Analyse the Roles and Responsibilities of Managers in Healthcare Contexts


The purpose of this essay is to critically analyze the roles and responsibilities of management in the healthcare sector.

In respect to this study, Healthscope that is an Australian based business which operates private hospitals, medical centers, and international pathology services, is selected in order to define the roles of stakeholder and their aim with the organization.

Other than that, this report also contains the detail of challenges which areas affect the healthcare and management system, processes for complying the organization policy (Drotz and Poksinska, 2014).

Main Body

Roles and responsibilities of managers of Healthscope

The managers play an important role in regards to bring proper management at healthcare firm.

In regards to this, the primary role of Healthscope manager is to foster a positive working environment at the hospital, clinics by providing the necessary equipment and facilities and this support the firm to provide quality service to clients and patients (Mossialos et al., 2015).

For this, the manager determines budgets, order and receives supplies, administer payroll and communicate information at regular interval.

This is done through keep up with relevant healthcare laws, technology and standards through conduct meeting. Moreover, managers of non-medical staff have a responsibility for conduct interviewing, hiring and firing of staff.

Challenges that faced by management in the health care sector

In the current scenario, it is identified that the healthcare sector fails in service quality aspect due to poor implementation of management skills. This challenge the healthcare firms like Healthscope in regards to maintain and enhance the customer service (Cortés et al., 2015).

It is found that Healthscope uses the problem-solving skill in order to help managers for solving problems like staff disputes, handling a healthcare crisis and balancing a budget. Other than that, the frequent changes in technology under the medical field also put pressure on management in regards to address on a continuous basis.

At the same time, Healthscope also faced the problem of physician shortage and need low-cost alternatives to provide quality services to patients (Manderson et al., 2012).

Define the management system, processes for complying with organization Policy

In respect to such challenges, Healthscope uses different management system and processes for improving customer service quality. It is done by taking accreditation from the National safety and quality health service standards.

This allows the business to set of standards for quality and safety of service provided. In a similar manner, Healthscope initiates safety and quality improvement processes by developing the monitoring policy (Green et al., 2012). In this, Healthscope includes three key areas such as monitoring, reducing risk and continuous improvement.

Monitoring Accreditation/ external audit

Internal audit

Indicators like clinical indicator outlier action, My Healthscope.

Reducing Risk Incident Monitoring

High-risk Casemix (Kim et al., 2012)

Prevent adverse outcome

Continuous Improvement Staff competency


Consumer participation


From the above discussion, it is concluded that Healthscope management consists of different roles and responsibilities. Likewise, the administrator manager is responsible for providing the necessary equipment and facilities to support the quality service offering.

Other than that, the non-medical team role is to hire, fire and promotion of individuals.


Cortés, R., Bonnaire, X., Marin, O. and Sens, P., 2015. Stream processing of healthcare sensor data: studying user traces to identify challenges from a big data perspective. Procedia Computer Science52, pp.1004-1009.

Drotz, E. and Poksinska, B., 2014. Lean in healthcare from employees’ perspectives. Journal of health organization and management28(2), pp.177-195.

Green Jr, K.W., Zelbst, P.J., Meacham, J. and Bhadauria, V.S., 2012. Green supply chain management practices: impact on performance. Supply Chain Management: An International Journal17(3), pp.290-305.

Kim, D.Y., Kumar, V. and Kumar, U., 2012. Relationship between quality management practices and innovation. Journal of operations management30(4), pp.295-315.

Manderson, B., Mcmurray, J., Piraino, E. and Stolee, P., 2012. Navigation roles support chronically ill older adults through healthcare transitions: a systematic review of the literature. Health & social care in the community20(2), pp.113-127.

Mossialos, E., Courtin, E., Naci, H., Benrimoj, S., Bouvy, M., Farris, K., Noyce, P. and Sketris, I., 2015. From “retailers” to health care providers: transforming the role of community pharmacists in chronic disease management. Health Policy119(5), pp.628-639.

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