characteristics of manager

8/8/2019 Characteristics of Manager

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CHARACTERISTICS OF A LEADER

Often do not have delegated authority but obtain

their power through other means such asinfluence

Have wider variety of roles than do managers

May not be part of formal organization

Focus on process, information gathering,

feedback and empowering others

Emphasize interpersonal relationships

Direct willing followers

Have goals that may or may not reflect those of

the organization


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CHARACTERISTICS OF MANAGER

With assigned position within the formal

organization

With legitimate source of power due to the

delegated authority that accompanies their position

Able to manipulate people, environment, money

time and other resources to achieve organizational

goals

Expected to carry out specific functions, duties and

responsibilities

Emphasize control, decision making, analysis andresults

Have greater formal responsibility and

accountability for rationality and control than leaders

Direct willing and unwilling subordinates


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MANAGEMENT THEORIES Frederick Taylor- Father of Scientific Management

Max Weber Bureaucratic organization

Henry Fayol Management process/functions

Luther Gulick Expanded Fayols management theory

Mary Parker Follet Participative Management

Elton Mayo Hawthorne Effects

Douglas McGregor X-Y Theory

Chris Argyris Flexibility within the organization

Rensis Likert Trust and communication facilitateeffectiveness in an organization

Alvin Toffler Workers are disoriented by too rapid

change


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LEADERSHIP THEORIES

Aristotle Great Man Theory

Lewin & White Leadership Styles

Mary Parker Follet Law of Situation

Fiedler Contingency Leadership

Blake & Mouton Task versus Relationship Hersey & Blanchard Situational Leadership Theory

Tannenbaum & Schmidt Style of leadership is based

on managers ability and abilities of members

Burns Transactional & Transformational Gardner Integrating leadership and management skills


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CONTEMPORARY LEADERSHIP

THEORIES

Ouchi Theory Z- expandedMcGregors X-Y theory and supports

democratic leadership

Schein Open System Theory - manshould be open to changing

environment

Hollander Two Way ProcessTheory- with 3 basic elements


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DYNAMICSOF

LEADERSHIP

AND

MANAGEMENT


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PROBLEM SOLVING

Systematic process that focuses on analyzing a difficult

situation

Steps in problem solving:

- problem identification

- data collection

- generation of possible solutions

- selection of one best solution

- implement the selected solution

- evaluate the problems solution


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DECISION MAKING

Types of management decision styles:

> AI, AII, CI, CII And GII

Individual Variations in Decision Making

> Values > Individual preferences

> Experiences > Individual ways of thinking

Choosing a particular course of action

To judge or settle

Decision making tools:

> Decision Grid

> Pay Off Tables

> Decision Tree

> Brainstorming

> Nominal Group

> Delphi survey


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DECISION GRID

Alternative Financial Political Department Time Decision

Effect Effect Effect


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DECISION TREE

POSSIBLE EVENTS ALTERNATIVE ACTIONS

Increased demand for procedure

Hire regular staff

Decreased demand for procedure

Decision

Increased demand for staff

Pay overtime & on call wages

Decreased demand for staff


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CRITICAL THINKING

Sometimes referred to as reflective thinking Broader and more complex than decision

making & problem solving

Components:

> Critical Analysis

> Involves higher order of reasoning and

evaluation

> Has both cognitive and affective components


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TIME MANAGEMENT

Get more done in less time Inventory of activities

Prioritize goals or things to be accomplished

Assess ones peak and low time

Delegate minor activities Use of listening and memory technique

Use of verbal and mental technique

Learn how to say no

Avoid procrastination Be in control and yet flexible to shift priorities to make

room for urgent task


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Write down weekly goals & objectives

Prioritize tasks according to importance Plan schedules in an organized manner

Schedule demanding task during high energyperiods

Eliminate time wasting activities

Delegate responsibilities

Leave some of your schedules open

Develop and keep deadlines Develop effective reminders system

Improve writing and reading skills


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COMMUNICATION

Means of exchanging & sharing of ideas,attitudes, values, beliefs and facts

Functions- Control, Motivation, Emotionalexpression and Information

Networks Formal & Informal

Killers Semantics, Noise, Stereotyping &Jargon

Active listeners- Appreciative, Emphatic,Discerning, Comprehensive and Evaluative

Organizational barriers Authority,Specialization, Different goals and Statusrelationship


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MANAGEMENT

PROCESS

BY

FAYOL


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PLANNING Deciding in advance what to do, who to do, how to do it

and where to do it Characteristics of good planning

Indication of poor planning

Components of planning Vision, mission, philosophy,goals, objectives, rules, policy and procedures

Types of plans Standing plans and single use plans

Phases of planning Strategic, operational andcontingency

Things to consider in strategic planning- product, goals,

organizational set-up, facilities, demand/supply, threat,opportunities, strength & weaknesses


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PLANNED CHANGE Is a collaborative process that results from a well

deliberate effort to make something happen Stages Unfreezing, Movement and Refreezing

Emotional phases Disequilibrium, Denial,Anger, Bargaining, Chaos, Depression,Resignation, Openness, Readiness andReemergence

Types of Forces- Driving and Restraining

Strategies- Rational-Empirical, Normative-Reeducative and Power-Coercive

Behavioral patterns Innovators, Earlyadopters, Early majority, Late majority, Laggardsand Rejectors


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BUDGETING

Planning through the use of numerical

values

Sections- Capital, Operational and

Personnel or Manpower

Expenses Fixed, Variable, Controllable

and non Controllable

Types of HMO- Staff, IPA, Group &

Network

HMO Plans- POS, EPO & PPO


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TYPES TOOLS

Line Item > Trend Analysis Fixed Ceiling > Cost-Benefit

Performance Ratio

Program > Marginal Analysis Flexible > Work Sampling

Roll-Over > Variance Analysis

Zero-Based

Incremental


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ORGANIZING

Organizational structure/chart- depicts roles, authority,lines of communication, and position

Lines Vertical, Horizontal, Straight/scalar,Dotted/broken

Characteristics- Span of control, Unity of command,

Continuing responsibility, Responsibility, Accountability,Centrality, Delegation and Status

Power Reward, Coercive, Legitimate, Referent, Expert,

Types Bureaucratic/line, Line & Staff, Functional Line& Staff, Matrix and Shared Governance

Modes of Patient Care- Total, Team, Functional,Primary, DNP, Case Management


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ORGANIZATIONAL CULTURE

System of symbols and interaction uniquein each organization

Types Constructive, Passive Defensive,

Aggressive Defensive and Consonance Categories Academy, Club, Baseball

Team and Fortress

Transmitting Tools Symbols, Stories,Jargon, Ceremonies and Principles


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STAFFING

Process of developing and maintaining staffing

patterns and assigning competent people

Process Recruiting, Selection, Placement,

Indoctrination and Staff Development

Factors Patient Census, Patient Classification,Categories of Care and Types of Hospitals and

NCH

Scheduling is a timetable showing planned

workdays and shifts for the nursing personnel Types Centralized, Decentralized and Cyclical


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DIRECTING Is the use of assignments, orders, policies, procedures, rules &

regulations, standards to direct subordinates Supervision oversee the work of other person

Motivation force within the individual that influences direction orstrength of behavior

Theories of motivation Need, Operant, Expectancy, Equity and

Competence Delegation getting work done through others

Conflict internal or external discord that results from differences inideas, values or feelings between 2 parties

Managing conflict- Compromise, Competing, Avoiding,Accommodating and Collaboration

Nature of Conflict Latent, Perceived, Felt, Overt and Aftermath

Union- organization of employees for purpose of negotiating withemployer about grievances, wages, work conditions and others

Collective bargaining method use by unions


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EVALUATION/CONTROL

Performance Appraisal how well employees perform

their jobs as delineated in the description

Norm- is a current level of performance of a selected

work group with reference to a given criterion

Evaluation is a subjective judgment based on objective

measurement

Quality Assurance the process of establishing a target

degree of excellence and takes action to ensure that

each client receives the agreed degree of excellence

Standard is predetermined level of excellence thatserves as guide for practice

Audit- systematic examination of records, process,

structure & environment to evaluate performance


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KEY AREAS OF RESPONSIBILITY1. Safe & quality nursing care

2. Management of resources and environment

3. Health education

4. Legal responsibility

5. Ethico moral responsibility6. Personal & professional development

7. Quality improvement

8. Research

9. Record management10. Communication

11. Collaboration & team work

characteristics of manager

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