UNIT I INTRODUCTION TO

HOSPITAL ADMINISTRATION

Lecture 8: Role of Manager, Leadership, Motivation

Dr. R. S ubashini

SSN Co lleg e o f Eng ineering

Managers
Managers –
– The people responsible for supervising the
use of an organization’s resources to meet its
goals

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Organizational Performance

A measure of how efficiently and effectively

managers use available resources to satisfy
customers and achieve organizational goals

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Organizational Performance
Efficiency
– A measure of how well or how productively
resources are used to achieve a goal
Effectiveness
– A measure of the appropriateness of the goals
an organization is pursuing and the degree to
which they are achieved.

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Managerial Tasks
• Managers at all levels in all organizations
perform each of the four essential
managerial tasks of planning, organizing,
leading, and controlling

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Four Functions of Management

Figure 1.2
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 Planning

Process of identifying and selecting

appropriate organizational goals and
courses of action

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Steps in the Planning Process

• Deciding which goals the organization

will pursue
• Deciding what courses of action to adopt
to attain those goals
• Deciding how to allocate organizational
resources

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Planning
• Complex, difficult activity
• Strategy to adopt is not always
immediately clear
• Done under
uncertainty

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Organizing
Task managers perform to create a structure
of working relationships that allow
organizational members to interact and
cooperate to achieve organizational goals

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Organizing
• Involves grouping people into
departments according to the kinds of job-
specific tasks they perform
• Managers lay out lines of authority and
responsibility
• Decide how to coordinate organizational
resources

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Organizational Structure

A formal system of task and reporting

relationships that coordinates and motivates
members so that they work together to
achieve organizational goals

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Leading

Articulating a clear organizational vision for

its members to accomplish, and energize and
enable employees so that everyone
understands the part they play in achieving
organizational goals

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Leading
• Leadership involves using power,
personality, and influence, persuasion, and
communication skills

• Outcome of leadership is highly motivated

and committed workforce

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Controlling
• Task of managers is to evaluate how well
an organization has achieved its goals and
to take any corrective actions needed to
maintain or improve performance
– The outcome of the control process is the ability to
measure performance accurately and regulate
organizational efficiency and effectiveness

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Decisional Roles
Roles associated with methods managers use in
planning strategy and utilizing resources.
– Entrepreneur—deciding which new projects or
programs to initiate and to invest resources in.
– Disturbance handler—managing an unexpected
event or crisis.
– Resource allocator—assigning resources between
functions and divisions, setting the budgets of lower
managers.
– Negotiator—reaching agreements between other
managers, unions, customers, or shareholders.

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Interpersonal Roles
Roles that managers assume to provide direction
and supervision to both employees and the
organization as a whole.
– Figurehead—symbolizing the organization’s
mission and what it is seeking to achieve.
– Leader—training, counseling, and mentoring
high employee performance.
– Liaison—linking and coordinating the activities
of people and groups both inside and outside the
organization.

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Informational Roles
Roles associated with the tasks needed to obtain
and transmit information in the process of
managing the organization.
– Monitor—analyzing information from both the
internal and external environment.
– Disseminator—transmitting information to
influence the attitudes and behavior of
employees.
– Spokesperson—using information to positively
influence the way people in and out of the
organization respond to it.

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Levels of Management

Figure 1.3
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Areas of Managers
Department
– A group of managers and employees
who work together and possess
similar skills
or use the same
knowledge, tools,
or techniques

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Levels of Management
• First line managers - Responsible for daily
supervision of the non-managerial
employees who perform many of the specific
activities necessary to produce goods and
services

• Middle managers - Supervise first-line

managers. Responsible for finding the best
way to organize human and other resources
to achieve organizational goals

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Levels of Management
• Top managers –
• Responsible for the performance of all
departments and have cross-departmental
responsibility.
• Establish organizational goals and monitor
middle managers
• Decide how different departments should
interact
• Ultimately responsible for the success or
failure of an organization

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Levels of Management
• Chief executive officer (CEO) is company’s
most senior and important manager
• Central concern is creation of a smoothly
functioning top-management team
– CEO, COO, Department heads

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Relative Amount of Time That Managers Spend on
the Four Managerial Functions

Figure 1.4
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Managerial Skills
• Conceptual skills
– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills
– The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
• Technical skills
– Job-specific skills required to perform a particular
type of work or occupation at a high level.

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Skill Types Needed

Figure 1.5
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Characteristics of Effective Manager
• Many factors are attributed to success or failure in
administration.
• Situation, circumstances, social environment and
social connections have all been put forward as
factors affecting success, failure and effectiveness.
• There are a very large number of variables which
determine the effectiveness of administrators.
• However, after studying the characteristics of a
great many successful careers, certain
common qualities, traits and characteristics of
successful and effective administrators
emerge. 28
 Clear and Realistic Goals

• They are very clear as to what they want,

why they want, what are the strategies, and
who will benefit— themselves, the society,
the family or the world.
• The more clear and realistic goals are, greater
the possibility of an individual trying to
achieve those goals and more effective the
individual would be to mobilise and
effectively utilise resources.

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 Professional Par-Excellence

• These individuals always try to do their best and

perform at their best.
• They believe in providing the best services
keeping the patient’s, customer’s, employees
or public interest in mind.

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 Perceptual and Cognitive
Flexibility
These individuals are able to perceive the situations
accurately, are able to forecast, look into the future,
understand the environment, assimilate the
environment and dare to be open in their knowledge
and ideas, they have the ability to learn new ideas
and make use of new knowledge in planning and
programming.

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 Professional Growth

• These individuals continuously learn about their

field, new ideas, new strategies, about
innovations and applications in the field.
• They learn from discussion with professional
colleagues, reading books, attending
conferences, workshops and other means.

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Commitment to the Chosen Field

• In their chosen profession, they show high

degree of commitment to their field.
• They are not ready to change this field even if
any other field had greater attraction in terms of
salary, prestige or other worldly
compensations.
• As a result, they are deeply involved in their
work.

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 Attitude and Confidence

• Effective professionals have positive attitude

toward themselves, towards others and the
system in which they work.
• Positive attitude helps in overcoming obstacles
and in perceptual ability as well as cognitive
flexibility.
• Professional competence, positive experiences
and inner security give confidence for
professional identity.

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 Communication

• Professional exchange of ideas on problems and

issues helps in effective decision-making.
• They have oral and written communication
abilities to communicate effectively.

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 Diversity

• Effective individuals undertake several

specialities.
• They are able to apply their knowledge in
various areas.
• This helps in cognitive flexibility and developing
perceptual ability.

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 Creative Orientation

• These individuals are highly creative and

analytical in their approach.
• They always think of new ideas, new practices,
and new methods which they can use in solving
problems.
• Positive attitude, perceptual ability, cognitive
flexibility and motivation are necessary for
creative orientation.

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 Motivation

• Motivation is the inner urge, desire, drive or

momentum that compels an individual to engage
in a task or service.
• Effective individuals are highly motivated. High
motivation and commitment helps to overcome
frustrations, dejections and failures.

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 Satisfaction

• These individuals tend to be satisfied with self

and others and the environment.
• They derive satisfaction and pleasure from the
work they do, which serves as a tonic to build up
greater energy towards their work.

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 Self-esteem

• These individuals have high degree of positive

acceptance and trust in self and accept
themselves as whatever they are, aware of their
strength and limitation and also aware of the
reality or environment in which they have to
function.

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Introduction to Leadership
Leadership is the ability to
inspire confidence
and support among the
people who are needed to
achieve organizational goals.

Leadership ability is important

at every organizational level.
Introduction to Leadership
• An organization is established as an instrument for
achieving defined objectives. Its design specifies how goals
are subdivided and reflected in subdivisions of the
organization.

• Divisions, departments, sections, positions, jobs, tasks

make up this work structure.

• Employees’ entry and subsequent advancement is by

merit or seniority. They receive a salary and tenure.
• Higher one’s position in the hierarchy, greater the
expertise to resolve problems that arise in work.
Introduction to Leadership

• An effective leader is an individual with the capacity to

consistently succeed in a given condition and be viewed as
meeting the expectations of an organization or society.
• Whoever wields personal influence and power can legitimize
this only by gaining a formal position in the hierarchy, with
commensurate authority. Leadership can defined as one’s
ability to get others to willingly follow.
• Every organization needs leaders at every level.

• Leadership is a process by which one individual influences

others toward the attainment of organizational goals.
 Introduction to Leadership

1. Leadership is a social influence process. It involves a

leader and followers.

2. Leadership elicits voluntary action from followers. This

voluntary nature of action distinguishes leadership from
authority.

3. Leadership results in followers’ action that is purposeful and

goal directed in some sort of organized setting
Leadership Ethics
• Business leaders must make decisions that will not only
benefit them but also they must think about how the other
people will be affected.

• The best leaders make known their values and their

ethics and preach them in their leadership style and actions.
• It consists of communicating complete and accurate
information, where there is personal, professional, ethical, or
legal obligation to do so.
• When practicing ethics, you gain the respect and admiration of
employees, with the satisfaction of knowing that you did the
right thing.
Leadership Ethics
An effective and ethical leader has the following
traits / characteristics :­
 Dignity and respectfulness.
 Serving others. Putting followers’ interests
ahead of leader’s.
 Justice.
 Community building.
 Honesty.
Leadership Strategy
Strategic leadership refers to a manager’s potential to
express a strategic vision for the organization and to
motivate and persuade others to acquire that vision.

The aim of strategic leadership is to develop an environment in

which employees forecast the organization’s needs in context of
their own job. Strategic leaders encourage the employees
forecast the organization’s needs in context of their own job.
Employees are encouraged to follow their own ideas.
Leadership Strategy
The main characteristics of strategic leaders :­

 Keeping themselves updated.

 Judicious use of power.
 Wider perspective – beyond their own specialty.
 Social skills.
 Self awareness.
 Readiness to delegate and authorize.
 Articulacy. Lucidly communicate the vision.
 Constancy / reliability. Results in the vision becoming a
component of organization culture.
Leadership & Motivation
Leadership and motivation are the two elements that
affect individuals’ performance at work. The most
basic concepts are every person is
a) like every other person;
b) like some other people;
c) like no other person.

These differences suggest an analysis of leadership and

motivation can result general conclusions about
behavior and performance.
Leadership & Motivation
Central to Action­Centered Leadership­ the concept
pioneered and developed by leadership guru John
Adair, are the

states that half of a person’s

motivation comes from within and half is due to
their environment, especially the leadership
they encounter there.
While it takes personal
motivation to reach a status of leadership, it
requires an ability to motivate others to be
successful there.
Leadership &
Motivation

1. Be self motivated.
2. Select people who are also self
motivated.
3. Treat everyone as an individual.
4. Set challenging yet realistic targets.
5. Remember that process motivates.
6. Create a motivating environment.
7. Provide fair rewards.
8. Give recognition.