Lecture 3 Managment

Question Answer
Leadership vs. Management Leadership is setting a new direction or vision for a group that they follow (ex- a leader is the spearhead for that new direction; Management controls or directs people/resources in a group according to principles or values that already been established
Management Definition The act of getting things done through other people.
Characteristics of a Good Manager Resolves problems with creative solutions, be able to rebound from issues that arise, maximize resources, good working relationship with all stakeholders, good direction and goals are consistently acomplished
Role in Interpersonal Relationship Figurehead- symbolizing the organizations mission and what it is seeking to achieveLeader- Training, counseling, and mentoring employee performanceLiaison- linking and coordinating the activities of people and groups inside and outside the org
Role in Information/Communication: Monitor Monitor- analyzing information from both the internal and external environment
Role in Information/Communication: Disseminator Disseminator- transmitting information to influence the attitudes and behavior of employees
Role in Information/Communication: Spokesperson Spokesperson- using information to positively influence the way people in and out of the organization respond to it.
Role as a Decision Maker: Entrepreneur/Disturbance handler Entrepreneur- deciding which new projects or programs to initiate and to invest resources inDisturbance handler- managing an unexpected event or crisis
Role as a Decision Maker: Resources Allocator/Negotiator Resource Allocator- assigning resources between functions and divisions Negotiator- reaching agreements between other managers, unions, customers, shareholders
Managerial Skills: Conceptual and Human Skills Conceptual Skills- the ability to analyze and diagnose a situation and distinguish between cause and effectHuman Skills- the ability to understand, alter, lead, and control the behavior of other individuals and groups
Managerial Skills: Technical Skills Technical skills- job-specific skills required to perform a particular type of occupation at a high level
Management Theory: Classical Making things more efficient, the 'best way' to do things (i.e.- most productive), training, educating, removing obstacles, finding most skilled for the job
Management Theory: Behavioural Looks at workers satisfaction and motivation to improve productivity, manager provides level of expertise rather than authority
Management Theory: Modern Management Modern Management: General Systems theory- behaviour depends on elements such as environment, personnel, regulations etc. Situational Appropriateness
Key Differences (management theory) Similar to leadership theories, movement from rigid productivity and power to collaborative working relationships
Levels of Management Top (high-level) management- long-term objectives CEO; Middle management- short-term decisions/objectives Director; Supervisory (first-line) management day-to-day production/process
Functions of a manager Planning, Organizing, Directing, Controlling
Types of Planning Objectives, strategies, procedures, rules, budgets
Steps in Planning Determining the goals/objectives, making assumptions on various elements of the environment, decide the planning period, examine alternative courses of actions, evaluating the alternatives, real point of decision making
Process of Organizing
Steps in the Control Process Establish standards of performance, measure actual performance, compare performance to standards, take corrective action
Issues in Management Micromanaging, liked vs respected, failing to trust, lack humanity, unrealistic expectations
Strategic Plan Is used to set priorities, focus energy and resources, strengthen operations, working toward common goals. Fundamental decisions and actions, focus on the future (3years)
Strategic Plan: Statements Mission- overall purpose; Vision- description of org; Values- represent the core priorities in the org
Budgeting: Types of Budgets Static (fixed) budgets: prepared for one level of activity, usually around a yearly budget.Flexible budgets: a series of fixed budgets set to different levels of sales activity within the organization may operate
Costs: Fixed and Variable Fixed costs- remain the same for a period of time and particular service; Variable costs: total tends to change as level of activity or service changes
Schedules: Types Flextime; Alternating Shifts; Permanent Shifts; Block Shifts; Permanent/Part-time casual shifts
Quality in Healthcare WHO looked at 6 dimensions of quality: effectiveness; efficiency; accessibility; patient centered; Equity; Safety
Quality Improvement: showing proof of the evaluation standards three questions What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in an improvement?
American Hospital Association (AHA) 5 Step Model for Improvement Identify target area; Determine what can be modified; Develop and execute effective strategies to improve quality; Track performance and outcomes; Disseminate/Communicate Results
Risk Management Identifies, analyze, and evaluates risk, minimize chance of risk, planned approach to delivery safe, quality services
Risk management: Main Goals Main Goals Include: avoid staff, client and families harm, avoid liability, maintain incident reporting systems/tracking, group identify risk and minimize it.

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