11- The set of social and technical functions inherent in the management process.
- Includes:
- Planning = Deciding prospectively what to do to achieve organizational missions and objectives.
- Organizing = Managers must design an organization that is capable of achieving plans.
12- Staffing = Involves a wide range of centralized activities, programs, and policies related to acquisitions, retention, and maintenance of human resources.
- Directing = Social-behavioral in nature and focuses on initiating action in the organization or system.
- Controlling functions = Involves gathering information and monitoring activities and performance, comparing actual results with expected results to take corrective action.
- Decision-Making Function = Intertwined with all other functions.
13 Three types of skills:
- Technical skills = abilities to use the methods, processes, and techniques of managing.
- Interpersonal skills = abilities to get along well with others, to understand them, and to motivate and lead them in the workplace.
- Conceptual skills = abilities to visualize the complex interrelationships in a workplace-relationships between people, between departments or units, between various organizations in a system, and even between an organization or system and its external environment.
14 - Henry Mintzberg concluded that management work can be described mea-Interpersonal Roles = figurehead, leader, and liaison.
- Informational Roles = monitor, disseminator, and spokesperson.
ningfully in terms of three roles that all managers play:
15- Decisional Roles = entrepreneur, disturbance handler, resource allocator, and negotiator.
- All of Mintzberg’s managerial roles are integrated, with the manager practicing a combination of these roles according to their level, responsibilities and work environment.
16 - Designer Role = managers establish intentional patterns of relationships.
- Strategist Role = managers participate with GBs to establish missions and organization-wide or system-wide objectives and then develop and implement suitable strategies capable of achieving the missions and objectives.
- Leader Role = only effective leadership will encourage and help staff be motivated to fulfill established missions and accomplish objectives.
17- The set of skills and knowledge that managers need in order to do their management work.
- National Center for Healthcare Leadership Competency Model.
- Applies to first, middle, and senior-level managers.
- Contains 26 specific leadership competencies organized by three domains of transformation, execution, and people.
- The importance of specific competencies varies with the manager’s position in the organizational hierarchy; degree of authority; scope of responsibility; and number, types, and skills of subordinates.
18- Conceptual Competence = allows managers to envision the places and roles of their organizations or systems in the larger society.
- Technical Managerial and Clinical Competence = includes planning for a new service or facility, devising and operating an incentive-based compensation program, arranging the financing of long-term debt, etc.
- Interpersonal or Collaborative Competence = knowing how to help people be motivated, how to communicate visions and preferences, how to handle negotiations, and how to manage conflicts.
19- Political Competence = dual abilities to accurately assess the impact of public policies on the performance of the senior-level managers domain of responsibility and to influence public policy making at state and federal levels.
- Commercial Competence = ability of managers to establish and operate value-creating situations in which economic exchanges between buyers and sellers occur.
- Governance Competence = includes ability to establish a clear vision for the organization or system, to foster a culture that supports the realization of the vision, to assemble and effectively allocate the resources to realize the vision, to lead the organization through various challenges, and to ensure proper accountability to multiple stakeholders.
20- Management can be conceptualized as an input-conversion-output process.
- Inputs = human and physical resources and technology
- Outputs = missions and objectives
- HSOs/HSs are formal organizational settings where outputs are produced (mission fulfilled and objectives accomplished) through conversion of inputs (resources).
21- Managers and the management work that they perform are the catalyst that converts inputs to outputs.
- HSOs/HSs and their managers interact with their external environments; this makes HSOs/HSs open systems because inputs are obtained from their external environment and outputs go into that environment.
11 - ชุดของฟังก์ชันสังคม และเทคนิคในการจัดการ-ประกอบด้วย: -การวางแผน =ตัดสินใจ prospectively จะทำอย่างไรเพื่อให้บรรลุภารกิจขององค์กรและวัตถุประสงค์-จัดระเบียบ =ผู้จัดการต้องออกแบบองค์กรที่มีความสามารถในการบรรลุแผนการ12 - พนักงาน = Involves หลากหลายของกิจกรรมส่วนกลาง โปรแกรม และนโยบายที่เกี่ยวข้องกับการซื้อ เก็บข้อมูล และบำรุงรักษาทรัพยากรมนุษย์-ผู้กำกับ =สังคมพฤติกรรมธรรมชาติและเน้นที่การเริ่มต้นการดำเนินการในองค์กรหรือระบบการ-ฟังก์ชันการควบคุม = Involves รวบรวมข้อมูล และตรวจสอบกิจกรรมและประสิทธิภาพ การเปรียบเทียบผลลัพธ์ที่เกิดขึ้นจริงกับผลที่คาดว่าจะดำเนินการแก้ไข-ตัดสินใจฟังก์ชัน = Intertwined กับฟังก์ชันอื่น ๆ13 ทักษะสามชนิด:-เทคนิคทักษะ =ความสามารถในการใช้วิธีการ กระบวนการ และเทคนิคของการจัดการ-มนุษย =ความสามารถในการรับไปดีกับคนอื่น เข้าใจ เพื่อจูงใจ และนำพวกเขาในทำงาน-แนวคิดทักษะ =ความสามารถในการเห็นภาพ interrelationships ที่ซับซ้อนในการทำงานความสัมพันธ์ ระหว่างคน ระหว่างแผนกหรือหน่วย ระหว่างองค์กรต่าง ๆ ในระบบ และแม้กระทั่ง ระหว่างองค์กร หรือระบบ และสภาพแวดล้อมภายนอก14 - Henry Mintzberg ได้ว่า บริหารงานสามารถอธิบายบทบาท mea มนุษยสัมพันธ์ =เสื่อมถอย ผู้นำ และเดอะลิเอซัน- Informational Roles = monitor, disseminator, and spokesperson.ningfully in terms of three roles that all managers play:15- Decisional Roles = entrepreneur, disturbance handler, resource allocator, and negotiator.- All of Mintzberg’s managerial roles are integrated, with the manager practicing a combination of these roles according to their level, responsibilities and work environment.16 - Designer Role = managers establish intentional patterns of relationships. - Strategist Role = managers participate with GBs to establish missions and organization-wide or system-wide objectives and then develop and implement suitable strategies capable of achieving the missions and objectives.- Leader Role = only effective leadership will encourage and help staff be motivated to fulfill established missions and accomplish objectives.17- The set of skills and knowledge that managers need in order to do their management work.- National Center for Healthcare Leadership Competency Model. - Applies to first, middle, and senior-level managers.- Contains 26 specific leadership competencies organized by three domains of transformation, execution, and people.- The importance of specific competencies varies with the manager’s position in the organizational hierarchy; degree of authority; scope of responsibility; and number, types, and skills of subordinates.18- Conceptual Competence = allows managers to envision the places and roles of their organizations or systems in the larger society.- Technical Managerial and Clinical Competence = includes planning for a new service or facility, devising and operating an incentive-based compensation program, arranging the financing of long-term debt, etc.
- Interpersonal or Collaborative Competence = knowing how to help people be motivated, how to communicate visions and preferences, how to handle negotiations, and how to manage conflicts.
19- Political Competence = dual abilities to accurately assess the impact of public policies on the performance of the senior-level managers domain of responsibility and to influence public policy making at state and federal levels.
- Commercial Competence = ability of managers to establish and operate value-creating situations in which economic exchanges between buyers and sellers occur.
- Governance Competence = includes ability to establish a clear vision for the organization or system, to foster a culture that supports the realization of the vision, to assemble and effectively allocate the resources to realize the vision, to lead the organization through various challenges, and to ensure proper accountability to multiple stakeholders.
20- Management can be conceptualized as an input-conversion-output process.
- Inputs = human and physical resources and technology
- Outputs = missions and objectives
- HSOs/HSs are formal organizational settings where outputs are produced (mission fulfilled and objectives accomplished) through conversion of inputs (resources).
21- Managers and the management work that they perform are the catalyst that converts inputs to outputs.
- HSOs/HSs and their managers interact with their external environments; this makes HSOs/HSs open systems because inputs are obtained from their external environment and outputs go into that environment.
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