M1 Flashcards by Alexa Mari caluma

Discipline of managing things in the best possible manner

Management

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Art/skill of getting the work done through/with others

Management

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Can be found in all fields like educ, hospitality etc.

Management

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Quality of influencing people so that obj are attained WILLINGLY & ENTHUSIASTICALLY

Leadership

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Major element of management

Leadership

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Formulate obj, programs, policies, procedures, rules and regulations to achieve goals of the business

Planning

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Related to decision-making as it selects the best course of action to follow

Planning

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Involves “FORCEASTING”/ making decisions in advance

Planning

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Used to accomplish the present obj & its relationship in the future

Planning

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Most critical element of management

Planning

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7 acts of planning

• Developing obj
• Forecasting
• Programming
• Scheduling
• Budgeting
• Developing policies
• Establishing procedures

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Establish the results to be accomplish

Developing objectives

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Estimates & practice future conditions & events. [END RESULT]

Forecasting

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Establish the sequence & priority of action

Programming

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Establish a time sequence for program step

Schedulin

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Allocate resources to achieve an obj within specified period of time.

Budgeting

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Establish standing decision that applies to concern to the enterprise as a whole in achieving its objectives
[Rules/guidelines essential in decision making]

Depeloping policies

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Standardize the WORK THAT MUST BE DONE uniformly if the obj are to be achieved

Establishing procedures

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Grouping together ppl, establishing relationships among themand defining authority and responsibility that the responsibility that the personnel have

Organizing

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Manager assumes various roles and possess various skills

Manager,’s role and skill

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These are inherent behavior for any manager of any kind of onrganization

Manager’s skills & roles

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Patterns of bahevior that are EXPECTED of the manager (in the way they function)

Manager’s skill & role

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Interpersonal roles (3)

Liason
Figure head
Leadership

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3 Informational

Monitor
Spokesperson
Disseminator

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4 decisional

Resource Allocator Navigator Disturbance handler Entrepreneur

This role includes hiring, training, motivating and disciplining employees.

Leadership

The manager, as in charge of the organization / department, coordinates the work of others and leads his subordinates.

Leadership

Formal authority and functional authority provides greater potential power to exercise and get the things done

Leadership

Managers perform the duties of a ceremonial and symbolic in nature such as welcoming official visitors, signing legal documents etc., as head of the organization or strategic business unit or department.

Figure head

Manager has to perform the functions of motivation, communication, encouraging team spirit and the like.

Liason role

He has to coordinate the activities of all his subordinates

Liaison role

Requires the manager to interact with other managers outside the organization to secure favours and information

Liaison role

The manager represents his organization in all matters of formality.

Liaison role

Manager gets the information by scanning his environment, subordinates, peers and superiors.

Monitor role

Manager seeks and receives information concerning internal and external events so as to gain understanding of the organization and its environment

Monitor role

This is done through reading magazines and talking with others to learn the changes in the public’s tastes, what competitors may be planning, and the like

Monitor role

They represent the organization to outsiders

Spokesperson role

Required to speak on behalf of the organization and transmit information on organization’s plan, policies and actions

Spokesperson role

Has to keep his superior informed of every development in his unit, who in turn informed the insiders and outsiders.

Spokesperson role

Passes some of the privileged information directly to his subordinates, peers and superiors who otherwise have no access to it

Disseminator role

Managers are responsible for allocating human, physical and monetary resources

Resource allocator

Setting up of a time schedule for the completion of an operation or approval of expenditure on a particular project, etc.

Resource allocator

Should have an open-door policy and allow the subordinates to express their opinions and share their experiences, in making effective decisions.

Resource allocator

Manager should empower his subordinates by delegating his authority and power.

Resource allocator

Managers take corrective action to response to previously unforeseen problems

Disturbance handler

The manager involuntarily responds to pressures. For example, worker strike, declining sales, bankruptcy of a major customer etc.

Disturbance handler

The manager should have enough time in handling disturbance carefully, skillfully and effectively

Disturbance handler

Manager represents the organization in bargaining and negotiations with outsiders and insiders, in order to gain advantages for his own unit

Negotiator role

Negotiates with the subordinates for improved commitment and loyalty, with the peers for cooperation, coordination and integration, with workers and their unions regarding conditions of employment, commitment, productivity, with the government abt providing facilities for bussiness expnasion etc.

Negotiator role

Manager is a creator and innovator

Entrpreneur role

The manager would like to have new ideas, initiates new projects and initiates the developmental projects.

Entrpreneurship

Seeks to improve his department, adapt to the changing environmental factors

Entrepreneurship

Initiates and oversees new products that will improve their organization’s performance

Entrepreneurhip

3 steps of Organizing

3 steps: 1. identification or grouping of the work done 2. delegation of authority and responsibility 3. establishment of relationships among them

It is a process of identifying all the tasks to be performed within the pharmacy and then grouping them in a logical way.

Organizing

The work of a manager is to entrust others with responsibility and authority and to create accountability for results

Delegating

The sum of the rights and power assigned to a position

Authority

The obligation to perform responsibility and exercise authority in conformance with understood and accepted performance standards.

Accountability

Managers must have technical knowledge of the job to be performed and the feel for the human element of how people will fit in their work environments.

Staffing

Staffing determines

• Postion to be filled • Job description • Source of potential applicants • Search, interview and select applicants • Orient and train new employee • Evaluate their performance

A process which sets personnel goals; establishes work standards; develops leadership style; motivate personnel, trains and retrains personnel; evaluate personnel; discipline and dismiss personnel as necessary, promote personnel

Directing

involves keeping personnel and other resources focused on the goals of the pharmacy and ensuring that they are used in a manner consistent with the policies established by the owner.

Directing (NAG UUTOS)

It is a continuous process.

Directing

It is a process of finding different ways to keep personnel productivity and motivated to achieve the goals of the pharmacy.

Directing

▫ It is challenging task that often separates the highly competent from the less skilled managers.

Directing

It involves periodic assessment of the status of the pharmacy.

Controlling

The most important consideration in CONTROLLING is

Monitor the company's progress as it moves in fiscal year

When properly used, it is the manager‘s fail- safe mechanism.

Controlling

It identifies problems and opportunities in their early stages so as to provide time to take appropriate actions.

Controlling

In this way, many problems can be eliminated or at least alleviated and opportunities can be taken advantage of while it still exists.

Controlling

2 ways in which control can be maintained

Quali & quanti

Quantitative

• Inventory • Financial statements

Quali

• Employee's performance • Patient satisfaction

PRESIDENTS, CHIEF EXECUTIVE OFFICERS, OR SENIOR VICE PRESIDENTS.

TOP LEVEL OF MANAGEMENT

BRANCH MANAGERS, PROJECTS MANAGERS, FARM MANAGERS, OR FINANCE MANAGERS.

MIDDLE LEVEL OF MANAGEMENT

PRODUCTION SUPERVISORS, CLERICAL SUPERVISORS, SCHOOL SUPERVISORS, OR HOSPITAL SUPERVISORS

FIRST LEVEL OF MANAGEMENT

Role model

Figurehead

Representative

Liason role

Overseeing

Monitor role

The one we follow

leader role

Informant

Spokesperson

Posess message

Dessiminator

Approves expenditure

Resource allocator

Act corrective actions under pressure

disturbance handler