M2 Flashcards
Major policies are made only by ___
the top management
It is the process of thinking about and
organizing the activities required to achieve
a desired goal.
Planning
FORETHOUGHT
Planning
It represents the purposeful efforts taken
by an organization to maximize its future
success.
Planning
It involve more than just managers at high
levels, but it also involve front line
employees
Planning
Time and resources are invested in this stage for better outcome
Planning
8 Steps in planning process
Define or orient the planning process to a singular
purpose or a desired result
2. Assess the current situation.
3. Establish goals.
4. Identify strategies to reach those goals.
5. Establish objectives that support progress toward those
goals.
6. Define responsibiliti and timiliness for each objective
7. Write and communicate the plan.
8. Monitor progress toward meeting goals and objectives.
French Industrialist
Henry Frayol
The first to issue a complete statement on
a theory of general management
Henry frayol
His greatest contribution was the
discussion of management principles and
elements.
Henry Frayol
He provided the “14 Principles of
Management
Henry frayol
Assignment of specialized jobs
to various departments and/or
positions
Division of work
The best
way to use the human resources
of the organization
Work specialization
Work specialization is under
Division of work
The specific and limited number of subordinates that a manager
can effectively handle and control
Span of control
Range of control
Span of control
there are only so many
employees a manager can effectively supervise.
Principle of span of control
Managers must be able to give
orders.
Parity of Authority &
Responsibility
Authority gives them this right to give orders.
Parity of Authority &
Responsibility
Responsibility arises wherever
authority is exercised.
Parity of Authority &
Responsibility
____ arises whenever ____ is excercise
Responsibility, Authority
Every employee should
receive orders from only one
superior.
Unity of command
There should be one boss and
one plan for a group of activities
having the same objective.
Unity of direction
In any organizational structure,
ultimate authority rests at the top
and flows downward.
Scalar chain
Scopes of the limits to authority
and responsibility must be well
delineated on paper as well as in
the minds and actions of
employers and employees.
Scalar chain
This is especially true in hospitals
where there potentially can be
many “bosses” – hospital
administrators, physicians serving
as chiefs of staffs, etc
Scalar chain
The interest of one employee or
group of employees should not
prevail over the interest of the
business.
Subordination of individual interest to general interest
It is the extent to which authority is
concentrated.
Centralization
It is a system of management
wherein major policies are made
only by the top management.
Centralization
Employees should be given
enough time and period to prove
Stability of tenure
This can be applied through
probationary appointment
Stability of tenure
Training period for a newly employee usually max of ___ months
Probationay appointment, 6 months
This principle explains that “in
union there is strength”.
Esprit de Corps
Unnecessary elements should
be eliminated from all activities
as well as from the process and
procedures established for
carrying them
Simplicity
Ensure that there is a place for
everything.
Order
It results from kindness and
justice.
Equity
The method of payment should
be fair and should afford the
maximum possible satisfaction
to employees and employer.
Renumemeration
The method of payment should
be fair and should afford the
maximum possible satisfaction
to employees and employer.
Renumeration
To ensure that the organization
is doing the right things.
Strategic
Addresses what business the
organization is in, or ought to be
in
Strategic
To ensure that the organization
is prepared perform the
immediate tasks and objectives
to meet the goals and strategy of
the organization.
Operational
To ensure that the organization is doing things
right
Operationam
Long term (5–20 years);
scope includes all aspect
s of the organization;
Strategic
external—
how the organization inte
racts with or controls its
environment.
Strategic
short term (1–5 years);
scope is specific to the
immediate actions that
need to be taken to
move the organization
forward;
Operational
viewpoint is internal -day
-to-day accomplishment
of tasks
Operational
To determine the feasibility of a
specific business or program.
Business
used to
make a decision about investing
in and moving forward with a program.
Business
Short term (1–5 years);
can be used to make
decisions to start a new
business, expand a
business, or terminate a
business.
Business
Defines the broad goals and the implementation over the long run
Strategic
Supports tge strategic plan
Operational
Ensures that the strategic plan will work
Operational planning
To ensure the resources
necessary to achieve the goals
and strategy of the organization.
Resource
can be comprehensive (all resources needed to achieve goals and strategic
plan of the organization) or can
focus on a specific type of
resource
Resource
Midterm (1–10 years);
scope is specific to the
resource or resources
defined in the plan;
Resource
viewpoint is internal—the
resource needs of the or
ganization.
Resource
> Midterm (1–10 years);
scope is specific to the
resource or resources
defined in the plan;
viewpoint is internal—the
resource needs of the organization.
Resourcse
Key elements include reporting
relationships, definition of
responsibilities, and definition of
authorities
Organizational
Midterm (1–10 years);
scope specific to the
structural aspects of the
organization
Organizational
Key elements include reporting
relationships, definition of
responsibilities, and definition of
authorities
Organizational planning
viewpoint is internal—
how the company
organizes itself
Organizational
To provide a fall back option or
direction should the original
strategy of the organization fail
or should something unexpected
occur
Contingency
It can occur for a specific
anticipated situation, the most
common of which are business-
related crises (such as a labor st
rike), natural disasters, and
changes in management
personnel.
Contingency
Short to long term (1–20
years);
scope is specific to the
particular situation that
may occur;
Contingency
viewpoint is both external
(if the situation is
created in the
environment)
and internal.
Contingency
The process of selecting an organization‘s goals,
determining the policies and programs (strategies)
necessary to achieve specific objectives until goals are
met
Strateguc planning
It is also about establishing methods necessary to ensure
that the policies and strategic programs are implemented
(Steiner, Miner, and Gray, 1982).
Strategic planning
has a lot to do with defining what a
company is all about and creating a ―”story” about the
organization.
Strategic planning
Most essential of these statements are the vision
statement and the mission statement.
Strategic planning
what the pharmacy organization wants to be at some
future time point
Vision
should be short.
Vision
should make people think and should
motivate people to strive for something greater.
vision statement
It should inspire employees to create a
different futures for the organization.
Vision
used in the strategic planning
process as both the beginning point and the end point.
Vision
Once the ___ is set, then strategic planning is about how
to reach that end point
Vision
used to define the mission of the organization
Vision
the purpose of the company.
Mission
defines what the company does or is
Mission
statement of the present going ahead into the near future.
Mission
It is a document written to create a sense of purpose for customers and
employees.
Mission
should be short—usually no more than two
sentences.
Mission
It focuses on the common purpose of the organization and may draw
from the values or beliefs held by the organization.
Mission
It should help to differentiate the company from
others that provide the same products or services.
Mission
not only what the
company does but also how it does it - essentially the differentiating
point
Mission
Decision abt investment
Bussiness
Identify & require the resources needed to achieve the goal
Resource
Unifying the org to meet the needs of the company
Organizational
Back up plan
Contingency
Creating obj, & mission & vision
Strategic planning
Will help you reach your goal; will act upon it
Objectives
are established at
organizational, departmental, or individual level.
Objectives
prescribes a definite scope and
suggests direction to maximize the efforts of a
manager.
Goal
It is the process of mapping out the actions
necessary to accomplish short-term objectives
Operational
It focuses on determining the day-to-day activities
that are necessary to achieve the long-term goals
of the organization
Operational
___ defines what to do, and
____ defines how to do it.
strategic, operational
an outline of the tactical
activities or tasks that must occur to support and
implement the strategic plan—sometimes called
tactic
Operational plan
Tactics
Operational plan
__ is about how to reach the endpoint (vision)
Strateguc planning
provides a framework for
more detailed planning and day-
to- day decisions
Strategic
It is a system of management
wherein major policies are made
only by the top management.
Centralization
It has something to do with the direction in which
an individual or organization wants to move.
Objectives
Viewpoint is internal- how the company organizes itself
Organization
