Fresh out of college I joined the family business and was tasked to set up the Human Resource Section of the then 30 year old organization. It was a baptism of fire since I had no previous HR experience. I had to learn from scratch, from finding out to what should be in the 201 files and how to file them, to re-orienting and training PRC regulated professionals who aside from being resilient were older than me and had a hard time believing that someone younger and without a PRC license would require them to do certain things according of course to company standards.
It has been 8 years and 2 months since I started working in our hospital. I believe I have performed all the management functions of planning, organizing, leading and controlling but in no particular order. In the healthcare industry where trends evolve constantly and patient demands are very unpredictable, we were taught to the four management functions but we have not reached our full potential as an organization maybe because there are flaws or inconsistencies in how these functions are performed.
Being the eldest of the third generation working in the family business I am currently being trained to plan for the long-term future, so my role in planning transverses in both the top and middle management level. Most of the time, I get confused on the targets I’m supposed to focus on but primarily I deal with day-to-day operations and the quarterly and yearly targets we want to meet working closely with all the department heads, both clinical and non-clinical. There are times that we deviate from our plans because there are spur of the moment decisions made due to current demands.
Because of these diversions, I have practiced very well the organizing function. It is very hard to put together different departments who are confused on the direction they need to take because the management, the doctors and the patients have different concerns that need to be addressed. We have formed a management committee composed of all department heads and one representative from each unit, section and department to meet and address these concerns. Through this, I can make a plan of action based on the suggestions and experiences of each representative.
Leading the employees to embrace the company mission and vision and apply the core values of our organization is something I’m not confident about. It is not that I don’t like to do it but I feel uncomfortable because the employees think that I’m telling them to do so because it is our family business and not because I really want to be of service to the people. I have my ups and downs in terms of leading because sometimes our CEO let’s me do my thing and then there are times she has her own version.
There is a communication gap that needs to be bridged but just like other family conflicts it takes time to do so. Nevertheless, I am still able to connect with the people and walk with them in their journey to achieving their goals at the same time reaching our company goals. I don’t have much experience in the controlling function since most of our outputs are measured in the clinical manner, which I don’t handle directly but in terms of employees compliance to company rules and regulations, I have gone through each employee’s journey from hiring to resignation and the disciplining and counseling in between.
When it comes to management skills, I would like to believe these have been enhanced through the 8 years of my HR practice but there is so much room for improvement. I have above average conceptual skills, especially in training and development but there are stumbling blocks when I come to clinical concerns. Human skills would really be developed working in a hospital since we get to experience all kinds of emotions that help us get in teach with our inner self and be sensitive to all things around. This helped me understand the employees better and sense what works for them and what does not.
My technical skills are very good due to the fact that for the first 2 years I worked on my own and had the time to master all the functions in my section. It is vital skill for most of our employees because it would mean life and death to people that is why I invested so much on employee training and development to avoid as much errors as possible. Upon reading the book and finding out the ten manager roles, I could not believe that I actually perform all ten roles. It shocked me that I had so much responsibility but I realized that maybe because I come from two management levels that is why I performed all roles.
But the role that I do the most based on the activity stated is being a leader. So it shocked me the most, because as I have previously written the leading function is something I’m not comfortable about. Writing this paper, I had to reconcile my management experience. I direct employees on a daily basis, I train, counsel and communicate subordinates because it is my task to do so but I have hesitations about it and I have not embraced the leader role because there is fear or maybe hesitation that I might be stepping on someone else’s shoes and could belong to members of my family.
I would like to believe there is lack of empowerment. Workplace learning is an everyday thing in our environment. That is why the medical and nursing practice is called a practice because everyday there is something to learn and master. The structure of our organization may need improvement since there is no direct line between medical and management services, it was designed to work because it was in mind that the two people heading them were siblings but when conflict arises it is very difficult to deal with.
People are confused at times who to follow so they are not empowered to perform their functions as employees. Our working culture is that of a family even with the employees but as stated that when conflict arises, there is a very spot that is so difficult to mend. We have to improve our strategies and structure as a whole. Familiarity has caused some to disregard the importance of each and every one. It is only when each one works as a whole that we can achieve our organizational goals.