Management 2008

NURSING 105 NURSING MANAGEMENT Madeline N. Gerzon, RN, MM Clinical Instructor

WELCOME AGAIN TO NCM 105 NURSING MANAGEMENT!!!

Madeline N. Gerzon, RN, MM Instructor

House Rules            

Sit alphabetically Start the day with morning prayer Come on time Come in complete uniform All cellphones must be in your bags and in silent mode No gum during the class Break time is strictly 15 mins Come prepared (meaning read…read…read) Submit written assignment on time, late papers will be considered 75% Ask permission if you have to go to CR Participate during discussion Talk when you have been recognized already

Key Concepts in Management Structure Function Authority Accountability Hierarchy Planning Organizing Directing Controlling Staffing Budgeting

Productivity Leadership Power Delegation Efficiency Effectiveness

What comes into mind when you talk about management?

What comes into mind when you talk about management? People

Processes

Structure

Function

Policies

Authority

Organization

Procedures

Responsibility

VMG

Communication

Resources

What is MANAGEMENT? 

  

Process of designing and maintaining an environment in which individuals , working together in groups, efficiently accomplish certain goals or aims Manager carries out PODC, POSLC Applies at all levels of organization Concerned with productivity; effectiveness and efficiency

Koontz and Weihrich

MANAGEMENT (???)  

Is just one component of leadership Is the coordination and integration of resources through planning, organizing, directing, and controlling in order to accomplish specific institutional goals and objectives Sullivan and Decker 1988

A theory

is a coherent group of assumption put forth to explain the relationship between two or more observable facts and to provide a sound basis for predicting future events.

Why study management? 3. Guide management decision 4. Shape our view of organization 5. Make us aware of the organiztional/business environment 6. A source of new idea

1900s

1940s

1970s

TRADITIONAL THEORIES

MODIFICATION

CONTEMPORARY

EVOLUTION OF ORGANISATION AND MANAGEMENT THEORIES

Traditional/ Classical Theories Scientific Management Efficient Task Performance

Modifications

Management Science Economic Technical Rationality

Administrative Theory Universal Management Principles

System Approach Subsystem & Environment

Bureaucratic Model Authority & Structure

Contemporary Approaches

Human Relation

Behavourial Science Psychology, Sociology, etc.

Contingency View No Best Method -Situational Factors.

Scientific Management Frederick W. Taylor (1856 – 1917)

Man as a Mechanism in the Factory  Developed

theory called “Scientific Management”  Measured precisely the rate at which certain tasks were performed, or the precise shovel blade size to shove most effectively Give me a job, give me security. Give me a chance to survive I'm just a poor soul in the unemployment line My God, I'm hardly alive

Man as a Mechanism in the Factory  Instituted

“rest periods” to maximize endurance  Worked to maximize efficiency  Changed piece-work rates so workers got more per piece if they were more productive

Give me a job, give me security. Give me a chance to survive I'm just a poor soul in the unemployment line My God, I'm hardly alive

Frederick W. Taylor (1856 – 1917) 

 

Break down work into discrete parts Only one “best way” to do a job Motivated by money to accept the “best way”

Complaints Against Taylorism  His

most famous studies (shoveling) were not groundbreaking  Much of his data were not coherent, suggesting it had been falsified  His “rest periods” were when the men walked back empty “The copper bosses shot you, Joe. They shot you, Joe,” says I. “Takes more than guns to kill a man,” says Joe, “I didn’t die.”

Complaints Against Taylorism Taylorism is only useful for managing “children,” “morons,” and the “mentally retarded.” (Argyris)  Called “the main cause of the main causes of our ills and troubles in industry and management today” (Pollard) 

“The copper bosses shot you, Joe. They shot you, Joe,” says I. “Takes more than guns to kill a man,” says Joe, “I didn’t die.”

Gantt and Williams Towards a More Sensitive Workplace  Gantt

was originally a protégé of Taylor at Bethlehem Steel  Modified Scientific Management to make it less rigid  Insisted on a minimum day wage

Come all you workers and hear what I say, They're trying to plunder the eight-hour day, Won by our forbears in a bloody campaign, So rise up and be in the struggle

Gantt and Williams Towards a More Sensitive Workplace  Demanded

management buy-in  Developed the Gantt chart to help schedule subtasks and processes required for project completion  Promoted “backcasting,” a forerunner to MBO

Gantt and Williams Towards a More Sensitive Workplace Williams was a proponent of Social Gospel  Left management position to work in mines, mills, refineries, ship yards, etc.  Discovered that all people measured their value to society by their job  As a consultant, would work on his clients’ shop floors to learn what the workers wanted 

F.W. Taylor and Scientific Management 



The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency The amount of and effort each employee expends to produce a unit of output can be reduced by increasing specialization and the division of labor

Henri Fayol (1925) 

Identified 4 management functions  Planning  Organizing  Command  Coordination  Control

Luther Gulick (1937) 

Expanded management activities  Planning  Organizing  Staffing  Directing  Coordinating  Reporting  Budgeting

POSDCoRB



Find drawing to put in this slide!!!!

Four Principles of Scientific Management 1.

Study the way employees perform their tasks, gather informal job knowledge that employees possess, and experiment with ways of improving the way tasks are performed

Four Principles of Scientific Management 1.

Codify the new methods of performing tasks into written rules and standard operating procedures

Four Principles of Scientific Management 1.

Carefully select employees so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures

Four Principles of Scientific Management 1.

Establish an acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level

Bureaucratic Model Max Weber (1864 – 1920) 

Stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.

Organization - take the form of a Bureaucratic structure. BUREAUCRATIC MODEL

RATIONAL-LEGAL/AUTHORITY The right to exercise authority based on position. -

position with power compensation : fixed salary hierarchy of authority technical competence governed by rules and regulations

Dimensions of Bureaucracy 1.

Division of labor based on functional specialization

3.

A well-defined hierarchy of authority

Dimensions of Bureaucracy 

A system of rules covering the rights and duties of position



A system of procedures for dealing with work situations

Dimensions of Bureaucracy 

An impersonality in interpersonal relations



A system of promotion and selection for employment based on technical competence.

Limitations of Bureaucracy 

Appropriate for the past where environment was relatively stable and predictable

Limitations of Bureaucracy 

Today’s environments are more turbulent and unpredictable.

Limitations of Bureaucracy



Too general for today’s highly complex organization and specialization.

Human Relations

Human Relations Movement 

Mary Parker Follet - had considered workers as human



Chester Bernard - social need, psychological need of individual & group

Mary Parker Follett (1927) 

Management must consider the human side



Employees should be involved in job analysis

Mary Parker Follett 

Person with the knowledge should be in control of the work process regardless of position



Cross-functioning teams used to accomplish projects

Mary Parker Follett 

Participative management



Espoused that managers should have authority with, rather than over, employees

Hawthorne Experiments Elton Mayo (1880 – 1949) 





Western Electric’s Hawthorne Plant-Chicago Studied relationship between level of lighting in the workplace and workers productivity ‘Hawthorne effect’

The Hawthorne Effect 

The possibility that workers who receive special attention will perform better simply because they received that attention

The Hawthorne Studies 

Initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting)



Found that productivity increased regardless of whether illumination was raised or lowered

The Hawthorne Studies_2 

Factors influencing behavior:  Attention

from researchers  Manager’s leadership approach  Work group norms 

The “Hawthorne Effect”

H.R. in essence!!!!!!!! 

Manager and subordinate relation



Early attempt to discover the social and psychological factor that would create effective human relation.

Contribution of H.R. 

Improved classical approach by stressing social needs



Focus on workers – not on techniques

Contribution of H.R. 

Emphasized management skill rather than technical skill



Focus on group dynamics rather than individual

Behavioral Science  



HR developed into BS Psychology, Sociology, Anthropology Social man – motivated by desire for form relationships with others

Behavioral Science Argyris, Maslow, McGragor 

 

Self-actualizing – a more accurate concept to explain Human Motivation “Complex man” No two people are exactly alike.

Douglas McGregor 

Taught in Psychology and Industrial Management in MIT



Introduced Theory X and Theory Y



Bridging the gap between the management and labor

Douglas McGregor Theory X (classical)  workers

are lazy and want to be told what to do and have decisions made for them

Douglas McGregor Theory X  Average employee is lazy, dislikes work, and will try to do as little as possible  Manager’s task is to supervise closely and control employees through reward and punishment

Douglas McGregor 

Theory Y (based on developments in social sciences)  employees

want autonomy, job satisfaction, responsibility, and will work hard when they are appreciated

Douglas McGregor Theory Y  Employees will do what is good for the organization when committed  Manager’s task is to create a work setting that encourages commitment to organizational goals and provides opportunities for employees to be exercise initiative

Douglas McGregor 

Theory Y  Theory

Y required a change in management, not a change in the worker or the workplace  Formalized ideas many good managers already practiced but could not define  Also credited with inadvertently fathering the Human Potential Movement

Contributions of Behavioral Science 



Understanding of individual motivation, group behavior interpersonal relationship at work and the importance of work to human beings Continue to contribute new insights in important areas as leadership, conflict, power, organizational change and communication

Limitations of Behavioral Science 

Its potential not fully realized



managers resist suggestion

Limitations of Behavioral Science 

Model, theories and jargon are too complicated and abstract to practicing manager



Difficult to interpret by practicing managers

1900s

1940s

1970s

TRADITIONAL THEORIES

MODIFICATION

CONTEMPORARY

EVOLUTION OF ORGANIZATION AND MANAGEMENT THEORIES

Traditional/ Classical Theories Scientific Management Efficient Task Performance

Modifications

Management Science Economic Technical Rationality

Administrative Theory Universal Management Principles

System Approach Subsystem & Environment

Bureaucratic Model Authority & Structure

Contemporary Approaches

Human Relation

Behavourial Science Psychology, Sociology, etc.

Contingency View No Best Method -Situational Factors.

2.2

History of Management Thought Quality Viewpoint Contingency Viewpoint Systems Viewpoint Behavioral Viewpoint Traditional Viewpoint

1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

Adapted from Figure 2.1

Japanese Theory Z Characteristics of a Theory Z 

Long-term employment, often for a lifetime



Relatively slow process of evaluation and promotion

Japanese Theory Z Characteristics of a Theory Z





Development of company-specific skills & moderately specialized career path Implicit, informal control mechanisms supported by explicit, formal measures

Japanese Theory Z Characteristics of a Theory Z 

Participative decision-making but individual ultimate responsibility



Broad concern for the welfare of subordinates & co-workers as a natural part of a working relationship & informal relationships among people

System Analysis Management 

An approach to problem solving based on an understanding of the basic structure of systems 

Environmental interaction 

Open systems must interact with the external environment to survive.



Closed systems do not interact with the environment.



Synergy: when all subsystems work together making the whole greater than the sum of its parts.



Entropy: the tendency for systems to decay over time

2.7

Basic Systems View of Organization Environment INPUTS Human, physical, financial, and information resources

TRANSFORMATION PROCESS

OUTPUTS Products and Services

Feedback loops Adapted from Figure 2.4

The Contingency Perspective A

view that proposes that there is no one best approach to management for all situations.  Asserts

that managers are responsible for determining which managerial approach is likely to be most effective in a given situation.

 This

requires managers to identify the key contingencies in a given situation.

Blending Components into a Contingency Perspective

2.8

Contingency Viewpoint • • •

Behavioral Viewpoint How managers influence others: Informal Group Cooperation among employees Employees’ social needs

Systems Viewpoint How the parts fit together: • Inputs • Transformations • Outputs

Traditional Viewpoint What managers do: • Plan • Organize • Lead • Control

Contingency Viewpoint Managers’ use of other viewpoints to solve problems involving: • External environment • Technology • Individuals Adapted from Figure 2.5

An Example of the Contingency Perspective Joan

Woodward’s Research

 Discovered

that a particular management style is affected by the organization’s technology.  Identified and described three different types of technology: Small-batch technology  Mass-production technology  Continuous-process technology 

The Quantitative Perspective  Characterized

by its use of mathematics, statistics, and other quantitative techniques for management decision making and problem solving.

The Quantitative Perspective  This

approach has four basic characteristics: 1. 2.

3.

4.

A decision-making focus Development of measurable criteria Formulation of a quantitative model The use of computers

The Quantitative Perspective Decision-Making  The

Focus

primary focus of the quantitative approach is on problems or situations that require direct action, or a decision, on the part of management.

The Quantitative Perspective Measurable  The

Criteria

decision-making process requires that the decision maker select some alternative course of action.  The alternatives must be compared on the basis of measurable criteria.

The Quantitative Perspective Quantitative

Model

 To

assess the likely impact of each alternative on the stated criteria, a quantitative model of the decision situation must be formulated.

Computers  Computers

are quite useful in the problem-solving process.

Management in the 21st Century  William

Ouchi’s Theory Z

 Japanese-style

approach to management developed  Advocates

trusting employees and making them feel like an integral part of the organization.

 Based

on the assumption that once a trusting relationship with workers is established, production will increase.

Total Quality Management 

Organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training



This involves the continuous improvement of organizational processes, resulting in high quality products and services. Total Quality Management

UNDERSTANDING MANAGEMENT

Understanding Functions of Management 

Analysis of management is facilitated by breaking it down into five managerial functions/processes     

Planning Organizing Staffing Leading Controlling

Understanding Functions of Management 

Roles of managers (Mintzberg) Interpersonal roles •Figurehead role •Leader role •Liaison role Informational roles •Recipient role •Disseminator role •Spokesperson role

Understanding Functions of Management 

Roles of managers (Mintzberg) Decision roles •Entrepreneurial role •Disturbance-handler role •Resource allocator role •Negotiator role

Why Management is essential for any Organization? 

  

Managers are charged with the responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives Applies to small or large organization Profit or non-profit organizations Manufacturing or service industries Who are the managers that you know?

Goals of Managers? Profit org Non-profit org

Money Time Materials Personal dissatisfaction e. g. VS I&O Bedmaking

Surplus

Goals of Managers? Productivity Productivity = Outputs Inputs

(within time period, quality considered)

•Increasing O with same I •Decreasing I but maintaining same O •Increasing O and decreasing I to change ratio favorably Effectiveness Efficiency

Hospital Process Inputs

Employees, Staff Hospital Medical Supplies Equipment Laboratories

Processing Outputs Examination Surgery Monitoring Medication Therapy

Healthy patients

Management: An Art or a Science? Managing as practice is an ART

Organized knowledge underlying the practice is the SCIENCE

Understanding Organizational Structure and Function

Relationships within organizations 

Chain of Command Path of authority and accountability from one individual at the bottom of the organization to the very top administrative authority This is also referred to Hierarchy e.g. nurse-HN-NS-CN

Relationships within organizations 

Components of Chain of Command  Layers or levels – simple to complex  Flow communication – errors, gaps  Interpersonal relationship – formal, informal

Relationships within organizations Span of Control Refers to number of subordinates and different tasks for which a person in authority is responsible 

Narrow Span of Control Responsible for only a few people and one or two tasks areas



Broad Span of Control Responsible for many people and a variety of tasks areas

Span of Control

Organizational Charts 

 

A diagram of organization that clearly presents its formal structure with persons and departments and their relationships to one another Large organization commonly have OC Small may operate informally, OC may not be available

Organizational Charts 







Tells size of the organization and its chain of command Shows relationships between units or departments Boxes represent individuals or a department Solid lines represent communication

Limitations of Organizational Charts Does not show informal structure  Cannot depict degree of authority  Becomes obsolete quickly  Does not define responsibility and accountability 

Organizational Charts

Authority Accountability

Vertical line represents responsibility of Individuals to supervise others officially

Organizational Charts

Organizational Charts

Horizontal solid lines connect individuals at the same level in the organization and have official relationship

Organizational Charts

Organizational Charts

Dotted lines represent communication relationships in which neither individual has direct authority or accountability to the other and they do not have the same supervisor

Organizational Charts

Organizational Charts Lines of Authority   

Represent the responsibility of individuals to supervise officially Downward direction Shows authority over those who are lower on the chart and connected by solid lines

Organizational Charts Lines of Accountability   

Reporting relationships Upward direction means accountable to individual in the higher level Taken together means chain of command

Types of Organizational Structure Tall or Centralized Structure Flat or Decentralized Structure Matrix Structure Parallel Organizations

Types of Organizational Structure Tall or Centralized Structure  

  

Usually narrow Decision-making authority and power held by few persons in central positions Persons in authority are responsible for only few subordinates May have many levels Communication must travel through the levels

Types of Organizational Structure Tall or Centralized Structure 

Advantages *ability to be an expert *use less skilled individuals *close supervision *top management are spared from unnecessary communication *top people have great deal of control and are the decision makers

Types of Organizational Structure Tall or Centralized Structure 

Disadvantages *skilled individuals may end up doing nothing *the supervised might become stifled *communication is difficult, it passes many layers *implementation of decision may become delayed

Types of Organizational Structure Flat or Decentralized Structure 







Have few levels and broad span of control Decision-making is spread out among many people No close supervision because supervisor is responsible for many people Communication is easy and direct

Types of Organizational Structure Flat or Decentralized Structure Advantages  Simple communication patterns-less distortion  Speed in responding t problems  Individuals have opportunities to develop their own abilities  Communication is easy and direct

Types of Organizational Structure Flat or Decentralized Structure Disadvantages     

Broad span of control may result to No close supervision because supervisor is responsible for many people Person in charge may have hard time to process communication since its numerous Supervisor may lack expertise because of wide operation Greater need for ongoing education

Types of Organizational Structure Matrix Structure  





Either tall or flat Unique – second structure overlies the first Overlying structure represents a special relationship of individuals that is not part of chain of command Recent innovation in health care organization

Types of Organizational Structure Parallel Organizations    

Employees collective bargaining organization But does not integrate with official organization Has its own officers and representatives Draw on the board

Organizational Function Organization functions according to what it has set to do which are stated in…..  Philosophy Statement and VMG  Job descriptions  Policies and Procedures

Organizational Function Philosophy Statement  Reflects the purpose of organization  States beliefs and values that are basic to its operation  May include list of goals or objectives

Organizational Functions VMG  Vision – how the organization envisions itself, desires of organization  Mission – broad general goals that describes its purpose in the community  Goals – are broad statements of overall intent of the organization

Organizational Function Job descriptions 





Help define organizational structure and function Describes responsibilities of each individual or position in the organization May not give complete description of everything an individual does as part of his/her job (ex. ER nurse and SA nurse)

Organizational Function Policies and Procedures  Official statements that guide the behavior of individuals in the organization  Are written (manual) as required by law and accrediting institutions  Hospitals have general policies and procedures that guide the behavior or the entire organization  Hospitals have many policies and procedures carefully written out in detail

Organizational Function Policies and Procedures 





Serve as legal safeguard for the organization by establishing standards for practice Nursing policies and procedures are formulated by committees or nurses Provide support for good practice and quality control

What is an Informal Organization?  

   

Arise to meet social needs of the people within an organization Provide ease of relationships (?) and ways to accomplish desired outcomes In a form of “barkada” system (helping one another) Providing communication Preserving values Informal leaders

Problems of IO     

Detrimental to formal organization May resist needed change May tolerate mediocrity Sometimes it is closed, newcomers become outsiders May disseminate rumors and inaccurate information “grapevine”

Organizational Climate Effects of Policies Formal policies describe expected behaviors of individuals in the organization Theory X – people don’t like to work, they are motivated by material gain, and w/out supervision they will not work e.g. vandi clock to punch in and out 

Organizational Climate Effects of Policies 

Theory Y – people find work intrinsically rewarding, motivated by many factors other than material gain

e.g. submits statements of the specific shifts worked, no monitoring of lunches, breaks, etc 

Theory Z – operates on the basis of longterm employment, loyalty between employer and employee and strong collective value system

Organizational Climate Effect of Supervisory Behavior 

 



Manner how supervisors carry out policies contribute to organizational climate Personality of supervisor General method of interacting with subordinates Some supervisors create an atmosphere of suspicion and fear (criticisms and unwillingness to tolerate)

Organizational Climate The informal organization culture and climate   

Individuals relate on a personal basis High level of competition (+) Relationships (first name basis, surname)

Understanding Management

Management is…… 



Process of designing and maintaining an environment in which individuals , working together in groups, efficiently accomplish certain goals or aims (koontz & Weihrich) Is the coordination and integration of resources through planning, organizing, directing, and controlling in order to accomplish specific institutional goals and objectives (Sullivan and Decker)

Management is……   

the art of getting things done through people getting the right things done at the right time the process or form of work that involves the guidance or direction of a group of people toward organizational goals or objectives

What is Nursing Management? Relates to planning , organizing, staffing, directing and controlling the activities of a nursing enterprise or division of nursing departments and of the subunits of the departments

Types of Management   



Authoritarian management style Democratic management style Laissez-Faire management style Multicratic leadership

Types of Management Authoritarian management style  



Autocratic Manager makes most of the decisions in isolation Found in bureaucratic organizations that reinforce centrality of authority and reliance upon formal rules

Types of Management Authoritarian management style 





Managers issue orders and expect to be obeyed Authority derives from position power tied to official hierarchical title Authoritarian managers will have subordinate support if they are involved in overall goals and process

Types of Management Authoritarian management style      

Strong control is maintained Others are motivated by coercion Others are directed with command Communication is downwards “I” and “You” Punitive criticism

Types of Management Authoritarian management style Advantages    

Results to well-defined group actions Decision making can be done expeditiously Appropriate when immediate action is needed Authoritarian managers will have subordinate support if they are involved in overall goals and process

Types of Management Authoritarian management style Disadvantages  Subordinates don’t have stake in achievement/failure of management goals  Employee may subvert goals  Managers issue orders and expect to be obeyed  Authority derives from position power tied to official hierarchical title

Types of Management Democratic Management Style  Involves subordinates in decision making  Democratic managers see themselves as coworkers  Stresses importance of communication and consensus  Promotes autonomy and growth

Types of Management Democratic Management Style  Manager leads by providing information, suggesting direction and being supportive of coworkers  Function best in less centralized and where there is less reliance on formal rules and policies  Emphasis “We”  Constructive criticism

Types of Management Democratic management style Advantages  Coworkers are consulted  Coworkers have input on decision making  Employees are involved in all the processes prior to decision making  It is appropriate if decision at hand does not require urgent action

Types of Management Democratic management style Disadvantages  Decision becomes lengthy process  Coworkers not confident in participating in decision making  Employees may think manager is not capable to DM

Types of Management Democratic management style Disadvantages  Employees think they are made to do something they are not paid for  If decision not implemented employees think their time is wasted

Types of Management Laissez-Faire  Permissive management  Least structure and control  Requires coworkers to make own goals, decisions  Managers provide maximum support and freedom for workers

Types of Management Laissez-Faire  Provision of little or no direction  Communication upward and downward  DM is dispersed throughout group  Criticism withheld

Types of Management Laissez-Faire Advantages  Providing maximum support and freedom  Allows practice of high levels of independence

Types of Management Laissez-Faire Disadvantages  Not possible to let workers arrive at an individual decisions about patient care  Because of multidisciplinary care, decision must be centralized

Types of Management Multicratic 

 

One skill of a manager is identifying which style a particular situation requires Combines the best of all approaches Provides maximum structure when the situation requires

Levels of Management   

Top level managers Middle-level managers First-level managers

Levels of Management Top level managers  Looks at the whole organization  Coordinate internal and external influences  Makes decisions with few guidelines  COO, CEO, CN, DNS, CNO

Levels of Management Responsibilities of top-level managers  Determining philosophy  Setting policies  Creating goals and priorities for resource allocation  Need great leadership, not part of day-to-day operation

Levels of Management Middle-level managers  Coordinates effort of lower levels of the hierarchy  Conduit between lower and top-level managers  Carry out day-to-day operation  Involved in long term planning  Establishing unit policies  Nurse supervisors, head nurse, unit managers

Levels of Management First-level managers  Concerned with specific unit workflow  Deal with immediate problems in daily operations

Levels of Management   

Top level managers Middle-level managers First-level managers

POSTTEST Answer the following as fast as you can:  What is management? (3 pts)  What are the processes of management? (4 items)  Define Organizational chart (2 pts)  Give at least 2 functions of the organizational chart (2 items)  What are the types of organizations? (4 pts)  Give 2 advantages of Tall organization (2 items)  Give at least 2 disadvantages of Tall organization (2 items)  Give 2 advantages of Flat organization (2 items)  Give at least 2 disadvantages of Flat organization (2 items)  Organizational functions are usually stated in these 3 documents  Organizational climate is shaped according to 3 factors

Differentiating the Leader and Manager

Similarities and Differences Leaders May

or may not have official appointment to the position Have power and authority enforce decisions only so long as followers are willing to be led Influence others toward goal setting, either formally or informally Interested in risk-taking and exploring new ideas Relate to people personally in an intuitive and empathetic manner Feel rewarded from personal achievements May or may not be successful as managers

Managers Appointed

officially to the

position Have power and authority to enforce decisions Carry

out predetermined policies, rules and regulation Maintain

an orderly, controlled, rational and equitable structure Relate people according to their roles Feel rewarded when fulfilling organizational mission or goals Are managers as long as appointment holds