Introduction Flashcards
What is Health according to WHO and what ishealth according to wellness or illness concept
What is service
Give four examples of service
Why are services sometimes difficult to identify
Give and example how
Health is a state of complete physical, mental, and social well-being, not merely the absence of disease or infirmity (WHO).
•Health is a state of balance between various internal factors that govern operations of the body and mind, taking into consideration being in harmony or balance with the external environment. (wellness/illness Concept)
Definition of service - “the action of helping or doing work for someone, or a system supplying a public need such as transport, communications, or utilities.” (Oxford Dictionaries)
•Intangible products such as accounting, banking, cleaning, consultancy, education, insurance, expertise, medical treatment, or transportation.
Sometimes services are difficult to identify because they are closely associated with a good; such as the combination of a diagnosis with the administration of a medicine
Define management and administration
A company, an organization or an institution needs both. “It must not only keep things going; it must also make things go: a distinction which represents a succinct, yet valid, definition of the difference between administration and management”
Explain this statement
Louis E Boone & David L Kurtz: “The use of people and other resources to accomplish objectives.
•Mary Parker Follet: “the act of getting things done through people.”
•Frederick Taylor defines Management as “the art of knowing what you want to do in the best and cheapest way.”
•Management as process consists of achieving organizational goals through planning, organizing, directing, and controlling human and physical resources.
•“All activities that are involved in managing and organizing the affairs of a company or institution; the government of a country at a particular time.”
- Management is about directing, improving, innovating in order to reach the organization’s goal of profit-maximizing
- Administration is about analyzing reports, correcting mistakes and solving problems in order to reach the same goal
Give five differenced betwern managememt and administration (note that these differences arent rigid)(RODScube)
Objectives
Management
•Stated as broad strategic aims
•Supported by more detailed short-term goals and targets reviewed frequently
Administration
•Stated in general terms and reviewed or changed infrequently
Success Criteria
Management
•Success seeking
•Performance mostly measurable(cuz managers are supposed to think outside the box,do things to make an impact do they strive to make a change or leave their mark in office so they perform really well)
Administration
•Mistake avoiding
•Performance difficult to measure(because they are bureaucrats,conformists and go according to what is already there . So they don’t try to make a difference or perform exceedingly well)
Decision Making
Management
•Many decisions
•Decisions affect few(cuz at the management top level,few people are there so their decisions affect those people)
•Decisions must be made quickly
Administration
•Few decisions
•Decisions affect many
•Decisions take time to be made (because they are part of the implementers of policies)
Structure
Management
•Short hierarchies
•Maximum delegation
Administration
•Roles defined in terms of areas of responsibi- lity
•Longer hierarchies
•Limited delegation(they cant delegate their duties to other people)
Roles
Management
•Protagonist(takes the initiative,sets the pace)
Administration
•Arbitrator(disseminates information between management and the people or is the link between management and the people)
Skills
Management
•Numeracy
• Statistics
•Figures
Administration
•Literacy
•Reports
•Notes
What are the differences in the attitudes of managers and administrators
Attitudes
Management
•Active: seeking to influence their environment, best people used to find and exploit opportunities
•Time sensitive
•Risk accepting but minimizing it
•Emphasis on results
•Doing the right things
•Local experiments; need for conformity to be proved
•Independence
Administration
- Passive: workload determined outside the system, best people used to solve problems
- Time insensitive
- Risk avoiding
- Emphasis on procedure
- Doing things right
- Conformity
- Uniformity
State six characteristics of managers
Name and explain the traditional i functions of a manager
Every objective is taken from the mission of the organization true or false
Plans have objectives and activities have targets true or false
Characteristics of Management
•Management is a distinct process.
•Management is an organized activity
•Management aims at the accomplishment of predetermined objectives.
•Management is both a science and an art.
•Management is a group activity
•Management principles are universal in nature
•Management integrates human and other resources.
The traditional functions of management are:
- Planning:setting objectives
- Organising:getting resources to achieve the objectives set
- Staffing:Human Resources
- Directing/Leading:guiding the Human Resources on what to do and how to use the resources available
- Coordination:making sure activities to be done are done ,synchronized or objectives are done
- Controlling: mechanisms to check if there’s a defect somewhere in the objectives made and making sure to correct the defects found
What are the contemporary functions of managers (state and explain)
Effective means to produce results true or false
What’s the mission and the objectives of an organization(under planning)
Name five common and elaborate objectives
Directing is kind of under motivation true or false
Name three ways motivation can be done
Contemporary functions of management include:
- Planning:planning activities to achieve the organization’s objectives . Process of determining the organization’s objectives and deciding how to accomplish them.
- Decision making(collaboration and making sure people buy into your ideas instead of lording over them)
- Organising:organizing resources and activities to achieve the organization’s objectives . Structuring of resources & activities to accomplish objectives efficiently & effectively.
- Staffing:staffing the organization w qualified people. Hiring people to carry out the work of the organization.
- Directing:directing employees activities toward achievement of objectives. Motivating and leading employees to achieve organizational objectives.
- Communicating(using the right medium )
- Motivating(intrinsic or extrinsic motivation ).
- Leading
- Controlling:controlling the organization’s activities to keep them on course. Process of evaluating and correcting activities to keep organization on course,
Objectives – results desired by organization
Mission – organization’s purpose and philosophy
Profit, competitive advantage, efficiency, growth
•Service, ethics, community responsibility
Incentives (raise, promotion)
•Employee involvement (cost reduction, customer service, new products)
•Recognition and appreciation
What is competitive advantage ,efficiency as an example of an organizational objective
You can be effective but not efficient
Explain
What are the levels of planning (under planning as a management function) and state their characteristics
How to make sure more people come to your place instead of your competitors
Efficiency: Using resources effectively(to produce results).
Not compromising on quality yet still cutting down cost
Meaning you can produce results but you do so by compromising on quality
Strategic Plans
Tactical Plans
Operational Plans
Executive level managers or top level managers
•Establish the long-range objectives & overall strategy to fulfill firm’s mission
•2-10 years forward-looking
•Sustainability
•diversification(from private to public and from public to private) ,divestiture, mergers & acquisitions,
Tactical planning: middle level management Short-range – strategy implementation •1 year or less •Environmental change •Periodically reviewed & updated
Operational: first line management Very short-term – actionable, specific •Individuals, work groups, departments •1 month, 1 week, 1 day •Achieve tactical plans(breaks down tactical plans into actionable plans by making SMART objectives-smart,measurable,achievable,realistic,time bound)
What is crisis management and contingency planning under planning a day management function
What are the seven steps in planning
Focus on potential disasters
• epidemics
• high morbidity & mortality
•Unethical/illegal employee activity
- Determining the goals or objectives for the entire organization.
- Making assumptions on various elements of the environment.
- To decide the planning period.
- Examine alternative courses of actions.
- Evaluating the alternatives.
- Real point of decision making
- To make derivative plans.
What are the importance of organizing and staffing
What is downsizing under staffing
Importance – –Creates synergy –Establishes lines of authority(who reports to who at what time) –Improves communication –Improves competitiveness
Staffing: Importance – –Recruiting –Determine skills –Motivate & train –Compensation levels
Downsizing –
Elimination of significant numbers of employees
(rightsizing, trimming the fat)
What are the five activities of controlling
Name seven principles of management by Henry Fayol
Five Activities – –Measuring performance –Comparing performance against standards –Identifying deviations from standards –Investigating causes of deviations –Taking corrective action
Division of work Authority and responsibility Discipline Unity of command Unity of direction Subordination of individual interest Remuneration Degree of centralization Scalar chain Order equity Stability of tenure of employees Initiative Esprit de corps
Explain division of work and authority and responsibility and discipline as principles of management
Division of Work
Employees are specialized in different areas and they have different skills. Different levels of expertise can be distinguished within the knowledge areas (from generalist to specialist).
Specialization promotes efficiency of the workforce and increases productivity and increases their accuracy and speed.
- Authority and Responsibility
In order to get things done in an organization, management has the authority to give orders to the employees.
Authority comes responsibility the accompanying power or authority gives the management the right to give orders to the subordinates. - Discipline
This is about obedience. It is often a part of the core values of a mission and vission in the form of good conduct and respectful interactions. It is essential and is seen as the oil to make the engine of an organization run smoothly.
Explain unity of command,unity of direction and subordination of individual interest
Unity of Command
It means that an individual employee should receive orders from one manager and that the employee is answerable to that manager. If tasks and related responsibilities are given to the employee by more than one manager, this may lead to confusion which may lead to possible conflicts for employees.
- Unity of Direction
It is all about focus and unity. All employees deliver the same activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the progress of the defined and planned activities. Focus areas are the efforts made by the employees and coordination. - Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an organization function well, personal interests are subordinate to the interests of the organization (ethics). The primary focus is on the organizational objectives and not on those of the individual. This applies to all levels of the entire organization, including the managers.
Explain remuneration ,degree of centralization,scalar chain
Remuneration
Motivation and productivity are close to one another as far as the smooth running of an organization is concerned. This management principle argues that the remuneration should be sufficient to keep employees motivated and productive. There are two types of remuneration namely non-monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or other financial compensation). Ultimately, it is about rewarding the efforts that have been made.
- The Degree of Centralization
Management and authority for decision-making process must be properly balanced in an organization. This depends on the volume and size of an organization including its hierarchy.
Centralization implies the concentration of decision making authority at the top management (executive board). Sharing of authorities for the decision-making process with lower levels (middle and lower management), is referred to as decentralization. - Scalar Chain
Hierarchy presents itself in any given organization. This varies from senior management (executive board) to the lowest levels in the organization. This principle states that there should be a clear line in the area of authority (from top to bottom and all managers at all levels). This can be seen as a type of management structure. Each employee can contact a manager or a superior in an emergency situation without challenging the hierarchy.
Explain order and equity and stability of tenure of employees
Order
Employees in an organization must have the right resources at their disposal so that they can function properly in an organization. In addition to social order (responsibility of the managers) the work environment must be safe, clean and tidy.
- Equity
This often occurs in the core values of an organization. Employees must be treated kindly and equally. Employees must be in the right place in the organization to do things right. Managers should supervise and monitor this process and they should treat employees fairly and impartially. - Stability of Tenure of Employees
This represents deployment and managing of personnel and this should be in balance with the service that is provided from the organization. Management strives to minimize employee turnover and to have the right staff in the right place. Focus areas such as frequent change of position and sufficient development must be managed well.
Explain initiative and esprit de corps
What is the use of the 14 principles of management
Although they are obvious, many of these matters are still used based on common sense in current management practices in organizations. It remains a practical list with focus areas that are based on Henri Fayol’s research which still applies today due to a number of logical principles.
True or false
Initiative
Employees should be allowed to express new ideas. This encourages interest and involvement and creates added value for the company. Employee initiatives are a source of strength for the organization. This encourages the employees to be involved and interested.
- Esprit de Corps
This stands for striving for the involvement and unity of the employees. Managers are responsible for the development of morale in the workplace; individually and in the area of communication. Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual trust and understanding.
In conclusion on the 14 Principles of management
•The 14 principles of management can be used to manage organizations and are useful tools for forecasting, planning, process management, organization management, decision-making, coordination and control.
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