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The Practice of Management

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Denis Asubwa
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98 views3 pages

The Practice of Management

Uploaded by

Denis Asubwa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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THE PRACTICE OF MANAGEMENT

OBJECTIVES:
Upon completion of this unit discussion and required reading, the student is
expected to be able to:
1. Define who/what managers are
2. Explain what managers do
3. list and define the roles of managers
4. Define and relate the skills needed to be a manger
5. Discuss the managerial functions and how a manager relates to these
functions and the employee

1. INTRODUCTION
A. Who are the managers?
All of us
B. What is management?
“Management is the process with both interpersonal and technical aspects,
through which the objectives of healthcare organizations are specified and
pursued by utilizing human and physical resources and technology.”

II. THE WORK OF MANAGERS


Getting things done through other people
System – input- output- accomplishment of objectives.
A. Functions – it may seem that the management process is a series of
discrete components but they are simultaneously.
1. Planning – deciding in advance what is to be done – charting a
course of action for the future. It is a necessary precursor to
other functions. It dictates the objectives and activities toward
which managers seek to lead other members of the organization.
-Also set objectives and standards by which actual performance
can be measured.
Why plan? ( 1). Focus on objectives so that organizational
objectives are spelled out and then a method to achieve
them is developed; planning contributes to the integration of
the actions of all organizational participants toward common ends
(2). It provides a means to help offset the pervasive uncertainty
that faces so many healthcare organizations.
(3) It enhances efficiency and effectiveness – costs can be
minimized through planning for efficient operation –
careful decisions not snap judgments.
(4) Effective planning facilities control – predetermined result
(standard)
2. Organizing – Bring people and resources together
- designing organization capable of achieving objectives.
Manager develop intentional patterns of relationships among
people and other resources in the organizations – resulting in an
organization design – proceeds from individual to positions into
work groups such as departments and units.

1
- Successful designs include features that ensure a high level of
integration of work – how does my job relate to yours in achieving
the objective or goal.
3. Leading (Directing) determine, initiate, integrate and oversee the
work of others.
A successful leader is not a bling follower of [articulate leadership
methods but chooses the method most appropriate for a given
situation success in leading – is influenced by how effectively
managers can motivate other people and by how well they cam
communicate to them.
a. Transactional leadership – needs of workers are met if they
perform to the leader’s expectations.
b. Transformational leader – one who develops a vision,
instill vision to workers, and they work to achieve this
vision.
4. Controlling – compare results with objectives (regulate activities
in accordance to the requirements of plans)
- Directly linked to the planning function.
It involves 4 steps.

a. Establish standards
b. Measure performance
c. Compare results with standards
d. Correction of performance deviations from standards.

B Skills Needed In Management

1. Technical skills – Knowledge of what to do – ability to use


methods, skills process and techniques of managing.
2. Human skills- Interpersonal skills – the abilities of managers to
get along to other people , to understand them, and to motivate and
lead them in the workplace
3. Conceptual skills- Mental abilities of managers to visualize all the
complex interrelationships among people, among departments,
among organizations and the external environment.

C. Roles played by Managers- engage in ceremonial / symbolic activities e,g


graduation (figurehead, liaison influencer).
1. Interpersonal – getting others to work together; working with
others motivate, inspire set example.
2. Informational – monitor, disseminate, spokesmen access to
information and ability to choose what to do to it.
3. Decisional - entrepreneur, disturbance handler, resource
allocator, negotiator bargain to employees, suppliers regulators etc.

2
III ETHICS AND THE MANAGER
A. Four principles to Guide Personal Behavior
1. Autonomy - individual’s rights to own beliefs and values,
individual has a right to.
2. Justice- be fair (fairness)
Three theories of justice: read page 61 of text
a. Egalitarian – all should have equal access to both the
benefits and the burdens arising from our pursuit of
health.
b. Libertarian –liberty for individuals
c. Utilitarian - justice is best served when fairness requires
a maximum of social and economic public utility is
maximized. Greatest good for the greatest number.

3. Beneficence – acting with charity and kindness – benefit to people

4. Non-maleficence
- Do no harm- manager makes decisions that minimize
harm
- Patient’s right to privacy

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