The Management Process and Managerial Roles

The Management Process and Managerial Roles
Health care - the total societal effort, organized or not, whether private or public, that attempts to guarantee, provide, finance, and promote health changed markedly during the 20th century toward more prevention's.
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Dr. Mohammed Alnaif

Health services - are the delivery component of health care. They are provided by practitioners and organizations and have gone through significant changes.
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Health Services Organizations (HSOs) Delivery of health services involves the organized public or private efforts that assist individuals primarily in regaining health, but also in preventing disease and disability. Delivery of services to patients occurs in a variety of settings. All HSOs can be classified by structure, functions, ownership, and profit motives.
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Health Services Organizations (HSOs)
Historically, hospitals and nursing facilities have been the most common and dominant HSOs engaged in delivery of health services. They remain prominent in the contemporary health services system, but other HSOs have achieved stature.
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Dr. Mohammed Alnaif

Health Services Organizations (HSOs)
Among them are outpatient clinics, imaging centers, free-standing urgent care and surgical centers, large group practices, and home health agencies. Multi organizational systems either vertically or horizontally integrated. HMOs, PPOs, and managed care systems.
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Health Services Organizations (HSOs) The various HSOs and others face new environments containing a wide range of external pressure, including new rules and technologies, changed demography, accountability to multiple constituents, and constraints on resources.
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Health Services Organizations (HSOs) As a result, HSO managers must work smarter not just harder, and they must allocate and use resources more effectively and strive for Continuous Quality Improvement (CQI) and continued excellence in an increasingly restrictive environment.
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Medical Care
Medical care is a process or activity in which certain inputs or factors of production (such as doctors and nurses services, services of medical instruments and equipment, and pharmaceuticals) are combined in varying quantities to yield an output. Thus HSOs are settings in which inputs (resources) are converted to output (work results and objective accomplishment). Management is the catalyst.

Medical
Care
Output work results & objective
Input Resources
Conversion Process
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Management in HSOs Types of Managers
HSO managers are defined as persons appointed to positions of authority who enable others to do their work effectively, who have responsibility for resource utilization, and who are accountable for work results. This broad definitions include different types of managers.
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Traditional classification of managers is by level in the organization hierarchy (vertical). Top management, middle-level management, and first-line management. Thus, managers differ by their level of position in the organization hierarchy.
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Managers can also be differentiated by the extent to which they use certain skills. A skill is the ability to engage in a set of behaviors that are functionally related to one another and that lead to a desired performance level in a given area.
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Management in HSOs Types of Managers Three types of skills are needed by managers, human relation skills, conceptual skills, and technical skills.
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Management in HSOs Types of Managers Human relation skills are skills associated
with a managers ability to work well with others, both as a member of a group and as a leader who gets things done.
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Management in HSOs Types of Managers Conceptual skills are skills related to the
ability to visualize the organization as a whole, discern relationships among organizational parts, and understand how the organization fits into the wider context of the industry, community and world.

Management in HSOs Types of Managers Technical skills are skills that reflect both an understanding of and proficiency in a specialized field.
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Hierarchy
Skills
Degree of Authority & Scope of Responsibility Human relation skills
Top
High
Middle-Level
Medium
First-Line
Low
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The Management Process Some regard management as getting things done through people; others consider it the process of reaching organization goals by working with and through people.
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Management is defined her as The process, composed of interrelated social and technical functions and activities (including roles), occurring in a formal organizational setting for the purpose of accomplishing predetermined objectives through the utilization of human and other resources.
Management Functions
A function is work that can be identified and distinguished from other work. The traditional classification of management functions describes how managers do what they do (the activities they perform) to accomplish objectives (achieve work results) through people and utilization of other resources.
Planning is a technical managerial function that enables HSOs to deal with the present and anticipate the future. It involves deciding what to do as well as when and how to do it. Simply put planning is setting goals and objectives and deciding how best to achieve them.
Organizing is a technical function; it

means establishing authority and responsibility relationships, and formal structure and reporting relationships. Organizing focuses on grouping activities and resources in a logical manner, including the division of work and job design, work methods and processes, coordination among units, and the use of information and feedback systems.
Staffing the function of staffing is acquiring

and retaining human resources, and staffing has both a technical and a social aspects. Technical aspects include human resources planning, job analysis, recruitment, testing, selecting, performance appraisal, compensation and benefits administration, employee assistance, and safety and health.
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Staffing Social aspects are that influence

the behavior and performance of organization members: training and development, promotions, counseling, and discipline.
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Directing the directing function is a socialbehavioral in nature and focuses on initiating action in the organization--it is people oriented. It includes motivating, leading, and communicating as well as other activities such as conflict resolution, behavior modification, and integrating people with structure and tasks.
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Controlling the controlling function is

technical and focuses on monitoring, adjusting, and improving performance. It means establishing performance standards to measure results, as well as the techniques and systems to monitor and intervene.
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Decision Making The process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situation. Decision making is a technical management function. It is a part of all other management functions.
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Decision Making Managers are decision makers, they make decisions when they monitor and control work, when they plan , establish or change organizational arrangements and work process and content, when they acquire and assign personnel, and when they direct efforts of others.
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Management Functions
Planning
Staffing Decision Making Organizing
Controlling
Directing
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The traditional classification of management functions

Planning
Organizing
Controlling
Directing
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Managerial Roles A role is an organized set of behaviors associated with a particular office or position because of its authority and status.
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Managerial Roles Interpersonal roles: Roles that grow directly out of the authority of a managers position and involves developing and maintaining positive relationships with significant others. Three roles:

Managerial Roles Interpersonal roles: Figurehead, all managers, and specially top managers, are figureheads because they engage in ceremonial and symbolic activities such as presiding over an event honoring a long service employees, speaking at retirement dinner, and ribbon-cutting for a new building wing.

Managerial Roles Interpersonal roles: Leader (influencer), builds relationships with subordinates and communicates with, motivates, and coaches them. Leaders usually influence others by example.

Managerial Roles Interpersonal roles: Liaison, maintain formal and informal external and internal network of contacts, for the purpose of providing help and information.
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Managerial Roles Informational Roles relate to receiving and sending information so that managers can serve as the nerve centers of their organizational unit. Three roles:
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Managerial Roles Informational Roles Monitor, seeks internal and external information about issues that can affect the organization.
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Managerial Roles Informational Roles Disseminator, transmit information internally that is obtained from either internal or external sources.
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Managerial Roles Informational Roles Spokesperson, transmits information about the organization to outsiders
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Managerial Roles Decisional Roles: These are Roles that involve making significant decisions that effect the organization. Four roles:
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Managerial Roles Decisional Roles: Entrepreneur (change agent), acts as initiator, designer, and encourager of change and innovation.
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Managerial Roles Decisional Roles: Disturbance handler, takes corrective action when organization faces important , unexpected difficulties.
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Managerial Roles Decisional Roles: Resource allocator, distributes resources of all types, including time, funding, equipment, and human resources.
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Managerial Roles Decisional Roles: Negotiator, involves interacting with superiors, persons in other departments, and subordinates. Negotiation affects resource allocation, resolution of disturbances, implementation of change, and interpersonal behavior.
THANK YOU
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The Management Process and Managerial Roles

Dr. Mohammed Alnaif