M1 Flashcards
Discipline of managing things in the best possible manner
Management
Art/skill of getting the work done through/with others
Management
Can be found in all fields like educ, hospitality etc.
Management
Quality of influencing people so that obj are attained WILLINGLY & ENTHUSIASTICALLY
Leadership
Major element of management
Leadership
Formulate obj, programs, policies, procedures, rules and regulations to achieve goals of the business
Planning
Related to decision-making as it selects the best course of action to follow
Planning
Involves “FORCEASTING”/ making decisions in advance
Planning
Used to accomplish the present obj & its relationship in the future
Planning
Most critical element of management
Planning
7 acts of planning
• Developing obj
• Forecasting
• Programming
• Scheduling
• Budgeting
• Developing policies
• Establishing procedures
Establish the results to be accomplish
Developing objectives
Estimates & practice future conditions & events. [END RESULT]
Forecasting
Establish the sequence & priority of action
Programming
Establish a time sequence for program step
Schedulin
Allocate resources to achieve an obj within specified period of time.
Budgeting
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
Standardize the WORK THAT MUST BE DONE uniformly if the obj are to be achieved
Establishing procedures
Grouping together ppl, establishing relationships among themand defining authority and responsibility that the responsibility that the personnel have
Organizing
Manager assumes various roles and possess various skills
Manager,’s role and skill
These are inherent behavior for any manager of any kind of onrganization
Manager’s skills & roles
Patterns of bahevior that are EXPECTED of the manager (in the way they function)
Manager’s skill & role
Interpersonal roles (3)
Liason
Figure head
Leadership
3 Informational
Monitor
Spokesperson
Disseminator
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
