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1. Definition management

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1.3. the process, comprised of social and technical functions and activities occurring within organizations

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3. Functions of management

3.1. Planning

3.1.1. Manager set a direction and determine what needs to be accomplished.

3.1.2. Setting priorities.

3.1.3. Determining performance target.

3.2. Organizing

3.2.1. Overall design of the organization/division/unit

3.2.2. Determining positions, teamwork assignments, and distribution of authority and responsibility.

3.2.3. Designating reporting relationship and intentional patterns of interaction.

3.3. Staffing

3.3.1. Developing and maintaining the workforce

3.3.2. Refers to acquiring and retaining human resources.

3.4. Directing

3.4.1. Initiating action in the organization through effective leadership and motivation

3.5. Controlling

3.5.1. Taking appropriate actions to increase performance.

3.5.2. Monitoring staff activities and performance.

3.6. Decision making

3.6.1. Make effective decision

4. Domains of health services administration

4.1. Managers consider external and internal domains to carry out task and make decisions.

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4.1.2. External domains-influences, resources and activities - Community need Accreditation Licensure

4.1.3. Internal domains-areas of focus Staffing Budgeting Quality services

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5. Key competencies of manager

5.1. Conceptual skills

5.1.1. Ability to critically analyzed and solve complex problem.

5.1.2. Example: manager conduct an analysis of the best way to reduce patient complaints.

5.2. Technical skills

5.2.1. Ability to perform a specific work task.

5.2.2. Example: manager develop and implement a new incentive compensation program for staff.

5.3. Interpersonal skills

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5.3.2. Skills that enable manager to communicate with.

5.3.3. Example: manager counsels an employee whose perform below expectation managed to performed up to desired performance level for the next year.

6. Role of manager

6.1. Interpersonal roles

6.1.1. Leader Responsible for the motivation and direction Example:virtually all managerial activities

6.1.2. Liason Maintain a network of outside contacts Example:acknowledgement of mail, external/board work.

6.1.3. Figurehead Symbolic head, required to perform a number of routine duties Example:ceremonies, status request, solicitations

6.2. Informational roles

6.2.1. Monitor Receives wide variety of information Example:handing all mail and contacts

6.2.2. Disseminator Transmit information received from outsiders or other subordinates Example:forwarding mail into organization for information purposes

6.2.3. Spokesperson Transmit information to outsiders on organization’s plans, policies, actions, and results Example:handling contacts involving transmission of information to outsiders

6.3. Decisional roles

6.3.1. Entrepreneur Searches organization and its environment for opportunities and initiates projects - Example:srategy and review sessions

6.3.2. Disturbance handler Responsible for corrective action Exampe:strategy and review sessions involving disturbances and crises

6.3.3. Resources allocator Making or opproving significant organizational decisions Example:scheduling; request for authorization; budgeting, the programming of subordinates work

6.3.4. Negotiator Responsible for representing the organization. Example:contract negotiation

7. Focus of management

7.1. Self focus : able to effectively manage himself.

7.2. Unit/team focus : involve in managing others in term of effectively completing the work.

7.3. Organizational level focus:managers work together as part of the larger organization

8. Need for managers and their perspectives

8.1. Requires managers that provides leadership, supervisions and coordination

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8.3. To achieve goals beyond the capacity of any single individual

8.4. Ensure organizational task are carried out in the best way

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