II. Management Processes Flashcards
Managerial functions include
planning,
organizing,
directing,
decision making/problem solving, coordinating,
communicating.
Give 5 Managerial Roles
a. Represent the organization
b. Hold formal authority
c. Manage personnel
d. Manage financial responsibilities
e. Motivate
Manage personnel
1) Evaluations
2) Hiring
3) Promoting
Manage financial responsibilities
1) Budget
a) Capital
b) Operating
2) Revenue
3) Expenses
Develop a pathway(s) to accomplish the organization’s mission
and goals using resources and time
Planning
performed to determine
both internal and external factors.
SWOT analysis
SWOT Internal factors
Internal factors
1) S: Strengths of the organization
2) W: Weaknesses of the organization
SWOT External factors
External factors
1) O: Opportunities available to the organization
2) T: Threats to the organization
Writing objectives
a. Objectives are tasks to achieve goals.
b. Objectives are focused on achieving one goal.
c. Each objective deals with one task.
d. Objectives are very specific.
e. Objectives are written using action verbs.
f. Objectives are evaluated against specific and specified numerical criteria.
Types of plans
Short range or tactical plans
Operational planning
Strategic planning
cover a 1- to 5-year period and focus on
tasks that can be completed in this time frame
Short range or tactical plans
may be for 1 year or one budget period and
concerns operations
Operational planning
maps out the course of an organization for
approximately 20 years.
Strategic planning
involve tactical and operational
plans as well as forming alliances and partnerships with key players
Strategic planning
This plan is evaluated and modified yearly.
Strategic planning
skills necessary to facilitate use of manager’s time.
Managerial skills
Educated
Awareness of the work culture
Controls interferences
Decision-making capabilities
Develops resources
Self-Discipline
Organized, able to delegate, knows when to
say “no,” can take control, effective planning, able to prioritize,
conducts effective meetings, good listening skills, gives clear and
concise instructions, understands teams
Managerial skills
Self-study through seminars, management journals,
experience, or formal management course work
Educated
Knows the organization and/or
goals, able to see the “big” picture
Awareness of the work culture
Avoids lengthy unnecessary phone calls,
“drop-in” visitors, reading junk mail, and too much socializing
Controls Interferences
Controls perfectionism, able to
make a decision, appropriately detail oriented
Decision-making capabilities
Adequate money in budget, functional and up-to-date equipment, adequate staff, and support from the administration
Develops resources:
Avoids procrastination, inappropriate socializing,
meets deadlines, behavior sets example for employees
Self-discipline
The organizational structure is based on?
authority, responsibility, and
accountability.
This type of authority is assigned by organization or administration
Formal Authority
This type of authority is gained informally through competence or leadership
qualities
Informal Authority
Assigned by administration through delegation
Responsibility
occurs when the person responsible for completing
a task is evaluated to determine if the task was completed.
Accountability
Reorganizing work processes in an organization
Reengineering
Examples of reengineering
Use of robotics to automate
Computerization
Pneumatic tube system to transport specimens
is a process whereby the best process in one organization
is modified to fit similar processes in another organization
Benchmarking
Examples of benchmarking
Cost per test
Number of tests performed per FTE
Number of corrected reports
Requisitions for contract and purchase orders to obtain necessary
quantities of materials, etc., in suitable time frames
Inventory management
Persuading employees to perform the tasks that help the
organization accomplish its mission and goals
Directing
Techniques of directing
Authoritative
Coaching
Empowerment
encompasses issuing orders and telling someone what to
do. It does not allow employee to decide how best to accomplish task.
Authoritative
allows the instilling of confidence and motivation into an
employee about accomplishing a task.
Coaching
The employee has more “say-so”
in how to accomplish a task.
Coaching
allows an employee to determine what task and how to
accomplish the task to help the manager solve a problem or to allow an
organization to come closer to accomplishing their mission and goals.
Empowerment
Employees are allowed to be creative and innovative to solve problems.
Empowerment
Employees are allowed to take risks without fear of admonishment for
failing
Empowerment
Types of Communicating
Face-to-face
Written Communication
Listening
Motivating
Delegating
Coaching
Motivators include:
1) Reward (i.e., bonus)
2) Empowerment
3) Praise
4) Recognition
5) Salary
6) Encouragement
Influencing a person to act in a particular way and to generate
initiative within that person
Motivating
Assigning responsibility, authority, and accountability for a
task to an employee
Delegating
occurs when the manager selects the right task for
the right person, prepares an overview of exactly what must be done,
allows time for the task to be completed, and then provides recognition for
performing the task.
Effective delegation
Coaching include:
a. Create an atmosphere of trust.
b. Allow employees to take risks and not be reprimanded for failures.
c. Make everyone feel that he or she is important.
d. Work through emotions of players.
e. Seek feedback by asking questions.
Good directives
Reasonable
Understandable
Appropriately Worded
Important
Time limits
Major techniques for directives
Autocratic
Consultative
Change and Influence
An employee is able to, desires to, and has resources to do so
Reasonable
The employee has clear expectations and can repeat the
directive in his/her own words accurately.
Understandable
and delivered in a nonthreatening tone; presented
in the form of a suggestion; avoid giving orders
Appropriately worded
for getting the job done; requests should not be made for
personal gain of supervisor
Important
should be included in directives and should be of reasonable
length.
Time limits
Detailed instructions given of exactly how and what is to be done.
This inhibits employees from thinking for themselves. They lose
interest and initiative. Ambition, imagination, and involvement in daily
job will be diminished or lost.
Autocratic
Organizations are constantly changing in leadership positions to
capture more market share and to meet technological advancements
Change and influence
Also called participative, democratic, permissive, or empowered
management
Consultative
Reasons people resist change
Uncertainty
Perception
Loss
Self-Interest
Insecurity
They do not want to be moved out of their comfort
zone, because it will take effort on their part to analyze the change,
learn new procedures, or perform additional tasks.
Uncertainty
Everyone has particular life experiences, values, and
perceptions. Each individual has a different perception of the same
event
Perception
Within the organization, there exist relationships among all
workers that are built upon respect, trust, and expertise. Change can
destroy all those relationships and make people lose status or
perceived status among peers.
Loss
Change disturbs the current state of affairs. Even
though it may not be perfect, people have arranged their lives so
their need satisfaction is stable. Change produces instability and
uncertainty
Self-Interests
Job security and being able to earn a wage that
will allow an individual to pay the bills and maintain a decent
standard of life is why people work. Change usually produces
insecurity because people see their jobs threatened or taken away
from them
Insecurity
Essential component of every organization; different from management
Leadership
involves planning and budgeting, organizing and staffing,
controlling, and problem solving
Management
involves establishing direction, aligning, motivating, and
inspiring people.
Leadership
Challenging assignments early in a career,
visible leadership role models who are very good or very bad,
assignments that broaden a person’s experience
Promote leadership
A long series of narrow and tactical jobs, vertical
career movement, rapid promotions, measurements and rewards based
on short-term results only
Inhibit leadership
A vision of the future of the organization is
established and strategies are developed and implemented to bring the
organization closer to that vision
Establish Direction
Communicate the vision and strategies to other people
using words and deeds so that the vision and strategies are understood and
accepted
Align people
Energize people to implement the vision and
strategy changes by satisfying basic needs (achievement, belonging,
recognition, self-esteem, and a control of one’s life) that may go unmet.
Motivate and Inspire
