking about the philosophy, research, and practice of quality. Basically, she sums up the shift in three points: (1) the concept of quality is broadened beyond clinical to organizational and beyond assurance and assessment to improvement; (2) new approaches will be tested empirically; and (3) refinements in TQM will continue over a period of years until it becomes the prevailing paradigm (Zeigenfuss, 1993, p. 18).

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