::written circa. Fall 2013.
After several interview sessions, I have finally come to my final session with Mrs. Jennifer Sheckler. I would like to take this opportunity to acknowledge my appreciation for Jennifer’s patience, guidance, and most importantly her kindness towards assisting me throughout this project. Once again, Jennifer is the health administrative lead at the Children & Teens Medical center, in Schaumburg, IL. Mrs. Jennifer Sheckler collaborates with a dozen of physicians and associated colleagues in operating a well-respected medical facility. This facility caters to the needs of the population, specifically for pediatrics, children and teens under the age of 18. I would like to bring to light, that this final interview was very much relaxed, in all forms possible. It was especially reflective, with the upmost respect. Jennifer insisted I summarize all of the things that I have educationally gained from her. I presume she wanted to make sure that her pupil was not a rotten apple, in a very serious field of practice. I didn’t mind it at all, I found that my time with Jennifer has been extremely useful and it was certainly a pleasure to have her relay her experiences in the field for these past several weeks.
To begin with the interview, I once again discussed with her about management functions. Though she lightly quarreled with the idea of having discussed this the previous week, I reassured her that this was the second half of the bargain. With that said, her responses were very similar in all aspects compared to last week’s management function session. Jennifer believed that “strategic planning” certainly took the icing of the cake, against “performance evaluation/improvement” and “budgeting/reimbursement.” This was mainly due to the fact that she strongly felt that planning is more of a generalized practice that can overshadow its counter parts.
As noted, “only by identifying market forces and planning for ways to adapt to them can an organization achieve the greatest success” and “strategic planning involves (1) plan development and (2) execution of the strategy (Buchbinder & Shanks, 2012)”. As explained by Jennifer, planning was certainly the base point for all their success. Notably, this isn’t just a method practiced in the healthcare field, rather in all fields for that matter. She believes that without planning and strategizing, and then the point of evaluation and budgeting wouldn’t even be reached. Planning sets the organization in place, giving it meaning and structure. Planning allows a practice to display their current goals, as well as future endeavors.
Jennifer stresses, as she has been for the last several weeks, that communication is key in the healthcare administrative field. Good communication distinguishes the difference between an efficient practice and a faulty one. Interestingly, and most importantly I might add communication is not just a one-way street. Communication involves the understanding of two or more people. It involves striving to be on the same page at all times. And with that said, conceptual and social skill in being able to communicate with others isn’t the end of the bargain. Communication is also best practice if the administrator has to ability to also listen to his or her peers (as she stated, communication is a two way street). Jennifer strives on the importance of frequently building and growing the interrelationships with peers, due to the fact that it would greatly impact their collaborative efforts as a whole. Which is why she has stressed on many occasions the importance of frequent team meetings. And without it, the ground base of an organization would fall to the ground completely.
Buchbinder, S., Shanks, N. (2012). Introduction to health care management. Burlington, MA. Jones & Bartlett Learning