management 2008

NURSING 105NURSING 105

NURSING MANAGEMENTNURSING MANAGEMENT

Madeline N. Gerzon, RN, MMClinical Instructor

Madeline N. Gerzon, RN, MMInstructor

WELCOME AGAIN TO NCM 105WELCOME AGAIN TO NCM 105NURSING MANAGEMENT!!!NURSING MANAGEMENT!!!

House RulesHouse Rules Sit alphabetically Start the day with morning prayer Come on time Come in complete uniform All cellphones must be in your bags and in

silent mode No gum during the class Break time is strictly 15 mins Come prepared (meaning read…read…read) Submit written assignment on time, late

papers will be considered 75% Ask permission if you have to go to CR Participate during discussion Talk when you have been recognized already

Key Concepts in ManagementKey Concepts in Management

PlanningOrganizingDirectingControllingStaffingBudgeting

ProductivityLeadershipPowerDelegationEfficiencyEffectiveness

StructureFunctionAuthorityAccountabilityHierarchy

What comes into mind when What comes into mind when you talk about management?you talk about management?

What comes into mind when What comes into mind when you talk about management?you talk about management?

People Processes Structure

Function Policies Authority

Organization Procedures Responsibility

VMG Communication Resources

What is MANAGEMENT?What is MANAGEMENT?

Process of designing and maintaining an environment in which individuals , working together in groups, efficiently accomplish certain goals or aims

Manager carries out PODC, POSLC Applies at all levels of organization Concerned with productivity;

effectiveness and efficiency

Koontz and Weihrich

MANAGEMENT (???)MANAGEMENT (???)

Is just one component of leadership Is the coordination and integration of

resources through planning, organizing, directing, and controlling in order to accomplish specific institutional goals and objectives

Sullivan and Decker 1988

A theory is a coherent group of assumption put forth to explain the relationship between two or more observable facts and to provide a sound basis for predicting future events.

Why study management?

1. Guide management decision

2. Shape our view of organization

3. Make us aware of the organiztional/business environment

4. A source of new idea

TRADITIONAL THEORIES

MODIFICATION CONTEMPORARY

1900s 1940s 1970s

EVOLUTION OF ORGANISATION AND MANAGEMENT THEORIES

Traditional/ Classical Theories

Modifications Contemporary

Approaches

Scientific Management

Efficient Task Performance

Bureaucratic Model

Administrative Theory

Universal Management Principles

Management Science

Economic Technical Rationality

System Approach

Contingency View

No Best Method

-Situational Factors.

Authority & Structure Human Relation

Subsystem & Environment

Behavourial Science

Psychology, Sociology, etc.


Frederick W. Taylor

(1856 – 1917)

Man as a Mechanism in the Factory

Developed theory called “Scientific Management”

Measured precisely the rate at which certain tasks were performed, or the precise shovel blade size to shove most effectively

Give me a job, give me security. Give me a chance to surviveGive me a job, give me security. Give me a chance to surviveI'm just a poor soul in the unemployment lineI'm just a poor soul in the unemployment line

My God, I'm hardly alive My God, I'm hardly alive

Man as a Mechanism in the Factory

Instituted “rest periods” to maximize endurance

Worked to maximize efficiencyChanged piece-work rates so

workers got more per piece if they were more productive

Give me a job, give me security. Give me a chance to surviveGive me a job, give me security. Give me a chance to surviveI'm just a poor soul in the unemployment lineI'm just a poor soul in the unemployment line

My God, I'm hardly alive My God, I'm hardly alive

Frederick W. Taylor (1856 – 1917)

Break down work into discrete parts

Only one “best way” to do a job Motivated by money to accept

the “best way”

Complaints Against Taylorism

His most famous studies (shoveling) were not groundbreaking

Much of his data were not coherent, suggesting it had been falsified

His “rest periods” were when the men walked back empty

““The copper bosses shot you, Joe. They shot you, Joe,” says I.The copper bosses shot you, Joe. They shot you, Joe,” says I.“Takes more than guns to kill a man,” says Joe, “I didn’t die.”“Takes more than guns to kill a man,” says Joe, “I didn’t die.”

Complaints Against Taylorism

Taylorism is only useful for managing “children,” “morons,” and the “mentally retarded.” (Argyris)

Called “the main cause of the main causes of our ills and troubles in industry and management today”(Pollard)

““The copper bosses shot you, Joe. They shot you, Joe,” says I.The copper bosses shot you, Joe. They shot you, Joe,” says I.“Takes more than guns to kill a man,” says Joe, “I didn’t die.”“Takes more than guns to kill a man,” says Joe, “I didn’t die.”

Gantt and WilliamsTowards a More Sensitive Workplace

Gantt was originally a protégé of Taylor at Bethlehem Steel

Modified Scientific Management to make it less rigid

Insisted on a minimum day wage

Come all you workers and hear what I say, They're trying to plunder the Come all you workers and hear what I say, They're trying to plunder the eight-hour day,eight-hour day,

Won by our forbears in a bloody campaign, So rise up and be in the struggle Won by our forbears in a bloody campaign, So rise up and be in the struggle again. again.


Demanded management buy-inDeveloped the Gantt chart to

help schedule subtasks and processes required for project completion

Promoted “backcasting,” a forerunner to MBO


Williams was a proponent of Social Gospel

Left management position to work in mines, mills, refineries, ship yards, etc.

Discovered that all people measured their value to society by their job

As a consultant, would work on his clients’ shop floors to learn what the workers wanted

F.W. Taylor and Scientific Management

The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency

The amount of and effort each employee expends to produce a unit of output can be reduced by increasing specialization and the division of labor

Henri Fayol (1925)

Identified 4 management functionsPlanningOrganizingCommandCoordinationControl

Luther Gulick (1937)

Expanded management activitiesPlanningOrganizingStaffingDirectingCoordinatingReportingBudgeting

POSDCoRB

Find drawing to put in this Find drawing to put in this slide!!!!slide!!!!

Four Principles of Scientific Management

1. Study the way employees perform their tasks, gather informal job knowledge that employees possess, and experiment with ways of improving the way tasks are performed


2. Codify the new methods of performing tasks into written rules and standard operating procedures


3. Carefully select employees so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures


4. Establish an acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level

Bureaucratic Model

Max Weber (1864 – 1920)

Stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.

Organization - take the form of a Bureaucratic structure.

BUREAUCRATIC MODEL

RATIONAL-LEGAL/AUTHORITY

The right to exercise authority based on position.

- position with power- compensation : fixed salary- hierarchy of authority- technical competence- governed by rules and regulations

Dimensions of Bureaucracy

1. Division of labor based on functional specialization

2. A well-defined hierarchy of authority


3. A system of rules covering the rights and duties of position

4. A system of procedures for dealing with work situations


5. An impersonality in interpersonal relations

6. A system of promotion and selection for employment based on technical competence.

Limitations of Bureaucracy

Appropriate for the past where environment was relatively stable and predictable


Today’s environments are more turbulent and unpredictable.


Too general for today’s highly complex organization and specialization.

Human RelationsHuman Relations

Human Relations MovementHuman Relations Movement

Mary Parker Follet - had considered workers as human

Chester Bernard - social need, psychological need of individual & group

Mary Parker Follett (1927)

Management must consider the human side

Employees should be involved in job analysis

Mary Parker Follett

Person with the knowledge should be in control of the work process regardless of position

Cross-functioning teams used to accomplish projects

Mary Parker Follett

Participative management

Espoused that managers should have authority with, rather than over, employees

Hawthorne Experiments

Elton Mayo (1880 – 1949)

Western Electric’s Hawthorne Plant-Chicago

Studied relationship between level of lighting in the work-place and workers productivity

‘Hawthorne effect’

The Hawthorne Effect

The possibility that workers who receive special attention will perform better simply because they received that attention

The Hawthorne Studies

Initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting)

Found that productivity increased regardless of whether illumination was raised or lowered

The Hawthorne Studies_2

Factors influencing behavior:Attention from researchersManager’s leadership approachWork group norms

The “Hawthorne Effect”

H.R. in essence!!!!!!!!H.R. in essence!!!!!!!!

Manager and subordinate relation

Early attempt to discover the social and psychological factor that would create effective human relation.

Contribution of H.R.

Improved classical approach by stressing social needs

Focus on workers – not on techniques

Contribution of H.R.

Emphasized management skill rather than technical skill

Focus on group dynamics rather than individual

Behavioral Science

HR developed into BS Psychology, Sociology,

Anthropology Social man – motivated by

desire for form relationships with others

Behavioral Science

Argyris, Maslow, McGragor

Self-actualizing – a more

accurate concept to explain Human Motivation

“Complex man” No two people are exactly alike.

Douglas McGregor

Taught in Psychology and Industrial Management in MIT

Introduced Theory X and Theory Y

Bridging the gap between the management and labor

Douglas McGregor

Theory X (classical)workers are lazy and want to be

told what to do and have decisions made for them

Douglas McGregor

Theory X Average employee is lazy,

dislikes work, and will try to do as little as possible

Manager’s task is to supervise closely and control employees through reward and punishment

Douglas McGregor

Theory Y (based on developments in social sciences) employees want autonomy, job

satisfaction, responsibility, and will work hard when they are appreciated

Douglas McGregor

Theory Y Employees will do what is good for

the organization when committed Manager’s task is to create a work

setting that encourages commitment to organizational goals and provides opportunities for employees to be exercise initiative

Douglas McGregor

Theory Y Theory Y required a change in

management, not a change in the worker or the workplace

Formalized ideas many good managers already practiced but could not define

Also credited with inadvertently fathering the Human Potential Movement

Contributions of Behavioral Science Understanding of individual

motivation, group behavior interpersonal relationship at work and the importance of work to human beings

Continue to contribute new insights in important areas as leadership, conflict, power, organizational change and communication

Limitations of Behavioral Science

Its potential not fully realized

managers resist suggestion

Limitations of Behavioral Limitations of Behavioral ScienceScience

Model, theories and jargon are too complicated and abstract to practicing manager

Difficult to interpret by practicing managers

TRADITIONAL THEORIES

MODIFICATION CONTEMPORARY

1900s 1940s 1970s

EVOLUTION OF ORGANIZATION AND MANAGEMENT THEORIES

Traditional/ Classical Theories

Modifications Contemporary

Approaches


Efficient Task Performance

Bureaucratic Model

Administrative Theory

Universal Management Principles

Management Science

Economic Technical Rationality

System Approach

Contingency View

No Best Method

-Situational Factors.

Authority & Structure Human Relation

Subsystem & Environment

Behavourial Science

Psychology, Sociology, etc.

History of Management Thought

1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 20001890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

TraditionalTraditional Viewpoint Viewpoint

QualityQuality Viewpoint Viewpoint

ContingencyContingency Viewpoint Viewpoint

SystemsSystems Viewpoint Viewpoint

BehavioralBehavioral Viewpoint Viewpoint

Adapted from Figure 2.1

2.2

Japanese Theory ZCharacteristics of a Theory Z

Long-term employment, often for a lifetime

Relatively slow process of evaluation and promotion


Development of company-specific skills & moderately specialized career path

Implicit, informal control mechanisms supported by explicit, formal measures


Participative decision-making but individual ultimate responsibility

Broad concern for the welfare of subordinates & co-workers as a natural part of a working relationship & informal relationships among people

System Analysis Management

An approach to problem solving based on an understanding of the basic structure of systems Environmental interaction

Open systems must interact with the external environment to survive.

Closed systems do not interact with the environment.

Synergy: when all subsystems work together making the whole greater than the sum of its parts.

Entropy: the tendency for systems to decay over time

Basic Systems View of Organization

Environment


INPUTSHuman, physical,financial, and information resources

OUTPUTSProducts

andServices

TRANS-FORMATION

PROCESS

Feedback Feedback loopsloops

2.7

The Contingency Perspective

A view that proposes that there is no one best approach to management for all situations.

Asserts that managers are responsible for determining which managerial approach is likely to be most effective in a given situation.

This requires managers to identify the key contingencies in a given situation.

Blending Components into a Contingency Perspective

Contingency Viewpoint Behavioral Viewpoint

How managers influence others:• Informal Group• Cooperation among employees• Employees’ social needs

Systems Viewpoint

How the parts fit together:• Inputs• Transformations• Outputs

Traditional Viewpoint

What managers do:• Plan• Organize• Lead• Control

Contingency Viewpoint Managers’ use of other viewpoints to solve problems involving:

• External environment• Technology• Individuals


2.8

An Example of the Contingency Perspective

Joan Woodward’s ResearchDiscovered that a particular

management style is affected by the organization’s technology.

Identified and described three different types of technology: Small-batch technology Mass-production technology Continuous-process technology

The Quantitative Perspective

Characterized by its use of mathematics, statistics, and other quantitative techniques for management decision making and problem solving.


This approach has four basic characteristics:1. A decision-making focus

2. Development of measurable criteria

3. Formulation of a quantitative model

4. The use of computers


Decision-Making FocusThe primary focus of the

quantitative approach is on problems or situations that require direct action, or a decision, on the part of management.


Measurable CriteriaThe decision-making process

requires that the decision maker select some alternative course of action.

The alternatives must be compared on the basis of measurable criteria.


Quantitative ModelTo assess the likely impact of each

alternative on the stated criteria, a quantitative model of the decision situation must be formulated.

ComputersComputers are quite useful in the

problem-solving process.

Management in the 21st Century William Ouchi’s Theory Z

Japanese-style approach to management developed

Advocates trusting employees and making them feel like an integral part of the organization.

Based on the assumption that once a trusting relationship with workers is established, production will increase.

Total Quality Management

Total Quality Management

Organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training

This involves the continuous improvement of organizational processes, resulting in high quality products and services.

UNDERSTANDING MANAGEMENT

Understanding Functions of Understanding Functions of ManagementManagement

Analysis of management is facilitated by breaking it down into five managerial functions/processes

Planning

Organizing Staffing Leading Controlling

Roles of managers (Mintzberg)


Interpersonal roles•Figurehead role•Leader role•Liaison role

Informational roles•Recipient role•Disseminator role•Spokesperson role

Roles of managers (Mintzberg)


Decision roles•Entrepreneurial role•Disturbance-handler role•Resource allocator role•Negotiator role

Why Management is essential for any Organization?

Managers are charged with the responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives

Applies to small or large organization Profit or non-profit organizations Manufacturing or service industries

Who are the managers that you know?

Goals of Managers?Goals of Managers?

SurplusProfit orgNon-profit org

MoneyTimeMaterialsPersonal dissatisfaction

e. g. VSI & OBedmaking

Goals of Managers?Goals of Managers?

Productivity

Productivity = OutputsInputs

(within time period, quality considered)

•Increasing O with same I•Decreasing I but maintaining same O•Increasing O and decreasing I to change ratio favorably

EffectivenessEfficiency

Inputs Processing OutputsEmployees, Staff Examination Healthy patientsHospital SurgeryMedical Supplies MonitoringEquipment MedicationLaboratories Therapy

Hospital Process

Management: An Art Management: An Art or a Science?or a Science?

Managing as practice is an ART

Organized knowledge underlying the practice is the SCIENCE

Understanding Organizational Understanding Organizational Structure and FunctionStructure and Function

Relationships within organizations Chain of Command

Path of authority and accountability from one individual at the bottom of the organization to the very top administrative authority

This is also referred to Hierarchy

e.g. nurse-HN-NS-CN

Relationships within organizations

Components of Chain of Command Layers or levels – simple to complex Flow communication – errors, gaps Interpersonal relationship – formal,

informal

Span of Control Refers to number of subordinates and different tasks for which a person in authority is responsible

Narrow Span of ControlResponsible for only a few people and one or two tasks areas

Broad Span of Control

Responsible for many people and a variety of tasks areas

Relationships within organizations

Span of Control

Organizational ChartsOrganizational Charts A diagram of organization that clearly

presents its formal structure with persons and departments and their relationships to one another

Large organization commonly have OC Small may operate informally, OC may not

be available

Organizational ChartsOrganizational Charts

Tells size of the organization and its chain of command

Shows relationships between units or departments

Boxes represent individuals or a department

Solid lines represent communication

Limitations of Organizational Charts

Does not show informal structure

Cannot depict degree of authority

Becomes obsolete quickly Does not define

responsibility and accountability


AuthorityAccountability

Vertical line represents responsibility of Individuals to supervise others officially


Horizontal solid lines connect individuals at the same level in the organization and have official relationship


Dotted lines represent communication relationships in which neitherindividual has direct authority oraccountability to the other and they do not have the same supervisor

Lines of Authority

Represent the responsibility of individuals to supervise officially

Downward direction Shows authority over those who are lower

on the chart and connected by solid lines


Lines of Accountability

Reporting relationships Upward direction means accountable to

individual in the higher level Taken together means chain of command


Types of Organizational Types of Organizational StructureStructure

Tall or Centralized Structure

Flat or Decentralized Structure

Matrix Structure

Parallel Organizations


Tall or Centralized Structure Usually narrow Decision-making authority and power

held by few persons in central positions

Persons in authority are responsible for only few subordinates

May have many levels Communication must travel through

the levels


Tall or Centralized StructureTall or Centralized Structure Advantages

*ability to be an expert*use less skilled individuals*close supervision*top management are spared from unnecessary communication*top people have great deal of control and are the decision makers


Tall or Centralized StructureTall or Centralized Structure Disadvantages

*skilled individuals may end up doing nothing*the supervised might become stifled*communication is difficult, it passes many layers*implementation of decision may become delayed


Flat or Decentralized Structure Have few levels and broad span of

control Decision-making is spread out among

many people No close supervision because

supervisor is responsible for many people

Communication is easy and direct


Flat or Decentralized StructureAdvantages Simple communication patterns-less

distortion Speed in responding t problems Individuals have opportunities to

develop their own abilities Communication is easy and direct


Flat or Decentralized StructureDisadvantages Broad span of control may result to No close supervision because supervisor is

responsible for many people Person in charge may have hard time to

process communication since its numerous Supervisor may lack expertise because of

wide operation Greater need for ongoing education


Matrix Structure Either tall or flat Unique – second structure overlies

the first Overlying structure represents a

special relationship of individuals that is not part of chain of command

Recent innovation in health care organization


Parallel Organizations Employees collective bargaining

organization But does not integrate with official

organization Has its own officers and

representatives Draw on the board

Organizational FunctionOrganizational Function

Organization functions according Organization functions according to what it has set to do which to what it has set to do which are stated in…..are stated in…..

Philosophy Statement and VMGPhilosophy Statement and VMG Job descriptionsJob descriptions Policies and ProceduresPolicies and Procedures


Philosophy Statement Reflects the purpose of

organization States beliefs and values that

are basic to its operation May include list of goals or

objectives

Organizational FunctionsOrganizational Functions

VMG Vision – how the organization

envisions itself, desires of organization

Mission – broad general goals that describes its purpose in the community

Goals – are broad statements of overall intent of the organization


Job descriptions Help define organizational structure and

function Describes responsibilities of each individual

or position in the organization May not give complete description of

everything an individual does as part of his/her job (ex. ER nurse and SA nurse)


Policies and Procedures Official statements that guide the behavior

of individuals in the organization Are written (manual) as required by law

and accrediting institutions Hospitals have general policies and

procedures that guide the behavior or the entire organization

Hospitals have many policies and procedures carefully written out in detail


Policies and Procedures Serve as legal safeguard for the

organization by establishing standards for practice

Nursing policies and procedures are formulated by committees or nurses

Provide support for good practice and quality control

What is an Informal What is an Informal Organization?Organization? Arise to meet social needs of the

people within an organization Provide ease of relationships (?) and

ways to accomplish desired outcomes

In a form of “barkada” system (helping one another)

Providing communication Preserving values Informal leaders

Problems of IOProblems of IO

Detrimental to formal organization

May resist needed change May tolerate mediocrity Sometimes it is closed,

newcomers become outsiders May disseminate rumors and

inaccurate information “grapevine”

Organizational ClimateOrganizational Climate

Effects of PoliciesFormal policies describe expected behaviors

of individuals in the organization

Theory X – people don’t like to work, they are motivated by material gain, and w/out supervision they will not work

e.g. vandi clock to punch in and out


Effects of Policies Theory Y – people find work intrinsically

rewarding, motivated by many factors other than material gain

e.g. submits statements of the specific shifts worked, no monitoring of lunches, breaks, etc

Theory Z – operates on the basis of long-term employment, loyalty between employer and employee and strong collective value system


Effect of Supervisory Behavior Manner how supervisors carry out policies

contribute to organizational climate Personality of supervisor General method of interacting with

subordinates Some supervisors create an atmosphere of

suspicion and fear (criticisms and unwillingness to tolerate)

Organizational Climate

The informal organization culture and climate

Individuals relate on a personal basis High level of competition (+) Relationships (first name basis,

surname)

Understanding Understanding ManagementManagement

Process of designing and maintaining an environment in which individuals , working together in groups, efficiently accomplish certain goals or aims (koontz & Weihrich)

Is the coordination and integration of resources through planning, organizing, directing, and controlling in order to accomplish specific institutional goals and objectives (Sullivan and Decker)

Management is……Management is……

the art of getting things done through people

getting the right things done at the right time

the process or form of work that involves the guidance or direction of a group of people toward organizational goals or objectives

Management is……Management is……

What is Nursing Management?What is Nursing Management?

Relates to planning , organizing, staffing, directing and controlling the activities of a nursing enterprise or division of nursing departments and of the subunits of the departments

Types of Management Types of Management

Authoritarian management style Democratic management style Laissez-Faire management style Multicratic leadership


Authoritarian management style

Autocratic Manager makes most of the

decisions in isolation Found in bureaucratic

organizations that reinforce centrality of authority and reliance upon formal rules


Authoritarian management style Managers issue orders and expect to

be obeyed Authority derives from position power

tied to official hierarchical title Authoritarian managers will have

subordinate support if they are involved in overall goals and process


Authoritarian management style Strong control is maintained Others are motivated by coercion Others are directed with command Communication is downwards “I” and “You” Punitive criticism



Advantages Results to well-defined group actions Decision making can be done

expeditiously Appropriate when immediate action

is needed Authoritarian managers will have

subordinate support if they are involved in overall goals and process



Disadvantages Subordinates don’t have stake in

achievement/failure of management goals

Employee may subvert goals Managers issue orders and expect to be

obeyed Authority derives from position power tied

to official hierarchical title


Democratic Management Style Involves subordinates in decision

making Democratic managers see

themselves as coworkers Stresses importance of

communication and consensus Promotes autonomy and growth


Democratic Management Style Manager leads by providing

information, suggesting direction and being supportive of coworkers

Function best in less centralized and where there is less reliance on formal rules and policies

Emphasis “We” Constructive criticism


Democratic management style

Advantages Coworkers are consulted Coworkers have input on decision

making Employees are involved in all the

processes prior to decision making It is appropriate if decision at hand does

not require urgent action



Disadvantages Decision becomes lengthy process Coworkers not confident in participating

in decision making Employees may think manager is not

capable to DM



Disadvantages Employees think they are made to do

something they are not paid for If decision not implemented employees

think their time is wasted

Types of ManagementTypes of Management

Laissez-Faire Permissive management Least structure and control Requires coworkers to make

own goals, decisions Managers provide maximum

support and freedom for workers


Laissez-Faire Provision of little or no direction Communication upward and

downward DM is dispersed throughout

group Criticism withheld


Laissez-Faire

Advantages Providing maximum support and

freedom Allows practice of high levels of

independence


Laissez-Faire

Disadvantages Not possible to let workers

arrive at an individual decisions about patient care

Because of multidisciplinary care, decision must be centralized


Multicratic

One skill of a manager is identifying which style a particular situation requires

Combines the best of all approaches

Provides maximum structure when the situation requires

Levels of Management

Top level managers Middle-level managers First-level managers


Top level managers Looks at the whole organization Coordinate internal and external

influences Makes decisions with few

guidelines COO, CEO, CN, DNS, CNO


Responsibilities of top-level managers

Determining philosophy Setting policies Creating goals and priorities for

resource allocation Need great leadership, not part

of day-to-day operation


Middle-level managers Coordinates effort of lower levels of

the hierarchy Conduit between lower and top-level

managers Carry out day-to-day operation Involved in long term planning Establishing unit policies Nurse supervisors, head nurse, unit

managers


First-level managers Concerned with specific unit

workflow Deal with immediate problems in

daily operations


Top level managers Middle-level managers First-level managers

POSTTESTPOSTTEST

Answer the following as fast as you can: What is management? (3 pts) What are the processes of management? (4 items) Define Organizational chart (2 pts) Give at least 2 functions of the organizational chart

(2 items) What are the types of organizations? (4 pts) Give 2 advantages of Tall organization (2 items) Give at least 2 disadvantages of Tall organization

(2 items) Give 2 advantages of Flat organization (2 items) Give at least 2 disadvantages of Flat organization

(2 items) Organizational functions are usually stated in these

3 documents Organizational climate is shaped according to 3

factors

Differentiating the

Leader

and

Manager

Leaders ManagersMay or may not have official appointment to the positionHave power and authority enforce decisions only so long as followers are willing to be ledInfluence others toward goal setting, either formally or informallyInterested in risk-taking and exploring new ideasRelate to people personally in an intuitive and empathetic mannerFeel rewarded from personal achievementsMay or may not be successful as managers

Appointed officially to the positionHave power and authority to enforce decisions

Carry out predetermined policies, rules and regulation

Maintain an orderly, controlled, rational and equitable structureRelate people according to their rolesFeel rewarded when fulfilling organizational mission or goalsAre managers as long as appointment holds

Similarities and Differences

management 2008

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