Healthcare Management Essentials of Managemnt y Management is the process of designing and maintaining an environment in which individuals, working together

in groups, efficiently accomplish selected aims. o Koontz & Weihrich (1990) Classical Theory o Scientific Theory  Frederic Winslow Taylor (1856-1915)  Application of scientific methods  Rational planning and organizing  Lower costs  Inc pay due to inc productivity  Four Principles  1 develop a science for each element of work  2 scientifically select, train, and develop employees  3 cooperation between managemnt and workforce to ensure adherence to methods  4 divide work almost equally between management and workers o Modern Operational-Management  Henri Fayol (1841-1925)  Five key independent functions y Planning y Organizing y Command y Coordination y Control  14 Principles Efficiency due to specialisation Responsibility arising from authority Good superiors at all levels Orders from one superior only Group should have same objective with one head/plan Management must reconcile Fair and satisfactory pay Extent of delocalisation of authority Sensible, clear line of authority Right thing in right place Equal opportunity Limited turnover Thinking out and execution of plan

Division of work Authority/Responsibility Discipline Unity of command Unity of direction Subordination to general interest Remuneration Centralization Scalar chain Order Equity Stability of tenure Initiative Espirt de corps

Bureaucratic approach  Max Weber (1864-1920), sociologist  Based on power & authority  Power ability to get things done (often by threats/sanctions)  Authority ability to get things done (justified by legitimacy)  Formal, hierarchical approach  Extensive rules and procedures  Job description clear cut labour division & high specialisation  Discipline Classical theory o Contributions  Thought of organisation in terms of purpose and structure  Established job design, scientific selection and worker development  Backbone to modern theories  Fundamental principles y Personal goal setting y Management by objectives (setting and understanding objectives)  One best way y Bench marking y Standardisation y Evidence based practice  Incentives y Bonuses y Performance related pay o Limitations  Not evidence based - no empirical work  Ignores human/social factors  Treats workers like machines  Over emphasis on rules/procedures  Appropriate in past when environment was stable/predictable Modern Theory o Human relations approach  Informal organisations  Inc attention to work related social factors  Social/psychological needs  Individual and group  Co-action between manager and worker o System approach  See organisation both as a whole and part of a wider environment  Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives o

Contingency approach  Structure/system dependent on contingences of situation  If this happens approach  Change of managemnt approach depending on situation  Need for flexibility

Organisational structure y y y y y y Structure is the formal system of task and reporting relationship to control, coordinate and motivate employees to achieve goals Formal organisation intentional structure set by company Informal organisation personal/social relationships arsing spontaneous e.g. company bowling team Operating component people who undertake work, provide services Administrative component supervision and coordination Components of an organisation o Operational core  Direct concern with performance of operations  Doctors, nurses o Operational support  Concerned with flow of work  Quality control, tech services o Organisational support  Provision of services for whole organisation  Usually outside flow of work  HR, accounting o Top management  Broad objectives, policy, strategic decisions  MD, CEO, CFO, trustees o Middle management  Coordination and integration of activities  Link other components  Divisional manger, ward sister Classification of organisations o Private/Public sector sorted by ownership and finance o Profit/Non-profit o Products/service Activities and managemnt directed towards goals o Goals become strategy to provide guidelines for structure and operations Power/influence must be strengthened by social responsibility Objectives set out specific goals, aims and desired results Policy developed from objectives, translated into rules/plans/procedures SWOT analysis o Strengths positive aspects/competencies upon which organisation is built o Weaknesses negative aspects/deficiencies

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Opportunities favourable conditions which often arise from change in external environment Threats unfavourable conditions

Role of a Manager