Introduction To MANAGEMENT Flashcards
Getting things done through people
Focuses on task, achievement, people
MANAGEMENT
Management
▪ Management as a systematic process of planning, organizing, staffing, leading and controlling.
It is the coordination and administration of tasks to achieve a goal.
FUNCTIONS OF MANAGEMENT
IN ORDER!!!!!!!!
• Planning
• Organizing
• Leading/Directing
• Controlling
Foundation area of management
PLANNING
Delivering strategic value
PLANNING
Specifying the goals to be achieved
PLANNING
Deciding what actions are needed to achieve the goals
PLANNING
get the resources
• machines, people, etc….
ORGANIZING
Assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals
ORGANIZATION
Attracting people, specifying job responsibilities, grouping jobs into work units
ORGANIZING
marshaling and allocating resources,
creating conditions so people and things work together
ORGANIZING
Stimulating people to be high performers
LEADING/ DIRECTING
Motivating and communicating with employees; individually and in groups
LEADING/ DIRECTING
Done daily bu the manager
LEADING
Employees must be motivated
LEADING
Monitors performance and implements necessary changes
CONTROLLING
Evaluation
CONTROLLING
CONTROLLING
Makes sure that:
Resources are being used properly
Organization is meeting its goals, e.g. quality and worker safety
________ SHOULD DEVOTE ADEQUATE______ and ______ TO ALL FOUR FUNCTIONS
MANAGERS
ATTENTION AND RESOURCES
MANAGEMENT ROLES
Decisional
Informational
Interpersonal
What management role?
MAKE DECISIONS ON THE SPOT!
Managers make key decisions, allocate resources, and handle conflicts to guide the organization effectively.
Decisional Roles
What management role?
USE OF INFORMATION AND RELAY
Managers gather, share, and analyze information to keep stakeholders informed and support decision-making.
Informational Roles
What management role?
DEALS WITH OTHER PEOPLE
Managers interact with others to lead, motivate, and build relationships within and outside the organization.
Interpersonal Roles
INFORMATIONAL ROLES
Monitor
Disseminator
Spokesperson
DECISIONAL ROLES
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
INTERPERSONAL ROLES
Figurehead
Leader
Liaison
Receives wide variety of Information;
MONITOR
serves as nerve center of interal and external information of the organization
MONITOR
Handing all mail and contacts, categorized as concerned - primarily with receiving information
MONITOR
Transmits information received from outsiders or other subordinates to members of the organization
DISSEMINATOR
Forwarding mall into organization for information purposes;
verbal contacts Involving information flow to subordinates, such as, review sessions
DISSEMINATOR
Transmits information to outsiders on organization’s plans, policies, actions, and results:
serves as expert on
organization’s industry
SPOKESPERSON
Board meeting;
handling contacts involving transmission of information to outsiders
SPOKESPERSON
Searches organization and its environment for opportunities and initiates projects to bring about change
ENTREPRENEUR
Strategy and review sessions involving initiation or design of improvement projects
ENTREPRENEUR
Responsible for corrective action when organization faces important, unexpected disturbances
Disturbance handler
Strategy and review sessions involving disturbances and crises
Disturbance handler
Making or approving significant organizational decisions
Resource allocator
Scheduling; requests for authorization;
budgeting.
the programming of subordinates work
Resource allocator
Responsible for representing the organization at major negotiations
NEGOTIATOR
Contract negotiation
NEGOTIATOR
Symbolic head;
FIGUREHEAD
required to perform a number of routine duties of a legal or social nature
FIGUREHEAD
Ceremonies, status request, solicitations
FIGUREHEAD
Responsible for the motivation and direction of subordinates
LEADER
Virtually all managerial activities involving subordinates
LEADER
Maintalns a network of outside contacts who provide favors and information
LIAISON
Acknowledgement of mall, external board/work
LIAISON
WHAT IS MANAGEMENT PLANNING?
• Conscious, systematic process of deciding what goals and activities the organization will pursue in the future
• Provides units with a flexible map to follow
• Conscious, systematic process of deciding what goals and activities the organization will pursue in the future
• Provides units with a flexible map to follow
MANAGEMENT PLANNING
BASIC PLANNING PROCESS
SAGGI
• Situational analysis
• Alternative goals and plans
• Goals and plan evaluation
• Goals and plan selection
• Implement, monitor, and control
: analyze the market and your abilities
Situational analysis
: include contingency plans
• Alternative goals and plans
: advantages and disadvantages
• Goal and plan evaluation
: select the BEST
• Goal and plan selection
LEVELS OF PLANNING
STO
STRATEGIC PLANNING (3-7 years)
TACTICAL PLANNING (1-2 years)
OPERATIONAL PLANNING (<1 year)
• Making decisions about the long-term goals and strategies of the organization
STRATEGIC PLANNING (3-7 years)
STRATEGIC PLANNING yrs
(3-7 years)
• Translating broad strategic goals into specific goals and plans relevant to a particular unit in the organization
TACTICAL PLANNING
TACTICAL PLANNING
(1-2 years)
• Identifies the specific procedures and processes required at lower levels of the organization
OPERATIONAL PLANNING
OPERATIONAL PLANNING
(<1 year)
: basic purpose of the organization
MISSION
: what do we want to become?
Perspective on where the organization is headed and what it can become
VISION
: St. Luke’s Medical Center will be an internationally recognized academic medical center by the year 2020
Vision
: We are committed to deliver state of the art healthcare because at St. Luke’s Medical Center, the needs of our patients come first.
Mission
SWOT ANALYSIS
Strength
Weakness
Opportunities
Threats
Characteristics of a business which give it advantages over its competitors
STRENGTHS
Characteristics of a business which make it disadvantageous relative to competitors
WEAKNESSES
Elements in a company’s external environment that allow it to formulate and implement strategies to Increase profitability
OPPORTUNITIES
Elements in the external environment that could endanger the integrity and profitability of the business
THREATS
Depicts the arrangement of positions in the organization
ORGANIZATIONAL CHART
Org chart
• Common purpose:
unification of all members
Solid lines:
Who reports to whom?
Boxes with titles:
different clusters of jobs/departments
: many units that work on different tasks
Differentiation
: differentiated work is coordinated into an overall product
Integration
VERTICAL STRUCTURE
Authority
Responsibility
Span of control
Delegation
Decentralization
legitimate right inherent to positions (e.g. make decisions, give orders)
AUTHORITY
: obligation to perform tasks
RESPONSIBILITY
: number of subordinates who report directly to an executive or supervisor (Ideal: 5)
SPAN OF CONTROL
: assignin a task to someone at a lower level
DELEGATION
more decisions are made at lower levels
DECENTRALIZATION
HORIZONTAL STRUCTURE
• Departmentalization
Groupings into departments
Different functions and skills
Division of labor
