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Management Short Notes
Management Short Notes
What is Management?
The planning, organizing, leading, and controlling of human and other
resources to achieve organizational goals effectively and efficiently
Resources include people, skills, know-how and experience, machinery, raw
materials,
computers and IT, patents, financial capital, and loyal customers and
employees
Efficiency - A measure of how well or how productively resources
are used to achieve a goal
Effectiveness - A measure of the appropriateness of the goals an
organization is pursuing and the degree to which they are achieved.
Conceptual Skills
a. The cognitive ability to see the organization as a whole system and the
relationships among its parts.
b. Knowing where one’s team fits into the total organization and how the
organization fits into the industry, the community and the broader
business and social environment.
c. Ability to think strategically – to take the broad, long-term view and to
identify, evaluate and solve complex problems.
d. Needed by all managers but are especially important for managers at
the top.
Human Skills
a. The manager’s ability to work with and through other people and to
work effectively as a group member.
b. Demonstrated in the way a manager relates to other people, including
the ability to motivate, facilitate, coordinate, lead, communicate and
resolve conflicts.
Technical Skills
a. The understanding of and proficiency in the performance of specific
tasks.
1. Who is a Manager?
2. Explain what is meant by the term management.
3. Differentiate between efficiency and effectiveness.
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4. Describe the four primary processes of management.
5. Classify the three levels of managers and identify the primary
responsibility of each group.
Management Styles
Vertical Differences
1. Top managers - at the top of the hierarchy and are responsible for the
entire organization. Ex – CEO, executive vice president, chairperson,
executive director, etc.
2. Middle managers – work at the middle levels of the organization and
are responsible for business units and major departments. Ex –
department head, division head, manager of quality control, etc.
3. First-line managers – directly responsible for the production of goods
and services. Ex – supervisors, line managers, section chief, office
manager, etc.
Horizontal Differences
1. Functional managers – responsible for departments that perform a
single functional task and have employees with similar training skills.
2. General Managers - responsible for several departments that perform
different functions.
Innovative Management
• Innovations in products, services, management systems, production
processes, corporate values and other aspects of the organization are
what keep companies growing, changing and thriving.
• No company can survive without innovation.
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• Today, industries, technologies, economies, governments and societies
around the world are in are in constant flux, and managers are
responsible for helping their organizations navigate through the
unpredictable with flexibility and innovation.
Conclusion
• There is need and scope for adoption of such techniques to health
sector management to ensure efficiency.
• Methods used may be less exact as the sophisticated quantitative
techniques in common usage may not be immediately applicable in the
health field.
• Several of these techniques have shown their use fullness in healthcare
establishment.
• Though many of these modern techniques require the services of a
specialist, it is advantageous if health officers have some knowledge
and appreciation of the purpose, methodology use fullness of common
techniques
MANAGEMENT PROCESS
a. Supervising 28.4%
b. Planning 19.5%
c. Coordinating15.0%
d. Evaluating 12.7%
e. Investigating12.6%
f. Staffing 4.1%
g. Representing1.8%
h. Negotiation 6.0%
i. As one moves up in the managerial hierarchy, more managerial time
is devoted to planning and less to supervising
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