Susan Johnson, one of the supervisors in the business office, seemed always to be extra busy but never “caught up”. Frustrated with her never diminishing workload and tired of staying in hours of late nearly every day, she spent two evenings reading up on planning and priorities and decided to try to plan the next day's activities at the finish of each work day. She came to the office the following Monday with her day planned out to the last minute. She had created a list of everything she needed to get done that day, including the following: Complete an overdue report Write two performance appraisals due that day Develop the agenda for the following day’s staff meeting, and Prepare for a new employee orientation. It would be a tight fit for an 8-hour day, but she believes she could do it if she remained focused. Susan got off to a good start by finishing the report earlier than she thought she would and turned her attention to the performance appraisals. But about mid-day the interruptions began, and during the following 3 hours she was interrupted six times, with three phone calls and three drop-in visitors. Two of the visitors had genuine problems, one of them taking up nearly half-hour. The other visitor was a friend, another supervisor, simply passing the day of time. Susan picked up where she had left off with the work on her desk, stress-fully aware that her schedule is now relevant - she was well behind on what she had planned to do. When she again looked up from her work, it was nearly 1/2 hour past quitting time, and she still had more of her plan tasks left to do. As she wearily gave up on the unfinished tasks and prepared to leave, she asked herself, “I really tried to get control of this job. What am I doing wrong?” Questions: 1. Describe the Role of the Manager in health care. 2. Describe the difference(s) between a supervisor and a manager. 3. Clearly describe the four functions of management. 4. Identify Susan’s principle problem with planning and state what you believe she should do about it. 5. What of the other four functions of management is Susan having problems with, if any? What should she do about them?
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Case: "What am I Doing Wrong?"
Susan Johnson, one of the supervisors in the business office, seemed always to be extra busy but never “caught up”. Frustrated with her never diminishing workload and tired of staying in hours of late nearly every day, she spent two evenings reading up on planning and priorities and decided to try to plan the next day's activities at the finish of each work day.
She came to the office the following Monday with her day planned out to the last minute. She had created a list of everything she needed to get done that day, including the following:
- Complete an overdue report
- Write two performance appraisals due that day
- Develop the agenda for the following day’s staff meeting, and
- Prepare for a new employee orientation.
It would be a tight fit for an 8-hour day, but she believes she could do it if she remained focused.
Susan got off to a good start by finishing the report earlier than she thought she would and turned her attention to the performance appraisals. But about mid-day the interruptions began, and during the following 3 hours she was interrupted six times, with three phone calls and three drop-in visitors. Two of the visitors had genuine problems, one of them taking up nearly half-hour. The other visitor was a friend, another supervisor, simply passing the day of time. Susan picked up where she had left off with the work on her desk, stress-fully aware that her
Questions:
1. Describe the Role of the Manager in health care.
2. Describe the difference(s) between a supervisor and a manager.
3. Clearly describe the four functions of management.
4. Identify Susan’s principle problem with planning and state what you believe she should do about it.
5. What of the other four functions of management is Susan having problems with, if any? What should she do about them?
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