Part 1 Managment Overview Flashcards by Deleted Deleted

5 Management Functions

P: Planning
O: Organizing
S: Staffing
D: Directing
C: Controlling

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3 Skills to successful manager

Technical (skills and specific tasks)
Human/Interpersonal (communication, relationships)
Conceptual (ability to integrate activities and interests of an organization ..MOST IMPORTANT)

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3 Resources to all Management Principles

Human resources
Physical resources
Financial resources

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Planning

Plans for needs and demands…key is HUMAN RESOURCES

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Organizing

Grouping, organizing, DELEGATING

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Staffing

hiring, orienting, employee training, employee evaluating

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Directing

Delegation of tasks (Where work ACTUALLY gets done, involved human/interpersonal component of management

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The Joint Commission TJC

1951 Independent not-for-profit accredits and certifies hospitals. Usually exceed standards of CMS (Centers for medicare and medicaid services). Surveys every 3 years

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DNVGL Healthcare Inc.

corp deeming authority for hospitals since 2008. Annual surveys

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CMS

role in certifying hospitals, elligible for reimbursement from fed funded programs (Medicare)

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Organization of workers joined to protect their common interests and improve working conditions

Labor Union

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NLRA

National Labor relations Act (Wagner Act) 1935. Right of private sector emplyees to organize join labor unions and strike if necessary. Protects employee right from joining or not. PRO-LABOR

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Taft-Hartley Act

1947 (Labor management relations act) PRO-MANAGEMENT. Outlawed closed shops, addressed issues like restraining emp rights, discriminations, charging excessive union fees…etc

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The Labor Management Reporting and Disclosure Act

1959 (Landrum-Griffin Act) amended NLRA, protects union members from unions misusing dues and pension funds

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Group of employees with clear common Interests

Bargaining Unit

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Only union members can be hired

Closed Shops

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Employee doesn’t need to be part of union to be hired but must join union within period after beginning work

Union Shops

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Dont need to be union member to hold bargaining unit position, but need to pay fees (fees towards activities you’ll benefit from)

Agency Shops

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No one compelled to join/not join union, no need to pay dues but still considered part of bargaining unit

Open Shops

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Third-party intervention where the appointed arbitrator had power to dictate settlement terms

Arbitration

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Established fed minimum wage, overtime pay eligibility, child labor standards

Fair Labor Standards Act 1938

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Amended FLSA to make it illegal to pay workers lower wages on basis of sex

The Equal Pay Act 1963

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Prohibits employee discriminations against persons 40 or older

The 1967 Age Discrimination in Employment Act

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Pay and working condition payment to seasonal migrant workers

The 1983 Migrant and Seasonal Agriculture Worker Protection Act

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Amended section in FLSA to provide reasonable break time for nursing mothers

The Patient Protection and Affordable Care Act

Ended segregation of public places and prohibits discrimination in work place based on race, color, religion, sex

The Civil Rights Act of 1964. Paved way for voting rights act 65 and fair housing act 68

Controlling

Establish standards of performance, evaluate actual performance, implement corrective action

W?: locating and encouraging potential applicants to apply for job

Recruitment

W?: comparing applicant knowlege, skills..etc and choosing most qualified applicant

Selection

W?: includes job title, tasks, duties, roles, and responsibilities for certain jobs

Job Description

W?: includes desired qualifications, skills needed to complete job (ideal candidate)

Job specification

Progressive Discipline

1) Verbal Warning 2) Written Warning 3) Suspension 4) Termination

5 Characteristics of Controlling function of management

1) An end function 2) Pervasive 3) Forward looking 4) Dynamic 5) Related to planning

4 steps in controlling

1) establish standards 2) measure performance 3) compare actual vs standard performance 4) remedial action

Also called Wagner Act

National Labor relations act 1935

Also called Taft-Hartley Act

Labor Managment relations act 1947

Also called Landrum-Griffen Act

Labor Management Report and disclosure act 1959

Ended segregation in public spaces

The Civil Rights Act 1964

Created Equal employment opportunity commission

The Civit Rights Act 1964

Made it illegal to pay workers different on bases of sex

Equal Pay Act 1963

Prevents union from charging excessive union fees

Labor Management relations act 1947 Taft Hartley

Created the national labor relations board

The National labor relations act of 1935

Permits states to govern public sector unions

National Labor relations act 1935

Provides employees with right to join or not join union

National labor relations act of 1935

Made closed shops illegal

Taft-Hartley act (The labor management relations act 1947)

Prevents unions from misuing union fees

Labor management reporting and disclosing act of 1959

Outlawed child labor

Fair labor standard act 1938

Established federal minimum wage

Fair labor standard act of 1938

Requires that unions provide duty of fair representation

National labor relations acts of 1935

Labor strategy that utilizes the unity and size of the bargaining unit to achieve better working conditions for employees

Collective bargaining

Contract that outlines terms of employment for bargaining unit members and reflects the agreement between management representatives and union representatives

Collective bargaining agreement

Intervention where third party appointed does not have power to dictate settlement terms

Mediation

Mintzberg Management Roles

Interpersonal Informational Decisional

Liason, figurhead, leader is a ..... role

Interpersonal

..... Role disseminator, spokesperson, represents

Informational

.....role: entrepreneur, disturbance handler, resource allocator, negotiator

Decisional

An effective leader....

Copes with change Empowers people Persevere

Leadership styles:

transactional transformational contingency/situational

Leadership Effectiveness Model

HBL (Hersey Blanchard Leadership model also known as Situational Leadership Model)

HBL Leadership Styles

S1, S2, S3, S4

Telling: Instruction, direction, autocratic

Selling: persuasion, encouragement, incentive

Participation: involvement, consultations, teamwork

Delegating: trust, empowerment, responsibility

M1 employee readiness

Unable and unwilling

M2 employee readiness

unable but willing

M3 employee readiness

able but unwilling

M4 employee readiness

able and willing

4 Decision Making styles

1) Democratic 2) Autocratic 3) Consensus 4) Participative

Accepts decision made by group majority

Democratic

Takes total control, makes decisions, and assumes full responsibility

Autocratic

Requires entire group to come to an agreement

Consensus

Leadership seeks input from others before making a management decision

Participative

Decision Making Techniques

1) Game theory 2) Simulation 3) Artificial intelligence 4) Queuing theory

Introduces competitive component into decision making by bringing actions of opponent into situation

Game theory

Virtual reality- uses computers to copy real life instances and studies them

Simulation

Technology duplicates thought processes

artificial intelligence

Balancing cost of waiting in lines against cost of expanding facilities

Queuing theory

Power to make decisions such as decision to delegate

Authority (managers have authority to delegate tasks)

Mental or physical ability to perform task

Capability (managers delegate tasks to employees who are capable)

Obligation to perform an assigned activity

Responsibility

Being responsible for one's self, to an organization, or a manager

Accountability

4 E's

- Efficient - Effective - Economical - Expedient

?: getting most output from least input

Efficient

?: doing things well, producing intended results

Effective

?: having good value with respect to money/time/effort spent

Economical

?: suitable for a purpose, given a circumstance

Expedient

The Management process

- Establish Objective - Identify functions - Determine responsibilities - Delegate

Scalar Principle

subordinates follow a chain of command and report to their immediate supervisor

Management Theories

Theory X, Theory Y, Theory Z of ouchi

? Theory: employees must be controlled, have little ambition, dislike work

McGregor's theory X (D needs)

? Theory: accept and seek responsibilty at work, they exercise self control

McGregor's theory Y (esteem and self actualization needs- B needs)

? Theory: employees empowered and productive, employee satisfaction

Theory Z of ouchi

Maslow Hierarchy of needs (top to bottom)

1) Self actualization (B needs) 2) Esteem needs (psychological) 3) Belonginess needs (psych) 4) Safety needs (D needs) 5) Physiological needs (D needs)

Each employee is accountable to one superior, considered traditional management approach

Unity of command

Multiple employees report to a single administrator

Line authority

When outcome of multiple employees working together is greater than sum of them working alone

Synergy

Decision making authority is centralized in upper management

Centralized organization

Decision making authority is delegated down to lower levels of management

Decentralized organization

Ability to efficiently and effectively supervise

Span of control

Line Organization

Top mng>Middle Mng> Lower mng> staff. good for fixed responsibility and quick decision making

Functional organization

units divided based on specific functions. Each function can have own line organization

Line and Staff organization

combination of line orgaization with shoot offs where staff reports to different levels of management.

5 Functional subsystems of foodservice system

procurement, production, distribution and service, sanitation, and maintenance

Integration and coordination of resources to achieve the desired objectives of the organization

Management (Remember: management functions are used to coordinate subsystems t achieve objectives)

Part 1 Managment Overview Flashcards

(105 cards)