cliparts sa report ko org and controlling

8/7/2019 CLIPARTS SA REPORT KO ORG AND CONTROLLING

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This time, like all times, is a very good one, if we but know what to do with it.

- Ralph Waldo Emerson

One always has time enough, if one will apply it well.

- Johann Wolfgang von Goethe

Believe that time is going to help you do what you want.

- William Morris Hunt

Don't wait. The time will never be just right.

- Napoleon Hill

All great achievements require time.- Maya Angelou

The time you enjoy wasting is not wasted time.

- Bertrand Russell

All the forces in the world are not so powerful as an idea whose time has come.

- Victor Hugo


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The time for action is now. It's never too late to do something.

- Antoine de Saint-Exupery

Time and the hour run through the roughest day.

- William Shakespeare

It is a mistake to look too far ahead. Only one link of the chain of destiny can be handled at a time.

- Winston Churchill

The time to relax is when you don't have time for it.

- Sydney J. Harris

"We all need a daily check up from the neck up to avoid stinkin 'thinkin' which ultimately leads to

hardening of the attitudes."

- Zig Ziglar

"I am only one, but still I am one. I cannot do everything, but still I can do something. I will not refuse todo the something I can do."

- Helen Keller

"Start by doing what's necessary, then what's possible, and suddenly you are doing the impossible."

- St Francis of Assisi

"Never leave till tomorrow that which you can do today."

- Benjamin Franklin

"He does not seem to me to be a free man who does not sometimes do nothing."

Cicero

"Live each day as if it be your last."

- Marcus Aurelius, 140 AD

"You must get good at one of two things. Planting in the spring or begging in the fall."

- Jim Rohn

Management Issues: 'The Basics:

Organizing, Controlling and Influencing'

Author: Keith R. Dutton, M.S.

Organizing


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Just how well organized are you? Do you spend time the night beforework planning yourday, or do you take the attitude that whatever happens will happen and youll handle it as itcomes up? Based on my EMS experience, you probably do both. Hopefully you begin to

organize the things you need to accomplish before its necessary to use them; thus organizing

becomes the process of establishing orderly uses for all resources within a managementsystem.(Certo, 2000)

As a manager, you need to use the organizing function as the primary mechanism to activate

plans for using your resources. This leads to:

1. Creating and maintaining relationships between all of the organizations resources.

2. Defining which resources need to be used for which projects.

3. Determining when, where and how the resources will be used.

4. Minimizing cost overruns, duplication of efforts, and idle organizational resources.

The Process of Organizing

In the overall management system, there are five steps that managers have to continually repeatin order to ensure that organizing is as efficient as possible:

1. Reflecting on plans and objectives

2. Establishing major tasks

3. Dividing major tasks into subtasks

4. Allocating resources and directives for subtasks

5. Evaluating results of organizing strategy

Through repetition of the above five areas, a manager is able to receive feedback about the

organizing efforts. The development or upgrading of an EMS system can serve as an illustrationof how the organizing process works: the first step the EMS manager would take to initiate the

organizing process would be to reflect on the organizations plans and objectives. Because

planning involves determining how the agency will attain its objectives, and organizing involvesdetermining how the agencys resources will be used to activate plans, the EMS manager muststart to organize by understanding planning.

The second and third steps of the organizing process focus on tasks to be performed within the

management system. The EMS manager must designate major tasks or jobs to be done within theservice. Such tasks may include station location, protocol development, equipment to be carried,

and level of staff certification. These tasks must then be divided into subtasks.


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The fourth step involves providing enough resources for the staff to accomplish the tasks. Andthe fifth step is in many ways, the most important the feedback you gather furnishes

information on how well the strategy is accomplishing the goals. And thats the key element accomplishing your goals!

Organizing, like planning, can also be viewed as a subsystem of the overall management systemthat contains three building blocks: input, process and output. Every action and reaction you takeas a manager has to work through these areas in order to achieve the organizations goals.

The input area of the system looks at the organizations human resources, money, suppliers, and

machinery/tools to get the job done. Within the process area, there is an organizing subsystemthat repeats the five steps above. The third step is the output, which is the organization as a

whole.

Confused? Dont beheres one way to look at it:

INPUT --> PROCESS --> OUTPUT

Input --> Process --> Output

input --> process --> output

input --> process -->output

As you can see from above, each time you get into the process, you can break out any or all ofthe five areas into a subsystem whereby you consider input, process and output within that

smaller system.

The output section is the looking at the organization as a whole. This process is quite simpleand primarily involves a review of the strategy used to make the changes through organizing.

Again, the key is to keep learning from your mistakes and to continually refine the process.

Organizational Theories

Study and discussion of management practices started in the early 20th century. Many of the

early researchers treated organizing as a subset of general management. The traditionalPrinciples of Organization are:

1. A well-defined hierarchy of authority: This ensures a coordinated approach to achieving

organizational goals.

2. Unity of command: This ensures that each individual in the organization only reports to one

supervisor, thus reducing conflicts in project and/or production management.

3. Authority equal to responsibility: These two issues go hand-in-hand if you have theresponsibility to produce something for the organization, then you need the authority to gather

and use the necessary resources. Never accept responsibility without authority.


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4. Downward delegation of authority but not responsibility: Ever hear the term the buckstops here? It comes from the principle that a superior can pass on the right to get something

accomplished to a subordinate, but the obligation to getting it done remains with the supervisor.

Classical theorist Max Weber defined bureaucracy as a management system containing: 1) a

division of labor (complex tasks separated into readily mastered jobs); 2) a hierarchy of authority(chain of command); 3) detailed procedures and rules (answers procedural questions); and 4)impersonal relationships among organization members (failure to meet subjective human needs).

Some of you may be surprised not the find the word government in the definition! In todays

world, the term bureaucracy has a negative connotation, but when Webers ideals are followed tothe letter, a bureaucracy can be highly functional as long as special care is taken to reduce the

impersonal nature of the theory. A highly functional bureaucracy reduces impersonality byensuring that hiring, promotions and other personnel decisions are made on the basis of objective

merit rather than favoritism, nepotism or prejudice.

Other classical organizational theory focuses on the structure of the organization. In other words,what are the designated relationships among the resources in the management system?Organizational charts can provide us with a graphic representation that reveals authority,

responsibility, span of control, and other logical relationships. These relationships can be definedby management (formal) or through relationships developed by coworkers (informal).

Division of labor is one classical area that all EMS managers need to review. Division of labor

relates to the assignment of various portions of a particular task among a number oforganizational members. We need to divide tasks so that the work is not burdensome. This issue

is frequently discussed in our career field by those who believe that dually trainedfirefighter/paramedics have challenges maintaining a high level of proficiency in their tasks. For

such delivery systems, EMS and fire managers need to be clear about the expectations and timecommitments necessary to maintain a high skill level. Division of labor also affects all EMS staff

who are promoted into management positions. One of the most difficult aspects of the EMSmanagers job is getting enough CEUs and practical experience to maintain their prehospital

skills if required to do so.

The final considerations in classical theory are span of management and Scalar Relationships.Span of management assists us in determining how many employees can we adequately

supervise. In any EMS system, this is difficult due to the nature of the work. Most systems havetheir units at locations other than where the manager is located. So you have to ask yourself

how can I best supervise these employees, and what is the maximum number I can supervise? Atthe other end of the spectrum, we have situations where an incident command system needs to be

initiated with perhaps dozens or hundreds of workers on the scene. How do you determine yourspan of management in that situation? To answer these questions, you need to review thesimilarity and complexity of functions among the employees, the geographics, and the planning

of activities. One of the best reasons for mass casualty exercises is to assist us in determining ourspan of management.


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Scalar Relationships ensures that employees have only one boss at a time its the chain-of-command on the organizational chart.

Controlling

You may think that to be a controlling manager is bad, but you need to have this skill. Youneed to be able to make something happen the way its supposed to happen. Controlling allowsyou to compare performance to pre-determined standards.

Controlling generally involves three steps:

1. Measure performance. The two central questions here are How to Measure? to measureand What to Measure?

2. Compare Measured Performance to Standards. Here, youll want to measure standards in

productivity, quality improvement, product leadership, employee development and attitudes, and

social responsibility. You may also want to measure standards that review the balance betweenshort and long-range goals.

3. Take Corrective Action. The two steps here are to recognize the symptoms and recognize theproblems. You may have both together, or only one.

There are three types of control you can utilize to make your organization stronger: 1) precontrol,which takes place before a unit of work is performed; 2) concurrent control, which takes place as

some unit of work is being performed; and 3) feedback control, which takes place after the workis performed.

When utilizing control, youll need to exert some power. In other words, how can you bestinfluence others so that they respond to you? As an EMS manager, youll have two types ofpower: position power and personal power. Add these together and you get the sum known as

total power. Before reading further, take a moment to reflect on power. Would you rather bestronger with your position power or personal power?

I hope you answered personal power. Great managers, and all leaders (theres a difference

between the two that well look at in a future column), have strong personal power which isderived from your relationship with others. Position power is that power that simply comes with

your position. If you feel weak in personal power, you can improve it by developing thefollowing attitudes in your employees:

1. A sense of obligation and identification with you. In other words, teamwork and esprit-de-corps!

2. A belief that the manager possess a high level of expertise within the organization. You

need to know what you are doing! Its easy to say, but sometimes very hard to do. Youremployees want to have confidence in you and your abilities.


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3. A sense of identification with you and a sense of perception that they are dependent onyou. You are their manager, so you need to manage them! This type of control leads to better

organization and accomplish of the goals.

Making control successful through your personal and position power can best be accomplished

by focusing on your staffs activities and how they support the overall organizational goals,recognizing that there are different goals throughout the other parts of the organization, takingtimely corrective action, and employing the three Cs: communicate, communicate,

communicate.

Influencing

Influencing is a basic management skill that allows you to guide the activities of your employees

in an appropriate direction. Influencing includes motivating, coaching, leading, and

communicating.

The strongest link in influencing is the communications aspect, which is the process of sharing

information with others. Basic interpersonal communication works through the use of asource/encoder (the person who originates the message), the signal (the message) and the

decoder/destination. So, if communication involves only three parts, then why is it so hard toaccomplish successfully? B-A-R-R-I-E-R-S is the answer.

A combination of macrobarriers and microbarriers makes communications extremely difficult for

todays managers. Macrobarriers include the increasing need for information; the need forincreasingly complex information; languages other than English; and the need to learn new

concepts. Microbarriers include the sources view of the destination; message interference;destinations view of the source; perception; and multimeaning words. Successful training in

intuitive listening or feedback listening can help the manager overcome many of these barriers.

What you dont say can have more impact than what you do say. The Mehrabian Principle states

that our total message impact is influenced by words, vocal tones and facial expressions asfollows:

Total Message Impact = 7% words + 38% vocal tones + 55% facial expressions

(Kreitner, 2001)

So your ability to influence depends almost entirely on your ability to communicate in a non-verbal sense. Think about thatdo you just listen to the speaker who stands behind the podium

and speaks in monotone? Or do you become engrossed in the subject matter of the speaker whois concerned with the presentation and interested in your reactions?

Finally, the ability to influence comes through both formal communications (downward, upward,lateral through the organizational chart) and informal communications (gossip, probability, he-


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said/she-said). As a strong manager, you can use both to assist you in meeting the goals of yourorganization. Be prudent, be interested, and make every communication count!

Comment or feedback on this article? We'd love to hear what you think! Send us an e-mail.

References:

1. Samuel C. Certo, Modern Management, Eighth Edition, Prentice Hall, NJ, 20002. Robert Kreitner, Management, Eighth Edition, Houghton Mifflin, New York, 2001

About the Author: Keith R. Dutton, M.S., teaches management and business courses at

Tallahassee (FL) Community College. He also serves as the organizational developmentmanager for a hi-tech firm that supports Floridas 65 community college libraries. Keith spent 21

years in EMS in Maine, Virginia, Delaware and Florida, serving as an EMT, paramedic,firefighter, educator, department chief and state EMS director. He possesses a Master of Science

degree in human resources management.

Nursing Job Descriptions

The Many Faces Of The Professional Nurse

The title of Nurse has many applications in modern medicine. Each specific type of nurse has adifferent set of responsibilities: Registered nurses (RNs), Nurse practitioners, Head nurses or

nurse supervisors, Licensed practical nurses (LPNs), Nursing home nurses, Home health nurses,and Nursing aides. While there are many shared tasks, these nursing professions require special

skills, and different levels of patient interactions. We've compiled the many nursing jobdescriptions below:

Nursing Forum - nursing career and education discussion forum.

Registered

Nurses Job Description (RN)

Registered nurses (RN) comprise the largest group of healthcare workers. Most RNs workdirectly with patients and their families. They are the primary point of contact between the

patient and the world of health care, both at the bedside and in out-patient settings. RNs performfrequent patient evaluations, including monitoring and tracking vital signs, performing

procedures such as IV placement, phlebotomy, and administering medications. Because the RN


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is much more regular contact with patients than are physicians, the RN is usually first to noticeproblems or raise concerns about patient progress.

RNs also develop the day-to-day nursing care plans both in hospital, and for care after discharge

by families and visiting nurses.

While there is a national component to RN training (culminating in the NCLEX licensing exam),state laws determine the formal responsibilities of the RN. Nonetheless, because of the relatively

broad nursing job description for RNs, the particular work enivironment determines what thedaily routine is.

Nurse Practitioners Job Description

Nurse practitioners are primary care givers. Several critics of the current US healthcare system

would argue that the system need many more nurse practitioners and fewer physicians. Thesenurses are often first in line to diagnose and treat illnesses and injuries. Nurse practitioners have

the right to prescribe certain medications, with licensing and priveleges varying by state.

With increasing specialization nurse practitioners take on some secondary care responsibilities,including anesthesiology (certified registered nurse anesthetists), widwifery (certified nurse-

midwives), and certain other clinical responsibilities (clinical nurse specialists).

Educational requirements to become a nurse practitioner often require a BSN (Bachelors of

Science in Nursing), followed by additional training, sometimes requiring a Masters in Nursing.

Head Nurses or Nurse Supervisor Job Description

Head nurses supervise nursing activities in a variety of settings. While some patient care isusually required, the nursing superviser's new duties include setting up work schedules,assigning duties to a nursing staff, and ensuring that each member of the nursing team is

adequately trained.

Head nurses are ultimately responsible for the performance of the nurses on their team. This

means that they must ensure that nursing records are correctly maintained, that report is correctlygiven at each shift change, and that equipment and other supplies are in stock.

Licensed Practical Nurses (LPNs) Job Description

Licensed practical nurses (LPNs), or licensed vocational nurses (LVNs) in Texas and California,

provide the patient care on a very personal level. They usually report directly to physicians and

RNs, and are usually responsible for taking vitals and monitoring in-and-out volumes, treatingcommon like bedsores, and preparing or performing several procedures such as dressing wounds,

bathing and dressing, and giving enemas.


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Because they have frequent direct contact with patients, LPNs and LVNs are important inhelping patients deal with their illness.

In some, but not all, states LPNs and LVNs may administer prescribed medicines or start IV

fluids.

Nursing Home Nurses Job Description

Nursing home nurses manage nursing care for residents with conditions ranging from a fracture

to Alzheimer's disease. Although they often spend much of their time on administrative andsupervisory tasks, RNs also assess residents' health condition, develop treatment plans, superviselicensed practical nurses and nursing aides, and perform difficult procedures such as starting

intravenous fluids. They also work in specialty-care departments, such as long-termrehabilitation units for patients with strokes and head-injuries.

Home Health Nurses Job Description

Home health nurses provide periodic services to patients at home. After assessing patients' home

environments, they care for and instruct patients and their families. Home health nurses care for

a broad range of patients, such as those recovering from illnesses and accidents, cancer, andchildbirth. They must be able to work independently, and may supervise home health aides.

Nursing Aides Job Description

Nursing aides, also known as nursing assistants, geriatric aides, unlicensed assistant personnel, or

hospital attendants, perform routine tasks under the supervision of nursing and medical staff.They answer patients' call bells, deliver messages, serve meals, make beds, and help patients eat,

dress, and bathe. Aides also may provide skin care to patients; take temperatures, pulse,respiration, and blood pressure; and help patients get in and out of bed and walk. They also may

escort patients to operating and examining rooms, keep patients' rooms neat, set up equipment,store and move supplies, or assist with some procedures. Aides observe patients' physical,

mental, and emotional conditions and report any change to the nursing or medical staff.

(Source is U.S. Department Of Labor)

Policy Manual

The Virginia Community Colleges Policy Manual is a living document that guides the operationof all community colleges in the Commonwealth. The Chancellor and State Board for

Community Colleges continuously approve changes to spur innovation and maintain the higheststandards of performance across the system. The most current version of the policy manual and

recent updates can be downloaded below.


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To receive notices of policy manual updates, please contact Sharon Hutcheson and provideyour complete name and email address.

Table of Contents

Section 1 Code of Virginia Chapter 16

Section 2A Policies, Procedures, and Regulations Governing the Establishment and Operation

of the Comprehensive Community College System in Virginia

Section 2B Operation of the Virginia Community College System

Section 2C By-Laws of the State Board for Community Colleges

Appendix I

Appendix

II

Access to State Board Records

Procedures for Change College Service Boundaries

Section 3 Human Resources

Section 4 Administration and Finance

Section 5 Educational Programs

Section 6 Student Development Services

Section 7 Public Relations

Section 8 Planning, Accreditation, Institutional Effectiveness, Research, & Reporting

Section 9 (Reserved for Future Use)

Section 10 Physical Facilities

Section 11 Federal Grants and Programs


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Section 12 Intellectual Property

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