Management in Healthcare- Powerpoint Presentation

Management planning is the process of assessing an organization’s goals and creating a realistic, detailed plan of action meeting those goals. (1) The management plan takes into consideration short and long term corporate strategies. It is like making a road map that outlines each task the company must get completed to meet the stated objectives.

7 Steps

1) Establish Goals

You must define or identify what the specific company goals are. This should be include a detailed overview of each goal, why was it selected and what are the anticipated outcomes for that goal.

2) Identify Your Resources

You should have financial and human resource projections associated with the goals completion.

3) Establish Goal Related Tasks

Each goal shave have tasks or projects associated in terms of their importance.

4) Prioritize Goals and Tasks

The task that is deemed most important will be started and completed first. This is where you will prioritize and determine the steps necessary to complete a task or achieve a goal.

5) Create Assignments and Timelines

It is important to establish a timeline for completion of the task or goal. Individuals should be assigned to complete the task or goal. It is very important to consider the abilities of the staff members when delegating someone to a task or goal. It is also important to consider the time necessary to realistically complete the task or goal.

6) Establish Evaluation Methods

It is important to have a way to evaluate the progress toward the completion of a task or goal. Monthly progress reports are one way to achieve this.

7) Identify Alternative Courses of Action

It is also important to be prepared for the unexpected. Consideration of a contingency plan if certain aspects of the master plan prove to be unattainable. These alternative courses of action should be integral to each section of the planning process or for the entire plan.

Reference:

McQuerrey, Lisa. The Basic Steps in the Management Planning Process. Demand Media. http://smallbusiness.chron.com/basic-steps-management-planning-process-17646.html

Organizing in management is the process of defining and grouping activities and establishing authority relationships among them to attain organizational objectives. (1) Organizing is very important in that it does the following:

1) Helps organizations to reap the benefits of specialization

2) Provides optimum utilization of resources

3) Helps in effective administration

4) Channels for expansion and growth

5) Achieves co-ordination among different departments

6) Creates scope for new change

Organization involves the design of individual jobs within the organization. (2) This requires the evaluation of the staff to determine who is best suited to work where. It also involves the develop of departments where the qualified individual will perform their job. What departments does the organization need and how should these departments be grouped or clustered. How many individuals do we need to have working in each department and what qualifications does the individual need to have to work in that department.

There are 4 steps to organizing a function: (3)

1) Identification of Activities

All activities that need to be performed must be identified. Such as preparation of accounts, making sales, record keeping, quality control, inventory control, human resources, ect.

2) Departmentally Organizing the Activities

This would involve the creation, combining and grouping of departments.

3) Classifying the Authority

Once the departments are created then the manager would need to classify the powers and extent of that power. The development of a department hierarchy is done in this stage. The clarification of the authority brings about a more efficient running of the departments. It helps to avoid wastage of time, money and effort. It also helps to avoid duplicity or overlapping of efforts and makes for a more smooth running department thereby the organization runs smoothly.

4) Co-ordination Between Authority and Responsibility

It is important that relationships are established among the groups to enable smooth interaction toward the achievement of the organizations tasks or goal. It is important that the individual knows what his authority is, who they are taking orders from, who they are accountable to and who they report to. This is where the organization structure is drawn and the individual is made aware of it.

References:

1) Chandra, Dilip. Organizing Function of Management. http://dilipchandra12.hubpages.com/hub/ORGANISING-Management-principles

2) Wikipedia. Organizing (management). http://en.wikipedia.org/wiki/Organizing_(management)

3) Organizing Function of Management. http://www.manaementstudyguide.com/organizing_function.htm

The directing function is said to be the heart of management of process and is the central point around which accomplishment of goals takes place. (1) It is the life spark of and enterprise. The important features of directing are: (2)

1) It is thru direction that the organization gets it start. It initiates action.

2) It is a function that is continuous. The manager has to be continually guiding, supervising and motivating his workers. He/she ensures that orders and instructions are being carried out properly.

3) It takes place at every level of an organization. It is pervasive because it is carried out at all levels and in all locations. The manager has to supervise, guide, motivate and communicate with the workers to get the job done. It takes place wherever superior subordinate relation exists.

4) It flows from the top to the bottom in an organization. It starts at the top level and flows to the lower levels. It helps with efficient utilization of resources to prevent waste, duplication of efforts and overlapping performances. It also helps to maximize the management and use of men, machines, materials and money.

5) It is a performance oriented function. The main goal is to bring efficiency in performance. It converts plans into performance. It directs the performance of individuals to the achievement of organizational goals. It helps to adaptability with changing environments and helps in sustaining planned growth.

6) It involves the study and molding of human behavior. It allows for the improvement of interpersonal and intergroup relationships. It motivates the employee to work to their best abilities. Managers work with employees to help them to understand the changes that are coming.

References:

1. Importance of Directing Function. http://www.managementstudyguide.com/importance_of_directing.htm

2. Pujari, Saritha. 6 Important Features/Characteristics of Directing Function/Organization Management. Organization. http://www.yourarticlelibrary.com/organization/6-important-featurescharacteristics-of-directing

Control is an important function that helps to check for errors and to take corrective action to minimize the deviation from standards and that the goals of the organization are achieved in a desired manner. (1) It is used to check the actual performance against the standards or plans with a view to ensure adequate progress. It confirms conformity in the performance of a task in the effort to achieve a goal. It is used to point out weaknesses and errors in order to fix them (3)

Control has several characteristics:

1) It is a continuous process

2) It is a management process

3) It is imbedded in each level of the organization

4) It is always looking forward process

5) It is closely linked with planning

6) It is a tool for achieving organizational activities

7) It is an end process

8) It compares actual performance with planned performance

9) It points out the error in the execution process

10) It helps in minimizing cost

11) It helps in achieving standards

12) It saves time

The four basic elements in a control system are:

1) The characteristic or condition to be controlled

The characteristic is selected because a correlation exists between it and how the system is performing. The primary requirement is to maintain the level and kind of output necessary to achieve the system’s objectives.

2) The Sensor

This is the means for measuring the characteristic or condition. Provides information pertinent to control.

3) The Comparator

This determines the need for correction by comparing what is occurring with what has been planned. Although some deviation is expected, when those deviations are beyond the expect then corrective action is necessary. Output information is compared with the standard or norm and significant deviations are noted.

4) The Activator

This is the corrective action taken to return the system back to the expected outcome.

Information is the medium of control because the flow of sensory data and later the flow of corrective information allow a characteristic or condition of the system to be controlled.

Control may be grouped according to 3 general classifications: (1)

1. Open and Closed-Looped Control

If the control is exercised as a result of an operations rather than because of outside or predetermined arrangements, it is a closed-loops system. All four control elements are integral to a specific system.

An essential part is feedback. The output of the system is measured continually through the item controlled, and input is modified to reduce any difference or error toward zero. Every goal seeking system employs feedback.

A system that is controlled by a device is an open-looped system. The controlling unit is independent and is not measuring the objective function of the system.

2) Man and Machine Control

The elements of control are easy to identify in machine systems. They can

Be complex because of the sophisticated technology needed to run them.

Control of people is complex because the elements of control are difficult to determine. The relationship between objectives and associated characteristics is vague. The measurement of the characteristic may be extremely subjective. The expected standard is difficult to define and the amount of new inputs required is impossible to quantify.

Most organization systems utilize man and machine where some element of control may be performed by machine and some by man. Some standards may be precisely structured and others may be more like guidelines with wide variations expected in the output. Man acts as the controller when measurement is subjective and judgment is required. Machines are not capable of making exceptions from the specified control criteria.

4) Organizational and Operational Control

The direction of organizational control comes from the goals and strategic plans of the organization. The plans are translated into specific performance measures. The process is to review and evaluate the performance of the system against these established norms. The approach used in the program of review and evaluation depends on the reason for the evaluation.

Operational control serves to regulate the day-to-day output relative to schedules, specifications and costs.

Issues and problems with Control

1) Operating in control or with a plan does not guarantee optimum performance. When objectives are not limited to quantitative output, the measurement of system effectiveness is difficult to make and subsequently hard to evaluate.

2) Many of the characteristics pertaining to output do not lend themselves to quantitative measurement.

3) Subjective inputs may be transferred into numerical data but there is always the danger of an incorrect appraisal and transfer, and the danger the analyst may assume undue confidence in such data after they have been quantified.

4) The behavior of the individual ultimately dictates the success or failure of every man made system.

Information Flow

1) Improper timing of information introduced into the feedback channel is a problem.

2) This can occur in both human and machine control systems.

3) The most serious problem arises when the delay in feedback is exactly one-half cycle. This will cause the system to over correct.

Setting standards or control limits is a problem in many systems. Standards should be precise and should be communicated to all persons concerned. Communication alone is not enough, there must be understanding. The unresponsiveness of individuals to indicated corrections is the most difficult problem. This is where leadership and positive motivation come into play.

References:

1. Controlling Function in Management. http://www.managementstudyguide.com/controlling_function.htm

2. Wikipedia. Controlling (management). http://en.wikipedia.org/wiki/Control_(management)

3. Fulfilling the Controlling Function. https://www.boundless.com/management/textbooks/boundless-management-textbook/intro...

Not everyone is made to be a leader. It is important that a person in a leadership roll have excellent management skills and exemplify qualities of leadership. (1) There are 6 core skills critical to every leader and they are:

1) Management and leadership skills

The ability to set priorities, delegate to others, motivate and develop the employees. Encourage the employees to be top performers. Be able to communicate effectively about the objectives and goals that need to be met.

2) Communication Skills

You must be able to get your point across. Have the ability to create a presentation that supports your goals and encourage others to voice their ideas to better the achievement of the goals. Check in with staff every day to promote clear communication. (2) Regular staff meetings with reports on a regular basis. Have an open door policy for the staff to promote an atmosphere of inclusion. Listen then speak.

3) Collaboration Skills

Build rapport within your departments and groups. The ability to form alliances and negotiate effectively.

4) Critical Thinking Skills

The ability to use logic when trying to solve a problem. What are your research options. The ability to avoid biases and focus on meaningful data to reach the right answer.

5) Finance Skills

The ability to consider the cost of the decisions you make in reaching your goals. The ability to build a sound budget and stay with that budget.

6) Project Management Skills

The ability to realize the scope and objectives of the projects. Recognize the roles and responsibilities of others to utilize the right person for the right task. Understand the group dynamics. Using your management skills to stay on track and to become an effective member of a cross functional team.

Advantages of Being a Leader

1) Morale

Listening to your team members and making them feel valued can generate high employee morale.

2) Productivity

Higher moral con boost productivity. Worker confidence and the trust they have in their leaders make them achieve more.

3) Quality

Employees that are made to feel proud of their accomplishments will make the effort to continually improve.

4) Efficiency

Asking for feedback from the employees will learn how to make the process more efficient.

5) Revenue

Revenue will be higher when the morale, productivity, quality and efficiency improve.

How to Improve Your Leadership Skills

1) Evaluate your values, beliefs and ethics

2) Demonstrate your values every day

3) Show people you believe in them

4) Ask people how you can help them succeed

5) Repeat steps 1 through 4

Anyone can be a great leader. Actively working on your leadership and management skills is very important.

WHAT IS THE DIFFERENCE BETWEEN BEING A LEADER AND BEING A MANAGER? (3)

MANAGERS	LEADERS
Have employees	Win followers
React to change	Create change
Have good ideas	Implement them
Communicate	Persuade
Direct groups	Creates teams
Try to be heroes	Make heroes of everyone around them
Take credit	Take responsibility
Are focused	Create shared tools
Exercise power over people	Develop power with people

Subject	Leader	Manager
Essence	Change	Stability
Focus	Leading people	Managing work
Have	Followers	Subordinates
Horizon	Long term	Short term
Seeks	Vison	Objectives
Approach	Sets direction	Plans details
Decision	Facilitates	Makes
Power	Personal charisma	Formal authority
Appeal to	Heart	Head
Energy	Passion	Control
Culture	Shapes	Enacts
Dynamic	Proactive	Reactive
Persuasion	Sell	Tell
Style	Transformational	Transactional
Exchange	Excitement for work	Money for work
Likes	Striving	Action
Wants	Achievement	Results
Risk	Takes	Minimizes
Rules	Breaks	Makes
Conflict	Uses	Avoids
Direction	New roads	Existing roads
Truth	Seeks	Establishes
Concern	What is right	Being right
Credit	Gives	Takes
Blame	Takes	Blames

(4)

According to Warren G. Bennis who stated that “Leaders are people who do the right thing; managers are people who do things right.”(5)

While leadership involves creating the visions for the future, communicating that vision, and helping people reach that visions, managers are responsible for ensuring that the vision gets started efficiently and successfully. The two roles overlap and for everything to work both roles must be fulfilled.

References:

1. American Management Association. 6 Skills That Will Make You Indispensible. http://www.amanet.org/training/promotions/six-skills-for-managers-and-leaders.aspx

2. How to Be a True Leader and a Better Manager. University Alliance. http://www.villanovau.com/resources/leadership/be-a-leader/

3. Sanborn, Mark M. CSP, CPAE. 9 Differences Between Managers and Leaders. http://www.marksanborn.com/blog/9-differences-between-managers-and-leaders/

4. Leadership vs. Management. http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

5. Team Management Skills; The Core Skills Needed to Manage Your Team. Mind Tools. http://www.mindtools.com/pages/article/newTMM_92.htm