The manipulation of people,

the environment, money, time,

and other resources to reach organizational goals
To forecast and plan, to organize and to command, to
coordinate, and to control (Fayol)
The creation of an internal environment in an
enterprise in which individuals work together as a
group
 Now more than ever, there is a greater
emphasis on the business of health care,
with managers being involved in the
financial and marketing aspects of their
respective departments.
 It is also defined as a process of coordinating
actions and allocating resources to achieve
organizational goals.
 Have an assigned position within the formal
organization.
Have a legitimate source of power due to
the delegated authority that accompanies
their position.
Are expected to carry out specific functions,
duties, and responsibilities.
Emphasize control, decision making,
decision analysis, and results.
 Manipulate people, the environment,
money, time, and other resources to
achieve organizational goals.
Have a greater formal responsibility and
accountability for rationality
and control than leaders.
Direct willing and unwilling
subordinates.
 Leaders
Often do not have delegated
authority, but obtain their
power through other means.
Have a wider variety of roles
than managers.
Are frequently not part of the
formal organization.
Focus on group process,
information gathering,
feedback, and empowering
others.
Managers
Are always assigned a position
within an organization.
Have a legitimate source of
power due to the delegated
authority that accompanies their
position.
Are expected to carry out
specific functions.
Emphasize control, decision
making, decision analysis, and
results.
Whereas management emphasizes controlcontrol
of hours, costs, salaries, overtime, use of sick
leave, inventory, and supplies

Leadership increases productivity by maximizing

workforce effectiveness.
 Scientific Management
- Focus is on goals and productivity. The
organization is viewed as a machine to be run
efficiently to increase production.
-Managers must closely supervise the work to
assure maximum efficiency.
-Workers must have proper tools and
equipment.
-There is a focus on training the worker to
work most efficiently, and performance
incentives are used.
-Time and motion studies are the vehicle for
determining how to do and organize the work
in the most efficient manner.
 Bureaucratic Management
-Focus is on superior-subordinate
communication transmitted from the top down
via a clear chain of command, a hierarchy of
authority, and a division of labor chain.
-Uses rational, impersonal management
process.
-Uses explicit rules and regulations for
governing activities; focuses on exacting work
processes and technical competence.
-Uses merit and skill as basis for work
processes and technical competence.
-Uses merit and skill as basis for
promotion/reward.
-Emphasizes lifetime career service and
salaried managers.
 The bureaucratic organization was a
hierarchy with clear superior-subordinate
communication and relations, based on
positional authority, in which orders from the
top were transmitted down through the
organization via a clear chain of command.
 Administrative Management
-Focus is on the science of management and
principles of an organization applicable in any
setting.
-Identifies need for Planning, Organizing,
Supervising, Directing, Controllling,
Organizing, Reviewing and Budgeting
(POSDCORB).
-Commonly referred to as the management
process that involves planning, organizing,
coordinating, and controlling.
-Concerned with optimal approach for
administrators to achieve economic efficiency.
 Administrative principles are general
principles of management that are relevant to
any organization. In addition to some of the
principles described as the management
process, principles such as unity of command
and direction were identified.
 Human Relations
-Focuses on empowerment of the individual
worker as the source of control, motivation,
and productivity in organizations.
-Hawthorne studies at Western Electric plant in
Chicago led to belief that human relations
between workers and managers and mong
workers were the main determinants of
efficiency.
-The Hawthorne effect refers to the
phenomena of how being observed or studied
results in a change of behavior.
-Emphasizes that participatory decision
making increases worker autonomy. Provides
training to improve work.
 Planning
Organizing
Staffing
Directing
Controlling
 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
 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.
 Consists of recruiting, interviewing, hiring, and
orienting staff. Scheduling, staff development,
employee socialization, and team building are also
often included as staffing functions.
 Usually entails human resource management
responsibilities, such as motivating, managing
conflict, delegating, communicating, and
facilitating collaboration.
 Includes performance appraisals, fiscal
accountability, quality control, legal and
ethical control, and professional and collegial
control
3 categories:
Information-processing role
-monitor, disseminator, and spokesperson,
each of which is used to manage the
information needs that people have.
Interpersonal role
-figurehead, leader, and liaison, and each of
these is used to manage relationships with
people.
Decision-making role
-entrepreneur, disturbance handler, allocator
of resources, and negotiator roles that
managers use to take action when making a
decision.
If you dont know where you are going, any
road will do.
 The sum total or outcome of the processes by
which an organization engages in
environmental analysis, goal formulation, and
strategy development with the purpose of
organizational growth and renewal.
 Drucker (1973) defines strategic planning as
a continuous, systematic process of making
risk-taking decisions today with the greatest
possible knowledge of their effects on the
future
An ongoing and is especially needed
whenever the organization is experiencing
problems or internal/external review
problems.
 It is important that everyone has the same
idea or vision for where the organization is
headed
Good plan can help to ensure that the needed
resources are available to carry out the
initiatives that have been identified as
important to the unit or agency.
 Environmental Assessment
-an environmental or a situational assessment
requires a broad view of organizations current
environment.
-it is important that the internal environment
as well as the external environment be
carefully appraised.
 SWOT Analysis
-is a tool that is frequently used to conduct
these environmental assessments.
Strengths
Weaknesses
Opportunities
Threats
-useful both for initial brainstorming and for a
more formal planning document.
 Community and Stakeholder Assessment
-a systematic consideration of all potential
stakeholders to ensure that the needs of each
of these stakeholders are incorporated in the
planning phase.
 A philosophy is a statement of beliefs based
on core valuesinner forces that give us
purpose (Raphael, 1994)
A units mission and vision are most
authentic if they are developed based on the
philosophy or core beliefs of the team.
 A mission is a call to live out something that
matters or is meaningful (Wesorick, et. al.,
1998).
An organizations mission reflects the
purpose and direction of the health care
agency or a department within it, that is, why
the agency exists.
 Covey (1997) states, An organizational
mission statementone that truly reflects the
shared vision and values of everyone within
the organizationcreates a unity and
tremendous commitment
 Questions to be answered in making a
mission:
What do we stand for?
What principles or values are we willing to
defend?
Who are we here to help?
 Reflects what the organization wants to be.
Elements:
1. It is written down
2. It is written in present tense, using action
words, as though it were already
accomplished.
3. It covers a variety of activities and spans
broad time frames.
4. It balances the needs of service providers,
clients and the environment. This balance
anchors the vision to reality.
 The next step in the strategic planning
process is to develop broad strategies that
span the next three to five years and then
develop annual goals and objectives to meet
each of these strategies.
 A goal is a specific aim or target that the
organization wishes to attain within a time
span.
An objective is the measurable step to be
taken to reach a goal.