Medical or Health Services Manager
What they do:
Plan, direct, or coordinate medical and health services in hospitals, clinics, managed care organizations, public health agencies, or similar organizations.
On the job, you would:
- Direct, supervise and evaluate work activities of medical, nursing, technical, clerical, service, maintenance, and other personnel.
- Develop and maintain computerized record management systems to store and process data, such as personnel activities and information, and to produce reports.
- Plan, implement, and administer programs and services in a health care or medical facility, including personnel administration, training, and coordination of medical, nursing and physical plant staff.
Work Schedules
Most medical and health services managers work full time, and some work more than 40 hours per week. Evening or weekend work may be required in healthcare settings that operate around the clock, such as hospitals and nursing homes. Medical and health services managers may need to be on call in case of emergencies.
Job Outlook
Employment of medical and health services managers is projected to grow 28 percent from 2021 to 2031, much faster than the average for all occupations.
About 56,600 openings for medical and health services managers are projected each year, on average, over the decade. Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.
Important Qualities:
Analytical skills. Medical and health services managers review and evaluate healthcare metrics for ways to improve efficiency and meet goals.
Communication skills. Medical and health services managers must convey information to their staff, other healthcare workers, and, sometimes, patients and insurance agents.
Detail oriented. Medical and health services managers must pay attention to detail. They might be required to organize and maintain scheduling and billing information for very large facilities, such as hospitals.
Leadership skills. Medical and health services managers hire, train, and direct staff. They must be able to motivate others and create an environment in which workers can succeed.
Technical skills. Medical and health services managers must stay up to date with advances in healthcare technology, such as the coding and electronic health record (EHR) systems their facility adopts.
Personality
| A3 | Your Strengths | Importance |
Characteristics of this Career |
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95% | Integrity - Job requires being honest and ethical. | |
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94% | Leadership - Job requires a willingness to lead, take charge, and offer opinions and direction. | |
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94% | Cooperation - Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude. | |
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92% | Dependability - Job requires being reliable, responsible, and dependable, and fulfilling obligations. | |
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89% | Self-Control - Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations. | |
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89% | Adaptability/Flexibility - Job requires being open to change (positive or negative) and to considerable variety in the workplace. | |
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88% | Initiative - Job requires a willingness to take on responsibilities and challenges. | |
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87% | Attention to Detail - Job requires being careful about detail and thorough in completing work tasks. | |
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87% | Stress Tolerance - Job requires accepting criticism and dealing calmly and effectively with high-stress situations. | |
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85% | Analytical Thinking - Job requires analyzing information and using logic to address work-related issues and problems. | |
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83% | Persistence - Job requires persistence in the face of obstacles. | |
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81% | Independence - Job requires developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done. | |
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80% | Achievement/Effort - Job requires establishing and maintaining personally challenging achievement goals and exerting effort toward mastering tasks. | |
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80% | Concern for Others - Job requires being sensitive to others' needs and feelings and being understanding and helpful on the job. | |
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72% | Innovation - Job requires creativity and alternative thinking to develop new ideas for and answers to work-related problems. | |
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72% | Social Orientation - Job requires preferring to work with others rather than alone, and being personally connected with others on the job. |
| A3 | Your Strengths | Importance |
Strengths |
|---|---|---|---|
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100% | Enterprising - Work involves managing, negotiating, marketing, or selling, typically in a business setting, or leading or advising people in political and legal situations. Enterprising occupations are often associated with business initiatives, sales, marketing/advertising, finance, management/administration, professional advising, public speaking, politics, or law. | |
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67% | Social - Work involves helping, teaching, advising, assisting, or providing service to others. Social occupations are often associated with social, health care, personal service, teaching/education, or religious activities. | |
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67% | Conventional - Work involves following procedures and regulations to organize information or data, typically in a business setting. Conventional occupations are often associated with office work, accounting, mathematics/statistics, information technology, finance, or human resources. |
| A3 | Your Strengths | Importance |
Values of the Work Environment |
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83% | Working Conditions - Occupations that satisfy this work value offer job security and good working conditions. Corresponding needs are Activity, Compensation, Independence, Security, Variety and Working Conditions. | |
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83% | Relationships - Occupations that satisfy this work value allow employees to provide service to others and work with co-workers in a friendly non-competitive environment. Corresponding needs are Co-workers, Moral Values and Social Service. | |
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83% | Independence - Occupations that satisfy this work value allow employees to work on their own and make decisions. Corresponding needs are Creativity, Responsibility and Autonomy. | |
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78% | Support - Occupations that satisfy this work value offer supportive management that stands behind employees. Corresponding needs are Company Policies, Supervision: Human Relations and Supervision: Technical. | |
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67% | Achievement - Occupations that satisfy this work value are results oriented and allow employees to use their strongest abilities, giving them a feeling of accomplishment. Corresponding needs are Ability Utilization and Achievement. | |
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61% | Recognition - Occupations that satisfy this work value offer advancement, potential for leadership, and are often considered prestigious. Corresponding needs are Advancement, Authority, Recognition and Social Status. |
Job Details
What Medical and Health Services Managers Do
Medical and health services managers, also called healthcare executives or healthcare administrators, plan, direct, and coordinate medical and health services. They may manage an entire facility, a specific clinical area or department, or a medical practice for a group of physicians. Medical and health services managers must adapt to changes in healthcare laws, regulations, and technology.
Duties
Medical and health services managers typically do the following:
- Develop goals and objectives related to efficiency and quality of healthcare services
- Ensure that the facility in which they work complies with laws and regulations
- Prepare and monitor budgets and manage finances, including patient fees and billing
- Recruit, train, and supervise staff members
- Create work schedules
- Represent the facility or department at investor meetings or on governing boards
- Keep and organize records of facility services, such as the number of inpatient beds used
Medical and health services managers set and carry out policies, goals, and procedures for their departments or facilities. Their duties include hiring, scheduling, and evaluating staff; monitoring compliance with state and federal guidelines; and developing reports and budgets. Responsibilities may vary by employer. For example, managers of large facilities may focus on broad oversight, while tasks for those in small departments might include ordering medical supplies and materials.
Medical and health services managers work with physicians and surgeons, registered nurses, medical records specialists, and other healthcare personnel. They also may interact with patients or insurance agents.
Medical and health services managers’ titles depend on their facility or area of expertise.
The following are examples of types of medical and health services managers:
Nursing home administrators manage all aspects of a facility, including admissions and building maintenance, as well as care of its residents.
Clinical managers oversee a department, such as intensive care or physical therapy, and have responsibilities based on that specialty.
Health information managers ensure that databases of patient records are complete, accurate, and accessible only to authorized personnel.
| A3 | Your Strengths | Importance |
Attributes & Percentage of Time Spent |
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100% | Electronic Mail - How often do you use electronic mail in this job? | |
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98% | Telephone - How often do you have telephone conversations in this job? | |
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98% | Indoors, Environmentally Controlled - How often does this job require working indoors in environmentally controlled conditions? | |
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97% | Work With Work Group or Team - How important is it to work with others in a group or team in this job? | |
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96% | Contact With Others - How much does this job require the worker to be in contact with others (face-to-face, by telephone, or otherwise) in order to perform it? | |
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90% | Face-to-Face Discussions - How often do you have to have face-to-face discussions with individuals or teams in this job? | |
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84% | Importance of Being Exact or Accurate - How important is being very exact or highly accurate in performing this job? | |
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81% | Spend Time Sitting - How much does this job require sitting? | |
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78% | Structured versus Unstructured Work - To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals? | |
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78% | Responsibility for Outcomes and Results - How responsible is the worker for work outcomes and results of other workers? | |
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77% | Deal With External Customers - How important is it to work with external customers or the public in this job? | |
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74% | Coordinate or Lead Others - How important is it to coordinate or lead others in accomplishing work activities in this job? | |
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73% | Time Pressure - How often does this job require the worker to meet strict deadlines? | |
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72% | Freedom to Make Decisions - How much decision making freedom, without supervision, does the job offer? | |
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70% | Importance of Repeating Same Tasks - How important is repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job? | |
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69% | Frequency of Decision Making - How frequently is the worker required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization? | |
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68% | Frequency of Conflict Situations - How often are there conflict situations the employee has to face in this job? | |
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68% | Letters and Memos - How often does the job require written letters and memos? | |
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73% | Duration of Typical Work Week - Number of hours typically worked in one week. |
| A3 | Your Strengths | Importance |
Tasks & Values |
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91% | Communicating with Supervisors, Peers, or Subordinates - Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. | |
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89% | Working with Computers - Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information. | |
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89% | Evaluating Information to Determine Compliance with Standards - Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards. | |
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88% | Coaching and Developing Others - Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills. | |
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87% | Getting Information - Observing, receiving, and otherwise obtaining information from all relevant sources. | |
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86% | Establishing and Maintaining Interpersonal Relationships - Developing constructive and cooperative working relationships with others, and maintaining them over time. | |
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86% | Making Decisions and Solving Problems - Analyzing information and evaluating results to choose the best solution and solve problems. | |
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84% | Analyzing Data or Information - Identifying the underlying principles, reasons, or facts of information by breaking down information or data into separate parts. | |
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83% | Coordinating the Work and Activities of Others - Getting members of a group to work together to accomplish tasks. | |
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83% | Updating and Using Relevant Knowledge - Keeping up-to-date technically and applying new knowledge to your job. | |
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82% | Processing Information - Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data. | |
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82% | Organizing, Planning, and Prioritizing Work - Developing specific goals and plans to prioritize, organize, and accomplish your work. | |
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82% | Guiding, Directing, and Motivating Subordinates - Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. | |
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81% | Developing and Building Teams - Encouraging and building mutual trust, respect, and cooperation among team members. | |
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80% | Training and Teaching Others - Identifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others. | |
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80% | Scheduling Work and Activities - Scheduling events, programs, and activities, as well as the work of others. | |
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79% | Monitoring and Controlling Resources - Monitoring and controlling resources and overseeing the spending of money. | |
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78% | Resolving Conflicts and Negotiating with Others - Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others. | |
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78% | Staffing Organizational Units - Recruiting, interviewing, selecting, hiring, and promoting employees in an organization. | |
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78% | Monitoring Processes, Materials, or Surroundings - Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems. | |
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77% | Documenting/Recording Information - Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form. | |
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76% | Performing Administrative Activities - Performing day-to-day administrative tasks such as maintaining information files and processing paperwork. | |
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74% | Developing Objectives and Strategies - Establishing long-range objectives and specifying the strategies and actions to achieve them. | |
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74% | Providing Consultation and Advice to Others - Providing guidance and expert advice to management or other groups on technical, systems-, or process-related topics. | |
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72% | Identifying Objects, Actions, and Events - Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events. | |
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72% | Interpreting the Meaning of Information for Others - Translating or explaining what information means and how it can be used. | |
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71% | Communicating with People Outside the Organization - Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail. | |
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70% | Thinking Creatively - Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions. | |
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69% | Judging the Qualities of Objects, Services, or People - Assessing the value, importance, or quality of things or people. |
Getting Started
How to Become a Medical or Health Services Manager
Medical and health services managers typically need a bachelor’s degree to enter the occupation; however, educational requirements vary by facility and specific function. Prospective managers also typically need work experience in an administrative or clinical role in a hospital or other healthcare facility.
Education
Medical and health services managers typically need a bachelor's degree to enter the occupation, although requirements may vary. For example, some employers hire candidates with an associate’s degree; others prefer to hire those with a master’s degree. Work experience sometimes may substitute for education.
Common majors for medical and health services managers include healthcare and related fields, such as health administration or nursing, or other relevant fields, such as business. Degrees that focus on both management and healthcare combine business-related topics with those such as medical terminology, hospital organization, and health information systems. For example, a degree in health administration or health information management may include courses in health services management, accounting and budgeting, and health informatics.
Work Experience in a Related Occupation
Employers may require prospective medical and health services managers to have work experience in either an administrative or a clinical role in a hospital or other healthcare facility. For example, nursing home administrators may have years of experience working as a registered nurse.
Other managers may begin their careers as medical records specialists, administrative assistants, or financial clerks in a healthcare office.
Licenses, Certifications, and Registrations
Some medical and health services managers need a state-issued license. For example, all states require licensure for nursing home administrators; requirements vary by state. For more information, contact your local or state licensing board.
Some positions may require candidates to be licensed as a registered nurse or social worker.
Although certification is not required, some managers choose to earn a professional credential. For example, the American Health Information Management Association and the Project Management Institute offer certification specific to their areas of focus.
Advancement
Some health information managers advance by taking on additional responsibilities, such as for an entire hospital’s information systems. Other managers may advance to top executive positions within an organization. Advancement to top level executive positions may require a master’s degree.