the curriculum

The Management Academy’s core curriculum includes five modules with several content areas to strengthen and develop the various skills and competencies. Each session lasts two and a half days.

session 1

The Role & Responsibilities of SCHA

At the opening of The Management Academy, new class members will participate in an opening session with South Carolina Hospital Association senior leadership. The purpose of this session is to introduce participants to the role, function, and responsibilities of SCHA. Participants will learn about the programmatic priorities for the coming year and will identify opportunities for future involvement. In addition, participants will be challenged to be leaders in their individual facilities, advancing and supporting the changing healthcare environment.

Understanding Personality Preferences: Managing with Impact

Different managers have different personality types, personalities that affect how they approach other people. In this module, participants learn how personality affects management styles, focusing in on understanding themselves and their behavior. By becoming more self aware, participants will learn how to appreciate others and recognize individual strengths and weaknesses. This allows participants to make constructive use of individual differences and approach problems in different ways. Special emphasis will be placed on information gathering, decision making and capitalizing on individual strengths and the strengths of others. Requires taking an on-line assessment before session start.

The Health Leaders Role in Impacting Health Policy

This session has been designed to educate Management Academy participants on the state and federal legislative
process. 2018 and beyond continue to be incredibly significant to the future and sustainability of healthcare providers. From labor issues to reimbursement to covering the uninsured and addressing behavioral health issues, South
Carolina hospitals need to be prepared to use our voices to positively affect the political and legislative process and their outcomes. During this session, participants will receive an overview of the legislative process, will discuss the role of grassroots advocacy, and will observe health policy debate at the State House.


session 2

delegation & conflict management

An effective manager in today’s world influences events and conditions instead of allowing events to influence them. This module is designed to help participants fine tune the tools they need to manage their time, delegate more effectively to ensure a productive workforce and handle the inevitable conflict/tension which occurs in the workplace. A variety of exercises, discussions and team activities will reinforce the skills taught during the session.

Creative, Persuasive, and Effective Presentations

This session provides participants with the skills needed to plan, prepare and deliver a persuasive presentation
effectively. Participants will review skills to help build their self-confidence when giving presentations by focusing on the three V’s – verbal, vocal and visual; refine their ability to structure a persuasive presentation and use appropriate supporting evidence; and review the use of visual aids to enhance presentations. Participants will use these skills during their capstone presentations.

Stay in the Hospital and Out of Court: Labor and Employment Laws That Every Manager Should Know

People who are highly skilled clinicians are often moved into management based on those clinical skills. However,
in order to effectively manage one must also have management skills that frequently impact or are impacted by
many complex laws in the employment area. A basic knowledge of laws such as the Family Medical Leave Act, the Pregnancy Discrimination Act, Title VII (discrimination and retaliation) and a number of other state and federal laws impacts a manager’s ability to hire, fire, discipline, and or simply respond to the needs of both the employee and the employer. The Legal Issues portion of the program is designed to give participants a practical knowledge of these
issues and laws. The session also offers an opportunity for open discussion of issues so that they may be addressed
in the manner in which participants are actually confronted with them. The intent is for a better mastery of the legal issues to result in a stronger ability of the manager to positively impact the morale of the employees and to comply with the laws thereby avoiding costly litigation.

Situational Leadership and The Coaching Manager

It is up to the manager to immediately address performance or work habit issues with employees. Failing to do so can have a devastating effect on the morale and the overall performance of the entire group. It is also a manager’s responsibility to reinforce positive behavior in direct reports. This intensive module equips participants with the skills to reinforce or improve staff performance. Specialized communications skills for directing performance will be taught so managers can prepare for and conduct successful improvement discussions. Achieving top performance is not easy, so participants also will be equipped with the skills needed to address improvement challenges such as denial, resistance and reluctance to be accountable for improvement. Participants also will learn the importance of follow-up coaching. Because recently promoted managers face the additional challenge of managing former peers, they will learn valuable tools to work with staff to reinforce and redirect for continued improvement. This will involve ways to communicate openly and supportively, to be fair and consistent in communications and actions so that the organization can achieve the desired improvements. Requires taking an on-line assessment before session start.


Session 3

Managing Across Differences

This session is designed to introduce leaders to a strategic approach to diversity management and provide tools for
effective managerial decision making. It highlights methods to access different perspectives and ideas and channel them in support of collective objectives. In the process, diversity is redefined from a legal concept focused on protected classes like race and gender, to a concept which includes all organizational participants - diversity management is introduced as a key skill for 21st century managers and leaders. Most importantly, this workshop firmly positions diversity in the context of the organization’s mission. A cutting edge program, it does not abandon traditional objectives. Rather, it demonstrates how traditional objectives such as fairness, equality, respect and
inclusion can reduce organizational vulnerability (i.e. turnover, litigation), facilitate access to a broader talent base, and satisfy stakeholder expectations and requirements.

Financial Skills for Health Care Managers

In today’s cost conscious healthcare environment, fiscal accountability requires that all managers clearly understand the basics of financial management and budgeting, and be able to actively participate in the process. During this session, participants will learn some basic accounting terminology, what it takes to develop a budget and improve personal budgeting skills, how to use budgeting skills to manage performance, and will gain insight into how each manager can relate his/her department’s financial performance to the overall organizational goals. Throughout this session, participants will be given many opportunities to practice these financial skills while learning them.


session 4

Friday Night in the ER

Friday Night in the ER is a learning game that is an effective tool for hospital managers who need to work together to improve performance. It simulates the challenge of managing a hospital during a typical 24-hour period and replicates the dynamics seen in any system when multiple goals drive behavior. Participants manage a hospital department and as they supervise patient flow through the facility, must make decisions about resource use and operating policy. Through its interactivity, it teachers managers the complexities of hospital operations and allows all participants to get a “day in the life” glimpse of the perspectives, key roles, and goals of peer counterparts.

Engaging Your Team

Engaged employees are in the game for the sake of the game; they believe in the cause of the organization. Engaged employees are hardy — they continue to work toward accomplishing the task and supporting the mission of the organization, despite environmental challenges. They keep both feet in the boat and paddling hard toward the destination.

Upon completion, participants will be able to:
• Define employee engagement and its interdependence with motivation
• Learn basic motivation theory and relate it to workplace behavior
• Describe the competencies managers need for providing a motivating environment
• Develop a tool kit for employee reward and recognition