1. Employee Relations: concepts of management may be described as production-centered. They are concerned first, foremost, and always with getting the work done. Senior managers in most healthcare departments can be counted on to support and praise the value of continuing education.
1.1. Human resources can contribute information relevant to determining training and development needs from direct contact with people on the job, both managers and rank-and-file employees; from reviewing performance appraisals, performance improvement records, and disciplinary actions; and from monitoring trends in public health.
1.2. Manager's Role in Employee Training: Managers are likely to have a greater depth and breadth of technical knowledge and expertise in the areas or activities they manage than is found anywhere else in an organization. Managers tend to be educated in the fields in which they work. In addition, they have the advantage of practical education acquired through experience. Therefore, managers are primary resources for information about their departments and the work they perform. Department managers are uniquely positioned to pass on their knowledge and expertise to others. Department managers have the responsibility for maintaining and improving the capability and competence of their staff.
2. Nature of Work =
3. Nature of the output =
4. Pace controlled by =
5. Character of labor =
6. Manager’s primary focus =
7. Arrival of work =
8. Completion of work =
9. Elements of a position description
9.1. Job Identification Information
9.1.1. Job identification information must include, at a minimum, the position title, the department location, and the last date on which the content of the position description was verified. Other data, such as the title of the supervisor, help to show how the position fits within a larger organization.
9.2. Job Summary
9.2.1. The job summary provides an overall rendering of the purpose, nature, and extent of the tasks performed by the person in the position. In a well-constructed system, the job summary should relate to the mission statement of the department in which the position is located and to the global mission of the organization.
9.3. Principal Duties Performed
9.3.1. This section presents job facts in an organized and orderly fashion. When preparing the principal duties performed section, a job is normally broken down into approximately five to eight different tasks or functions for the purpose of describing the position. The job tasks should be listed in order of decreasing frequency or occurrence. This means the task that requires the most time to complete or that is the most critical for a given position should be listed first. For each duty listed in this section, a description of the job’s activities (i.e., what is done on the job), how the task is accomplished, and why it is necessary should be provided.
9.4. Job Specification
9.4.1. The job specification section outlines the minimum specific skills, effort, and responsibilities required of an incumbent in the job. Job specifications provide the basis and justification for values that will be assigned to factors used in evaluating a position. Factors are elements created by a job analyst and subsequently used when comparing different positions within a single organization. Job specification statements must describe the extent to which a given factor is present and the degree of difficulty encountered in the position for that factor.