Chapter 2: Manager Flashcards
Management
Getting the work done through others. Planning, organizing, commanding, coordinating, and controlling the work of a group of employees.
Behaviors of an effective manager
Informational: representing employees, the organization, and public relations monitoring
Interpersonal: networking, conflict negotiation and resolution, employee development and coaching, rewards and punishment.
Decisional: employee evaluation, resource allocation, hiring and firing, planning, job analysis and redesign
Five management functions from ATI
Planning, organizing, staffing, directing, and controlling
Prioritizing principles from ATI
Prioritize systemic before local such as life before limb.
Prioritize acute before chronic.
Prioritize actual problems before potential future problems.
Listen carefully to clients and don’t assume.
Recognize and respond to trends versus transient findings.
Recognize signs of medical emergencies and complications versus expected client findings
Apply clinical knowledge to procedural standards to determine the priority action
Servant leadership
§Applies more to people in supervisory or administrative positions.
§Servant leader-style believes:
§People have value as people not just workers.
§Commit to improving treatment at work.
§Attitude “employee first” not “manager first.”
§Manager sees himself or herself as being there for the employee.
Qualities of manager
§Two-thirds of people who leave their jobs say the main reason was an ineffective or incompetent manager.
§Newly licensed nurses surveyed reported primary reason for leaving their position:
§Lack of support from manager
§Stressful work environment
§Qualities:
§Leadership (need people skills to function as a manager)
§Clinical expertise (needed to help others develop and be able to evaluate)
§Business sense (understand the “bottom line” and cost of care)
Interpersonal behaviors of manager
§Networking: Influence the status and treatment of staff nurses and the quality of care provided.
§Conflict negotiation and resolution: Employees, patients, and administration
§Employee development: Continuing learning and upgrading of the skills of employees.
§Rewards and punishment: Salary increases, time off, praise and recognition.
Decisional behavior of a manager
§Employee evaluation §Resource allocation §Hiring and firing §Planning §Job analysis and redesign
Informational behavior of a manager
§Spokesperson for staff and the organization
§Monitoring activities of the units and work groups
§Public relations
Scientific management
§Efficiency-focused.
§Increasing productivity is the goal (reward those who accomplish the most).
§Workflow and time to complete tasks is measured and evaluated.
§Type of assessments and treatments done on a unit, equipment needed to do efficiently, and strategies that would facilitate efficient accomplishment
Theory Y
§Managers believe:
§The work itself can be rewarding.
§People really want to do their job well.
§Manager is concerned with keeping employee morale high as possible.
§Employees’ attitudes, opinions, fears, and hopes are important.
§Emphasize support using:
§Guidance rather than control.
§Development rather than close supervision.
§Reward rather than punishment.
Human relations-based management
Includes theory X and Y.
Most people do not want to work and the managers job is to make sure they work hard
Theory X
§A common attitude among managers:
§That most people view work is something to be avoided.
§People want to do as little work as possible.
§Manager’s job is make sure employees work hard.
§Use control with strict rules, constant supervision, and threat of punishment (reprimands, withheld raises, deny vacation requests, and loss of job).
