Management Concepts PDF

Learning outcome 1 What is a Manager? are leaders who are responsible for helping organizations to achieve their goals is the process of working with and through people to achieve the organizations’ goals and objectives by What is Management?...

Learning outcome 1 What is a Manager? are leaders who are responsible for helping organizations to achieve their goals is the process of working with and through people to achieve the organizations’ goals and objectives by What is Management? coordinating available resources and effectively making decisions 1.Money 2.Manpower 3.Materials 4.Machinery The 5 M’s of Management 5.Methods Planning Organizing Staffing The Five Functions of Leading Management Controlling -Thinking ahead and selecting future actions -Identifying goals and objectives Planning is -Gathering and analyzing information to make decisions -Deciding what activities are needed to reach the goals and objectives -Breaking work down into components -Dividing employees into work groups with manager Organizing is -Developing organizational chart -Determining human resource needs -hiring, selecting, training, and paying the best employees Staffing is -Laying off and terminating employees -Motivating, guiding and supervising staff -Attracting people to the organization Leading is -Creating good work conditions -Monitoring performance Controlling is -Taking corrective action to achieve objectives Inspections Control charts Work counts Controlling tools that manager Special reports developed Audits 1.Establish standards: give specific details about what is acceptable 2.Measuring performance: comparing the work against the standard Basic Control Process: 3.Correcting action: Identification of performance problems & actions to correct problems. -To provide a basic sense of direction -To design the organization structure Functions of Top Level -manager must ensure the quality of personnel Management -Periodic review of objectives -To explain the plans and policies -To monitor & control the operating performance -To cooperate among themselves Functions of Middle level -To train, motivate and develop supervisory personnel Management -To lay down rules & regulations -To plan day to day production -To assign jobs to workers -To advise & assist workers Functions of Lower Level -To maintain discipline and good human relations Management -To report feedback information 1) Gestation 2) Youth 3) Middle Age Organizational Life Cycle: 4) Old Age -still not formal organization, strong boost to become formal -Strong & committed leadership Gestational Phase -Highly innovative period -strong sense of solidarity -new generation of workers who need orienting Youth Phase -concern for organizational survival -highly bureaucratic -very stable Middle Age Phase -increased number of traditions  Learning outcome 1 -intense concern for organizational survival -loss of clients -attention to alternate job placement for workers -formal closure proceedings Old Age Phase -managers in a caretaker role -lack of strong, formal leadership -too rapid change either internal or external -shifting client demand Threats to Survival of -competition organizations: -high turnover rate Clients Suppliers Advisors Controllers Partners of an Organization Adversaries 1.Changes in client characteristics 2.Regulation of health care 3.Reimbursement patterns and mandates 4.Restructuring of healthcare organizations Major trends in healthcare 5.Ongoing social and ethical factors management 6.Impact of technology “eVisits” and “digital doctor” Translational medicine Data Warehousing Data Mining “real-time” interventions Common language and standards Impact of Technology National information infrastructure MERGER: two or more corporate entities blend to create one new organization. AFFILIATION: formal agreement between facilities to coordinate and share activities while remaining separate Define Mergers & Affiliations corporate entities. Learning outcome 2 Planning is process of deciding in the present what to do to bring about an outcome in the future Gives direction to the organisation Establishes co-ordinated effort Reduces overlapping and wasteful activities why we need Plan Establishes objectives or standards that facilitate control setting a goal plan need to be developed, modified and refined. decision making process Characteristics of planning: cyclic process … have flexibility … should include a timetable Effective plans need to be … Well balanced Determine the goal Define the mission Review the current situation Recognize the limiting factors Develop the plan Sequence of Planning: Implement the plan Your specialist A new, innovative product or service. Location of your business. Experienced staff. In SWOT, strengths are Excellent Brand. Lack of management expertise. Undifferentiated products or services Location of your business. High turn-over rate Poor quality goods In SWOT, weaknesses are Weak customer services  Learning outcome 2 A developing new market Better general economy of the country Merge. In SWOT, opportunities are New supportive regulation A new competitor or new product Price wars with competitors. A new restricting law Turn-down of economy War in the region In SWOT, threats are Emergence of a new technology Values Philosophy reflects the values of the immediate specific group that formed the organization Vision Nonspecific directional and motivational guidance for the entire organization Mission An organization's reason for being, what distinguishes this business from similar businesses Goals come out of the mission and philosophy of the organization and serve as basis for grouping organizations Objectives results to be achieved, may be stated: Quantitatively, Qualitatively or As services to be offered Policies are guides, they need to be specific enough to provide the user with information about what action to take, actions to avoid and when and how to respond, need to support overall goals and objectives +follow legal and Policies accrediting mandates -Department or unit managers develop the policies and must be approved by top-level management Sources of Policies -might be imposed by outside groups, such as an accrediting body or a labor union, MOH,HAAD a guide to action, is a series of related tasks, given in chronological order, that constitute the manner of Procedure is performing the work Work that is done over and over To help train personnel Procedures are developed for: To allow the development of workflow 1.Determine all steps required. 2.Determine the best sequence for performance of these steps. 3.Review other procedures Basic Steps for developing 4.Test/trial a procedure procedures: 5.Evaluate the procedure after it has been used for several weeks Method is The way in which each step of a procedure is to be performed Rule A guide to action or repeat use plan, It defines a required or prohibited (not allowed) course of action. Factors that managers must take into account in order to make their plans feasible and realistic Constraints in planning 1) Time: you need to do the work fast which will not make it accurate 100% 2) Cost of data gathering and analysis 3) Resistance to change: Some people are just resistant to change 4) Lifecycle of the organization: the degree of innovation in each phase varies 5) Nature of the organization: mode of authority and How much the members participate in the planning Planning Constraints/Boundaries 6) External factors: Political climate, Regulations, Legal & Accrediting Agency Mandates process of determining the long-term objectives of organizations and a means of developing strategies (plan Strategic planning is of action) to accomplish these objectives. 1.Develop a Mission Statement 2.Define major goals and objectives 3.Prepare an action plan (including a timeline) 4.Describe the resources needed 5.Develop a procedure for monitoring performance Stages of Strategic Planning 6.Develop an evaluation system Personnel Financial Strategic Planning: Allocating Equipment Resources Space requirements  Learning outcome 3 process of grouping the necessary responsibilities and activities into workable units, determining the lines Definition of Organizing of authority and communication. 1.Goal recognition and statement 2.Review of organizational environment 3.Determination of structure/steps needed Basic Organizing Steps 4.Determination of authority relationships Hierarchy is Is the arrangement of individuals into a graded series of superiors and subordinates 1- Span of Control/Management: The number of immediate subordinates who report to one manager 2- The Dual Pyramid: two tracks :medical staff and administrative units each track with its distinctive authority-responsibility designations 3- Matrix Organization: a system involves both functional and product departmentation, tools of hierarchy used mostly to provide a flexible and adaptable organizational structure for specific projects Type of Work Flow of Work Degree of Worker Training Supervisor’s Qualification Availability of Staff Specialists Span of Control Determined by: Organizational Stability Authority is The right given to each position holder to command the behavior for which the position is responsible Line – refers to those that have direct responsibility for accomplishing the objectives of the organization Direct patient unit. ie: urology, obstetrics Staff – refers to those that help the line units to achieve the objectives Line vs Staff relationships Support or service unit. ie: dietary, engineering, accounting Departmentation is the basis on which work or individuals are grouped into manageable units Function Product Customer Number Time Departments are developed based on: Process -Produces documents for the company ex: Fax form, Telephone message form, Letterhead, Memo form Function of Administrative Department: -Produces and maintains the organization chart of the company Hiring new employees Producing Ad for new jobs Producing job descriptions Calculating salaries & preparing payslips Follow-up on employee’s insurance Function of HR Department Follow-up on annual & sick leave Function of Marketing department To research people’s needs and wants & to choose the right product to sell To purchase the material needed to make the company’s product, to make the product and to deliver it to Function of Operation department customers safely To collect money from customers when they buy, put money in the bank, Function of Finance department pay invoices to sellers on time and borrow money from the bank if there is a need for it Function of Sale department To convince people to buy the company’s products What is an organizational chart A tool to show the part each person or section plays in the organization. Why is it necessary? To show who reports to whom and to show the flow of authority and accountability -It helps to visualize the entire organization -Helps to discover: hidden weaknesses Duplication of functions What is the value of an organizational Inefficient allocation of personnel chart? lack of intermediate supervisory levels List the main functions of the department list who reports to who Give the chart a title How to prepare an organization chart Date the chart with the current date Written, objective statements defining duties and functions What is a job description?  Learning outcome 3 Job title Immediate supervisor Job Summary Job Duties Job Specifications(Skill requirements- Physical demands) Responsibilities Experience Organizational relationships Job Description Content Working conditions Legally Basis for job rating Basis for orientation and training Uses of the Job Description Basis for performance evaluation A group of persons in an organization who function collectively on an organized basis to perform some Define: Committee administrative activity Can be temporary (ad hoc) Type of Committees Can be permanent (standing) To gain the advantage of group decisions coordination between units and departments. To distribute responsibilities To solve problems. Purpose of committees: To train members decisions take a long time to be made Time consuming Costly Failure to brief themselves before meeting Absenteeism and tardiness Limitations/Disadvantages of Difficult committee members Committees: Not being able to come to consensus TEAM Less formal and less structured that a committee, nonpermanent What is a meeting? The gathering of people for a purpose The official documentation of the business transacted, Serve as a permanent factual record of committee Minutes proceedings name of the committee names of members present names of those who were absent Names of guests date, time and place of the meeting Content of minutes: Whether it is a regular or special meeting -Coordinating the schedules of committee members -Correlating committee activities with the work of related committees or departments -Checking for compliance with mandated deadlines and actions -Obtaining a meeting place -Issuing meeting notices as to time, date, place and agenda -Coordinating and distributing support information before meetings -Preparing the agenda Logistical duties of chairperson: -Chairing the meeting itself start on time State the purpose of meeting at the start Ensure that someone is taking minutes Encourage discussion Remain in control During the meeting, the chairperson End with a specific plan should.. Follow up after the meeting  Learning outcome 4 The process of responding to a problem by searching for and selecting a solution or course of action that Decision making defined as will create value for all involved. -Most convincing decision -Timely, both when made and when carried out Characteristics of Effective Decisions: -Acceptable to the people affected BY CONSENSUS: everyone will support the decision BY MAJORITY: most of the members agree, perhaps by voting BY DELEGATION: part of the team is given responsibility to make a decision on the team's behalf Decision making Strategies BY THE EXPERT: an individual with specialized knowledge is nominated problem is a difference between the existing state and its desired state. solution is is any action meant to achieve the desired state. decision is the choice of a course of action, based on the values, preferences and goals of the decision maker. -Top level managers: make critical, non programmed, root decisions -Middle managers: Make decisions for their own units or departments within the framework set by top management rulings -Employees: All levels of management rely on feedback from employees -Customers: by their level satisfaction -Members of Professional Associations: involved in ratifying (approving) decisions presented by the Who are the participants in decision- CEO making -Medical staff -How much time and how many resources -decision affect whole organization or just a small number -Some decisions cannot be undone -The degree of flexibility Ways we EVALUATE the importance of -The degree of uncertainty a decision: -the impact on humans Barrier is something that prevents you from doing what you want -Ignorance -Resistance to change: Managers make decisions based on their own experience. -Inadequate leadership: Managers may fail to take risks or may ignore feedback. -Organizational structure:so much organizational red tape so decision making is limited to only doing what was done before Organizational constraints/Barriers -Social, political and economic climate: Aspects of the law and regulations controlling health care -Too controlling : does not encourage others to be involved in the decision making process -Too risky to be innovative or flexible: because they move away from the. comfortable way of doing day to day business. Why was the bad decision made? -No decision is made at all: which make things worse. 1. Identify the problem and collect the data 2. Develop and evaluate alternatives 3. Select the best alternative 4. Implement the selected alternative Steps in decision making: 5. Follow up -Decision Matrix: Choices are compared by evaluating them according to factors that have assigned weights, choice with highest points is best option -Decision Tree: All possibilities are looked at -Pareto Principal: Decisions that result in a major gain for one individual with a major loss for another decision making tools are avoided  Learning outcome 5 1. To check performance 2. To improve Performance why do we use control skills in 3. To continuous quality efforts, management 4. To create a positive climate so that control is accepted as part of routine activity 1) Establishing standards: define acceptable work, Basic standards may be stated as staff hours allowed per activity, speed& time limits, number of errors 2) Measuring performance: involves comparing the work against the standard What is The Basic Control 3) Correcting deviation: remedial action is taken to help ensure employees meet standards as extra Process? help/training/repair of equipment comparing one’s own activity or results with the level of activity or results of another department or Benchmarking is organization. External groups: Federal agencies (MOH); National Associations (AHIMA); and Specialty Groups (Emergency Care Research) Internal activities: Medical Staff bylaws; ICD-10 data base (International Classification of Diseases); hospital Sources of Benchmarking policy Why should we have tools of control? They are used to measure whether the organization is achieving established goals and standards. Gantt charts Tools of control: Flowcharts or called (scheduling and process) chart, A visual control device that shows the work-time relationships Define Gantt Charts necessary to meet the defined goal time allotted for the work calendar can be placed at the top or the bottom items completed are entered and compared to those planned Basic components of Gantt Charts manager uses shading or color coding for work completed Define Flowcharts a graphic representation of an ordered sequence of events, steps, or procedures that take place in a system. To develop a procedure To show overall picture Uses of flow charts To compare present and proposed procedures - It is less costly to assess the outcome of a procedure before it is implemented Benefits of flow charts - Worked as a training tool for new employees 1.Procedure flowchart: a graphic depiction of the distribution and subsequent steps in processing work 2.Program block diagram: a detailed description of the steps that take place in computer routines. types of flowcharts: 3.Two-dimensional flowchart: a depiction of complex workflow that show several flows at the same time Or called ( a cause and effect) diagram is a visualization tool for categorizing the causes of a problem in order What is Fishbone Diagram? to identify its root causes.  Learning outcome 6 ability to obtain compliance by forcing one’s choice and to have one’s way even when people resist the decision, It doesn’t try to get agreement, Power attaches to people, not positions what is power when a power relationship create When an individual can supply something that a person values and can’t obtain elsewhere the ability to produce effects on others to get what you require, accepted naturally without relying on formal actions, rules, or force. what is Influence A legitimate power, in which a person has the right to issue orders or direct actions and has a what is authority responsibility to act, A right given to managers -Acceptance or consent: the subordinate accepts the superior’s decision -Patterns of formal organization: charismatic, traditional, and rational-legal -Cultural expectations: -Technical competence and expertise: authority derived from individual’s experiences and knowledge even if they do not hold formal office in the line hierarchy -Characteristics of authority holders: authority rests in individuals Sources of Authority the process of change by which an organism or species becomes better suited to its define adaption environment 2 factors happen may result in the need to 1. if there’s decentralized system adapt employees: 2. to coordinate the many individual functions define accommodation How individuals adjust to highly organized settings -Upward mobility: An individual who identifies deeply with the organization and derives strengths from his involvement. A strong sense of loyalty. Have the capacity to raise higher -Indifference: has adapted to the work setting ,doesn’t care much for organizational rewards. Work is not the focus of this person’s life. Lake of interest or concern -Ambivalence: this individual has high aspirations but lacks the interpersonal skills of the upwardly mobile. sensitive to change. Patterns of Accommodation or how individual have mixed feelings adjusts 1. Work rules 2. Sanctions Positive sanctions: bonus pay, paid time off. Negative sanctions: demotion, suspension, written reprimands 3. Selection ensures you find the right “fit” to hire. This will save you a lot of adaptation problems 4. Training Highly structured orientation program ensures readiness of new employees 5. Identification with the organization Employee is motivated to work harder to support the organization’s goals as it becomes a source of personal identity 6. The work group List the Adaptation techniques What information they share and how they influence each other’s attitudes and behavior the drive within a person to achieve a goal. t is an internal process which takes place in all what is motivation people, influenced by their perceptions and experiences as well as external variables. 1.Signs of boredom 2.Excessive turnover 3.Decreased productivity 4.Increased gossip 5.increase in complaints or sabotage Signs of deteriorating morale/motivation 6.increase in disciplinary problems observed in HIM department employees? Ability, Aptitude, Perceptions, Self-concept Basic human traits that affect employees’ Values, Interests, Emotions, Needs, Personality behavior, and motivation? absenteeism tardiness high turnover less productive poorer quality work less loyal to the organization less likely to derive satisfaction from their jobs more difficult to supervise Symptoms of employees who lack motivation  -Some managers view employees as human robots whose sole function is to produce. This is wrong! -Some managers use a paternalistic approach. You know what is best for the employee. Also wrong! -Other managers use a noninvolvement approach. You should not be involved in helping employees satisfy their needs - the employee is responsible for the satisfaction of their needs. Also wrong -Other managers use the humanistic approach. Managers recognize they can help employees satisfy certain needs, What role does the attitude of management Managers and employees work as a cooperative team in the satisfaction of employee needs. have with motivation? Maslow’s Hierarchy of Needs Herzberg’s Two-Factor Theory Theories of Motivation are McGregor’s Theory X and Theory Y Maslow’s Hierarchy of Needs is 5 levels of needs: physiological, safety, love, esteem, self actualization -Two step process to motivation: hygienes and then motivators -Satisfaction: comes from motivators that are intrinsic or job content (achievement, recognition, advancement). -Dissatisfaction: occurs when the basic (hygiene) factors are not present on the job (pay, job Herzberg’s Two-Factor Theory is security, working conditions, policies). theory X : assumption that employees dislike work, lazy, dislike responsibility and must be coerced to perform. theory Y : assumptions that employees like work, are creative, seek responsibility and can McGregor’s Theory X and Theory Y is exercise self-direction a state of external and internal tension that results with two or more demands are made on an Definition of conflict individual, group, or organization. 1- Overt Level : Describe the obvious problem 2- Look for a hidden agenda: Why hidden? Too explosive to talk about openly Conflicts are not acceptable to talk about in this work environment. 3- Define the source of the problem: can be Competition for resources Authority relationship Pressure from outside 4- Identify the players: Players are Immediate players in conflict secondary (active role) Audience or champions 5- Safe area to discuss the conflict Create a sense of security and help keep problems from spreading 6- Development of rules Steps to analyzing basic conflict Rules save time and energy spent on the conflict process