Chapter 1 Flashcards
Process consisting of planning, organizing, actuating(directing) and controlling
Management
Effective motivation of people and the efficient utilization of resources for the attainment of a predetermined objective.
Management
Two natures of environment
Art
Science
it results in the accomplishment of objectives through the use of human effort. It requires skill and careful study in its application
Art
it is a systematic body of knowledge. It gathers and analyses facts and formulates general laws or principles from these facts
Science
Functions of Management
Planning
Organizing
Directing
Controlling
It is the mental effort whereby executives anticipate the possible causes or factors that may affect or change the activities and objectives of the organization
Planning
It controls the nature and direction of change and determines what measures or actions are necessary to accomplish predetermined goals
Planning
includes several possible alternative courses of action that may be taken under varying conditions . Consider best course of action
Planning
The grouping together of people and establishing relationships among them
Organizing
Defining the authority and responsibility who will perform the work in order
Organizing
Refers to the way of getting all personnel in an organization to accomplish what management desires.
Directing
It involves both motivation and communication
Directing
Checking the work accomplished against plans or standards
Controlling
The bases for controlling
standard quality, standard quantity, standard cost, and standard time
An individual whose job is to guide the organization to attain its objectives
Manager
He performs the functions of planning, organizing, directing and controlling the work of his subordinates
Manager
Takes charge of the management or oversees the functioning of an activity to achieve a set of goal or purpose
Manager
His strength is his ability to use all of his resources to get things done properly
Manager
Directs the affairs of an organization by establishing goals and priorities that determine the direction of the organization
Director
Administers or runs an organization within the framework or the various directives and policies given to him
Administrator
Oversees the activities of others to get them to accomplish specific tasks or to perform efficiently.
Supervisor
Essential characteristics of a Manager
Motivation Vision Decision-making ability Good health Humility
What makes a good manager?
Appearance
Personality – act with proper decorum
Articulate
Energy driven, ambitious
Positive attitude – constructive, cheerful outlook
Thoughtfulness
Overall composure
Aura of leadership – agreeable manner, self confidence
bright, informed, a bit of sparkle
Breadth of interest – learn a little about many fields
Management Levels
First line manager
Middle manager
Top manager
lowest level in an organization responsible for the work of others. They direct operating employees only they do not supervise other managers
First line manager
often called supervisors
First line manager
- more than one level in the organization
- direct the activities of other managers and sometimes also those of operating employees
Middle manager
- their principal responsibilities are to direct the activities that implement their organization’s policies and to balance the demands of their supervisors with the capacities of their subordinates
ex. CMT
Middle manager
- small group of executives.
- overall management of the organization.
Top manager
- establishes operating policies and guides the organization’s interactions with its environment.
ex. President of the Hospital
Top manager
Roles of managers
Interpersonal
Informational
Decisional
Symbol or a figurehead
Interpersonal roles
Serves as a leader – hires, trains, encourages, fires, remunerates, judges
Interpersonal roles
Serves as a liaison - community, organizations
Interpersonal roles
Monitors – gathers information
Informational role
Disseminator of information from both external and internal sources
Informational role
Spokesperson or representative of the organization.
Informational role
As entrepreneurs are initiators, innovators
Decisional role
Disturbance handler
Decisional role
Resource allocator
Decisional role
Negotiators when conflicts arise
Decisional role
Management Skills
Technical skill
Human skill
Conceptual skill
ability to use equipments, procedures and techniques of a specialized field
Technical skill
The manager needs enough technical skill to accomplish the mechanics of the particular job he is responsible for
Technical skill
Ability to work with, understand, and motivate other people, either as individuals or as groups.
Human skill
Managers need enough human relation skill to work with other organizations and to lead their own work groups
Human skill
The mental ability to coordinate and integrate all of the organization’s interest and activities
Conceptual skill
To recognize how the various factors in a given situation are interrelated, so that the action he takes will be in the best interests of the total organization
Conceptual skill
Managerial Performance
Efficiency
Effectiveness
- doing things right
- the ability to get things done correctly. It is an input-output concept
Efficiency
- achieves output or results that measure up to the inputs (labor, reagents, supplies, equipment and time)
- able to minimize cost in attaining the goals
Efficiency
- the ability to follow objectives.
- an effective manager is one who selects the right things to be done
Effectiveness
Indicators of Lack of Management Skills
-Inability to maintain an adequate staff
-Recurring or persistent misunderstanding with the hospital administration
-Frequent or recurrent confusion concerning requisitions or reports of laboratory work
-Frequent rush orders for supplies
-Low moral in the laboratory
-Requests for deserved pay raise by competent workers (when funds are available)
-Excessive cost of operation
-Ignorance of the cost of operation
Spending much time in making minor decisions
-Inability to do one or more tests when a key individual has a day off
The art of getting things done through people
Management
