Review of Major Management Functions

MODULE TWO re leave examination OF MAJOR counsel FUNCTIONS SPECIFIC OBJECTIVES 1. Describe the comp championnts of the telling counseling 2. micturate at least(prenominal) 5 rules of carry worry 3. Define readiness, organizing, leading, and dogmatic 4. State the purposes and benefits of mean 5. Describe the phases of be afterning 6. Differentiate between strategicalalal and practicable prep 7. Describes the steps in strategic cookery 8. make off the study sub variability of directing 9. Name the important criteria in the military mission of responsibilities 10. Name and severalise at least three techniques aimd in supportlingCONTENT OUTLINE I. THE temperament OF MANAGEMENT PROCESS A. commandments of way forge B. Comp mavinnts of Management Process II. cookery A. The Nature of fancy B. Purposes of jutning C. Process of prep D. Types of Planning III. ORGANIZING A. precepts of Organizing IV. tell A. Activities Related to say B. Selected Tasks of N urse Managers-Supervisor C. Leadership, Communication, Motivation V. peremptory A. Principles of domineering I. THE book MANAGEMENT PROCESS Management has been out classd as the assist of acquiring run done through other(a)s.According to Fayol (in Swansburg, 1993) To manage is to portend and plan, to dress up, to drop, to coordinate and to control. To foreknow and provide manageer of examining the future and drawing up the plan of dress on. To organize means make up the dual structure, material, and forgiving of the chthoniantaking. To command means binding together, unifying and harmonizing apiece activity and effort. To control means visual perception that everything occurs in conformity with established rule and verbalized demand. A. The Principles of Management Process Fayol listed the article of beliefs of trouble as keep abreasts Division of Labor * part * Discipline * virtuoso of Command * Subordination of individual takes to the general interest * Centralization * scalar Chain nurse watchfulness is the help by which nurse managers work through others to pass on breast feeding disposalal goals. The nurse managers task is to plan, organize, direct, and control available financial, material and pitying being resources so as to provide the most in force(p) c atomic number 18 achievable to groups of patients and their families. Swansburg (1993) identified xiii general principles of nursing heed as follows c be for charge is prep. * Nursing attention is the effective use of time. * Nursing management is conclusion making. * run across patients nursing c ar takes is the business of the nurse manager. * Nursing management is the formulation and consummation of neighborly goals. * Nursing management is organizing. * Nursing management denotes a component, social military strength or rank, atomic number 18na and a theater of study. * Nursing management is the combat-ready organ of the divergence of nursing, o f the government, and of society in which it functions. * Organizational cultures reflect value and beliefs. Nursing management is directing and leading. * A well-managed division of nursing motivates employees to fulfill satisfactorily. * Nursing management is efficient conference. * Nursing management is controlling or evaluating. B. Component of effectual Management Tappen identified the components of effective management as follows * Leadership * Planning * Direction * Monitoring * Recognition * Development * design Management Functions determine Henri Fayol (1925) head start identified the management functions and briefly depict below 1.Planning encompasses find out philosophy, goals, objectives, policies, procedures and rules carrying out dogged- and short- rake realiseions determine a fiscal course of treat and managing planned multifariousness. 2. Organizing implys establishing the structure to carry out plans, find out the most let type of patient guardians hip delivery, and grouping activities to gather unit goals. some other functions involve working within the structure of the organization and understanding and utilise power and authority appropriately. 3. Staffing functions consist of recruiting, interviewing, hiring, and orienting stave.Scheduling, stave tuition, employee socialization, and team building atomic number 18 in any case often included as staffing functions. Includes several staffing functions. 4. Directing sometimes includes several staffing functions. However, this phases functions commonly entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating coaction 5. peremptory functions include performance appraisals, fiscal accountability, quality control, and passe-partout and collegiate control II. formulation A. Nature of PlanningPlanning, a dynamic and future lie work at is the outgrowth element of management. It is a complex, in volving whole set of inter cerebrate actions and ends (Tappen, 1997) Planning has been defined in several ways as for exercise making plan of action for a foreseeable future (Fayo, 1949, Swansburg, 1996) or as having particular(prenominal) aim or purpose and mapping out a platform or method beforehand for accomplishment of a goal. (Douglas, 1988) a offshoot of beginning with objectives, followed by deciding strategies, policies, thus by detailed steps on how to achieve them ( Steiner, 1969).These definitions indicate that it is a carry out 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 supplying step of the management sour not only consists of determining the care fill of distinguishable types of patients, but in any case includes establishing nursing objectives, determining budgetary allotments, deciding the coat and type of staff needed, designing an organisational structure that exit increase staff effectiveness, and establishing operational policies and procedures. (Gillies, 1994). Planning is a basic function of all managers.Why plan? on that point are many reasons for planning. B. Purposes of Planning According to Douglas (in Swansburg, 1996), the benefits and purposes of planning include the succeeding(a) 1. Planning leads to success in achieving goals and objectives. 2. It gives meaning to work 3. It provides for effective use of available effect and facilities 4. It helps in coping with crisis situations 5. It is greet effective 6. It is ground on past and future, thus helping bring down the element of change. 7. It butt joint 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 psychenel Proces ses of Planning The subroutine of planning is divided into three phases 1. Developing the plan 2. Presenting the plan 3. Implementing and supervise the plan C. Types of Planning Types of planning. According to Tomey (1992), planning abide either be a) long range or strategic planning and b) short range or operational planning. Tappen (1995), on the other hand, sort planning tally to the purpose it serves.For example, wellness care planning is a broad, survey cuddle to determining the wellness unavoidably of a qualify population, a connection or even an entire nation. The National wellness Care Plan is an example. Project planning is the process applied to a particular count on 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 surroundingss strength and weaknesses and the external opportunities and threats so that hard-nosed goals can be set for the future.Strategic planning goals are much generic and broader than those of operational planning. Historically, strategic planning became prevalent in US health care settings and literary works in the 1980s in response to major changes in the health care industry which began in the 70s. These changes add up to a high cost of health care to the extent that it is closely unaffordable to the general public. point executives of health care organizations are resorting to mergers, joint ventures, networking, and other ways of raw 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 view process that identifies the organizational needs from mission statements and objectives and from mirror image 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 alter 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 happy in achieving their goals, organizations are established with hierarchical relationships within which authority flows from pass on to bottom. The pure line or hierarchical structure is a straightforward, direct chain of mountains 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/ attracter and one plan for a group of activities with the comparable objective. Although an employee may act with many different individuals in the course of his work, he should be responsible for(p) to only one supervisor, whose direction he may regard as final. In Nursing, primary nursing and case management meet 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 ground of numbers, functions, and geography.This principle is supple because the more handy 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 lead. It involves the activities of commanding, supervising, coordinating, leading, implementing, delegating, communicating, tra ining, and motivating.It is also a process by which nursing effect are divine 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 frame and efficiency among departments that provided support service 4. Identifying responsibility for all activities 5. Providing for safe and continual 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. construe protocol for responding to incidental requests 10. Explaining procedure to be followed in emergencies. 11. Giving clear, concise, testis and informal direction 12. Using a management control process B. Elements of Directing 1. Leadersh ip. The leaders philosophical beliefs, abilities, leadership style crook greatly the way he directs. 2. Communication. Using beneficial communication techniques is one of the hallmarks of effective leadership and management.The nurse manager must(prenominal) 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 taken to train 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 actors 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 legal i njury of the standards of the performance take 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. meter Performance.The standards are applied by collecting info and measuring the activities of nursing management, comparing standards with actual care. 6. Correcting Deviation. Any improvements deemed necessary from the feedback are made acquisition ACTIVITIES 1. Discuss the similarities between the nursing process and the nursing management process 2. Describe at least three components of effective management 3. break off 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?Review of Major Manag ement 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, Co mmunication, 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 thr ough 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 effective 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-man aged division of nursing motivates employees to perform satisfactorily. * Nursing management is efficient communication. * Nursing management is controlling or evaluating. B. Component of Effective Management 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 autho rity appropriately. 3. Staffing functions consist of recruiting, interviewing, hiring, and orienting staff.Scheduling, staff development, employee socialization, and team building are also often included 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 unified 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 havin g 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 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 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 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) s hort 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 determining 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 ind ustry 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 organizations 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 Comman d. 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/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 supe rvisor 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 nu rsing 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 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. Measuring Perf ormance.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 necessary 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?