Facts of
Management
Definition of Management
Universal process
Is the ability to plan ,direct ,control and evaluate others in situations
where the outcomes are known or pre-established ,where one of more
ways of performing have been agreed upon based on evidence, where
feedback and communication is shared to improve clinical process and
outcomes, and where sustained relationships advance consistency of
purpose.
Difference between Leadership and Management
1. Managers
systems
tend
to
rely
on [Link] tend to rely on people.
[Link] are more concerned with
[Link]
tend to think of long term or strategic planning.
everyday problems they faced with
their planning.
[Link] are concerned with the
[Link] typically develop a
[Link] thus focus on getting vision of the future and a strategy to
things done and react to everyday get there.
pressures and events.
4.
[Link] the guiding ,influencing
[Link] Interpretation:
role.
[Link] from leaders in their [Link] sees him/herself as serving
implementing role
others.
[Link] usually sees him or
herself as being served by his/her
subordinates
5.A leader has an active attitude
[Link] has an impersonal ,if towards goal.A leader formulates
not passive attitude. Goals arise out goals in an effort to influence the
of necessity and are formulated in organization to bring about change
response to change ,in reaction to and to create a different future.
forces outside the organization.
[Link] are compared to be real
[Link] of work:
risks takers because they have faith
A. managers rely on planning in other people they have faith in
.budgeting and other management other people, faith in other people,
tools and do not want to take too faith in the judgment of their key
many risks because of their basic executives, and they focus on
survival instincts.
making the work of their followers
purposeful or meaningful in order to
motivate them.
[Link] are more task oriented
than leaders and are more detached
emotionally.
[Link]
and
motivation
is
concerned: They use threats and
rewards to subordinates
[Link]
empathized
with
employees
more
easily
and
communicate more freely.
[Link] create a sense of purpose
and hope to develop peoples
intrinsic motivation.
TRAITS NEEDED FOR EFFECTIVE MANAGERS
[Link] to identify reoccurring problems that exist where the design of
evidence based routines create structure and improved work efficiency .
[Link] and vigilant behavior in self and others.
3. Communication that maintains spirit de corps in the face of repetitive work
tasks.
Both leadership and management
are needed to deal with
complexity ,relationship dynamics ,new information
and new
organizational systems and structures, Thus clinical stimulation and
experiences provide opportunities for increasing their skills.
ATTRIBUTES OF AN EFFECTIVE MANAGER
V-ision to plan for the future of the organization.
I-ncreased decision making ability.
S-ound communication
I-ncreased trust
O-rganizational skills(validate things,supervise and follow up)
N-eutral
ROLE OF MANAGERS *Mintzberg
The Management Process
According to Henri Fayol (1916/1949) Management process
consists of:
[Link]
[Link]
[Link]
[Link] Controlling
Gulick and Urwick define the management process by acroymn
POSDCORB:
Planning,Organizing ,Staffing ,Directing,Coordinating,Reporting and
Budgeting
Management by Filipino Values
[Link] by KAYOD
-Highly dedicated
[Link] by LUSOT
-Looks for loopholes and will use them as an excuse for failure.
[Link] by LIBRO
- Operates by the dictates of the books or manuals.
[Link] by OIDO
-Learn his managerial skills by ear.
-Has vast field or practical experiences
[Link] by UGNAYAN
-Integrate various styles of management depending on the need of the
organization.
MANAGEMENT BY OBJECTIVES (MBO)
by :Peter Drucker
Focuses attention on individual achievement.
Motivates individuals to accomplishment
Measures performance in terms of results.
Tool for effective planning and appraisal.
MANAGEMENT BY
OBJECTIVES (MBO)
by :Peter Drucker
Step 1 he employee and supervisor agree on the duties and
responsibilities of the employees
Step 2 employee set short term goals and target dates.
Step 3 both parties agree on the criteria that will be used for
evaluation.
Step 4 regulary ,the employee and the supervisor meet to discuss
progress.
Step 5 the manager assists the employee to reach goals by coaching
and counselling.
Step 6 the manager determines whether the employee has met the
goals.
References:
Leading and Managing in Nursing
By Patricia S. Yoder-Wise
Nursing Leadership & Management
By Patricia Kelly
