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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
DANQUE_MGT 3
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