Why People Don’t Like to Be Managed! Management Skills Update in Healthcare Seminar

8:30am - Registration and Refreshments

9:00am

Why Some People Don’t Like Being Managed

This introductory session will challenge you to think about why some people don’t like being managed! It is an interactive session that will offer you some common insights into human behaviours.

9:45am

Ethical Behaviour, Emotional Intelligence, and the Role of “Feelings”

“Creating a moral community in which people can be involved and there is coherence is one of the most important ethical obligations of a nurse manager” (Hardingham, 2008, p.17). Let’s discuss:

• Reflecting on the importance of emotional intelligence
• How it relates to ethical decision-making and how a person feels about their workplace
• How decisions, such as resource allocation, be considered ethical decisions
• What feelings have to do with it

10:30am - Morning Tea

11:00am

Algorithms, Systems, and Human Resource Management

Workplaces are increasingly using algorithms and systems to manage staff. Data and technology are key to this. There are undoubtedly benefits in this technology, but it also can be a source of frustration and resentment. This session looks at how systems affect your management role for good and bad and includes:

• Job descriptions
• What is the function and purpose of a job description?
• What are the main components of a job description?
• What is the legal status of a job description?
• Systems that have the potential to dehumanise

12:00pm

The Role of Performance Measurement

In this session we will explore the difference between performance reviews and performance measurement.

• What are the key factors in measuring performance as opposed to just reviewing performance and what does this mean for quality and safety?

1:00pm - Lunch and Networking

1:45pm

Hands Up – Who Likes Performance Reviews?

Although performance reviews are common tools used in healthcare settings, out in the non-healthcare world they are not always in fashion or even believed to work. Performance appraisals are often viewed as unpopular procedures that have to be endured. In this session, we will consider the role, function, and effectiveness of performance reviews. Share your views in this interactive session. It includes:

• How effective are your performance reviews?
• Should continuous performance appraisals be considered?
• Is there another way to do them so that they work better?

2:30pm

Teams and Different Opinions

Diversity in teams is generally encouraged as it leads to better outcomes. However, teams are fundamentally unstable for a range of reasons and, therefore, need continuous synchronising, monitoring, and management. In this session, you will consider the difficulties all staff encounter in teamwork and how this affects your management style. It includes:

• Is there such a thing as a well-functioning team that always delivers?
• What are the realities of team relationships?
• What makes a team dysfunctional?
• When staff are coming and going, what does this do to the team?
• Should you include patients in healthcare teams?

3:15pm - Afternoon Tea

3:30pm

Pushback from Staff and Being Unpopular

Are you confident to give orders to your staff or are you a tad unsure? What do you do if pushback occurs? Giving orders should not be confused with aggressive or dominant behaviour. Sometimes, it is critical to be clear, precise, and firm in your communication and to expect the staff member to follow through on your instruction. This session explores:

• Growing your confidence
• The language of assertion
• How to resist pushback

4:30pm - Close of Day One of Seminar

9:00am - Commencement of Day Two

9:00am

Distractions and Micro-Management - Is this effective?

Interrupting a staff member who is in the process of doing something and then diverting them from their current task is sometimes necessary. However, staff know when their time is being wasted. Their sense of priority may not be yours. Some people hate to be given a job and told to do it immediately, whilst others don’t mind. This session looks at the frustrations involved in time management and includes:

• Understanding staff behaviours and how they relate to the management of time
• Identifying time wasters and how to prioritise
• Ways to divert a person who does not easily multi-task

9:45am

Here we go again! Continually Changing Ways of Doing Things

Change is constant and normal, but it does not necessarily make it easier – especially if staff can see no reason for doing the job in a new way. As a result, pushback is to be expected. Being the manager who has to effect yet another change “from above” can be dispiriting. However, there are tools to assist you and this session will reveal some of these. It includes:

Example: The need for personal hygiene has been around since the Roman times. However, the manner in which personal hygiene is achieved has changed over time. In the Roman times a person might have jumped into a stream to wash themselves or in a stone bath system. Nowadays, creams may even replace water as a cleansing agent but the end result is still the achievement of personal hygiene.

10:30am - Morning Tea

11:00am

Lack of Leadership: Where are we all heading?

Management is generally considered a functional role and to some extent this is true. However, all managers will be called upon to lead. This session reviews some of the issues and confusions that can arise when staff perceive that a manager has failed to lead. It will explore practical examples and discuss the importance of perception in times of crisis. It includes:

• Should all managers also be leaders and what is the difference?
• Exploring situations where leadership opportunities were missed
• What are the consequences on workplaces when there is a failure to lead?

12:00pm

Documentation: Reporting and Recording

In today’s world data matters, and you may have to routinely ensure staff collect data. But what do you do when staff don’t comply? This short session reveals ways to reverse negative behaviours in a constructive manner for everyone’s benefit. It includes:

• Is all the documentation necessary?

12:45pm - Lunch and Networking

1:30pm

Bullying, Hostility, and Passive Aggression: What does this look like?

Hostility is a fact of life and managers will inevitably be confronted with this behaviour at some time in their work. Knowing what to do and how to nip this in the bud are key skills. Learn:

• What the predictors of hostility and aggressive behaviour look like
• How the aggression cycle manifests

2:15pm

Bullying, Hostility, and Passive Aggression: How do we manage this behaviour?

These behaviours can be destructive on the culture of the workforce and lead to a disintegration in workplace morale. The management of these behaviours can be both challenging and exhausting. In this workshop you will explore some practical strategies about how to manage complex destructive behaviours

3:00pm - Afternoon Tea and Coffee

3:30pm

Trust and Authenticity – How to Build It and Not Lose It

We close this seminar looking at the importance of trust and authenticity in management. Management should operate in a framework of social justice. This session looks at the importance of these concepts in building a workplace where harmony and fairness flourish and where people want to work supported by those around them.

4:00pm - Close of Seminar and Evaluations