Team Management and Leadership Roles Quiz

Introduction to Management in Physical Therapy

• Management is essential for any organization.
• Management began with setting goals, so human groups are not named "administration" or "management" unless they work together to achieve goals.
• Management cannot obtain goals by itself; it needs people and resources.
• There are many definitions of management, depending on the writer's or researcher's perspective.

Definition of Management

• Management is the process of coordinating all resources through planning, organizing, directing, and controlling to achieve organizational goals effectively and efficiently.
• Management is a human activity aimed at achieving economic and social goals for the organization and staff through the effective and efficient use of available resources in a dynamic environment.
• Management is a human activity achieved by groups of individuals working to gain benefits for the organization and staff, a productive activity, that depends on efficient and effective use of resources. (Example: time, money, equipment), and work aiming to achieve well- defined goals in a certain timeframe.
• An organization system consists of inputs, procedures, and outputs. A continual activity depends on planning, organizing, directing, and controlling.
• Management is flexible; it reacts to changes in the environment and is an economical activity.

Management Functions

• Planning is the initial step in taking decisions about what to do, how to do it, when to do it, and who is going to do it.
• Planning is the most basic function and the starting point for any organization.
• Planning involves: defining objectives, identifying alternatives, determining steps and procedures, allocating resources, and evaluating the results.
• Principles for effective planning include accurate forecasting, acceptance, soundness, effective organization, objectivity, flexibility, and fitting the plan to the situation (revising regularly).
• Organizing is the management function establishing relationships between activity and authority. Plans define the organization's direction and how it gets there.
• Organizing provides a clarified work environment, a coordinated environment, and a formal decision-making structure.
• Steps for organizing include considering plans and goals, determining necessary work activities, classifying and grouping activities, and assigning work with appropriate authority.
• Directing function's main aim: Uniting individual efforts to achieve organizational objectives.
• Directing requires communication (guiding), leading, motivating individuals.
• Leading entails affecting individuals toward achieving organizational objectives. Qualities of a leader include position, experience, personality, rewards, and punishments.
• Motivating requires understanding subordinates' needs, matching reward systems to needs, and fostering a suitable work environment.
• Controlling ensures activities provide desired results by establishing standards, measuring actual performance, comparing results to standards, and taking corrective action. Pre-control, concurrent control, feedback control are necessary components of a good control system.

Management Skills

• Technical Skills: Required to complete specialized tasks. Essential for line managers in training and answering work-related questions.
• Interpersonal Skills: The ability to effectively communicate, motivate, and lead individuals or groups.
• Conceptual Skills: The ability to think abstractly and effectively handle large organizational tasks, forecasting, and planning. This skill is important at the higher levels of management.
• Diagnostic Skills: Identifying the cause of a problem by analyzing symptoms.
• Analytical Skills: Identifying variables in a situation, understanding the relationships between them, and choosing the most critical factors in decision-making.

Administration Levels

• Line Management (Supervisory Level): The lowest level, responsible for specific work groups and achieving actual work.
• Middle Management: Managers below vice presidents but above supervisory level, responsible for implementing strategies, policies, and procedures.
• Top Management: Responsible for the overall operations of the organization, including setting objectives and representing the organization in the wider community.

Managerial Roles

• Informational roles involve receiving, communicating, and distributing information. Functions include monitor, disseminator, and spokesperson.
• Interpersonal roles are involved in relationships with others inside and outside the organization. Examples include figurehead, leader, and liaison.
• Decisional roles are most critical, involving the design and initiation of plans, resolution of problems, and resource allocation. Example roles include entrepreneur, disturbance handler, resource allocator, and negotiator.

Evaluation of Administration Performance

• Effectiveness: Performing the right tasks (doing the right things).
• Efficiency: Obtaining goals using minimal resources (achieving goals with the least costs). Success is when both effectiveness and efficiency are high.

The System Approach

• The system approach views an organization or project as a unified entity with a single goal.
• All components within the organization work together and interact effectively to achieve the goal.
• The manager needs to recognize the integrated nature of the organization; department goals depend on others to accomplish the larger objective.

Setting of Organizational Objectives

• Objectives are the end goal or target toward which management directs its efforts and resources and must be stated before planning, organizing, directing, and controlling.
• Effective objectives clearly define targets and ensure consistency across the organization.

Types of Objectives

• Organization objectives: formal targets to help the organization accomplish its purpose.
• Individual objectives: personal goals each member hopes to achieve through organizational activity.
• External objectives: organizational objectives related to individuals or groups outside the organization influencing it.
• Internal objectives: focusing on the organization's employees and their needs.

Characteristics of Objectives

• Objectives should start with "to"; specify a single, measurable result; specify a completion date/time; be realistic and attainable, yet represent a significant challenge.
• Goals are broader, long-range aspirations, while objectives are detailed, specific targets of performance.

Types of Goals

• Strategic goals: broad statements about the future of the organization.
• Tactical goals: specific results defined for organizational divisions and departments to achieve.
• Operational goals: specific results or accomplishments predicted for departments, work teams, or individuals, typically focused on the near term.

Importance of Objectives

• Provide direction and serve as motivators.
• Contribute to the management process.
• Provide a basis for management philosophy and guide for organizational consistency.

Defining Lifetime Goals

• Managers should consider career level, educational requirements, family needs, and financial expectations within a chosen timeframe. Physical, pleasure, public service, and social ambitions also need to be considered.

Strategic Planning

• The process of establishing a unified, comprehensive, and integrated plan.
• Strategic planning includes consideration of the current state, the desired future, foreseeable challenges, and solutions required to achieve objectives.

Types of Plans

• Strategic plans focus on the organization's overall future, incorporate external demands and internal resources to achieve long-term goals.
• Tactical plans translate strategic plans into specific goals for specific parts of the organization; have shorter time frames and narrower scope.
• Operational plans translate tactical plans into specific goals focusing on smaller organizational units.

Criteria of a Good Strategic Plan

• Feasible: Organization has the resources to carry out the plan.
• Measurable: Goals are specific enough for achievement verification.
• Time Specific: Plan is translated into clear time lines and time-specific work plans.
• Flexible: Regular review sessions are scheduled for assessment and revision.
• Inspiring: Plan motivates stakeholders with a sense of meaning and purpose.
• Written: Plan should be written for clarity and consistency.

Decision Making and Decision Taking

• Decision making: A rational choice process among alternatives. Managers are responsible for decision making.
• Decision taking: The actual selection of an alternative. • Steps in decision making: Define situations, collect information, generate alternatives, analyze alternatives, detect the best alternative, implement decisions, and follow up.

Types of Decisions

• Programmed decisions involve frequent, routine actions.
• Non-programmed decisions deal with unusual problems.

Levels of Strategy

• Corporate strategy: The overall scope of the entire organization.
• Business strategy: Focuses on strategic business units (SBUs) within the organization.
• Functional strategies: Define how specific functions within the organization contribute to the strategic vision. (e.g., Finance, Marketing, Human Resources).

SWOT Analysis

• A tool used to analyze internal strengths and weaknesses and external opportunities and threats.
• Managers should consider all relevant information.

Types of Authority

• Line authority: Managers (e.g., president, production manager, foreman) authorize subordinates.
• Staff authority: Advises and consults with line authority.
• Functional authority: Issue orders or instructions within limited areas of expertise and time frame.

Delegation of Authority

• Granting the power to make decisions or carry out tasks.
• Delegation improves efficiency, employee development, motivation, and flexibility.
• Challenges of delegation can include fear or losing control, lack of clear direction, and resistance from employees.

Responsibility in Management

• Responsibility: The duty to perform tasks; it cannot be delegated.
• Responsibility is essential for achieving organizational goals, enhancement of employee performance, establishment of control mechanisms (monitoring), and encouraging fairness and transparency.

Documentation in Healthcare

• Documentation is a written legal record of patient interactions that includes assessment, diagnosis, planning, implementation, and evaluation steps.
• Purpose includes promoting continuity of care among departments; accurate client condition depiction; quality assurance; cost awareness for reimbursement; legal accountability; protection for staff and client. Documentation includes, but is not limited to, notes, evaluation records, progress and discharge reports.

Communication

• Communication involves transmitting information, ideas, and suggestions, receiving responses, and conveying the appropriate reaction.
• Formal communication flows vertically (downward, upward, and horizontal).
• Informal communication relies on personal relationships.

Communication Barriers

• Unsuitable message time
• Information overload
• Cultural differences
• Language barriers
• Loss of trust
• Bad message design
• Educational/experience gaps

Methods to Enhance Communication Effectiveness

• Clear message creation
• Suitable time selection
• Appropriate follow-up
• Understanding receiver's perspective

Staffing Process

• Human Resource Planning (HRM): Forecasting staffing needs
• Recruitment: Identifying and attracting potential employees (e.g., job postings, recruitment agencies)
• Selection: Evaluating candidates' qualifications and choosing the best fit
• Orientation: Integrating new employees into the team and organization
• Training: Developing skills and knowledge
• Performance Appraisal: Assessing employee performance
• Employment decisions: Making decisions about employee rewards, promotions, transfers, etc.
• Separation: Handling employee departures and exit interviews