Chapter 6 Roles and Functions of Managers: Planning, Organizing and Staffing, Directing, and Controlling
Four Stages of a Mentoring Relationship
1. Birth of the relationship 2. Engagement 3. Sustainment 4. Transition
The Controlling Process
1. Establishing standards: determining the specific indicators or quantifiable measures of acceptable work. 2. Measuring performance:comparing outputs of processes to established standards. 3. Correcting deviation: taking action to improve outputs of processes that do not meet established standards.
Functions of Management
1. Planning 2. Organizing and staffing 3. Directing 4. Controlling
Planning Facilities Stage: PREDESIGN
1. Planning team selection for those involved in facility planning 2. Preplanning
Components of a Policy and Proceedure
1. Policy statement: a brief statement of the guiding principle to be communicated. 2. Purpose statement: a brief statement outlining the reason for inclusion of the policy and procedure. 3. Scope: lists the employee groups to which the policy and procedure apply. 4. Materials: any materials needed to carry out the procedures outlined. 5. Procedures: statements outlining the specific actions to be taken by the identified employee groups and criteria for determining adherence to the policy. 6. References: any related policies and procedures that should also be reviewed. 7. Approvals: names the persons responsible for oversight of the policy and procedure 8. Implementation date and review date: lists the date of the last review and update of the policy and procedure.
Staffing Activities HUMAN RESOURCES PLANNING
collaborating with management and supervisors at all levels of the organization to forecast the organization's short-term and long-term personnel needs based on the organizational mission, leadership vision, and strategic plans.
Vision Statement
expresses the aspirational and inspirational messages about what a department or organization would like to become as it seeks to fulfill its mission. Lay out the most primary goals, they do not outline a plan to achieve those goals. a vision that is not based on reality is a mirage.
Strategic Planning
long-term planning, the process of determining the long-term goals of an organization, developing concrete measure of success and achievement and formulating the strategies and general action plans to accomplish these goals.
Objectives
measurable steps that are taken to reach a goal that is a major accomplishment related to the organization's or systems output.
Staffing Activities TRAINING and DEVELOPMENT
meeting the short- and long-term education and professional development needs of employees at all levels of the organization.
Types of Controls QUALITY
quantitative measures of quality, such as outcome measures or patient or customer satisfaction.
Staffing Activities RECRUITMENT
seeking out and attracting adequate numbers of qualified personnel to meet the organizational needs on an ongoing basis, including contingencies such as resignations and leaves of absence.
Staffing Activities HIRING
selecting the appropriate personnel for vacant positions and associated activities such as benefits counseling, background, and reference checks.
Types of Controls PHYSICAL
standards related to tangible elements of a product or outcome of a process, such as smoothness, texture or size
Staffing Activities SEPARATION
terminating the employment of personnel because of resignation, inadequate job performance, or a decrease in organizational resources; disciplinary activities may preclude separation as necessary.
Skill Mix
the appropriate ratio of OTs, OTAs, and service extenders or aides needed to provide care that is effective but also cost efficient.
Types of Control COST
the cost of a process, such as the cost per unit of services provided, or the cost of materials associated with a process, such as fabricating a splint.
Requisite Managerial Authority
the level of control and discretion that a manager must have to be fairly held responsible for the outcomes of work groups, including the authority to hire and fir employees and determine rewards.
Staffing
the process of assuring that the right person is completing the right tasks within pre-determined work units and that these persons have the necessary skills to do the job.
Planning
the process of deciding what to do by setting performance objectives, short-term and long-term goals and action plans related to the organizations mission by identifying the activities needed to accomplish this. determining the needs for the human resources, materials, supplies, facilities, and equipment required to meet goals and objectives.
Organizing
the process of designing workable units, determining lines of authority and communication, and developing and managing patterns of coordination. -Who is responsible for work tasks and outputs of critical work processes? - Who has the authority to make decisions? - The functional separation of work activities. - The expected levels of performance for individuals and groups.
Strategic Planning
the process of determining the long-term goals of an organization, developing concrete measures of success and achievement, and formulating the strategies and general action plans needed to accomplish these goals.
Controlling
the process of establishing performance standards and measuring, evaluating and correcting performance.
Controlling
the process of measuring performance against expectations and taking action to eliminate obstacles to achieving organizational goals.
Directing
the process of providing guidance and leadership so that the work performed is goal oriented.
Directing
the process of providing guidance and oversight so that the work performed is goal oriented and focused on achieving desired departmental and organizational outcomes.
Budgeting
- both a planning and a controlling function that is typically planned for a fiscal year. - it is necessary to plan or budget both the projected revenues and expenses. - may be helpful to rely on historical data to help with the process of projecting work volume, revenue, and expenses.
Planning Facilities Stage: OCCUPANCY AND STARTUP
8. Occupancy 9. Revisions and critique
Basic Steps of Organizing
1. Recognizing organizational goals and objectives. 2. Review the internal and external organizational environments. 3. Determine the organizational and departmental structures needed to reach the goal. 4. Determine the authority of relationships, and develop organizational charts and job descriptions.
Characteristics of Adequate Control Mechanisms
1. Timeliness 2. Economy 3. Comprehensiveness 4. Specificity appropriateness 5. Objectivity 6. Responsibility
Planning Facilities Stage: DESIGN DEVELOPMENT
3. Detailed planning 4. Final planning 5. Keeping track of the project
Planning Facilities Stage: CONSTRUCTION
6. Construction and equipment procurement
Planning Facilities Stage: PREOPERATIONS
7. Final checkout
Control mechanism or control indicator
a "check" or measure that is in place to constantly monitor the output or product of a system.
Mentoring
a process in which a more experienced professional enters into a formal relationship with a typically younger, less experienced professional development of the younger professional.
Mission Statement
a setting of an organization's or department's purpose, including definition, products, and services. most often communicate the answer to four questions; 1. Why does the organization exist 2. What function does the organization perform? 3. For whom does the organization perform this function or who are the primary beneficiaries? 4. How does the organization go about filling this function?
Types of Controls QUANTITY
amounts or counts that provide a measure of conformance and efficiency, such as the number of units of car provided or hours billed.
Staffing Activities ORIENTATION
introducing the new employee to organizational policies, procedures, values, personnel, and environments.