QUIVVAS' NUSKIN & Hollistic Healthcare Consulting Services: Management constitutes a variety of tasks including the activities where people, technology, job tasks, and other resources are combined and effectively coordinated to achieve your organizational goals and objectives.

Management constitutes a variety of tasks including the activities where people, technology, job tasks, and other resources are combined and effectively coordinated to achieve your organizational goals and objectives. “Capital budgeting allows managers to perform cost benefit analysis on proposed long-term investment projects.” (Kocher, C. (2007). This process or function is a set of activities dedicated to the larger picture. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands 4. Maintaining effective communications within the working group, with other groups, and with the larger community 5. Selecting, motivating, training, and appraising staff 6. Securing funds and managing budgets; evaluating accomplishments and 7. Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b). • Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment • Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives • Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favorable work conditions • Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise • Coordinating: interrelating the various parts of the work • Reporting: keeping those to whom you are responsible, including both staff and public, informed • Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectives Every facility manager (FM) needs to be concerned with the cost of business. “Most healthcare systems used a blend of board and department-initiated input into budget development, usually with interaction between the two.” (Smith, D. G., & Wynne, J. (2005) Your goal as FM is to improve the net revenue and cash flow of your organization through numerous strategies. In your tool kit should be ways to maximize the total cost of ownership of all the assets you maintain, namely, buildings and equipment. If at all possible avoiding cuts to personnel and those with specialty assets that are complementary to our services and programs. Secondly, budgeting is everything when it comes to determining the success of your healthcare division.” (Wernz, C., Zhang, H., & Phusavat, K. (2014) Healthcare costs have increased considerably over the past decades around the world”. It is unfortunate that some managers have yet to make it primary and the most important business function. All departments have some associations that must be cleared through the finance department which requires the full consensus between administration and hospital operations. Therefore, full communication and required and expected from all parties involves in the daily activities of running a hospital. Thirdly, budgeting and preparing financial budgets is all part of the daily business operations in the hospital and we must learn from the past so we won’t repeat the failures or yesterday. Some major budget considerations for healthcare facility managers are as follows: 1.) Do Not Budget in a Silo 2.) History and Predictive Maintenance 3.) Use the Buzzwords 4.) Benchmarking 5.) Investment in Expense Reduction Strategies Equals Revenue “The benchmarking approach is adapted, by using interview techniques along with non-participant observations in which the results have been unified.” (International Journal of Healthcare Management, 7(3), )The FM needs to be listening to the buzzwords because they are important indicators of how to capture their attention and meet business goals. Tailor your budget with information to help you understand how supporting your budget needs will help them meet challenges. In conclusion, “Health care leaders and policy makers have tried countless incremental fixes-attacking fraud, reducing errors, enforcing practice guidelines, making patients better "consumers," implementing electronic medical records-but none have had much impact.”( PORTER, M. E., & LEE, T. H. (2013). However, healthcare has become routine in the way they operate. As a result, millions of dollars worth of expenses have been removed in order to accommodate recent governmental budget cuts to healthcare programs. We must also rebuild our new healthcare infrastructure in a way that is robust and more cost-efficient in the services we offer. Though, there have some growth in the market share over the last several years there is still much needed research and development in the U.S. health care systems. References 1. Improving efficiency and community-wide practices: benchmarking through integrated pastoral care. (2014). International Journal of Healthcare Management, 7(3), 214-220. doi:10.1179/2047971913Y.0000000068 2. Kocher, C. (2007). Hospital Capital Budgeting Practices and Their Relation to Key Hospital Characteristics: A Survey of U.S. Manager Practices. Journal Of Global Business Issues, 1(2), 21-29. 3. PORTER, M. E., & LEE, T. H. (2013). THE STRATEGY THAT WILL FIX HEALTH CARE. Harvard Business Review, 91(10), 50-70. 4. Smith, D. G., & Wynne, J. (2005). Capital budgeting practices in hospitals. International Journal Of Healthcare Technology & Management, 7(1/2), 1. 5. Wernz, C., Zhang, H., & Phusavat, K. (2014). International study of technology investment decisions at hospitals. Industrial Management & Data Systems, 114(4), 568. doi:10.1108/IMDS-10-2013-0422