ENTREP | LESSON 1 Flashcards
an art of getting things done through and with the people in formally organized groups
Management (Harold Koontz)
an art of knowing what to do, when to do and see that it is done in the best and cheapest way
Management (Frederick Winslow)
defined as the process by means of which the purpose and objectives of a particular human group are determined, clarified and effectuated
Management (Peter Ferdinand Drucker)
the “art of getting things done through people“
Management (Mary Parker Follet)
Creating a conducive environment so that people are able to perform their task efficiently and effectively
Management
Good management includes both being
Effective and Efficient
means doing the appropriate task.
effective
means doing the task correctly, at least possible cost with minimum wastage of resources.
Efficient
interrelated series of functions
Management
Management creates, operates and directs purposive organization through
systematic
coordinated
co-operated human efforts
manage is a _____,______,______ process
social process
integrating process
continous process
features of management
• Its is goal oriented
• It integrates human, physical, and financial resources
• It is continuous
• It is all pervasive
• It is a group activity
Levels of management
Executive management
Middle management
First-line management
Rank-and-file employees
are at the top of the hierarchy and are responsible for the entire organization, especially its strategic direction.
Executive management
are responsible for major departments and may supervise other lower-level managers.
Middlew managers
supervise rank- and-file employees and carry out day- to-day activities within departments.
First line managers
Types of managerial skills
• Technical Skills
• Human Relations Skills
• Conceptual Skills
Managers must have the ability to use the tools, procedures, and techniques of their special areas.
Technical skills
These skills are the mechanics of the job.
Technical skills
must know operations of the department of radiology. He/she maintains and coordinates all aspects of the department computer system, in- service education, staff orientation and training, and equipment maintenance.
Chief radiologic technologist
involve the ability to work with people and understand employee motivation and group processes.
Human Relations Skills
involve the ability to work with people and understand employee motivation and group processes.
Human Relations Skills
ability to organize and analyze information in order to improve organizational performance.
Conceptual Skills
ability to see the organization as a whole and to understand how various parts fit together to work as an integrated unit.
Conceptual Skills
Success in executive positions requires far _____ and _____ in most (but not all) situations
more conceptual skill
less use of technical skills
generally require more technical skills and fewer conceptual skills.
First-line managers
remain important for success at all three levels in the
hierarchy.
human relations skills, or people skills,
Roles of managers
• Interpersonal roles
• Information roles
• Decisional roles
Managers are required to gather, collate, analyze, store, and disseminate many kinds of information.
Informational roles
Numerous studies have shown that such relationships are the richest source of information for managers because of their immediate and personal nature.
Interpersonal roles
Managers are charged with the responsibility of making decisions on behalf of both the organization and the stakeholders with an interest in it.
Decisional roles
Seek and receive information from a variety of
sources (web, industry journals, reports, and contacts).
Monitor
Pass information on to others in the
organization through memos, e-mails, phone calls, etc.
Disseminator
Transmit information to people outside
the organizations through speeches, interviews, and written communication.
Spokesperson
Perform formal duties like greeting visitors and signing contracts and other legal documents.
Figurehead
Motivate, train, counsel, communicate, and direct subordinates.
Leader
Maintain and manage information links inside and outside the organization.
Liaison
Initiate projects that lead to improvements; delegate idea-generation responsibilities to others and identify best ideas to act on.
Entrepreneur
Take corrective action during conflicts and crises; resolve disputes among subordinates.
Disturbance Handler
Decide who receives resources, manage schedules and budgets, and set priorities.
Resource Allocator
Represent a team, department, or organization regarding contracts, union negotiations, etc.
Negotiator
“There are four fundamental functions of management i.e. planning, organizing, actuating and controlling”.
George & Jerry
“To manage is to forecast and plan, to organize, to command, & to control”
Henry Fayol
given a keyword ’POSDCORB’
Luther Gullick
But the most widely accepted are functions of management given by
KOONTZ and O’DONNEL
But the most widely accepted are functions of management given by
KOONTZ and O’DONNEL
the basic function of management.
Planning
deciding in advance - what to do, when to do & how to do
Planning (KOONTZ)
It bridges the gap from where we are & where we want to be”
Planning
It is a systematic thinking about ways & means for accomplishment of pre- determined goals.
Planning
It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals.
Organizing
“To organize a business is to provide it with everything useful or its functioning”
Henry Fayol
Organizing as a process involves:
• Identification of activities
• Classification of grouping of activities
• Assignment of duties
• Delegation of authority and creation of responsibility
• Coordinatingauthorityand responsibility relationships
It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes.
Directing
that inert- personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals.
Direction
the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation
Controlling (Theo Haimann)
the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished
Controlling (Koontz & O’Donell)
Controlling has following steps:
• Establishment of standard performance.
• Measurement of actual performance.
• Comparison of actual performance with the standards and finding out deviation if any.
• Corrective action.
