MANAGEMENTand It's Theory and Interview Techniques

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M.SC.

FORENSIC NURSING

NURSING MANAGEMENT

MANAGEMENT, THEROY
AND
INTERVIEW

SUBMITTED TO, SUBMITTED BY,


Ms. Shital Saidane, Mr. Ashitosh Koshti
Assistant Professor,
M.Sc. Forensic Nursing S. Y.
School Of Medico-Legal Studies
NFSU, Gandhinagar. NFSU, Gandhinagar.

DATE OF SUBMISSION: / 10 /2024


MANAGEMENT:

• 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:

The Value of Studying Management:


The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager DA
Management offers challenging, exciting and creative opportunities for meaningful and fulfilling
work
Successful managers receive significant monetary rewards for their efforts.

Fayol's 14 principles of management

1. Division of Work. Specialization allows the individual to build up experience, and to


continuously improve his skills. Thereby he can be more productive. Small task, Competent,
Specialization, Efficiency, Effectiveness
2. Principle of Authority and Responsibility Authority is the power to take decisions.
Responsibility is the obligation to complete the job assigned. Authority is the right to give orders
and the power to exact obedience. Distinction must be made between a manager's official
authority deriving from office and personal authority created through individual personality,
intelligence and experience. Authority creates responsibility

3. Principle of discipline: General rules and regulations for systematic working in an


organization. Obedience and respect between a firm and its employees based on clear and fair
agreements is absolutely essential to the functioning of any organization
4. Principle of unity of command: An employee should receive orders from only one superior.
Employees cannot adapt to dual command.

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.

6. Subordination of individual interest to general interest: Subordination of individual interest to


general interest is the interest of the organization which supersedes the interest of the individuals.

7. Principle of remuneration of persons: Employees must be paid fairly or adequately to give


them maximum satisfaction. Salaries are the price of services rendered by employees. It should
be fair and provide satisfaction both to the employee and employer. The rate of remuneration is
depending on the value of the services rendered as determined by the employment market.

8. Principle of centralization and decentralization: Centralization refers to concentration of power


in few hands. Decentralization refers to evenly distribution of power at every level.

9. Principle of scalar chain:


Principle of scalar chain: It is the line of authority or chain of superiors from highest to lowest
rank. While needless departure from the chain of command should be discouraged, using the
"gangplank" principle of direct communication between employees can be extremely expeditious
and increase the effectiveness of organizational communication
10. Principle of Order: It refers to the orderly arrangement of men and material in a fixed place
for everything and everyone in the organization. Organizational order for materials and
personnel is essential. The right materials and the right employees are necessary for each
organizational function and activitymon ne
11. Principle of Equity: Principle of Equity Fair and just treatment to employees. In
organizations equity is a combination of kindliness and justice. The desire for equity and equality
of treatment are aspirations to be taken into account in dealing with employees

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

A. SCIENTIFIC MANAGEMENT THEORY:


Principles: the scientific management focuses on
• Observation
The measurement of outcome
The pioneers of scientific management are:

1. Frederick W. Taylor (1856-1915)


2. Gantt Henry I. Gantt (1861-1910)
3. Emerson (1853-1936)

1. Frederick W. Taylor (1856-1915):

Taylor is recognized as father of scientific management. He conducted Time-And- Motion


studies to time the workers, Analyze their movements and set their standards. He used stop
watches. He applied the principles of observation, measurement and scientific comparison to
determine the most effective way to accomplish a task.

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.

The effect of time- motion study of Taylor:

1. Reduced wasted efforts


2. Set standards of performance
3. Encouraged specialization and stressed on the selection of qualified workers who could be
developed for a particular job.
2. Gantt Henry I. Gantt (1861-1910):
Gantt was concerned with problems related to efficiency. He contributed to scientific
management by refining the previous work of Taylor than introducing new concepts.

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.

His theory explains about


1. Management can strengthen discipline or adherence to the rules by justice, or equal
enforcement on all records, including adequate, reliable and immediate information about the
expenses of equipment and personnel should be available as a basis for decisions.
2. Dispatching or production scheduling is recommended.
3. Standardized schedules, conditions and written instructions should be there to facilitate
performance.
4. "Efficiency rewards "should be given for successful completion of tasks.
5. Emerson moved further beyond scientific management to classic organizational theory.

4. Charles Babbage (1792-1871):


Charles Babbage, a scientist mainly interested in mathematics, contributed to the management
theory by developing the principles of cost accounting and the nature of relationship between
various disciplines. Charles Babbage laid the foundation for much of the work that later come to
be known as scientific management.
He concentrated on production problems and stressed the importance.

1. Division and assignment of work based on skill.


2. The means of determining the feasibility of replacing manual operations with automatic
machinery.
INTERVIEW
INTRODUCTION
Basically ,an interview is a conversation between two people (the interviewer and the interviewee)
where questions are asked by the interviewer to obtain information from the interviewee.

INTERVIEW MEANS DIFFERENT THINGS


The word interview can stand for different things. For example a reporter interviews a celebrity
for television. This kind of interviews can be one-on-one but usually when it comes to television
there are many reporters from different channels.
There are also job interviews where a person has to go through in order to get a job he wants. Job
interviews are usually face-to-face interviews and it includes paperwork.

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

• Being asked more than one questions at a time;


• Being asked further questions without being allowed adequate time to respond;
• Being questioned in an interrogatory tone and voice;
• Being asked an unrelated bunch of questions;
• Having his feelings provoked.
7. Technical Interview
• This kind of interview focuses on problem solving and creativity.
• The questions aim at your problem-solving skills and likely show your ability and
creativity.
• Sometimes these interviews will be on a computer module with multiple-choice questions.
Need for interview
• To judge the overall personality of the candidate
• To know whether you are able to perform the required job or not
• To judge the skills and attributes which are not mentioned in c.v.
• Apart from your knowledge your ability and capacity to do the job
• To find out what motivates you, how well you communicate
• Your actual strengths and weaknesses.

Common Interview Questions


• Tell me about yourself
• Why did you leave your last job?
• What experience do you have in this field?
• Do you consider yourself successful?
• What do co-workers say about you?
• What do you know about this organization?
• What have you done to improve your knowledge in the last year?
• Are you applying for other jobs?
• Why do you want to work for this organization?
• Do you know anyone who works for us?

Do’s and Don'ts of Interviewing


• Do not assume anything
• Do not form pre-judgments
• Do ask both open and closed questions
• Do verify understanding through probing and confirming questions
• Do avoid confrontation
• Do act in a friendly but professional manner
• Do not interrupt
• Do listen actively
• Do take notes but do not be obtrusive about it
• Do let the interviewee do most of the talking
• Do establish rapport early and maintain it
• Do maintain control over the subject matter
• Do establish a time frame for the interview and stick to it
• Do conclude positively
• Do be polite and courteous.

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