Management Functions in - PowerPoint Presentation

Management Functions in Recreational Therapy

Chapter 1Introduction to Management

Definition of Management (Grohar-Murry & Langan, 2011) “Management is considered a discipline and a process. Management, as a process, uses both interpersonal and technical aspects through which objectives of an organization (or part of it) are accomplished efficiently and effectively by using human, physical, financial, and technical resources. The management role is dedicated to facilitating the work in the organization through one’s own efforts and the efforts of others.”

“The term management has been defined in many ways, generally as a process of coordinating and integrating human, technical, and other resources to accomplish specific results. A more meaningful definition for our purposes (within healthcare management) is the process of getting things done through and with people by directing and motivating the efforts of individuals toward common objectives.” Definition of Management ( Dunn, 2002)

Authoritarian Leadership (Theory X)Participative Leadership (Theory Y)Theory Z Leadership Bureaucratic LeadershipSituational LeadershipLaissez-Faire Leadership Leadership Styles

Managers using Theory X “run a tight ship” by ordering or directing their employees.It is a top-down management style. Those who use this style are described as being “task-oriented, paternalistic, or autocratic.” Authoritarian Leadership (Theory X)

Participative Leadership (Theory Y) Managers following participative leadership explain why things must be done, listen to what employees have to say, and respect the opinions of staff.Managers using a participative leadership style believe staff can be trusted and will put forth their best efforts if they feel a sense of involvement in the work of the organization.Those using this approach motivate by giving staff recognition and praise and opportunities to achieve self-satisfaction and self-esteem. Participative leaders believe staff can assume responsibility and therefore delegate to staff.

Theory Z LeadershipThis style was labeled “Theory Z” to distinguish it from authoritarian leadership. It was originated by the Japanese.It emphasized employee participation and egalitarianism, and it rested on Japanese values such as guaranteed employment, maximum employee input, and a strong reliance on team mechanisms.Theory Z has not been successful in America largely because of a lack of acceptance of the Japanese values.

Bureaucratic LeadershipBureaucratic leadership is represented by managers who direct, rather than influence. Descriptive of this style of leadership are terms such as rules-oriented, by the book, and impersonal management. In short, they “go by the rules,” seeing their jobs as enforcing the policies, procedures, and orders established by upper management.

Situational LeadershipA leadership style that is flexible and adaptive—based on the contingencies at hand. Leaders adapt their approach to the specific situations and to the particular needs of different members of the team. For example, a different approach needs to be taken with a novice versus a seasoned professional.

Laissez-Faire Leadership Laissez-faire managers take a hands-off approach.Oftentimes, they are “absentee managers,” who are evasive and are nowhere to be found when they are needed.They also are known to engage in “double-talk.” In short, the laissez-faire approach does not work well unless the work group is well qualified, is seasoned, and works well together.

Chapter 2Recreational Therapy and Management

Skills Required of ManagersHuman relations skills: Understanding those whose work is being supervised and being able to motivate and lead them. Also dealing with clients and the public and working well with teams and dealing with personality conflicts.Conceptual skills: Involve the mental ability to examine how factors interact in a given situation in order to foresee the consequences of actions. Technical skills: Reflect special knowledge needed to accomplish a specific job such as being well prepared in both clinical skills and managerial skills.

Some skills change in importance

Most challenging quote . . . “Perhaps the most challenging part of the job of the supervisor is being ‘the person in the middle’ between higher management and the employees he or she oversees because the supervisor is the connecting link between higher management and staff.”

Activities Performed by First-Line Managers Focus on supervising peopleContribute to the entire organization’s successEnsure work gets doneBe involved with multiple priorities Be concerned about the quality of the entire team’s work Be willing to work overtime and on a scheduled day off, knowing there may not be any extra pay Share information with others Motivate and develop other employees Be an effective team builder Maintain a positive attitude even when situations make it easy to be negative

Chapter 3Understanding the Healthcare Environment

Healthcare SettingsHospitals Skilled Nursing FacilitiesResidential/Transitional Rehabilitation ServicesDay Treatment Facilities

Percentages of RTs in Healthcare SectorsHospitals: 38% Skilled Nursing Facilities: 19%Residential/Transitional Rehabilitation Services:11%Day Treatment Facilities: 4%

Which answer is correct?1. The sector in which most CTRSs practice: a. Primary care b. Secondary care c . Tertiary care d . Cancer care

Chapter 6Organizing

Steps in Organizing for the First-Line Manager Determine the tasks that need to be accomplishedGroup or organize activities into related activities Assign specific activities to individuals Provide necessary resources Designate the organizational relationships needed

“If you had to identify in one word, the reasons why the human race has not achieved and never will achieve its full potential, that would be meetings.”Dave Barry

Chapter 7Staffing

Five Steps in Staffing Determine the number and type of staff needed based on goals and budget requirements. Recruit, interview, select, and assign personnel based on job description requirements and performance standards. Get new employees off to a good start by offering excellent orientation, training, and socialization programs. Implement an ongoing staff-development program to ensure employees at all levels have opportunities to develop personally and professionally and to enhance knowledge and skill levels. Implement creative and flexible scheduling based on patient care needs, employee needs, and organizational productivity requirements.

Chapter 8Influencing

Clark’s Suggestions for Delivering CriticismBegin with two positive statements. “You really have presented some very good ideas, and I like working with you.”State the criticism. “I’d like us to stay on topic and not stray off it.”Add another positive statement and a ray of hope. “You’ve shown the ability to work on complex goals, and I believe we’ll get this accomplished by tomorrow.”

Chapter 13Managing Marketing

Quote by Tom Stewart . . . “Internal marketing is probably much more important than external marketing. That’s even more true today than it’s ever been.”

Quote by Masri, Oetjen, & Rotarius . . . “By focusing on internal marketing, health care managers will gain a motivated staff composed of knowledgeable and prepared employees who feel embedded within and appreciated by the organization.”