Review of Major Management Functions Free Essays

string(24) " Presenting the plan 3\." MODULE 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. We will write a custom essay sample on Review of Major Management Functions or any similar topic only for you Order Now 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 controlling CONTENT 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): â€Å"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 manager’s 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 patient’s 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 cont rolling 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 authority 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 phase’s 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 Planning Planning, 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 â€Å"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); â€Å" 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. You read "Review of Major Management Functions" in category "Essay examples" 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 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 organization’s internal environment’s 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 70’s. 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 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/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 leader’s 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 leader’s 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 worker’s 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 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? How to cite Review of Major Management Functions, Essay examples