Mc connell pp_ch04
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    Mc connell pp_ch04 Mc connell pp_ch04 Presentation Transcript

    • Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
    • Chapter 4   Organizing, Coordinating, and Controlling
    • Organizing is --
      • the process of gearing up to implement decisions that result from planning;
      • the establishment of the structure within which the work gets done
    • Corporate Values:
      • In value statements employers express what they regard as evidence of loyalty, expected behavior, or ethical practice.
    • Personal Values
      • What we as individuals consider ethical or unethical depends on our personal value systems, those fundamental concepts and motives in which we believe.
    • Authority
      • Authority is formal power that is delegated; that is, passed on down the hierarchy to the point at which it is to be applied .
    • Personnel Administration includes:
      • selecting, orienting, and training new employees,
      • assigning or delegating to subordinates,
      • scheduling and approving overtime, and
      • coaching, counseling, and disciplining employees.
    • Unity of Command
      • For each task that must be done, the employee who performs it is directly accountable to someone.
    • Span of Control
      • In simplest terms span of control refers to the number of employees who report to a single leader.
      • Effective span of control is determined by a variety of factors.
    • To Assign Work, the Supervisor Must know:
      • what must be done
      • what equipment and supplies are needed
      • what authority he or she has
      • what quality and productivity requirements must be met
    • To Assign Work, the Supervisor Must know (more):
      • what the cost constraints are
      • where each task is to be performed
      • where supplies and service supports are found
      • where to obtain help when needed
    • To Assign Work, the Supervisor Must know (more):
      • who does what
      • when the work must be done (deadlines, turnaround time, etc.)
      • when changes must be made
      • how the work is to be performed (method or procedure)
    • To Assign Work, the Supervisor Must know (more):
      • how well, how quickly, and how economically the work must be done
      • why the work must be done and how the employee’s work fits into the big picture
    • In assigning, the supervisor must also:
      • Ensure the employee has time available
      • Provide necessary training
      • Explain the assignment
      • Provide complicated orders in writing
      • Alert the employee to potential problems
      • Assign a complete task rather than breaking it up.
    • The Informal Organization
      • Not represented by any chart or lines of authority, it essentially consists of all persona who maintain speaking relationships with each other.
    • The “Grapevine”
      • The communications network of the
      • informal organization
    • Informal Leaders
      • Those persons in the organization who are looked to for guidance and advice although they have no formal organizational authority
    • Coordinating
      • the process of synchronizing activities and participants so that they function smoothly with each other
    • Controlling
      • Consisting of follow-up and correction, controlling is the making of adjustments essential to the implementation of all plans and decisions
    • Never Forget:
      • Follow-up on implementation has traditionally been the weakest part of the decision-making process also the weakest part of the implementation of any plan.