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ManagerialFunctions:EvidencedBased Practice

Reporter: Neil Christian R.Morales, R.N.



Managerial functions as

Evidenced Based:

� Planning

� Organizing

� Staffing� Directing

� Controlling



PLANNING



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PLANNING

� A plan is a predetermined course of action

which provides purpose and direction of an

organization.

� Planning is foreseeing future circumstances and

requirements, then, setting objectives, making

long and short term plans and determining the

policies to be followed with standards to be set.



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� It involves making a systematic process for achieving

the organization¶s goals.

� In planning, managers receive and store information,

monitor and disseminate the information.� A manager makes decisions on strategy and

allocation of resources and initiate planned changes

� Strategic planning is the process of developing and

analyzing the organizations mission, overall goals,general strategies and allocating resources.



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� A strategy ±----is a course of action

created to achieve a long ± term goal.

� Goals ±are the things that the organization

strives to achieve.

� Strategic planning requires a lot of

information gathering, exploring

alternatives and emphasizing futureimplications of its current decisions.



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Steps in planning

1. Define the organizationµs mission and vision.

A mission is the purpose of the organization.

It explains why the organization exists .

Vision is the future goal or achievement of an

organization. It guides the mission of the

organization by defining measurable strategicand financial objectives



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2. SWOT ANALYSIS

Analyze the strength, weaknesses and identify

opportunities and threats of the organization.

SWOT analysis is used as the basis for futureimprovements.



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3. Setting goals and objectives.

Goals and objectives are developed to bridge the

gap between current capability and the mission

Objectives ± are statements describing results

and the way in which they will be achieved. They

are more specific and narrower than goals.



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4. Develop a strategy.

Information collected from the environmental

scan is used to:

Match strengths with opportunities and addressweaknesses while trying to minimize threats to

its existence.

Make superior profits by getting a competitive

advantage over competitors.



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5. Implementation of strategy.

Strategy is implemented by developing

programs, budgets and procedures.

It involves organizing the firm¶s resources and

motivating staff to achieve the firm¶s objectives.



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6. Evaluating /monitoring and control

Evaluation and control consists of:

� Defining parameters to be measured.

� Defining the target values of those parameters.

� Performing measurement.

� Comparing measured results to predefined

standards.� Making necessary changes.



ORGANIZING



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ORGANIZING

� This is the identification and classification of the

required activities, the grouping of activities

necessary to attain objectives, the assignment of

each grouping to a manager with authority andthe provision of coordination.

� In organizing, structures are created,

relationships established and resources are

allocated for the accomplishment of activities



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� In organizing, plans are reviewed, tasks to be

performed are listed, tasks are grouped into jobs

that can be done by an individual, departments

are created, work is assigned to individuals andauthority is delegated.



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� Organizational Structure

Each organization has an organizational

structure.

� Ideally, in developing an organizational structure

and distributing authority, managers' decisions

reflect the mission, objectives, goals and tactics

that grew out of the planning function.



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Specifically, they include:

1. Division of labor

2. Delegation of authority

3. Departmentation

4. Span of control

5. Coordination



STAFFING



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STAFFING

� Staffing involves manning the organizational

structure through proper and effective appraisal

,selection and development of people to fill the

roles designed into the structure.� Staffing is also known as Human Resource

Management. In other words, it is the

management function devoted to acquiring,

training, appraising, and compensatingemployees.



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� Staffing process involves:

1)-Development of organizational structure.

2) -Assessment of manpower required and

available.3) -Assessment of their quality, qualification

and skills for the job.

4)- Appraisal ±Strength and shortcomings

5) -Conduct development programs.



DIRECTING



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DIRECTING

� Directing involves the initiation of action and it

entails three elements that are action oriented in

nature.

� These are motivation, communication andleadership.

� Leading is the process of influencing people so

that they will contribute to organization and group

goals.



CONTROLING



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CONTROLLING

� This is the measurement and correction of

performance in order to ensure that

enterprise objectives and plans devised to

attain them are accomplished.� Controlling is a function of every manager

both at lower and upper level since all have

responsibility for the execution of plans.� In controlling we must:



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� Establish standards-

These are criteria for performance used by

managers to measure performance since

managers cannot usually watch everything beingdone within an organization.



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� Measure performance-

This should be on a forward looking basis so that

deviations may be detected in advance of their

occurrence and avoided by appropriate actions.This is through detection of probable departures

from standards.



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� Correct deviations-

- Standards should reflect the variouspositions in an organization structure.

Managers may correct deviations byredrawing their plans or by modifying their

goals.

- They may also correct by exercising their organizing function through reassignment

or clarification of duties.



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- They may correct also by additional staffing,

better selection and training of subordinate or by

firing staff.

- Standards set may be physical like labor hoursper unit produced, may be cost standards like

cost per unit produced or revenue standards like

sales per customer .

- For control to be effective there must be real time

feedback.



From Science to Practice

� Changing one¶s

own behavior requires:

� intention,

� attention, and� skill«



What is ³Evidence Based´?

� Consistent and judicious use of the best

evidence when making decisions

regarding delivery of treatment or

interventions.

� In management, intentional actions are

interventions.



Isn¶t Evidence Evident? Well«

� Latest research reports

± May or may not be sound, rigorous research

± May or may not have results consistent with

past studies� Own practice experiences

± Human recall is notoriously biased

± Unknown if same results can happen withother practitioners

� Existing practice guidelines

± May be based on outdated data and on habits



Evidence Based Practice:

� Management is a practice, and research

identifies most effective actions under such

conditions



EvidenceEvidence in

Organizational Science

� Look for meta-analyses and literature

synthesis

� Look for body of work by one scholar

± Accumulation across several studies

� Look for work done in variety of

organizations

± Accumulation of knowledge across settings



EvidenceEvidence for People

Management

� High motivation work environments

have these characteristics:

± Employment stability

± Participation in decision making

± Performance reward

± Train employees



EvidenceEvidence--BasedBased People

Management

� To have a high motivation work

environment:

± Keep employees

± Involve staff in decision making

± Reward performance

± Invest in training employees

± Give feedback to employees



EvidenceEvidence for Idea Management

Management of Innovation«.

± Approximately 50% of innovators come

from middle management or front-line staff

± Innovators used comprehensive planningas a mode of analysis leading to innovation

Brinis (2001) Am Review Pub Admin.



EvidenceEvidence--BasedBased Idea Management

Managing Innovation«.

± Listen to and seek ideas from middle

management or front-line staff ± Use comprehensive planning as starting

point leading to innovation



EvidenceEvidence for Process

Management

Decision making«.

± Participation of staff in decision making

about strategy, operations, and

marketing is related to more effective

organizations

± Participation of staff in decision makingis better patient outcomes



EvidenceEvidence--BasedBased Process

Management

Managing decision processes«

± Involve staff in identifying the issues,

seeking solutions and choosingsolutions

± Involve staff in decision making that

affects the organization, not just their job



EvidenceEvidence for Perception

Management

Weick¶s work on attention and

interpretations in high velocity

environments:

± When things are happening fast, people

miss information and make assumptions

± People in organizations retrospectively make

sense of the past events± People in organizations create the future

they are planning for



EvidenceEvidence--BasedBased Perception

Management

Managing perceptions«

± Seek lots of diverse information to understand

what is going on

± Defer to expertise that exists across/up-downthe organization

± Look for information that disconfirms your

ideas

E idE id f C i i



EvidenceEvidence for Communication

ManagementBaltes et al. (2002) did a meta-analysis of 22

studies about computer mediatedcommunication versus face to facecommunication.

Computer use is associated with:more negative work outcomes

decrease group effectiveness

increased time to decision

decreased satisfaction

E idE id B dB d



EvidenceEvidence--BasedBased

Communication Management

Managing communication:

±Be selective about when use computer versus in-person communication

±Match the mode of communication withthe need for rich information

±Use the ³weak links´ in interpersonal

and professional networks to gain newinformation



EvidenceEvidence for Time Management

� Stuhlmacher (1998) meta-analysis of effect

of time pressure on negotiation in 23

studies:

Greater time pressure was related to greater

cooperative strategy being used, especially in

single issue negotiations, when there is large

incentive for cooperation, and parties can beflexible in meeting demands

E idE id B dB d Ti



EvidenceEvidence--BasedBased Time

Management

Managing time«

± Anticipate effect of time frame on own actions

and emotions and those of others

± Anticipate the interaction of time frame with

perceptions and responses



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References

1. Kibera,F.N(1996). Introduction to business: AKenya perspective, Nairobi: Kenya literatureBureau PP 104-114

2. Koontz,H and Weihrich,H. (1988).

Management, Ninth edition. New York:McGraw-Hill book company

� http://www.cliffsnotes.com/WileyCDA/CliffsReviewTopic/Staffing-as-a-Management-Function.topicArticleId-8944,articleId-8891.html

� http://www.xanga.com/lalitkhungar/667247144/learn-8211managerial-function-of-staffing.html



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