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.