III A Functions of management (planning, organizing, little bit of directing) Flashcards
what is the basic function of management?**
planning
what are the functions of management?
plan, organize, direct, control and evaluate
objectives
predetermined, motivators, directors; towards which management directs efforts
policies
define scope of permissible activity
procedures
guide daily operations
objectives vs. policies vs. procedures
- objectives = direct efforts, motivators
- policies = scope of activity
- procedures = daily operations
short range or operational planning
1 year or less- projected in days, weeks, months (usually operating budget)
long range planning
<= 5 year cycle; focus on goals, objectives, mission statement
strategic planning
decisions NOT plans; WAY in the future, 15-20 years (ex: broad technological and competitive aspects, SWOT analysis)
short range/operational vs long range vs strategic planning
- short = 1 year or less, operating budget
- long = up to 5 years, goals & objectives
- strategic = 15-20 years in the future, decisions, not plans
disaster planning requires how much water for how long?****
one gallon of water/person/day for minimum of 3 days
what is the management function of organizing? what kinds of things comprise that function?
- divide tasks into positions, relationships between management
- e.g: organizational structure, staffing, FTE and relief, work simplification, productivity management, work schedules, labor turnover
what does an organizational chart show?
how an employee fits into the organization - relationship of positions and functions
how are lines of AUTHORITY in an organizational chart shown? example?***
authority = SOLID lines, ex: employee of department
how are lines of ADVISORY in an organizational chart shown? example?***
advisory = D-O-T-T-E-D lines, ex: come and go as needed, HR position, consultants even if an RD)
another name for advisory position?
staff
chain of command
command relationship from top to bottom - starts with one person and extends down
what are staff positions?****
advise and support the line, but NOT involved in day-to-day operations (aka advisory, specialists)
example of a staff position?
personnel director, consultant RD in a nursing home
what is a functional position?
serves as a authority/line and staff/advisory position; has limited authority b/c of specialized knowledge
example of a functional position –>
responsibility of purchasing could be given to a head purchasing agent who oversees that function in all departments
what is the span of control?
number of individuals or departments under the direction of one individual
what is a NARROW span of control? who is it used with?****
- more levels, more managers
- NEWLY hired personnel
what is a WIDE span of control? who is it used with?**
- fewer levels, fewer managers
- HIGHLY MOTIVATED workers
what is the concentric model of organization?
(concentric aka circular)
functions centered AROUND INDIVIDUALS, NOT above and below them
how many meals per labor hour does an acute care conventional facility produce?*****
3.5 meals/labor hour
what type of facility produces the most meals/labor hour?
school foodservice- a cafeteria with LIMITED SERVICE
nourishment is aka?***
snack
what is a meal equivalent?**
measure of productivity
= food sales / average cost of a typical meal
meal equivalents & nourishments –> ****
ex: if it takes as much labor to produce 6 nourishments as it does one meal, then 6 nourishments are equivalent IN LABOR to one meal
definition of an ABSOLUTE FTE*****
minimum number of employees needed to staff th facility; COUNTS PRODUCTIVE HOURS (hours ACTUALLY WORKED)
definition of an ADJUSTED FTE***
adds in BENEFIT DAYS AND DAYS OFF
absolute versus adjusted FTE***
- absolute = HOURS ACTUALLY WORKED
- adjusted = INCLUDES DAYS OFF AND BENEFIT DAYS
FTE- hours per day
8
FTE hours per week
40
FTE hours per year***
2080
how to calculate FTE?***
divide: number of total hours used in operating the facility (day, week, year, etc.) / normal workload hours of one employee (8, 40, 2080)
how to calculate number of relief workers needed to cover 365 days per year?*****
multiple number of FT positions by **0.55
how to calculate number total employees (FT + relief employees) needed to cover 365 days per year?*****
A) multiply number of FT positions by **0.55, then add number of FT positions to that number
—OR—
B) multiply number of FT positions by 1.55
a relief worker can cover how many FT workers each week?**
2.5 (? still don’t understand this)
what is the purpose of work simplification?
eliminate unnecessary parts and those that add no value
what does work simplification assess?*****
SMALLEST parts of the job (i.e. hand movements, steps taken)
examples of work simplification: motion economy
reduces motions and time required
examples of work simplification: work sampling***
observe RANDOM samples (INTERMITTENT OBSERVATIONS) to determine % of time WORKING OR IDLE
examples of work simplification: pathway chart or flow diagram
scale drawing showing a path of a worker during a process (like we had to do in NTDT326)
examples of work simplification: operation charts
movement of hands; reduces transportation and re-plan work areas
examples of work simplification: process charts
steps involved in a process using SYMBOLS
examples of work simplification: cross charts**
efficiency of EQUIPMENT placement, studies WORK MOTIONS, shows NUMBER OF MOVEMENTS BETWEEN PIECES OF EQUIPMENT
what is productivity?***
EFFICIENCY with which a production or service activity CONVERTS INPUTS INTO OUTPUTS, expressed as RATIOS
what are inputs?
RESOURCES: men (labor), money, materials, facilities, energy
what are outputs?
UNITS OF SERVICE: meals, patient days, consults
meals per labor hour equation***
meals produced / # hours worked
work schedules: master**
OVERALL PLAN - days off/on, vacations, help to develop weekly schedule (ex: a big calendar at L006 with the months and who has what day off)
work schedules: shift***
staffing patterns for a PARTICULAR OPERATION, positions and hours worked for PIECE OF THE DAY; number of days worked per week (ex: weekly schedule that X person works M-F 8-2pm and X person works M-R 10-2pm)
work schedules: production schedule***
WHAT TO DO WHEN; time sequencing of events required to produce a meal; employee assignments and menu items; quantity to prepare and the timing (ex: Sandi’s rotation + the quantity sheet)
3 types of work schedules: master vs. shift vs. production schedule**
- master = overall plan (days off)
- shift = positions and hours for a piece of the day, particular operation
- production schedule = what to do when (ex: timing of sequencing of events required to produce a meal)
labor turnover rate uses what numbers?**
of NEW or REPLACEMENT employees at the END of the period
labor turnover rate equation**
number of employees (separated) terminated and replaced / total positions in the department
is a position turned over if someone did not replace them?
NO
what comes under the management function of directing and coordinating?
delegation & communication!
what is delegation?
distribution of work to qualified people
what is a barrier to effective delegation?**
reluctance to delegate - manager feels that he can do better himself or a loss of power
pathway of communication
transmitting and receiving –> feedback if message has been received
barriers sometimes occur during this pathway - i.e. words not mutually understood, poor voice quality, illegible handwriting
what is essential in communication?***
LISTENING SKILLS!
organizational communication channels: downward**
from Department Head DOWN through chains of workers; chain of command, using procedures and policies
organizational communication channels: upward**
from LOWER LEVEL workers UP TO the Department head, OPEN-DOOR policy (can come to higher up with questions, etc.)
- employees can have a say in what happens
organizational communication channels: horizontal***
BETWEEN DEPARTMENTS (ex: Nutrition and Nursing; between production and service within the Nutrition Department)
organizational communication channels: diagonal***
between FUNCTIONS diagonally placed, minimizes time and efforts (ex: ordering clerk in FS sends requests directly to purchasing department, not through FS channels)
organizational communication channels: informal channel/grapevine***
social needs/”chatter”
SUMMARY- organizational communication channels: downward vs. upward vs. horizontal vs. diagonal vs. informal channel/grapevine*****
- downward: from Department Head down through chains of workers
- upward: from workers up to the Department head, open-door policy
- horizontal: between departments
- diagonal: between FUNCTIONS diagonally placed
- informal: social needs/”chatter”
