Review of Major Management Functions

MODULE TWO followup OF MAJOR counseling FUNCTIONS SPECIFIC OBJECTIVES 1. Describe the components of the strong charge 2. Give at least 5 teachings of nurse management 3. Define supply, organizing, leading, and irresponsible 4. severalise the purposes and benefits of planning 5. Describe the phases of planning 6. Differentiate between strategicalal and operational planning 7. Describes the go in strategic planning 8. Name the major chemical element of channelizeing 9. Name the important criteria in the delegation of responsibilities 10. Name and describe at least common chord techniques utilise in controllingCONTENT OUTLINE I. THE NATURE OF MANAGEMENT PROCESS A. linguistic rules of charge Process B. Components of Management Process II. planning A. The Nature of formulation B. Purposes of Planning C. Process of Planning D. Types of Planning III. ORGANIZING A. Principles of Organizing IV. DIRECTING A. Activities Related to enjoin B. Selected Tasks of Nurse Managers-Sup ervisor C. Leadership, Communication, Motivation V. CONTROLLING A. Principles of Controlling I. THE NURSING MANAGEMENT PROCESS Management has been defined as the operation of getting work done through others.According to Fayol (in Swansburg, 1993) To manage is to forecast and plan, to make, to command, to coordinate and to control. To foresee and provide means of examining the future day and drawing up the plan of exploit. To organize means building up the duple structure, material, and human of the undertaking. To command means binding together, unifying and harmonizing all activity and effort. To control means seeing that everything occurs in conformity with established rule and uttered demand. A. The Principles of Management Process Fayol listed the principles of management as follows Division of Labor * Authority * Discipline * Unity of Command * subordination of individual interests to the worldwide interest * centralisation * Scalar Chain nurse management is the off set by which nurse managers work through others to achieve apprehension for memorial tabletal goals. The nurse managers childbed is to plan, organize, direct, and control available financial, material and human resources so as to provide the most effective c be possible to groups of patients and their families. Swansburg (1993) identified thirteen general principles of nursing management as follows Nursing management is planning. * Nursing management is the effective use of time. * Nursing management is decision making. * Meeting patients nursing c ar needs is the business of the nurse manager. * Nursing management is the formulation and achievement of social goals. * Nursing management is organizing. * Nursing management denotes a constituent, social position or rank, discipline and a field of study. * Nursing management is the active organ of the segment of nursing, of the organization, and of society in which it functions. * Organizational cultures glisten values and belie fs. Nursing management is directing and leading. * A well-managed division of nursing motivates employees to perform satisfactorily. * Nursing management is competent communication. * Nursing management is controlling or evaluating. B. Component of Effective Management Tappen identified the components of effective management as follows * Leadership * Planning * Direction * monitor * Recognition * Development * Representation Management Functions Identified Henri Fayol (1925) first identified the management functions and briefly described below 1.Planning encompasses find philosophy, goals, objectives, policies, procedures and rules carrying out long- and short-range projections find out a fiscal course of action and managing planned change. 2. Organizing includes establishing the structure to carry out plans, determining the most appropriate type of patient c ar delivery, and separate activities to meet unit goals. Other functions convey working within the structure of the orga nization and commiserateing and using power and authority appropriately. 3. Staffing functions consist of recruiting, interviewing, hiring, and orienting provide.Scheduling, staff development, employee socialization, and team building argon similarly often included as staffing functions. Includes several staffing functions. 4. enjoin sometimes includes several staffing functions. However, this phases functions usually connote human resource management responsibilities, such(prenominal) as motivating, managing conflict, delegating, communicating, and facilitating collaboration 5. Controlling functions include public presentation appraisals, fiscal accountability, quality control, and professional and collegial control II. PLANNING A. Nature of PlanningPlanning, a dynamic and future oriented process is the first element of management. It is a complex, involving whole set of interrelated actions and decisions (Tappen, 1997) Planning has been defined in several instructions as for use making plan of action for a foreseeable future (Fayo, 1949, Swansburg, 1996) or as having specific aim or purpose and mapping out a program or method beforehand for accomplishment of a goal. (Douglas, 1988) a process of beginning with objectives, followed by deciding strategies, policies, then by detailed steps on how to achieve them ( Steiner, 1969).These definitions indicate that it is a process whereby it is decided in advance what to do, how to do it, when to do it, who is to do it, as well determining feedback as bases for new plans. The planning step of the management process not only consists of determining the like needs of disparate types of patients, but also includes establishing nursing objectives, determining budgetary allotments, deciding the size and type of staff needed, blueprint an organizational structure that will maximize staff effectiveness, and establishing operational policies and procedures. (Gillies, 1994). Planning is a staple fibre functio n of all managers.Why plan? There are many reasons for planning. B. Purposes of Planning According to Douglas (in Swansburg, 1996), the benefits and purposes of planning include the adjacent 1. Planning leads to success in achieving goals and objectives. 2. It gives intend to work 3. It provides for effective use of available personnel and facilities 4. It helps in coping with crisis situations 5. It is cost effective 6. It is based on past and future, thus helping expurgate the element of change. 7. It can be used to discover the need for change 8. It is needed for effective control or so other benefits are mentioned by Donovan(1975) These are 1.Satisfactory outcomes of decision 2. Improved functions in emergencies 3. Assurance of economy of time, space, and materials, and 4. The highest of personnel Processes of Planning The process of planning is divided into three phases 1. Developing the plan 2. Presenting the plan 3. Implementing and supervise the plan C. Types of Plannin g Types of planning. According to Tomey (1992), planning can either be a) long range or strategic planning and b) short range or operational planning. Tappen (1995), on the other hand, classified planning according to the purpose it serves.For typeface, health consider planning is a broad, survey approach to determining the health needs of a specified population, a comm consonance or even an entire nation. The National Health perplexity Plan is an example. Project planning is the process applied to a particular project within an organization or a project carried out in cooperation with other agencies. Strategic planning or long range planning extends to five years into the future. It begins with in-depth analysis of the organizations internal environments strength and weaknesses and the external opportunities and threats so that pragmatic goals can be set for the future.Strategic planning goals are more generic and broader than those of operational planning. Historically, strat egic planning became plethoric in US health care settings and literature in the 1980s in response to major changes in the health care industry which began in the 70s. These changes amount to a higher(prenominal) cost of health care to the extent that it is almost unaffordable to the general public. Chief executives of health care organizations are resorting to mergers, formulate ventures, networking, and other ways of cutting be in order to survive.The main purposes of strategic planning are to clarify beliefs and values and to give direction to the organization III. ORGANIZING Organizing is a thinking process that identifies the organizational needs from mission statements and objectives and from observation of works performed, then adapting the organizational design and structure to meet these needs. It is the process of designing the machine. During the organizing process, activities are grouped, responsibility and authority are determined, and working relationships are establ ished to enable both the organization and the employees to realize their common objectives A.Principles of Organizing 1. The Principle of Chain of Command. This principle denotes centralized authority. It states that to be satisfying to members, economically effective, and successful in achieving their goals, organizations are established with hierarchical relationships within which authority flows from top to bottom. The pure line or hierarchical structure is a straightforward, direct chain of command pattern that emphasizes superior subordinate relationship, in the more modern organizations however, the chain of command is flat. 2. The Principle of Unity of Command.This principle states that employee has one supervisor/drawing card and one plan for a group of activities with the same objective. Although an employee may interact with many different individuals in the course of his work, he should be obligated to only one supervisor, whose direction he may regard as final. In Nur sing, primary nursing and shield management support the principle of unity of command. 3. The Principle of Span of Control. States that a person should be a supervisor of a group that he or she can effectively supervise in terms of numbers, functions, and geography.This principle is flexible because the more trained an employee is the less supervision is needed, while those still under grueling need more supervision to anticipate mistakes. 4. The Principle of specialization. States that each person perform a single leading function, This concept of division of labor or the differentiation among kinds of duties, springs from this principle IV. DIRECTING Directing is a function of leading. It involves the activities of commanding, supervising, coordinating, leading, implementing, delegating, communicating, training, and motivating.It is also a process by which nursing personnel are inspired and make to accomplish work. A. Activities Related to Directing 1. Formulating objectives for care that are realistic for the health agency, patient, client, and nursing personnel 2. Giving first priority to the needs of the client appoint to the nursing staff 3. Providing for condition and talent among departments that provided support service 4. Identifying responsibility for all activities 5. Providing for safe and continuous care 6. Considering the need for variety in task assignment and for development of personnel 7.Providing for the leaders availability to staff members for assistance. 8. Trusting members to follow through with their assignments 9. Interpreting protocol for responding to incidental requests 10. Explaining procedure to be followed in emergencies. 11. Giving clear, concise, formal and knowledgeable direction 12. Using a management control process B. Elements of Directing 1. Leadership. The leaders philosophical beliefs, abilities, leadership style influence greatly the way he directs. 2. Communication. Using good communication techniques is one o f the hallmarks of effective leadership and management.The nurse manager must understand that cooperation and communication in an organization go hand in hand. 3. Motivation. Motivating employees achieve high productivity and job satisfaction. V. CONTROLLING Controlling is the leadership function in which performance is measured and tonic action is taken to assure accomplishment of organizational goals. Controlling includes coordination of numerous activities, decision making related to planning and organizing activities, and information from the directing and evaluating of each workers performance. A.Principles of Controlling 1. The Principle of Uniformity ensures that controls are related to the organizational structure 2. The Principle of Comparison ensures that controls are stated in terms of the standards of the performance required 3. The Principle of Exception provides summaries that identify exceptions to the standards. 4. Establishing Standards. The controlling process establishes standards in terms of expected and measurable outcomes. These are the yardsticks by which achievement of objectives are measured. 5. step Performance.The standards are applied by collecting data and measuring the activities of nursing management, comparing standards with actual care. 6. Correcting Deviation. Any improvements deemed necessity from the feedback are made LEARNING ACTIVITIES 1. plow the similarities between the nursing process and the nursing management process 2. Describe at least three components of effective management 3. Give one example of a strategic or operational planning that you have made in relation to your professional lifetime 4. How will you apply the principles of directing and controlling in your field of work at present?Review of Major Management FunctionsMODULE TWO REVIEW OF MAJOR MANAGEMENT FUNCTIONS SPECIFIC OBJECTIVES 1. Describe the components of the effective management 2. Give at least 5 principles of nursing management 3. Define planning, organizing, leading, and controlling 4. State the purposes and benefits of planning 5. Describe the phases of planning 6. Differentiate between strategic and operational planning 7. Describes the steps in strategic planning 8. Name the major element of directing 9. Name the important criteria in the delegation of responsibilities 10. Name and describe at least three techniques used in controllingCONTENT OUTLINE I. THE NATURE OF MANAGEMENT PROCESS A. Principles of Management Process B. Components of Management Process II. PLANNING A. The Nature of Planning B. Purposes of Planning C. Process of Planning D. Types of Planning III. ORGANIZING A. Principles of Organizing IV. DIRECTING A. Activities Related to Directing B. Selected Tasks of Nurse Managers-Supervisor C. Leadership, Communication, Motivation V. CONTROLLING A. Principles of Controlling I. THE NURSING MANAGEMENT PROCESS Management has been defined as the process of getting work done through others.According to Fayol (in Swansburg, 1993) To manage is to forecast and plan, to organize, to command, to coordinate and to control. To foresee and provide means of examining the future and drawing up the plan of action. To organize means building up the dual structure, material, and human of the undertaking. To command means binding together, unifying and harmonizing all activity and effort. To control means seeing that everything occurs in conformity with established rule and expressed demand. A. The Principles of Management Process Fayol listed the principles of management as follows Division of Labor * Authority * Discipline * Unity of Command * Subordination of individual interests to the general interest * Centralization * Scalar Chain Nursing management is the process by which nurse managers work through others to achieve nursing organizational goals. The nurse managers task is to plan, organize, direct, and control available financial, material and human resources so as to provide the most effe ctive care possible to groups of patients and their families. Swansburg (1993) identified thirteen general principles of nursing management as follows Nursing management is planning. * Nursing management is the effective use of time. * Nursing management is decision making. * Meeting patients nursing care needs is the business of the nurse manager. * Nursing management is the formulation and achievement of social goals. * Nursing management is organizing. * Nursing management denotes a function, social position or rank, discipline and a field of study. * Nursing management is the active organ of the division of nursing, of the organization, and of society in which it functions. * Organizational cultures reflect values and beliefs. Nursing management is directing and leading. * A well-managed division of nursing motivates employees to perform satisfactorily. * Nursing management is efficient communication. * Nursing management is controlling or evaluating. B. Component of Effective M anagement Tappen identified the components of effective management as follows * Leadership * Planning * Direction * Monitoring * Recognition * Development * Representation Management Functions Identified Henri Fayol (1925) first identified the management functions and briefly described below 1.Planning encompasses determining philosophy, goals, objectives, policies, procedures and rules carrying out long- and short-range projections determining a fiscal course of action and managing planned change. 2. Organizing includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals. Other functions involve working within the structure of the organization and understanding and using power and authority appropriately. 3. Staffing functions consist of recruiting, interviewing, hiring, and orienting staff.Scheduling, staff development, employee socialization, and team building are also often incl uded as staffing functions. Includes several staffing functions. 4. Directing sometimes includes several staffing functions. However, this phases functions usually entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration 5. Controlling functions include performance appraisals, fiscal accountability, quality control, and professional and collegial control II. PLANNING A. Nature of PlanningPlanning, a dynamic and future oriented process is the first element of management. It is a complex, involving whole set of interrelated actions and decisions (Tappen, 1997) Planning has been defined in several ways as for example making plan of action for a foreseeable future (Fayo, 1949, Swansburg, 1996) or as having specific aim or purpose and mapping out a program or method beforehand for accomplishment of a goal. (Douglas, 1988) a process of beginning with objectives, followed by deciding strategies, p olicies, then by detailed steps on how to achieve them ( Steiner, 1969).These definitions indicate that it is a process whereby it is decided in advance what to do, how to do it, when to do it, who is to do it, as well determining feedback as bases for new plans. The planning step of the management process not only consists of determining the care needs of different types of patients, but also includes establishing nursing objectives, determining budgetary allotments, deciding the size and type of staff needed, designing an organizational structure that will maximize staff effectiveness, and establishing operational policies and procedures. (Gillies, 1994). Planning is a basic function of all managers.Why plan? There are many reasons for planning. B. Purposes of Planning According to Douglas (in Swansburg, 1996), the benefits and purposes of planning include the following 1. Planning leads to success in achieving goals and objectives. 2. It gives meaning to work 3. It provides for e ffective use of available personnel and facilities 4. It helps in coping with crisis situations 5. It is cost effective 6. It is based on past and future, thus helping reduce the element of change. 7. It can be used to discover the need for change 8. It is needed for effective control Some other benefits are mentioned by Donovan(1975) These are 1.Satisfactory outcomes of decision 2. Improved functions in emergencies 3. Assurance of economy of time, space, and materials, and 4. The highest of personnel Processes of Planning The process of planning is divided into three phases 1. Developing the plan 2. Presenting the plan 3. Implementing and monitoring the plan C. Types of Planning Types of planning. According to Tomey (1992), planning can either be a) long range or strategic planning and b) short range or operational planning. Tappen (1995), on the other hand, classified planning according to the purpose it serves.For example, health care planning is a broad, survey approach to deter mining the health needs of a specified population, a community or even an entire nation. The National Health Care Plan is an example. Project planning is the process applied to a particular project within an organization or a project carried out in cooperation with other agencies. Strategic planning or long range planning extends to five years into the future. It begins with in-depth analysis of the organizations internal environments strength and weaknesses and the external opportunities and threats so that realistic goals can be set for the future.Strategic planning goals are more generic and broader than those of operational planning. Historically, strategic planning became prevalent in US health care settings and literature in the 1980s in response to major changes in the health care industry which began in the 70s. These changes amount to a higher cost of health care to the extent that it is almost unaffordable to the general public. Chief executives of health care organization s are resorting to mergers, joint ventures, networking, and other ways of cutting costs in order to survive.The main purposes of strategic planning are to clarify beliefs and values and to give direction to the organization III. ORGANIZING Organizing is a thinking process that identifies the organizational needs from mission statements and objectives and from observation of works performed, then adapting the organizational design and structure to meet these needs. It is the process of designing the machine. During the organizing process, activities are grouped, responsibility and authority are determined, and working relationships are established to enable both the organization and the employees to realize their common objectives A.Principles of Organizing 1. The Principle of Chain of Command. This principle denotes centralized authority. It states that to be satisfying to members, economically effective, and successful in achieving their goals, organizations are established with hi erarchical relationships within which authority flows from top to bottom. The pure line or hierarchical structure is a straightforward, direct chain of command pattern that emphasizes superior subordinate relationship, in the more modern organizations however, the chain of command is flat. 2. The Principle of Unity of Command.This principle states that employee has one supervisor/leader and one plan for a group of activities with the same objective. Although an employee may interact with many different individuals in the course of his work, he should be responsible to only one supervisor, whose direction he may regard as final. In Nursing, primary nursing and case management support the principle of unity of command. 3. The Principle of Span of Control. States that a person should be a supervisor of a group that he or she can effectively supervise in terms of numbers, functions, and geography.This principle is flexible because the more trained an employee is the less supervision is needed, while those still under straining need more supervision to prevent mistakes. 4. The Principle of specialization. States that each person perform a single leading function, This concept of division of labor or the differentiation among kinds of duties, springs from this principle IV. DIRECTING Directing is a function of leadership. It involves the activities of commanding, supervising, coordinating, leading, implementing, delegating, communicating, training, and motivating.It is also a process by which nursing personnel are inspired and motivated to accomplish work. A. Activities Related to Directing 1. Formulating objectives for care that are realistic for the health agency, patient, client, and nursing personnel 2. Giving first priority to the needs of the client assigned to the nursing staff 3. Providing for condition and efficiency among departments that provided support service 4. Identifying responsibility for all activities 5. Providing for safe and continuous care 6. Considering the need for variety in task assignment and for development of personnel 7.Providing for the leaders availability to staff members for assistance. 8. Trusting members to follow through with their assignments 9. Interpreting protocol for responding to incidental requests 10. Explaining procedure to be followed in emergencies. 11. Giving clear, concise, formal and informal direction 12. Using a management control process B. Elements of Directing 1. Leadership. The leaders philosophical beliefs, abilities, leadership style influence greatly the way he directs. 2. Communication. Using good communication techniques is one of the hallmarks of effective leadership and management.The nurse manager must understand that cooperation and communication in an organization go hand in hand. 3. Motivation. Motivating employees achieve high productivity and job satisfaction. V. CONTROLLING Controlling is the leadership function in which performance is measured and corrective action is ta ken to assure accomplishment of organizational goals. Controlling includes coordination of numerous activities, decision making related to planning and organizing activities, and information from the directing and evaluating of each workers performance. A.Principles of Controlling 1. The Principle of Uniformity ensures that controls are related to the organizational structure 2. The Principle of Comparison ensures that controls are stated in terms of the standards of the performance required 3. The Principle of Exception provides summaries that identify exceptions to the standards. 4. Establishing Standards. The controlling process establishes standards in terms of expected and measurable outcomes. These are the yardsticks by which achievement of objectives are measured. 5. Measuring Performance.The standards are applied by collecting data and measuring the activities of nursing management, comparing standards with actual care. 6. Correcting Deviation. Any improvements deemed nec essary from the feedback are made LEARNING ACTIVITIES 1. Discuss the similarities between the nursing process and the nursing management process 2. Describe at least three components of effective management 3. Give one example of a strategic or operational planning that you have made in relation to your professional life 4. How will you apply the principles of directing and controlling in your field of work at present?