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Please help with Health Management

Chapter4ManagementAndItsBasicFunctions.ppt

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Management and Its Basic Functions

Define manager and management
Identify what it means to be a manager
Discuss the similarities and differences of supervisors and managers
Differentiate between line and staff functions
State and apply the functions of management

To handle
To act
To control or guide
To have charge of
To direct
To administer
To regulate
To succeed in accomplishing
To get a person to do what one wishes

Director
Leader
Overseer
Boss
Supervisor
Administrator
Executive
Chief
Superior

In meaning yes and in theory no
The terms “manager” and “supervisor” are synonymous in actual meaning
Don’t be confused by the use of “manager” as both a generic label or an organizational title
The titles manager and supervisor do not mean equal to all
The title manager does not denote a higher position than supervisor

Management is:
Process of getting work done through and with people
Accomplishing the goals of the organization
Mixture of managerial functions and detailed administrative actions
It’s scientific
Deals with the human element

The bottom line Management is:
“getting things done through people”

When we think of management we need to realize that management can many levels depending on the size of the organization
“Top management” – executive management
“Middle management”
“First-line management” – the supervisor
In some organizations there is only one level of management

Label and Level
Managers are needed at all levels
To differentiate positions mangers are often given different titles
Titles are not equal in all organizations
Organizations define the position title

The Manager or Supervisor
Management Levels
First line– means the first step in the management rankings
Responsible for the day-to-day direction of employees
The working position
Often wears two hats

Management Levels
Second line- the second level up or Middle Management
Often responsible for directing the first-line manager as well as directing employees
Manages the supervisors
Often a working position

Management Levels
“Upper management” “Top Management”
The executive management
Often can be a few layers

Organizational size often predicts the number of managerial levels

Each organization determines the number of levels of management

Manager
Supervisor
Director
Coordinator
Department Head

Administrator
Executive Director
Chief Executive Officer
President

Titles are often how people see themselves and how others view the positions

Line and Staff
Line functions—advances the completion of the work of the organization or delivery of service
Doing
Staff functions—supports the line functions in their efforts
Supporting
Staff specialists do not have the authority to direct other departmental employees

Line and Staff Examples
Line
Nursing
Food Service
Radiology
Staff
Human Resources
Payroll
Public Relations
Accounting

Line
There is a line of authority that extends from the top manager to the first-line manager
Successful line managers often utilize staff positions effectively
Staff
May appear to be the decision makers
Often assist line managers in making decisions

Titles are often associated with status
Titles matter as to how people see themselves
Titles may also affect how others view the positions
In reality a title is a label
What matters most is how you feel

Management functions can be broken down into multiple classifications.
Literature defines management functions differently. Some texts define 4, 5, 7 or even 9 functions. Our text defines 5, I use 4.
Management functions over lap and are interwoven.
To learn the functions they are studied individually.
No one system is correct.

1. Planning
2. Directing includes Coordinating
3. Controlling
4. Organizing

A process of determining the what, why, where, whom, when, and how work should be done
Planning is thinking
Looking ahead; the future (months, years, minutes)
Policy making
Budget development
Objective setting
Developing strategies to meet goals

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Long Range
Planning for growth and expansion
Far reaching goals
Completed more by top level executives in an organization
Short Range
Planning for what needs to be done today
Plans to be achieved quickly
Completed more by first-line or lower level managers

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Is establishing goals
Proposing a path toward a target or object
Determining the existing situation and future
Making decisions

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Planning needs well defined targets, but realize as managers the path to meet our target may change
Is An Imperfect Process
Planning needs to be flexible
Planning often needs to be re-prioritized, changed, updated
Managers can easily fall into the over planning trap

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Planning is essential to be a good manager
Planning is invaluable, but the plan itself may not be worthwhile
Plans should not be concrete
Sometimes the best laid plans are not achieved, but this is better than no or little planning

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Structuring the framework to get things done
How best to commit available resources
More often related to upper level management
Determining how to best utilize resources
All levels of management organize
Assigning who is going to handle the task
Staffing

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Separation of skills
Departmentalization
Organizational chart, job description, and work flows
Roles and relationships
Staffing: personnel needs, selection, orientation, training and education
Often confused with planning
Division of labor

Unity of command:
Each employee has one main supervisor
No employee should have more than one boss
As a manager you need to assure that specific employees are responsible for results

Span of control:
Number of employees a manager can effectively supervise
Affected by the manager’s experience, knowledge, supervision required, complexity of tasks, physical layout
Managers have little influence over

Delegation:
The process of assuring that the proper employees have the responsibility and authority for performing specific tasks
The most important aspect of organizing for the first line manager
Departmentalization:
The process of grouping various activities into separate units or departments to carry out the work of the organization

Focusing resources and efforts to accomplish specific tasks on a day to day basis
Assigning responsibilities on a day to day basis
Leading
Motivating
Giving Advice and/or guidance
Conveying instructions

Leadership
Coordinating with other tasks
Assuring the work is completed
Teaching and coaching
Coordinating
Responsible for what is to be done daily
How something needs to be done daily

Following-up and making corrections
Evaluating progress against objectives and making adjustments or new decisions
Taking action to prevent a problem
Determining what has been accomplished

Assessing performance
Assuring that policies are followed and takes actions polices are not followed
Often a neglected management function

All managerial levels perform each of the managerial functions
Each level of management spends a different amount of time dealing with each management function
Organization position determines which management functions will consume most of the manager’s time and effort

Is it Planning, Directing, Controlling, or Organizing?
Writing a job flow
Organizing
Supervising
Directing
Correcting Problems
Controlling

Is it Planning, Directing, Controlling, or Organizing?
Setting Objectives
Planning
Informing staff of the Objectives
Directing
Determining if Objectives were achieved
Controlling

Is it Planning, Directing, Controlling, or Organizing?
Revising the Organizational Chart
Organizing
Promoting Individuals
Directing
Creating a new position on the Organizational Chart
Planning

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First line or lower level managers spend more time on:
Directing
Controlling
Upper level managers spend more time on:
Organizing
Planning

In spite of management functions and processes, the central focus of management will always remain people