Management Process PDF

Management Process Time Allotted: 2 Hours Intended Learning Outcomes from the lecture: After the student has studied this lecture, he /she should be able to: - Define management. - Define administration. - Differentiate between management and administration. - Define what is meant by nursing m...

Management Process Time Allotted: 2 Hours Intended Learning Outcomes from the lecture: After the student has studied this lecture, he /she should be able to: - Define management. - Define administration. - Differentiate between management and administration. - Define what is meant by nursing management and nurse manager. - List three levels of management. - Differentiate between different types of nurse manager levels. - Compare among different types of manager's skills. - Discuss the historical perspectives of management development. - Define management process. - Describe Importance of the management process. 1 Outlines: - Definition of management. - Definition of administration. - Differences between management and administration. - Definition of nursing management and nurse manager. - Levels of management. - Differences between types of nurse manager levels. - Types of manager's skills. - The historical perspectives of management development. - Definition of management process. - Importance of the management process. 2  Management Process What is Management? Management is the process of getting things done through the effort of others to achieve the organizational objectives. Management is the process or form of work that involves guidance or direction of a group of people toward organizational goals or objectives. What is Administration? The term administration was derived from the Latin word administer which means "I serve," or "I minister" with relation to direction. Administration is directing an agency or one of its departments to achieve its objectives Differences between management and administration Basis for Administration Management comparison Meaning The process of administering an An organized way of organization by a group of people is managing people and things known as the Administration. of a business organization is called the Management Authority Top level Middle and Lower Level Role Decisive Executive 3 Concerned Policy Formulation Policy Implementation with Area of It has full control over the activities of It works under administration operation the organization. Applicable to Government offices, military, clubs, Profit making organizations, business enterprises, hospitals, i.e. business organizations religious and educational organizations. Decides What should be done? And When is Who will do the work? And should be done? How will it be done? Work Formulation of plans, framing policies Putting plans and policies into and setting objectives actions Focus on Making best possible allocation of Managing work limited resources. Key person Administrator Manager Represents Owners, who get a return on the Employees, who work for capital invested by them. remuneration Function Legislative and Determinative Executive and Governing Nursing Management Nurses in most health care settings today hold great responsibility to ensure that patients receive the health care that they need to lead active, 4 productive lives, which can be achieved through providing a well-qualified nursing management. Nursing management is the process of working through nursing members to achieve the organizational objectives. It is the coordination and integration of nursing resources by applying the management process in order to accomplish care and service, goals and objectives. Successful nursing management must use managerial functions; planning, organizing, directing, and controlling in an interrelated form to solve the work-related problems. Who is the Nurse Manager?  The manager in general is neither genuine, nor hero, but rather he is persistent, tough minded, hard work intelligent, and have analytical ability. He is the key person who coordinates the work through management levels.  The nurse manager is the individual with 24-hours responsibility for the management of one or two nursing units. Levels of Management: There are at least three levels of management. These levels are generally referred to as Top level management, middle level management, and first line (operational). Different types of nurse manager levels: In nursing, there are different managers with various management levels. Are classified by their levels in the organizational structure into: Top- level managers; Middle-level managers, and First-line or operational managers. 5 1-Top-level Managers They are the highest level in the organizational hierarchy; they are presidents and their vice. In the nursing department, they are nursing directors and their deputy. They are responsible to apply the management process to achieve all the nursing department objectives. 2- Middle-level Managers They are the linking pin between the top-level managers and the first-line ones. They are supervisors or coordinators. They are responsible for applying the management process in more than one unit. 3- First-line Managers They are the first level above the non-managers personnel. They are head nurses or team leaders. They are responsible for applying the management process in one unit. Manager's Skills: Conceptual Skills: The ability to comprehend abstract or general ideas and apply them to specific situations. Conceptual skill is especially crucial for top-level executives, who must keep the "big picture" clearly in focus. Middle managers need a moderate level of conceptual skill, but not as much as top managers. First level managers have relatively less need for this skill because they usually are given specific guidelines. Technical Skill: The ability to use specific knowledge, methods, and techniques in performing work. This skill is important for first level managers who must use it in training new workers and monitoring daily work activities 6 Human skill: Is the ability to understand, motivate, and get along with other people. Human skill is about equally important at all levels of management. Historical perspectives (management history) Management was developed as a discipline has not been a series of distinct steps, rather, the pattern of development has been one of varying approaches which have often overlapped chronologically. Rapid changes were occurring in the world. Technological innovation became more frequent and significant. These and other factors caused management thinkers to become more aware of the forces outside the organization. Approaches to management development There are four approaches explaining the development of management theories. 1-The school approach This approach views management from four distinct thinking (schools). These schools are: 1) Scientific school; 2) Administrative; 3) Human relation and behavioral school and 4) Management Science or qualitative school. 7 2-The Process approach This approach see management as an ongoing of interrelated management functions (planning, organizing, directing, and controlling) 3-The System approach This approach stresses that management should view an organization as a set of interdependent parts, such as people, structure, tasks and technology that try to attain objective in a changing environment. 4-The contingency approach This approach stresses that the appropriateness of various management techniques is determined by the situation. Because there are so many factors in both the organization and the environment, there is n o s i n g l e "best" way to m a n a g e. The mo s t e f f e c ti v e technique in a case may not be suitable for another. Management Process: The word process means the series of interrelated a n d interdependent steps to achieve certain objective. Management is considered a process because the work of attaining objectives through others is not a onetime act, but an ongoing series of objectives. These activities each is a process by itself, are essential to organizational success, and are referred to as a management 88 function. Each managerial function is also a process because it consists of interrelated activities. The management process is the sum of these functions (elements). Those elements were determined differently by many authors. Categorized these elements into seven which were represented by the word (POSDCORB), each letter in the word refer to an element. Those elements are: planning, organizing, staffing, directing, coordinating, reporting, and budgeting. Other elements that might be included are controlling, motivating, influencing. Components of the process are similar in many ways to nursing process. Many authors determined it differently. Although they disagree about naming of the components, there are no disagreements about the sequence of the elements. The management process always begins by planning and ends by controlling. Traditionally management process consisted of four elements: Planning, Organizing, leading, and controlling. Planning Is setting goals and deciding on courses of action, developing rules and procedures, developing plans. Organizing Is identifying jobs to be done, hiring people to do them, establishing departments, delegating or pushing authority down to subordinates, establishing a chain of command, and coordinating the work of subordinates. Leading \ Directing 99  Is influencing other people t o get the job done, maintaining moral, molding organizational culture, and managing conflict and communication. Controlling Is setting standards, comparing actual performance to these standards, and taking corrective action as required. Importance of the management process 1. Determining policies or what should be done. 2. Organizing and coordinating the human and material resources to do the job. 3. Carrying out the job or nursing care. 4- Evaluating the job and preplanning for its improvement. References Dayanada.M,(2018): patients rights and responsibilities retrieved from, www.sw.org/student_nursing/orientation. Evans, R., (2013): The management and control of quality, 7th ed., South Western, USA, P57. Wang, K. J., Chang, T. Ch., & Chen, K. S. (2015): Determining critical service quality from the view of performance influence. Total Quality Management & Business Excellence, 26(3), 368-384. 11 11