DANQUE_MGT 1

MANAGEMENT

Management (French) – directing

Manu Agere (Latin) – to lead by the hand

Art of getting things done thru people

Process that involves guidance, direction of a group of people toward organizational goals of objectives

Process thru which the objectives of an organization are accomplished by utilizing human, physical and

technical resources

Process of leading and directing parts of the organization through resources

Administration – coordinated activities which provide all the facilities necessary for rendering services

LEADERSHIP (Leaders…)

Do the right things

Get other people to want to do something

Create new paradigm

MANAGEMENT (Managers…)

Do things right

Get other people to do what they want to do

Work with the paradigm

MANAGEMENT ROLES

1. INFORMATIONAL – monitor, disseminator, spokesperson

2. INTERPERSONAL – figurehead, leaders, liaison (formal and informal contacts)

3. DECISIONAL – making changes and innovations such as entrepreneur, disturbance handler, resource

allocator, negotiator

MANAGEMENT LEVELS

1. 1ST

LEVEL – supervises the operative employee (Head nurse, Charge nurse)

2. MIDDLE LEVEL – plan and coordinate activities of the organization (Supervisor, Operation manager)

3. TOP LEVEL – manages the organization as a whole (CEO, BOD, President)

ATTRIBUTES OF MANAGERS

Formally appointed to position

Charged with enabling and directing others to do their works

Responsible for utilizing resources

Accountable to superior for results

SKILLS OF MANAGERS

1. Technical Skills – what the manager needs in technical aspect of the job

2. Conceptual Skills – what the manager needs in managing the organization

3. Human Relation – what the manager needs in dealing with people

DANQUE_MGT 2

SCIENTIFIC MANAGEMENT THEORY

Focused on maximizing worker production

Developed time and motion study

Principles of observation, measurement, and scientific comparison

TAYLOR

Father of Scientific Management theory

Establish scientific personnel system

Pay workers according to different piece rate

Cooperative and interdependent relationship among workers and managers

In every aspect of the job, there must be a foreman

Standards of performance

GILBRETHS

Emphasized the benefits of job simplification and establishment of work standards

Used Time and Motion study to analyze worker’s motion

Used flow diagram and process chart to record observation

LILIAN GILBRETH – 1st

lady of management

GANTT

Simplification of work by refining previous works rather than introducing new ones

Introduced the Gantt chart as a means of identifying and simplifying jobs

Scientific selection of workers

ADMINISTRATIVE/CLASSIC ORGANIZATION THEORY

Deductive rather than Inductive

Views the organization as a whole rather than focusing on production

Classified managerial activities as planning, organizing, and controlling

FAYOL

Division of Labor – the more people specialize, the more efficient they can perform

Authority – management needs to be able to give orders so that they can get things done

Discipline – members need to respect the rules & regulations that govern the organization

Unity of Command – subordinates should receive orders from only one supervisor

Subordination of individual interest to the common good – gives way to the interests of everybody

Remuneration – workers should be paid according/commensurate to the work they perform

Centralization – managers should retain the final responsibility but should at the same time, give their

subordinates enough time and authority to do their job

Hierarchy – the line of authority in an organization runs in order of rank

Order – materials and people should be at the right time and at the right place

Equity – people in the organization should be treated with equality and justice

Stability of Staff – the greater the turnover rate, the less work are efficient

Initiative – subordinates should be given the freedom to their work even though some mistakes occur

ESPIRIT DE CORPS – good relationships must maintain in the organization

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WEBER

Father of Organization theory

Focused on employee competence as the basis for hiring and promoting

Conceptualized a structure of authority that would facilitate the accomplishment of the org. objectives

HUMAN RELATIONS THEORY

Focuses on individual worker rather than process and procedures

BARNARD

Recognizes the informal structure of organization

Stressed the importance of cooperation between management and labor

Authority depends on the acceptance of the followers

LEWIN

Advocated group dynamics

Advocated group supervision

Maintained that groups have personalities of their own

MCGREGOR

Developed the managerial implications of Maslow’s theory

Theory X

- People dislike work and will avoid it

- Must be directed, controlled, and threatened or coerced to achieve goals

Theory Y

- People do not inherently dislike work

- Work as play, self-directed, self-control, seek responsibility, and creative

FOLLET

Emphasized participative decision-making and importance of coordinating psychological & sociological

aspects of management

HERZBERG

Hygienic Factors of Motivation (intrinsic/extrinsic dissatisfiers)

OUICHI

Father of Modern Management Theory

Published Theory Z

Contrasts Japanese with US organizations

URWICK

Balance of authority with responsibility, span of control, unity of command, use of general and special

staff, proper use of personnel, delegation and departmentation

DANQUE_MGT 4

MONEY

Management is the technique of directing people; Organization is management responsibility

Principles:

- Coordination and synchronization of activities

- Functional effects

- Scalar process

- Authority into hierarchy

BLAKE AND MOUTON

Managerial Grid

Dimensions of Leadership: (1) concern for people, (2) concern for production

1. IMPOVERISHED MANAGEMENT

- Low concern for both

- Needs effort to get work done

2. AUTHORITY OBEDIENCE

- High concern for production and Low concern for people

- Stresses operating efficiency

3. ORGANIZATION MAN

- Moderate concern for both

- Performance is thru balance work (shifts)

4. COUNTRY CLUB

- Low concern for production and High concern for people

- Thoughtful and friendly

5. TEAM MANAGEMENT

- High concern for both

- Trust, respect, and interdependence

LIKERT

Identified 3 types of Variables in organization:

- CAUSAL – leadership behavior, structure, policies, controls

- INTERVENING – perceptions, attitudes, motivations

- END RESULTS – profits, cost, and productivity

Identified 4 types of Management system:

- EXPLOITATIVE AUTHORITATIVE – little confidence in staff and ignore ideas (least effective)

- BENEVOLENT AUTHORITATIVE – condescending to staff, ideas sometimes sought

- CONSULTATIVE – substantial confidence to staff

- PARTICIPATIVE – complete confidence to the staff (most effective)

DANQUE_MGT 5

LEADERSHIP Process of influencing the behavior or actions of a person

Social transaction in which one person influences others

Dynamic, interactive process that involves 3 dimensions: leader, follower, situation

TYPES OF LEADER

1. FORMAL/APPOINTED – chosen by administration and given official or legitimate authority to act

2. INFORMAL – not legally nor authoritatively appointed (seniority)

THEORIES OF LEADERSHIP

TRAIT – leaders are born with inherited tasks; envisioning goals, affirming values

GREAT MAN THEORY – leaders are born and not made; great leaders will arise when there is a great need

BEHAVIORAL – successful leadership is based on definable, learnable behavior

PARTICIPATIVE LEADERSHIP – people are more committed to actions

SITUATIONAL – the best action of leader depends on a range of situational factors

CONTINGENCY – leaders ability to lead is contingent upon situation

TRANSACTIONAL – people are motivated by reward and punishment

TRANSFORMATIONAL – people will follow a person who inspires them

PATH-GOAL – leaders has certain objectives and initiates their followers to attain them

CHARISMATIC – charm and grace are needed to create followers

STRATEGY THEORY – based on human handling skills of leaders

Strategy 1 – attention thru vision

Strategy 2 – meaning thru communication

Strategy 3 – trust thru positioning

Strategy 4 – deployment of self thru self-regard

STYLES OF LEADERSHIP

1. AUTHORITARIAN/AUTOCRATIC – strong control over the group or directive approach; concerned with task

accomplishments

2. DEMOCRATIC/PARTICIPATIVE – leaders focuses on involving subordinates

3. LAISSEZ-FAIRE/PERMISSIVE – delegating approach; little or no direction is provided to subordinates

4. MULTICRATIC – the leader identify which style of leadership a particular situation requires

BASES OF POWER

1. LEGITIMATE/AUTHORITY – power granted by an official position

2. REFERENT – potential influence one has b/c of the strength of relationship bet. leaders and followers

3. EXPERT – gained thru the position of special knowledge, wisdom, sound judgment, good decision skills

4. INFORMATIONAL – exists when an individual have info that others must have to accomplish goals

5. CONNECTION – based on having connections or associations with others who are powerful

6. COERCIVE/PUNISHMENT – manager control the groups thru fears, threats, and sanctions

7. REWARD – achieved thru influencing others

DANQUE_MGT 6

PLANNING

Forecasting or setting the broad outline of work to be done

Continuous process of assessing and establishing goals & objectives; implementing and evaluating them

Technical managerial function that enables org to deal with the present and anticipate the future

CHARACTERISTICS OF A GOOD PLAN

Based on clearly defined objectives

Should provide for the proper analysis and classification of action

Should be simple, flexible, and balance

Should make use of all available resources

SCOPE OF PLANNING

STRATEGIC PLANNING

- Sum of total/outcome of the process by w/c an organization engages in environmental analysis,

goal formulation, and strategy development w/ purpose of organizational growth & renewal

- Based on Mission of the institution

- Top Level mgt formulate long-term strategic planning to reinforce

TACTICAL PLANNING

- Tactical plans are often specified in one-year increment

- Middle level mgt is responsible for translating strategies into shorter-term tactics

OPERATIONAL PLANNING

- Refinement of tactical obj. in w/c work is defined & results are measured in small increments

- Narrow in scope, short-lived, and subject to sudden change

- It is most concerned with budgets, quotas and schedules

- Accomplished by 1st

line managers

APPROACHES TO PLANNING

1. CENTRALIZED TOP-DOWN – traditional approach in which a centralized group of executives or staff

assumes the primary planning responsibility

2. BOTTOM-UP PLANNING – approach that delegates planning authority

3. TEAM PLANNING

CATEGORIES OF PLANNING

1. STANDING USE PLANS – used on a continuous basis to achieve consistently repeated objectives (policies,

procedures, rules)

2. SINGLE USE PLANS – used once to achieve unique objectives

STAGES OF PLANNING

1. Develop the purpose or mission statements, goals, objectives, and philosophy

Mission – purpose of existence and reason behind organizational structure

Goals – statement of intent derived from the purposes, usually stated broadly and generally

Philosophy – statements of shared values and beliefs

2. Collect and analyze data

3. Assess for the strength

DANQUE_MGT 7

4. Write realistic and general statements of goal

5. Identify strategies to achieve specified goals

6. Develop a timetable for accomplishing each objective

7. Provide guidelines for developing operational and functional plans

BUDGET

FACTORS TO CONSIDER IN BUDGETING

Sound organizational structure

Managerial support

Formal policies and procedures should be available in a budget manual

PROCEDURE

1. Determine productivity goal

2. Forecast workload

3. Budget pt. care hours and staffing schedules

4. Plan for non-productive hours

5. Chart productive and non-productive

6. Compute for actual expenses

TYPES OF BUDGETS

CAPITAL - for major equipment, facilities and are r/t long-range planning

OPERATIONAL – day to day operation like supplies, materials, minor equipment

PERSONNEL/MANPOWER – salary, remuneration

CASH FLOW – immediate expenditures

FLEXIBLE – unexpected expenditures

FIXED-CEILING – for specific projects and time

ZERO-BASED – started with no specific to which should be spend for the year

COSTS

Fixed Cost

Variable Cost

Direct/Desired Cost

Indirect

COST CONTAINMENT

COST AWARENESS – focuses the employee’s attention on costs

COST FAIRS – increases awareness

COST MONITORING – focuses on how much will be spent where, when, and why

COST MANAGEMENT – focuses on what can be done by whom to contain costs

COST INCENTIVES – motivate cost containment and reward desired behavior

COST AVOIDANCE – avoids buying unnecessary supplies or services

COST REDUCTION – spending less for goods and services

COST CONTROL – making effective use of available resources