Norville J L, Begun J W
Department of Health Administration, Medical College of Virginia, Virginia Commonwealth University, Richmond.
Health Care Superv. 1990 Dec;9(2):43-51.
This article has outlined several steps to follow in assessing and building department influence at the top management levels of health care organizations. Identifying and contributing to resolving the organization's key areas of uncertainty are strategies that have improved the influence of many departments in recent years. Individual strategies, such as developing one's expertise and sharing that expertise with other departments and top management (an example of the "involvement" technique), also are being used daily by effective department managers. Decentralized management, which entails the assignment of greater responsibilities to middle managers, is increasingly popular in health care organizations. This trend will no doubt facilitate the building of departmental influence in organizational decision making. However, the steps outlined in this article can be implemented whether or not top management endorses a decentralized management style. In a critical sense, departmental influence is too important to be left to top management. It is up to department managers to exert their influence for the good of their employees, the organization as a whole, and their own careers.
本文概述了在医疗保健组织的高层管理层面评估和建立部门影响力时应遵循的几个步骤。识别并推动解决组织的关键不确定性领域是近年来许多部门提高影响力的策略。个人策略，比如发展自身专业知识并与其他部门及高层管理人员分享该专业知识（这是“参与”技巧的一个例子），也是高效的部门经理们每天都在使用的方法。分散管理，即将更多职责分配给中层管理人员，在医疗保健组织中越来越普遍。这一趋势无疑将有助于在组织决策中建立部门影响力。然而，无论高层管理是否认可分散管理风格，本文所概述的步骤都可以实施。从关键意义上讲，部门影响力非常重要，不能仅由高层管理来决定。部门经理有责任为员工、整个组织以及他们自己的职业发展发挥影响力。
