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MANAGEMENT
• IT IS A PROCESS
• WORKS TOWARD OBJECTIVES
• USES RESOURCES
• OCCURS IN A FORMAL ORGANIZATIONAL SETTING
MANAGEMENT FUNCTIONS
• DECISION MAKING– PLANNING - DECIDING IN ADVANCE– DIRECTING - INITIATING WORK– CONTROLLING - REGULATING
ACTIVITIES– ORGANIZING - INTENTIONAL PATTERNS– STAFFING
MANAGEMENT COMPETENCIES
• SKILLS
• KNOWLEDGE
• ABILITY
• NATIONAL CENTER FOR HEALTHCARE LEADERSHIP – page 250
MANAGEMENT MEASURES
• STRUCTURAL - NUMBER OF BEDS
• PROCESS – PATIENT VISITS
• OUTCOME – READMISSIONS
MANAGEMENT STYLES
• CLASSIC VS CONTEMPORARY
• HEIRARCHICAL VS COOPERATIVE
• LINEAR VS MULTITASKING
• FORMAL VS INFORMAL
• MALE VS FEMALE
HEALTH CARE ORGANIZATIONS
• CONSTANT TENSION BETWEEN MANAGERS AND PROFESSIONAL OR TECHNICAL STAFF
• MANAGER’S JOB SHOULD BE TO SUPPORT PATIENT CARE
WEBER’S BUREAUCRACY
• CLEAR DIVISION OF LABOR• POSITIONS ARE ARRANGED IN A
HEIRARCHY - CHAIN OF COMMAND• FORMAL RULES AND REGULATIONS
GUIDE EMPLOYEES• IMPERSONAL RELATIONSHIPS• EMPLOYMENT BASED ON TECHNICAL
COMPETENCE
CLASSIC CONCEPTS OF ORGANIZATION DESIGN
• DIVISION OF WORK
• AUTHORITY AND RESPONSIBILITY
• DEPARTMENTATION
• SPAN OF CONTROL
• COORDINATION
GENERALIZATION
• EVERYONE DOES EVERYTHING
• WORK IS INTERESTING & VARIED
• PRIDE AND ACCOUNTABILITY
• THE ORGANIZATION IS FLEXIBLE
• JACK OF ALL TRADES, MASTER OF NONE
SPECIALIZATION
• EVERYONE DOES ONE TASK
• HENRY FORD’S ASSEMBLY LINE
• TENDS TO BE BORING
• LITTLE INDIVIDUAL RESPONSIBILITY
• INFLEXIBLE - SLOW TO RESPOND
• REQUIRES MORE MANAGEMENT
AUTHORITY
• POWER DERIVED FROM ONE’S POSITION
• LINE AUTHORITY - CHAIN OF COMMAND
• STAFF AUTHORITY - ADVISORY
RESPONSIBILITY
• OBLIGATIONS DERIVED FROM ONE’S POSITION
• TO PERFORM FUNCTIONS• TO ACHIEVE OBJECTIVES
• THESE TWO OBLIGATIONS MAY CONFLICT
CONTROL
• FLAT VS TALL
• EXECUTIVE VS OPERATIVE
• HOW MANY ARE SUPERVISED
• HOW TIGHT IS THE CONTROL