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Management
PH needs
Management is needed in all types and sizes of organizations at all organizational levels in all work areas Management functions must be performed in all organizations; consequently, have vested interest in improving management
Prentice Hall, 2002 1-5
1-6
Challenges of Being a Manager -being a manager is hard work -- must deal with a variety of personalities -- must motivate workers in the face of uncertainty
Prentice Hall, 2002 1-7
What Is Management?
Management
the process of coordinating work activities so that they are completed efficiently and effectively with and through other people elements of definition Process - represents ongoing functions or primary activities engaged in by managers Coordinating - distinguishes a managerial position from a non-managerial one. It helps nonto avoid conflict and duplication. 1-8
Elements of definition Efficiency - getting the most output from the least amount of inputs doing things right concerned with means Effectiveness - completing activities so that organizational goals are attained doing the right things concerned with ends Prentice Hall, 2002 1-9
Management is an integral part of human experience. Management influences and is influenced by social, political, cultural, economical, technological and environmental dimensions (Mullins, 1996).
Resource Usage
Management Strives For: Low resource waste (high efficiency) High goal attainment (high effectiveness)
Prentice Hall, 2002 1-11
Management is getting things done by people. Done properly, within the available time and resources (Aspinwall, 1998). The principle underlying management definitions is the commitment to achievement.
Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Changing nature of organizations and work has blurred the clear lines of distinction between managers and nonnon-managerial employees
Prentice Hall, 2002 1-13
Managerial Titles
First-line managers - manage the work of nonFirstnonmanagerial individuals who are directly involved with the production or creation of the organizations products Middle managers - all managers between the firstfirst-line level and the top level of the organization manage the first-line managers first Top managers - responsible for making organizationorganization-wide decisions and establishing the plans and goals that affect the entire organization
1-14
Top-level management Look to the organization as a whole Coordinate internal and external influences Make major decisions Determining philosophy Setting policy Creating goals and priorities Performs leadership roles Less involved in daily management operations Example PHC Director, Director of nursing, Director of pharmacy.
Middle level managers Involved in some long term planning Act as a channel between lower and top level managers Setting objectives Coordinates lower level activities Involved in establishing policies Coordinate and link groups Monitor and manage the performance of subunits Implementing changes or strategies generated by top level. Example Supervisors, Head of Districts, Unit Managers
irst level managers Concerned with specific units work flow Deal with immediate problems Daily operations Meeting personal needs of staff Working closely with patients Influence providers satisfaction and performance Supervise performance of non managerial employees Direct responsible for producing the service Examples Primary care doctors and nurses, team leaders, case managers, and in-charge doctors and nurses.
Organizational Levels
1-18
There seems to be no obvious pattern for leaders success; they are Right brained, left brained Tall and short Fat and thin Articulate and inarticulate Assertive and retiring Brave and cowards Dressed for success and dressed for failure Participative and autocratic There were more variations than themes Even their managerial styles were restlessly different
Management process set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control managerial activities are usually done in a continuous manner
1-22
Management Roles
specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in nature Informational - receiving, collecting, and disseminating information Decisional - revolve around making choices emphasis that managers give to the various roles seems to change with their organizational level
Prentice Hall, 2002 1-23
Scapegoat
Negotiator
Management Skills Technical - knowledge of and proficiency in a certain specialized field Human - ability to work well with other people both individually and in a group Conceptual - ability to think and to conceptualize about abstract and complex situations see the organization as a whole understand the relationships among subunits visualize how the organization fits into its broader environment Prentice Hall, 2002 1-26
1-27
Managing Systems System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole provides a more general and broader picture of what managers do than the other perspectives provide Closed system - not influenced by and do not interact with their environment Open system - dramatically interact with their environment organizations - take in inputs from their environments transform or process inputs into outputs outputs are distributed into the environment
1-29
Transformation
Employees work activities Management activities Technology and operations methods
Outputs
Products and services Results Information Mortality and morbidity
Feedback
Environment
Prentice Hall, 2002 1-30
Managing Systems
managers must coordinate various work activities ensure that interdependent parts work together recognize and understand the impact of various external factors decisions and actions taken in one organizational area will affect other areas and vice versa Prentice Hall, 2002 1-31
Mintzberg has identified eight managerial job types that managers fall into Contact man is characterized by liaison and figurehead roles. Political manager is characterized by spokesman and negotiator roles. Entrepreneur looking for opportunities to initiate or implement change and mainly characterized by entrepreneur and negotiator. Insider mainly concerned with the smooth running of the organization mainly characterized by resource allocator and leader
Real time manager main role is disturbance handler usually found in dynamic, competitive or high-pressure environment. Team manager more concerned with the internal of the organization and performs leader, monitor and spokesman roles. Expert manager is described as having the key roles of monitor and spokesman. New manager performs roles of liaison and monitor.
What Is An Organization?
Organization, a deliberate arrangement of people to accomplish some specific purpose elements of definition 1. each organization has a distinct purpose 2. each organization is composed of people 3. all organizations develop some deliberate structure todays organizations have adopted 1. flexible work arrangements 2. open communications Prentice Hall, 2002 1-34 3. greater responsiveness to changes
Organizations are systems of interdependent human beings Organizations are group of two or more working together to achieve certain goals Organizations are systems of behavior designed to enable humans and machines to achieve goals
1-36
Our people are greatest asset You do not get a first class response from people who are treated as a second class citizens. They do not belong to you. (Peter Wickens, 1997) 1997)
organizations are driven by human capital and it is crucial to have a scientific look at this factor of services/production
Sources of Power and leadership influence Reward power Coercive power Legitimate power Referent power Expert power Personal power (charismatic and feminist)
Insensitive to others Cold and arrogant Betrayal of trust Overly ambitious Performance problem Over-managing Unable to staff effectively Unable to think strategically Unable to adapt to different styles Over dependent on advocate Failure to build a team and delegate to it.
Set direction, mission, vision, goals, Build commitment, motivation, spirit, teamwork Confront challenges, innovation, change, turbulence
Set direction, mission, vision, goals, Build commitment, motivation, spirit, teamwork Confront challenges, innovation, change, turbulence
Leadership qualities
Integrity Courage Initiative Energy Optimism Perseverance Balance Ability to handle stress Self-awareness
What should you know when you think of yourself as a leader? To go first, to show the way, e.g. Columbus. To be the best, the wisest, the fastest, the strongest, and the most valuable to humanity, Dr Sabin, Dr Salk and Khuch. To solve important problems, develop methods Mr.Ford and Iben Batuota. Take charge, inspire, lead into action, e.g. Mohammed (PBUH). Fight for what is right and good (Lincolin, Ghandi, Buddha, Abu Thear. Dare to challenge for change e.g. Einstein.
cont.
Managing in Different and Changing Situations
require managers to use different approaches and techniques Contingency perspective - different ways of managing are required in different organizations and different circumstances
The contingency perspective, sometimes called the perspective, situational approach, is a view that the organization recognizes and responds to situational variables as they arise.
Management Theories
In understanding behavior and managing people at work, it is worth remembering the bag of gold syndrome. However, hard you try or whatever you do, there are some people who you just cannot please: they will always find something to moan about. Give them a bag of gold and they will complain that the bag is the wrong color.
Theories of management- Classical Emphasis on purpose Formal structure Hierarchy of management Technical requirement And common principles of organizations
Theories of management- Human relations Attention to social factors at work Groups Leadership Informal organizations Peoples behaviors
Theories of management- Systems Integration of the classical and human relations approaches Socio-technical mix system The organization within its external environment
Theories of management- contingency No one best design of organization A Range of situational variables
Theories of management Principles of scientific management (Taylorism) the development of science for each persons work the scientific selection, training, and development of workers cooperation with workers to ensure work is carried out in the prescribed way the division of work and responsibility between management and the workers
Disadvantages Uncontrolled authority Neglected personal factors Human rights violation Idealistic Rational Work is boring and requires little skills
Bureaucracy The four main feature of bureaucracy are Specialization Hierarchy of authority Systems of written rules Impersonality
Criticisms Means become an end. Officials dependence upon bureaucratic status, symbols, and rules. Lack of initiative Development of officious bureaucratic behaviors Stereotyped behavior and lack of responsiveness to individuals problems
Applications Job specification Organization structure Formal aspects of the organization Protocols
X Work is something to be avoided People want to do as little as possible Use control Supervision Punishment
Y
Work is motivating People want to do their jobs well Use guidance Development Reward
Studies Hawthorne Elton Mayo Maslow Alderfer Hertzberg Vroom Expectancy Theory
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