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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.

Why study management?

1. The more efficient and effective use of scarce resources that
organizations make of those resources, the greater the relative well-being
and prosperity of people in that society
2. Helps people deal with their bosses and coworkers
3. Opens a path to a well-paying job and a satisfying career
Managerial Tasks - Managers at all levels in all organizations perform
each of the four essential managerial tasks of planning, organizing, leading,
and controlling
Four Functions of Management
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a. Planning – identifying goals for future organizational performance

and deciding on the tasks and use of resources needed to attain them.
b. Organizing – assigning tasks, grouping tasks into departments,
delegating authority and allocating resources across the organization.
c. Leading - the sue of influence to motivate employees to achieve
organizational goals.
d. Controlling – monitoring employee’s activities, determining whether
the organization is on target toward its goals and making corrections as
necessary.
e.
1. Planning - Process of identifying and selecting appropriate
organizational goals and courses of action
Steps in the Planning Process
• Deciding which goals the organization will pursue
• Deciding what courses of action to adopt to attain those goals
• Deciding how to allocate organizational resources
• Complex, difficult activity
• Strategy to adopt is not always immediately clear
• Done under uncertainty
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2. Organizing. Task managers perform to create a structure of working
relationships that allow organizational members to interact and
cooperate to achieve organizational goals.
• Involves grouping people into departments according to the kinds of
job-specific tasks they perform
• Managers lay out lines of authority and responsibility
• Decide how to coordinate organizational resources
Organizational Structure A formal system of task and reporting
relationships that coordinates and motivates members so that they work
together to achieve organizational goals
3. Leading Articulating a clear organizational vision for its
members to accomplish, and energize and enable employees so that
everyone understands the part they play in achieving organizational
goals
• Leadership involves using power, personality, and influence,
persuasion, and communication skills
• Outcome of leadership is highly motivated and committed workforce

4. Controlling Task of managers is to evaluate how well an

organization has achieved its goals and to take any corrective actions
needed to maintain or improve performance
– The outcome of the control process is the ability to measure
performance accurately and regulate organizational efficiency and
effectiveness
MANAGEMENT TOOLS, TECHNIQUES AND SKILLS
Managerial Skills
Conceptual skills
– The ability to analyze and diagnose a situation and distinguish
between cause and effect.
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Human skills
– The ability to understand, alter, lead, and control the behavior of
other individuals and groups.
Technical skills
– Job-specific skills required to perform a particular type of work or
occupation at a high level.
Organization. A systematic arrangement of people brought together
to accomplish some specific purpose; applies to all organizations—for-profit
as well as not-for-profit organizations. Where managers work (manage)
Common characteristics
 Goals
 Structure
 People
Organizational Performance
Organizations – a social entity that is goal directed and deliberately
structured
In an industrialized society where complex technologies dominate,
organizations bring together knowledge, people and raw materials to
perform tasks no individual could do alone.
The manager’s responsibility is to coordinate resources in an effective and
efficient manner to accomplish the organization’s goals.
Organizational Effectiveness
a. Doing the right thing
b. Providing a product/service that customers value.
Organizational Efficiency
a. The amount of resources used to achieve an organizational goal.
b. Getting the maximum number of outputs using the minimum number
of inputs.
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Management Skills
a. Conceptual skills
b. Human skills
c. Technical skills

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.

b. Includes mastery of the methods, techniques and equipment involved

in specific functions such as engineering, manufacturing or finance.
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c. Includes specialized knowledge, analytical ability and the competent
use of tools and techniques to solve problems in that specific
discipline.
d. Mainly important at lower organizational levels.
e. A manager’s weaknesses become more apparent during stressful times
of uncertainty, change or crisis.
f. The two major reasons managers fail are poor communication and poor
interpersonal skills.
g. During turbulent times, managers need to apply all their skills and
competencies in a way that benefits the organization and its
stakeholders.
h. Failure to apply skills can lead to ethical and financial scandals.
Areas of Managers
Department. A group of managers and employees who work together and
possess similar skills or use the same knowledge, tools,or techniques
Levels of Management
a. First line managers - Responsible for daily supervision of the non-
managerial employees who perform many of the specific activities
necessary to produce goods and services
b. Middle managers - Supervise first-line managers. Responsible for
finding the best way to organize human and other resources to achieve
organizational goals
c. Top managers
 Responsible for the performance of all departments and have
cross-departmental responsibility.
 Establish organizational goals and monitor middle managers
 Decide how different departments should interact
 Ultimately responsible for the success or failure of an
organization
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d. Chief executive officer (CEO) is company’s most senior and important
manager
e. Central concern is creation of a smoothly functioning top-management
team CEO, COO, Department heads
Core Competency. Specific set of departmental skills, abilities, knowledge
and experience that allows one organization to outperform its competitors
Restructuring
a. Involves simplifying, shrinking, or downsizing an organization’s
operations to lower operating costs
– Can reduce the morale of remaining employees
b. Contracting with another company, usually in a low cost country
abroad, to perform a work activity the company previously performed itself
c. Increases efficiency by lowering operating costs, freeing up money and
resources that can now be used in more effective ways
Empowerment Involves giving employees more authority and
responsibility over the way they perform their work activities.
Self-managed teams Groups of employees who assume collective
responsibility for organizing, controlling, and supervising their own work
activities
Decisional Roles Roles associated with methods managers use in
planning strategy and utilizing resources.
 Entrepreneur—deciding which new projects or programs to
initiate and to invest resources in.

 Disturbance handler—managing an unexpected event or crisis.

 Resource allocator—assigning resources between functions and

divisions, setting the budgets of lower managers.

 Negotiator—reaching agreements between other managers,

unions, customers, or shareholders
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Interpersonal Roles Roles that managers assume to provide direction
and supervision to both employees and the organization as a whole.

 Figurehead—symbolizing the organization’s mission and

what it is seeking to achieve.
 Leader—training, counseling, and mentoring high
employee performance.
 Liaison—linking and coordinating the activities of people
and groups both inside and outside the organization.

Informational Roles Roles associated with the tasks needed to

obtain and transmit information in the process of managing the organization.

– Monitor—analyzing information from both the internal and

external environment.

– Disseminator—transmitting information to influence the

attitudes and behavior of employees.

– Spokesperson—using information to positively influence the

way people in and out of the organization respond to it.

Challenges for Management in a Global Environment

a. Rise of Global Organizations.

b. Building a Competitive Advantage
c. Maintaining Ethical Standards
d. Managing a Diverse Workforce
e. Utilizing Information Technology and Technologies
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f. Global Crisis Management
Building Competitive Advantage. Competitive Advantage – ability
of one organization to outperform other organizations because it produces
desired goods or services more efficiently and effectively than its
competitors
Building Blocks of Competitive Advantage

Building Competitive Advantage

• Increasing efficiency
– Reduce the quantity of resources used to produce goods or
services
• Increasing Quality
– Improve the skills and abilities of the workforce
– Introduce total quality management
• Increasing speed, flexibility, and innovation
– How fast a firm can bring new products to market
– How easily a firm can change or alter the way they perform their
activities
• Innovation
- Process of creating new or improved goods and services that
customers want
- Developing better ways to produce or provide goods and services
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Turnaround Management
• Difficult and complex management task
• Done under conditions of great uncertainty
• Risk of failure is greater for a troubled company
• More radical restructuring necessary

Maintaining Ethical and Socially Responsible Standards

• Managers are under considerable pressure to make the best use of

resources
• Too much pressure may induce managers to behave unethically, and
even illegally
Managing a Diverse Workforce. To create a highly trained and
motivated workforce managers must establish HRM procedures that are
legal, fair and do not discriminate against organizational members

Global Crisis Management

May be the result of:
• Natural causes
• Manmade causes
• International terrorism
• Geopolitical conflicts

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.

New Management Techniques

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Modern management techniques.

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• Summary. With larger and complicated organisations with their

own unique organisational and structural issues a need has been felt for
better, more effective and innovative managerial methods, some of
which are Network Analysis, Management By Objectives (MBO) and
Total Quality Management (TQM).
• Network analysis is a means of planning and controlling processes. In
this, a project is broken up into small operations which are arranged
into logical sequence.
• Time management of a project, an important managerial control
technique, can be done through Critical Path Method (CPM) and
Project Evaluation & Review Technique (PERT).
• Management By Objectives (MBO) is a modern managerial tool by
which managers can improve their performance and their overall
effectiveness – It can be defined as a managerial approach which uses
objectives as a focal point to improve managerial performance &
effectiveness at individual and organisational levels.
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• Total Quality Management (TQM) focuses on continuous
improvement of procedures and processes involved in any activity or
any services

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

Management can be defined in different ways. There is no universally

accepted uniform definition for it
In our lecture management means: “Management is the PROCESS of
working with and through others to effectively achieve organizational
objectives by efficiently using limited resources in a changing environment”
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THE MANAGERIAL FUNCTIONS

1. Functional view has been the most popular approach to describing

what managers do. It has been popular because it characterizes the
management process as a sequence of rational steps.
2. Henry Fayol identified five managerial functions: planning, organizing,
command, coordination and control
3. Fayol claimed that these five functions are common to all managerial
jobs
4. Feyol’s original list has been updated over the years.
Eg: Planning, decision making, organizing, staffing, communicating,
motivation, leading, and controlling

THE MANAGERIAL FUNCTIONS

1. Planning: The process of establishing goals and a suitable course of

actions for achieving those goal
2. Decision making: Part of planning process that involves selecting a
course of action from a set of alternatives.
3. Organizing: The process of arranging and allocating work, authority,
and resources among organization’s members so that they can achieve the
organization’s goals
4. Leading: The process of directing ,influencing and motivating
employees to perform essential tasks
5. Controlling: The process of ensuring that actual activities conform to
planned activities
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1. percentage of work day spent by managers on various functions

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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