(1) Lesson 1: Intro Flashcards
The attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing directing, and controlling organizational resources
Management
Four managerial functions
Organization goals
Effective
Efficient
Organizational resources
Most important asset of the organization
Human Resources
T/F: without human resources, we cannot attain organizational goals
T
A French mining engineer who developed general theory of business administration
Henry Fayol (20th Century)
Defined management as process of forecasting, planning, organizing, commanding, coordinating, and controlling
Henry Fayol
Anticipating events that is relevant to the operations of a particular organization/institution
Forecasting
Setting up the goals or the activities for that particular organization
Planning
A British management consultant and author of management theory
EFL Brech (Edward Francis Leopold Brech)
Described management as the social process of planning, coordination, control, and motivation
EFL Brech (Edward Francis Leopold Brech)
An American writer on business management practices
Tom Peters
Tom Peters is best known for “___”, a popular business book published in 1982
In Search of Excellence
Defined management as organizational direction based on common sense, pride in the organization, and enthusiasm for its works
Tom Peters
Enumerate the nature of management
- Management is universal
- Management, social process
- Goal oriented
- Science & Art
- Group effort
- Intangible
- Required at all level
- Separate from ownership
- Purposeful activity
Identify the nature of management:
Applicable anywhere whether the organization is social, religious, business, industrial, or health
Management is universal
Identify the nature of management:
Management is highly needed because it is the controller of operations applying the managerial functions of every institution
Management is universal
Identify the nature of management:
It involves dealing with people with the effort of human beings are controlled and directed by the management
Management, social process
Identify the nature of management:
It has a social obligation to make efficient use of scarce material for the benefit of the society
Management, social process
Identify the nature of management:
Human interactions and people interactions are inevitable for the operation of the particular institution or organization
Management, social process
Identify the nature of management:
Effective management is always management by objectives
Goal Oriented
Identify the nature of management:
Apply precise elements; tested elements; scientific; determine exact aspects to be learned and assimilated; there is a step-by-step process to be done
Science & Art (SCIENCE)
Identify the nature of management:
Based on some skills where in the person can use his/her creativity, imagination, initiative, and invention with the overall skill of the occupation
Science & Art (SCIENCE)
Identify the nature of management:
Related to social process; deals with group of activities which are achieved through the efforts of the group
Group effort
Identify the nature of management:
Collaboration with other people
Group effort
Identify the nature of management:
It is very important but we cannot see material things that would explicitly determine that it is management; processes are unseen, but it is important
Intangible
Identify the nature of management:
There is no explicit material during the process that you can see to prove that the management is working, but you can feel that the management is working because you can see the result
Intangible
T/F: the management can still be felt even if the results are not obtained
F (can only be felt if we see the results obtained)
___ seen in terms of the result that is only observed at the end of the total process/ because the goal is attained
Implicitly
Identify the nature of management:
Even those in the level of production and supervising, management is still necessary
Required at all level
Identify the nature of management:
Follows certain qualifications in order to function
Separate from ownership
Identify the nature of management:
It is connected to the different managerial functions
Purposeful activity
Main aim of activities in management
Gain or achieve economic or social objective
Identify the managerial function:
___ activities to achieve the organization’s objectives
Planning
Identify the managerial function:
___ resources and activities to achieve the organization’s objectives
Organizing
Identify the managerial function:
___ the organization with qualified people
Staffing
Identify the managerial function:
___ employee’s activities toward achievement of objectives
Directing
Identify the managerial function:
___ the organization’s activities to keep it on course
Controlling
Identify the managerial function:
Process of determining the organization’s objectives and deciding how to accomplish them
Planning
Identify the managerial function:
Deciding in advance what to do, when to do it, and how it is going to be done
Planning
Identify the managerial function:
Mission, vision, and objectives
Planning
Identify the managerial function:
Identifying what you want, when you should achieve it, and how it should be achieved
Planning
Identify the managerial function:
Essential for every level of management
Planning
Identify the managerial function:
Set the goals of the organization to layout everything
Planning
Identify the managerial function:
Structuring of resources & activities to accomplish objectives efficiently & effectively
Organizing
Identify the managerial function:
Divide activities into specific area and there is no overlapping of work
Organizing
Identify the managerial function:
Backbone of management
Organizing
Identify the managerial function:
Delegation of authority and creation of responsibilities and tasks
Organizing
Identify the managerial function:
Ensures whatever necessary items or department needs are met
Organizing
Importance of organizing
.Creates synergy
.Establishes lines of authority
.Improves communication
.Improves competitiveness
Identify the managerial function:
Hiring qualified people to carry out the work of the organization
Staffing
Staffing includes ___, ___, ___
Training and development
Remuneration/Salary
Performance appraisal
Importance of staffing
.Recruiting
.Determine skills
.Motivate and train
Opening and enlisting potential candidates to a job offer
Recruiting
Optimal number of employees to carry out the smooth procedures and requirements of the function
Effective manpower
Setting qualifications dependent on the job offered in recruitment
Determine skills
Management function onboards and trains the staff before they can release results
Motivate and train
Increase attrition (resignation rate) = ___ Recruitment rate
Increase
Elimination of significant numbers of employees
Downsizing
Factors influencing downsizing
Economical
Redundancy
Identify the managerial function:
Tell or assign the employees what to do
Directing
Identify the managerial function:
Motivating and leading employees to achieve organizational objectives
Directing
Directing involves ___, ___, ___, ___
Supervision
Motivation
Leadership
Guidance of employees
Motivations used for directing
.Incentives
.Employee involvement
.Recognition and appreciation
Identify the managerial function:
A sort of evaluation of the result of the other managerial functions
Controlling
Identify the managerial function:
Ensuring that the purposeful activities of the organization are achieved
Controlling
Identify the managerial function:
Process of evaluating and correcting activities to keep the organization on course
Controlling
Identify the managerial function:
Measuring the performance on a set of standards and correcting any deviation
Controlling
Identify the managerial function:
Outstanding or exceeding customer satisfaction
Controlling
Five activities of controlling
- Measuring performance
- Comparing performance against standards
- Identifying deviations from standards
- Investigating causes of deviations
- Taking corrective action
Takes charge of the management
Manager
Oversees the activities to achieve set goal or purpose
Manager
Three skills of a great manager
- Great leadership skills
- Great interpersonal skills
- Strong body language
Detects or determines nonverbal cues
Strong body language
___ is doing the things right while ___ is doing the right thing
Management
Leadership
T/F: Leadership is doing the things right while management is doing the right thing
F
Setting the expectations, tracking results, taking actions around good and bad performances, mental level
Management
Characteristics of a manager
.Possess well-defined goals
.Allocate resources according to priorities
.Make decision, act upon them, and accept responsibility for them
.Willing to compromise
.Delegate and to depend on subordinates
.Self-motivated and self controlled
A very important characteristic of a manager since it is the way to empower the employees and train them to be in the managerial position in the future
Delegate and to depend on subordinates
The manager is on top of the situation, there should be no chance he/she will give up
Self-motivated
Always show positivity and willingness
Self-motivated
Since the manager has the power within the organization over subordinates, he/she must learn how to use the authority in a proper manner
Self-control
Characteristics of a laboratory manager
.Able to organize, plan, and communicate for effective use of resources
.Maintain good relationship with others
.Possess emotional maturity
.Internal resources to cope with frustration, dissapointment, and stress
.Be able to appraise oneself and one’s performance objectively, to admit to being wrong
.Expect that one will keep on growing, improve one’s performance, and continue to develop
A factor in maintaining good relationships
Emotional maturity
Pertains to having self-control and making decisions in such a way that emotions will not affect the decision making especially if it covers the entirety of the organization
Emotional maturity
Identify the manager’s role:
Directly involves interaction with other people and members of the team or people outside the organization or management itself
Interpersonal
Identify the manager’s role:
Flow of communication and information to and from the organization
Informational
Identify the manager’s role:
An important managerial role needed to determine how the operations of the management should go
Decisional
Identify the manager’s role:
Figurehead, leader, liaison
Interpersonal
Identify the manager’s role:
Monitor, disseminator, spokesperson
Informational
Identify the manager’s role:
Entrepreneur, disturbance handler, resource allocator, negotiator
Decisional
Identify the interpersonal role:
Symbolic head; required to perform a number of routine duties of a legal or social nature
Figurehead
Identify the interpersonal role:
Ceremonies status requests, solicitations
Figurehead
Identify the interpersonal role:
Responsible for the motivation and direction of subordinates
Leader
Identify the interpersonal role:
Virtually all managerial activities involving subordinates (immersion to the actual work)
Leader
Identify the interpersonal role:
Maintains a network of outside contacts who provide favors and information
Liaison
Identify the interpersonal role:
Acknowledgement of mail external board work
Liaison
Identify the informational role:
Serves as nerve center of internal and external information of the organization
Monitor
Identify the informational role:
Handling all mail and contracts categorized as concerned primarily with receiving information
Monitor
Identify the informational role:
Transmits information received from outsiders or other subordinates to members of the organization
Disseminator
Identify the informational role:
Cascades the information throughout the whole organization
Disseminator
Identify the informational role:
Forwarding mail into organization for information purposes; verbal contacts involving information flow to subordinates such as review sessions
Disseminator
Identify the informational role:
Transmits information to outsiders on organizations, plans, policies, action, and results; serves as an expert on organization’s industry
Spokesperson
Identify the informational role:
Board meeting; handling contacts involving transmission of information to outsiders
Spokesperson
Identify the decisional role:
Searches organization and its environment for opportunities and initiates projects to bring about change
Entrepreneur
Identify the decisional role:
Usually given to the business development manager
Entrepreneur
Identify the decisional role:
Strategy and review sessions involving initiation of design of improvement projects
Entrepreneur
Identify the decisional role:
Responsible for corrective action when organization faces important unexpected disturbances
Disturbance handler
Identify the decisional role:
Usually given to the safety officer
Disturbance handler
Identify the decisional role:
Strategy and review sessions involving disturbances and crises
Disturbance handler
Identify the decisional role:
Making or approving significant organizational decisions
Resource allocator
Identify the decisional role:
Section manager, chief medical technologist, or chief pathologist
Resource allocator
Identify the decisional role:
Scheduling; requests for authorization; budgeting, the programming of subordinate’s work
Resource allocator
Identify the decisional role:
Responsible for representing the organization at major negotiations
Negotiator
Identify the decisional role:
Chief pathologist or operations manager
Negotiator
Identify the decisional role:
Contract negotiation
Negotiator
Competent in a specialized area, analytical ability, and the ability to use appropriate tools and techniques
Technical skills
Expected that he/she should have the highest technical skills, intermediate human skills, and a little bit of conceptual skills
Technical manager
An individuals’ ability to cooperate with other members of the organization and work effectively in teams
Human skills
Ability of an individual to analyze complex situations and to rationally process and interpret available information
Conceptual skills
Top level management should have the highest percentage of ___ because they think of the entirety of the organization
conceptual skills
Three levels of management
Top management
Middle management
First-line/supervisory management
Identify the level of management:
Strategic managers
Top management
Identify the level of management:
Senior executives with overall responsibility for the firm
Top management
Identify the level of management:
Makes decisions on long term objectives
Top management
Identify the level of management:
In charge of strategic planning
Top management
Identify the level of management:
Tactical managers
Middle management
Identify the level of management:
Implement general guidelines established by top management
Middle management
Identify the level of management:
Composed of managers who are often responsible for the firm’s short term decisions or objectives
Middle management
Identify the level of management:
Responsible for implementing the directives of strategic managers
Middle management
Identify the level of management:
President
CEO
CFO
COO
Top management
Identify the level of management:
Chief MedTech, Pathologist
Middle management
Identify the level of management:
Operational managers
First-line management
Identify the level of management:
Supervise workers
First-line management
Identify the level of management:
Oversee daily operations
First-line management
Identify the level of management:
Directing and controlling primary functions
First-line management
T/F: each level of management is essential in attaining the vision and ultimate goal/purpose of the organization
T
Indicators of lack of management skills
.Not listening when people are talking
.Micro-managing
.Focusing on the task and not the individual
.Not enforcing standards
.Lack of effective communication of expectations
.Ineffective feedback - positive and negative
.Communicating on a need to know basis only
.Making decisions and then asking for feedback
.Passing the buck
.No sense of humor
T/F: the manager should ask for feedback only when there is a problem
F
T/F: one should always ask for expert ideas before making a decision
T
Synonymous to ‘playing the blame game’
Passing the buck
T/F: sense of humor can also help in maintaining a good working environment
T
T/F: humor can disarm uncomfortable situations
T
