MANAGEMENTand It's Theory and Interview Techniques
MANAGEMENTand It's Theory and Interview Techniques
MANAGEMENTand It's Theory and Interview Techniques
FORENSIC NURSING
NURSING MANAGEMENT
MANAGEMENT, THEROY
AND
INTERVIEW
• Management may be defined as the art of securing maximum results with a minimum of effort
so as to secure maximum prosperity and happiness for both employer and employee and give the
public the best possible service.
- John Mee
Management is distinct process consisting of planning, organising, actuating, activating and
controlling, performed to determine and accomplish the objectives by the use of people and
resources.
Management and Administration: Di George Management and Administration: These two words
are slightly similar and can employ interchangeable.
Management' refers to private sector. Whereas administration refers to public sector".
Importance of management:
5. Unity of direction: All the efforts of the members and employees of the organization must be
directed to one direction for the achievement of common goal.
12. Stability of tenure of personnel: Stability of tenure of personnel explains that the employees
should not be transferred frequently or terminated. In order to attain the maximum productivity
of personnel, it is essential to maintain a stable work force.
13. Principle of Initiative: Principle of Initiative tells that employees must be given opportunity
to take some initiative in making and executing a plan
14. Principle of Esprit De Corps: Principle of Esprit De Corps means union is strength.
Teamwork is fundamentally important to an organization. Creating work teams and using
extensive face-to-face verbal communication encourages this team spirit.
THEORIES AND MODELS
Achievements of Taylor:
1. He trained his workers to follow the time to complete the task given. The most productive
workers were hired even when they were paid an incentive or wage.
2. Labour costs per unit were reduced as a result.
3. Responsibilities of management were separated from the functions of the workers.
4. Developed systematic approach to determine the most efficient means of production.
5. He considered management function is to plan.
6. Working conditions and methods to be standardized to maximize the production,
7. It was the management's responsibility to select and train the workers rather than allow them
to choose their own jobs and train by themselves.
8. He introduced an incentive plan to pay the workers according to the rate of production to
minimize workers dissent and reduce resistance to improved methods.
9. Increased production and produce higher profits.
1. He studied the amount of work planned or completed on one axis to the time needed or taken
to complete a task on the other axis.
2. Gantt also developed a task and bonus remuneration plan whereby workers received a
guaranteed day's wages plus a bonus for production above the standard to stimulate higher
performance.
3. Gantt recommended to select workers scientifically and provided with detailed instructions for
their tasks.
4. He argued for a more Humanitarian approach by management, placing emphasis on service
rather than profit objectives.
5. He recognized useful non-monetary incentives such as job security and encouraging staff
development.
3. Emerson (1853-1936):
His emphasis was on conservation and organizational goals and objectives.
He defined principles of efficiency related to:
1. Interpersonal relations and to system in management.
2. Goals and ideas should be clear and well-defined as the primary objective is to produce the
best product as quickly as possible at minimal expense.
3. Changes should be evaluated-management should not ignore "commonsense" by assuming
that big is necessarily better.
4. "Competent counsel" is essential.
Types of Interviews
• Face-To-Face Interview
• Behavioral Interview
• Phone Interview
• Panel Interview
• Exit interview
• Stress Interview
• Technical Interview
1. Face-To-Face Interview
• This is a traditional interview and the most common type.
• In this interview the candidate and the interviewer meets face-to-face.
• The main concept of the interview is to build rapport with the interviewer and show how
the qualifications will benefit their organization.
• The interviewee should maintain eye contact, and respond to all the questions of the
interviewer.
2. Behavioral Interview
• A common type of job interview in the modern workplace is the behavioral interview or
behavioral event interview, also called a competency-based interview.
• This type of interview is based on the notion that a job candidate's previous behaviors are
the best indicators of future performance.
• In behavioral interviews, the interviewer asks candidates to recall specific instances where
they were faced with a set of circumstances, and how they reacted.
Behavioral Interview Questions
• Tell me about a project you worked on where the requirements changed midstream. What
did you do?"
• "Tell me about a time when you took the lead on a project. What did you do?"
• "Describe the worst project you worked on."
• "Describe a time you had to work with someone you didn't like."
• "Tell me about a time when you had to stick by a decision you had made, even though it
made you very unpopular."
• "Give us an example of something particularly innovative that you have done that made a
difference in the workplace."
• "What happened the last time you were late with a project?"
• "Have you ever witnessed a person doing something that you felt was against company
policy. What did you do and why?"
3. Phone Interviews
• Telephone Interviews take place if a recruiter wishes to dwindle down the number of
prospective candidates before deciding on a shortlist for face-to-face interviews.
• They also take place if a job applicant is a significant distance away from the premises of
the hiring company such as abroad or in another state.
4. PANEL INTERVIEW
• Panel means a selection committee that is appointed for interviewing the candidate.
• Panel may include three or five members.
• Questions are asked to candidates about different aspects and marks are given to each
candidate.
• Final decision are taken by all members collectively by rating the candidates
5. EXIT INTERVIEW
• When an employee leaves the company, he is interviewed either by his immediate superior
or by the HRD manager. This interview is called an exit interview.
• Exit interview is taken to find out why the employee is leaving the company.
• Exit interviews are taken to create a good image of the company in the minds of the
employees who are leaving the company.
6. STRESS INTERVIEW
• The interview, attempts to find how applicants would respond to aggressive, embarrassing,
rude and insulting questions.
• A stress interview allows interviewers to see how well you work under pressure