Healthcare: Political Competence and Management Purposes

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There are a number of definitions proposed by different writers over political competence as a general term. Shorttell & Kaluzny (2000) say that “Political competence is the skills, perspectives, and values needed for effective political involvement within nursing’s professional role.” While his definition is centered on nurses, the same can be adopted for management purposes within healthcare organizations.

McAllister (2001) offers another definition of the same and says that “Political competence’ refers to the extent to which one utilizes abstract political concepts to interpret the political world, to evaluate arguments and debates, to make informed political decisions and participate in political processes.” Shorttell & Kaluzny (2000) offer another perspective to political competence in management as “the ability to understand what you can and cannot control when to take action, who is going to resist your agenda, and whom you need on your side. It’s about knowing how to map the political terrain and get others on your side, as well as lead coalitions.”

Political competence in the workplace and more so senior executives is in most cases explained through a number of theories that are literally based on contemporary politics. However, with politics being labeled as the dirty game, management using some of these theories should bring about a “dirty leadership” in an organization. Shorttell & Kaluzny (2000) says political competence is an integral [part in management as it provides feasibility assessment that is not available in other elements in management. In simple terms, it helps one realize his allies and enemies in a let us say a project or an ideology.

Rains and Barton-Kreise (2001) assert that identifying with politics and engaging actively in political processes and policy frameworks that have a direct or indirect connection with a healthcare organization contributes immensely to the overall competence in the management of the organization and hence delivery of service. As stakeholders in government healthcare management executives should play an active role in ensuring that the policies implemented are relevant to the field and that they are in fact feasible and realistic.

Charged with such an enormous role, these executives need to have some general qualities needed to display their political competence. Rains and Barton-Kreise (2001) view it the other way round and say that it the specific qualities that comprise political competence in management other than being the qualities of any politically competent manager. Thus drawing on the various definitions offered by the above writers, we can now gather the general skills and knowledge that add up in creating a politically competent manager

Communication skills is a requisite to any manager leading an organization. Being a good communicator allows him to express himself accurately and to the point so that his message is understood by his audience or subjects. As a good communicator, the executive will in most cases comprehend policies and interpretations of such as a person who is not as equipped in communication skills. This value also encourages directness and openness among all members

The management whether by a single individual or a board in an organization sets the mondus operandi in the whole organization. Therefore, there is need for integrity at its highest level, when this is upheld by the executive then it will be upheld and respected by the whole organization. Closely related o this is that the executive should be trustworthy. Policies formulated and information given out such as in the case of testifying should be nothing but the trust. Polices formulated also should be genuine and aimed for the well-being of the organization and even to the society in which it operates.

An executive should also demonstrate good leadership skills to guide an organization to the desired or stated goals and growth. A good leader according to Shorttell & Kaluzny (2000) should be committed to the course giving his all towards the organization. As such, an executive in a healthcare organization should be fully interested in healthcare. This will go a long way in averting conflict of interest.

In the age of corporate citizenship, Shorttell & Kaluzny (2000) emphasizes that a good executive e should be able to incorporate an organization’s policy with that of the political environment in a culturally diverse society. This shows the close link between cultural competence and political competence. This is because a society’s political direction is shaped by its cultural values. In fact, Shorttell & Kaluzny (2000) says that political competence is usually expressed as cultural competence in corporate citizenship initiatives while political competence is best expressed in the management of such initiatives.

A survey conducted by Golin Harris in 2005 showed that 44% of Americans believed that American business is headed in the wrong direction when it comes to corporate citizenship. This does not spare healthcare organizations also. Among the few healthcare organizations that have impressed in corporate citizenship is the St Louis Children’s Hospital in Missouri, Illinois which is part of the larger BJC Healthcare group that operates 13 hospitals in the US.

The group was in fact recognized for its corporate citizenship efforts in 2007 by being awarded the St. Louis Regional Chamber and Growth Association (RCGA) Corporate Citizenship Award in recognition for its economic commitment to the region, community education and general improvement in the health of the community. With such accomplishments, the hospital is definitely a good corporate citizen.

St Louis Children’s Hospital is ranked as the 5^th most favored pediatric hospital for children in the US among a hundred surveyed in December last year (St Louis Children’s Hospital, 2008). This is despite the fact that the hospital is not-for-profit outfit. It strives to educate the community by making individuals more responsible for their health. This goes along way in being preventive to disease. The hospital educates the Illinois community on the need of healthy eating and exercise. Given that the hospital takes care of children, much of the education is directed towards their parents and guardians.

Some of the common ways that the hospital has educated the community is giving advice to parents on how to dress up their kids for the various climatic seasons. This is done in their website where daily tips are displayed on as a slideshow. Again there are a number of support groups and activities aimed ensuring the general wellness of the community. Some of the major programs in place are the Safety Streety program, ATV safety program, Click it Crew, and our car seat and bike helmet distribution initiatives.

The FAN Club is also one of the other leading initiatives. It is a comprehensive, multi-disciplinary approach to an epidemic medical problem facing the local community and the whole of US in large. Basically, it is a pediatric weight management program for kids age 8-12 which focuses on family, activity and nutrition. It is centered on medical management and incorporates behavioral therapy, dietary intervention and exercise. Community education is also offered through classes and presentation performed at various events. It is also worthy to note that the hospital works in collaboration with Washington University medical school. This offers a learning opportunity to students completing their courses in the university.

With such a comprehensive manner to give back to the community, the St Louis Children’s Hospital is definitely a good corporate citizen. The leadership at the hospital has given recognition of the need to participate actively in the wellness of the community.

References

Golin Harris (2005) Doing Well by Doing Good 2005: The trajectory of corporate citizenship in American business. Web.

St Louis Children’s Hospital (n.d.). Web.

McAllister, I. (2001). Civic Education and Political Knowledge in Australia, Canberra: Artage.

Rains, W. & Barton-Kriese, Paul (2001). Developing Political Competence: A Comparative Study across Disciplines. Public Health Nursing Melbourne: Longman.

Shorttell, P. & Kaluzny. D. (2000). Health Care Management: Organization, Design, and Behavior, New York: Delmar Publishers.

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Healthcare: Political Competence and Management Purposes

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