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Perspective of Management Process: Adapted From: Douglas, M., 1996, The Effective Nurse Leader and Manager

The document discusses the perspective of management process. It involves utilizing the functions of management - planning, organizing, directing and controlling - through physical and human resources to realize organizational goals. Planning is an important function, as it helps combine resources efficiently to achieve objectives. For example, a nurse manager can conduct a needs assessment to strategically formulate objectives and develop plans to address needs.

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Gummie Akalal Sugala
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65 views4 pages

Perspective of Management Process: Adapted From: Douglas, M., 1996, The Effective Nurse Leader and Manager

The document discusses the perspective of management process. It involves utilizing the functions of management - planning, organizing, directing and controlling - through physical and human resources to realize organizational goals. Planning is an important function, as it helps combine resources efficiently to achieve objectives. For example, a nurse manager can conduct a needs assessment to strategically formulate objectives and develop plans to address needs.

Uploaded by

Gummie Akalal Sugala
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Perspective of M anagement Process

INPUT OUTPUT

Physical and
Human Realization of
Technical
Resources Goals
Resources

Planning, Organizing, Directing and Controlling through Physical and Human Resources
Adapted from: Douglas, M., 1996, The Effective Nurse Leader and Manager

1. Referring to the first paradigm above, the Perspective of Management Process, how can the
nurse-manager utilize the functions of management in the realization of goals of the
organization? Cite illustrative examples.

Success of management depends on learning and using the management functions. Management
is a dynamic process of functions that complement with other. These functions are integral in
harnessing, physical, technical and informational resources efficiently and effectively to achieve
the organizational goals.

A nurse manager can utilize PLANNING to think to set priorities, to encourage creativity, to
articulate clear objectives, and to forecast the future in terms of anticipated problems and and
available resources. A Nurse Manager can initiate a needs assessment. Though needs
assessment, he or she can strategically formulate and/or set the objectives

It helps in combining resources to fulfil the overall objectives of the extension organization.
Planning is the process of determining organizational aims, developing premises about the
current environment, selecting the course of action, initiating activities required to transform
plans into action, and evaluating the outcome. The types of planning that managers engage in
will depend on their level in the organization and on the size and type of the organization.
Generally there are four major types of planning exercises: strategic, tactical, contingency, and
managerial. Strategic planning involves determining organizational goals and how to achieve
them. This usually occurs at the top management level. Tactical planning is concerned with
implementing the strategic plans and involves middle and lower management. Contingency
planning anticipates possible problems or changes that may occur in the future and prepares to
deal with them effectively as they arise (Marshall, 1992). Managerial planning is usually
considered as microlevel planning. It helps in combining resources to fulfil the overall objectives
of the extension organization.

A needs assessment may initiate a need for developing a plan. The planning process begins
with the creation of a philosophy that consists of statements describing the values, beliefs, and
attitudes of the organization. Its mission statement is a proclamation of its purpose or reason for
being. After the philosophy and mission statements have been established, various goals and
objectives are defined. Goals are usually general statements that project what is to be
accomplished in the future. An objective is a concrete statement describing a specific action.
Policies are predetermined guides to decision making; they establish boundaries or limits within
which action may be taken. Managers are related to policy formation in two ways. First, they
play a crucial role in implementing organizational policies that have been established by higher
management. Second, they create policies within their departments as guides for their own work
groups. Procedures outline the series of steps to be followed when carrying out a designed
policy or taking a particular course of action. Rules are used to provide final and definite
instruction. Usually they are inflexible.

Planning is designing the future, anticipating problems, and imagining success. In short,
planning is essential for anyone who wants to survive. The functions of organizing, leading,
staffing, and budgeting are means of carrying out the decisions of planning. Everyone is a
planner - a planner of meals, of work time, Of vacations, of families. Formal planning, however,
distinguishes managers from non-managers, effective managers from ineffective managers.
Formal planning forces managers to think of the future, to set priorities, to encourage creativity,
to articulate clear objectives, and to forecast the future in terms of anticipated problems and
political realities.

 First, management is It is hard to consider the functions in isolation, as


management requires each activity to complement one another. When you
as a manager engage in one function, you in effect also start the process of
another function.

 The second core characteristic of management is about it involving


and concentrating on organizational goals. Management is largely
focused on achieving the key mission of the organization, its vision. Whilst
there are detailed objectives it might focus on, management is mainly
interested in identifying the wider organizational
goals and using the different functions in order to achieve the objectives.
Each function takes the organization closer to achieving its vision.

 Finally, management achieves the organizational goals by


working with people and organization resources. You might use
different financial resources or physical equipment as part of the process,
while also directing and guiding the staff towards the objectives. The
manager is in charge of supporting the people and connecting the right
person with the right resources.
 In essence, management is about a dynamic process, with a number of
elements and activities as part of the process. The dynamic and social
element of management mean the functions of management are
separate from operational functions. Whilst operational functions refer
to activities and processes such as marketing, finances and purchases,
the management functions differ depending on the organizational level
at which they take place.

 The functions remain the same, yet are essentially different depending
on the organizational hierarchy. A manager at the senior level will be
involved in different activities than the manager at the junior level. The
core concepts might be the same, but they are dynamic in
manifestation. On the other hand, operational function of marketing
will change according to the organization, the person in charge and the
operational goals. For management functions, the objective of the
specific activity remains largely the same, even though the
manifestation might be different depending on the specific situation.

 Management functions are the same, but the management processes


people use can differ. A management style or process can depend on
the organization, the manager in question, and even the objectives.
You’re likely to change management style if you are directing a single
person or being in control of a team. You can find out more about
management styles from the introductory clip below:

 Why is planning important? Planning provides the organization a better


sense of what it wants to achieve and how it can achieve this. You
essentially have more focus when you plan for things. Think what
would happen if you went into a big job interview without any planning.

 Planning is the continuous process of making present entrepreneurial decisions 
systematically and with best possible knowledge of their futurity, organizing 
systematically the efforts needed to carry out these decisions and measuring the 
results of these decisions against the expectations through organized and 
systematic feedback
 You might be OK, but you wouldn’t be able to focus on the details and
it might take time for you conduct your answers. But if you plan for the
interview, you now exactly the points you want to make, you have
enough knowledge to respond to specific questions about the company
and so on.

 In effect, planning ensures the proper utilization of the available


resources and the ability to understand how these should be used in
order to achieve the goal. In the example of the interview, the planning
helps you take advantage of information on company websites,
research interview questions and to then use this information to outline
example answers.

 A key part of planning is also the vital role it plays in reducing risks.
When management plans for the tasks ahead, they are looking at the
situation and detailing the possible pitfalls ahead. As with your
interview, the risk of not knowing anything about the company or
giving an incoherent answer is higher than if you had planned your
answers a little.

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