Chapter 1: Concept of Management Flashcards
A process consisting of planning, organizing, directing/actuating, and controlling
Management
Management is a process consisting of (4)
planning, organizing, directing/actuating, and controlling
Effective motivation of people and efficient utilization of resources to attain a predetermined objective
Management
Nature of management (2)
-describe each
Art
-results in accomplishment of objectives thru human efforts. Requires skill and careful study in its application
Science
-systemic body of knowledge. Gathers and analyzes facts and makes general laws or principles based on these facts
Functions of management (4)
Planning
Organizing
Directing
Controlling
Mental effort whereby executives anticipate possible causes or factors that may affect or change activities and objectives of the organization
Planning
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
Planning
It considers the best course of action
Planning
Grouping together of people and establishing relationships among them
Organizing
Defining authority and responsibility of who will perform the work in order
Organizing
Refers to the way of getting all personnel of the organization to accomplish what the management desires
Directing
It involves both motivation and communication
Directing
Directing involves (2)
Motivation
Communication
Checking the work accomplished against plans or standards
Controlling
Bases for controlling (4)
Standard quality
Standard quantity
Standard time
Standard cost
One 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 goals or purpose
Manager
The manager is the one who performs the functions of (4) the work of his subordinates
Planning
Organizing
Directing
Planning
Strength of a manager
Ability to use all his resources to get things done properly
His strength is his ability to use all his resources to get things done properly
Manager
Directs the affairs of the organization by establishing goals and priorities that determine the direction of the organization
Director
Runs the 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 perform efficiently
Supervisor
Essential characteristics of a manager (5)
Good health Vision Decision-making ability Motivation Humility
What makes a good manager (10)
Personality- act with decorum Appearance Positive attitude- constructive, cheerful outlook Energy driven, ambitious Bright Overall composure Aura of leadership Thoughtfulness Breadth of interest- learn a little bit about many fields Articulate
Management levels
-describe each also
First line manager
-lowest level in organization
-responsible for the work of others
-directs operating employees but doesn’t supervise other managers
-aka supervisor
Middle manager
-more than 1 level in the organization
-direct the activities of other managers and sometimes those of operating employees
-principal responsibilities: direct activities that implement organization’s policies and to balance demands of their supervisors with the capacities of their subordinates
Top managers
-small group of executives
-overall management of the organization
-establishes operating policies and guides organization’s interactions with its environment
lowest level in organization
First line manager
Responsible for the work of others, directs operating employees but doesn’t supervise other managers
First line manager
Aka supervisor
First line manager
More than 1 level in the organization. directs the activities of other managers and sometimes those of operating employees
Middle manager
Principal responsibilities: direct activities that implement organization’s policies and to balance demands of their supervisors with the capacities of their subordinates
Middle manager
Principal responsibilities of a middle manager
Direct activities that implement organization’s policies
Balance demands of their supervisors with the capacities of their subordinates
Small group of executives
Top managers
Responsible for overall management of the organization
Top manager
Establishes operating policies and guides organization’s interactions with its environment
Top manager
Roles of managers (3)
Interpersonal
Informational
Decisional
Interpersonal roles of a manager (3)
As liaison
Symbol or figurehead
As leader
Informational roles of a manager (3)
Monitors- gathers info
Disseminates info
Spokesperson or representative of the organization
Decisional roles of a manager (4)
Negotiator when conflicts arise
Entrepreneur
Resource allocator
Disturbance handler
Management skills (3)
Technical skill
Conceptual skill
Human skill
Ability to use equipment a, procedures, and techniques of a specialized field
Technical skill
Skill needed to accomplish mechanics of a particular job
Technical skill
Ability to work with, understand, and motivate other people either as individuals or as groups
Human skill
Skill needed by managers to work with other organizations and lead his work group
Human skill
Mental ability to coordinate and integrate all of organization’s interest and activities
Conceptual skill
Ability to recognize how the various factors in a given situation are interrelated so that the action he takes will be in the best interest of the total organizations
Conceptual skill
Managerial performance require (2)
Efficiency
Effectiveness
Doing things right, getting things done correctly, an input-output concept
Efficiency
Achieved output or results that measure up to the input
Efficiency
Able to minimize cost in attaining goals
Efficiency
Ability to follow objectives
Effectiveness
A/n __ manager is one who selects the right things to be done
Effective
Indicators of lack off management skill (10)
Frequent confusion about reports of lab work
Recurring misunderstanding with hospital administration
Inability to maintain adeq staff
Low moral
Inability to do one or more tests
Freq rush orders of supplies
Requests for deserved pay raise by competent workers
Ignorance of operation cost
Excessive operation cost
Spends much time in making minor decisions
Art of getting things done thru people
Management
