Basic Management

Principles

Author:

Jack E. Fincham, PhD, RPh

Dean & Professor University
of Kansas School of
Pharmacy
Learning Objectives
• Understand basic management principles
applying to individuals, small and large
organizations
• Grasp the basics of management functions
• Appreciate the ideal characteristics of a good
manager
• See the importance of knowledge of self when
viewing management skills
• Recognize professional skills required of
managers
Learning Objectives
• Appreciate the impact that unresolved issues
can have on management skills
• Be knowledgeable of the varying available
self-development methods
• Understand strategic planning and its use
• Know how to implement a project and
evaluate the process
Learning Objectives
• Understand varying problems from a risk
management standpoint that can impact a
management position
• Appreciate varying problem solving techniques
and processes; and their applications to
COMMUNITY ORGANIZING management
situations
• Appreciate the origins, key elements and
applicability of continuous quality improvement
(CQI)
Basic Management
Principles

Part 1 – Basic
Management
Functions
Management Activities

• Training
• Planning
• Negotiating
Basic Management Actions

• Identify what is needed or has to be

done
• Organize resources
• Monitor performance and task
completion
• Plan ahead for future requirements
• Deal with any problems that arise
 Functions of Management
Actions
• Target setting
• Problem solving
• Leadership
• Team building
• Dealing with emergencies
Management Functions

• Controlling
• Directing
• Organizing
• Planning
• Staffing
Management Functions

• Controlling
– Establishing standards based upon
objectives
– Measuring and reporting performance
– Comparing the two
– Taking corrective/preventive action
– Directing
Management Functions

• Directing
– Motivation
– Communication
– Performance appraisal
– Discipline
– Conflict resolution
Management Functions

• Organizing
– Division of labor
– Delegation of authority
– Departmentalization
– Span of control
– Coordination
Management Functions

• Planning
– Vision
– Mission
– Objectives
– Goals
Basic Management
Principles

Part 2 –
Characteristics of a
Good Manager
What It Takes to be a Good Manager?

Time and again, history has proven that organizations fare well under good
managers.

After all, without a qualified captain to steer the ship, the crew is at risk of
running into one iceberg after another.

Before diving into the details of what it means to be a good manager, here are
some timeless quotes from legendary leaders and authors:
“A good manager finds satisfaction in helping others be productive, not
being the most productive person in the room.”
–Paul Glen

"Leadership is not about titles, positions, or flowcharts. It is about one life

influencing another."
–John C. Maxwell
 Professional Skills Required of
Managers

• Intellectual skills
• Technical skills
• Ethical skills
• Communication skills
• Emotional skills
 Professional Skills Required of
Managers
• Intellectual skills
– Logical thinking
– Problem solving
 Professional Skills Required of
Managers
• Technical skills
– Motor performance at various tasks
Motor skills are critical to human functioning
because they impact an individual's ability to
move independently and interact with people and
things in her environment, and they contribute to
the development of language, play, academic,
and adaptive behavior.
 Professional Skills Required of
Managers
• Ethical skills
– Define right from wrong
 Professional Skills Required of
Managers
• Communication skills
– Communication skills involve listening,
speaking, observing and empathizing
 Professional Skills Required of
Managers

• Emotional skills
– Ability to identify and handle one’s feelings
Key qualities of Good Manager
1. Good managers are great leaders
● Managers should focus on becoming good
leaders, rather than being stern and
unapproachable bosses

2. Good managers are knowledgeable

● A great manager is knowledgeable about their
line of work and their industry as a whole
3. Good managers capitalize on the strengths of
their team members
● Good managers need to be able to identify the

strengths and weaknesses of their team

members and enable their GROUPS to play to
their strengths.

4. Good managers set clear expectations

● All good managers understand the importance of
setting clear (and realistic) expectations—thereby
leaving no room for ambiguity.
5. Good managers take accountability for their
teams.

● One of the key differences between a good and

a bad manager is that the latter always finds a
way to blame others for any hiccups or outright
failures.

● A good leader, on the other hand, always takes

accountability for their actions.
6. Good managers have high EQ (emotional
intelligence)
● Being a good manager requires resolving
conflicts, dealing with nerve-wracking stress,
understanding and relating to the emotions of
others, and much more.

7. Good managers promote an open-door policy

● Communication is key in leading any company
towards success. For that very reason, a good
manager promotes an open-door policy
8. Good managers is fair in evaluating performance
● Last but not least, the best managers always
give credit where it’s due.

● In fact, nearly 70% of employees believe that

they’d be more productive if management
recognized their efforts.

● Therefore, a good manager needs to understand

the importance of fair evaluation and believe in
rewarding their employees for their hard work.
Basic Management
Principles

Part 3 – Strategic
Planning
Strategic Planning

“Strategic planning must

complement strategic thinking and
acting.”
 Strategic Planning – SWOT
Analysis

• Strengths
• Weaknesses
• Opportunities
• Threats
Strategic Planning

• Where are we going?

-Mission
• How do we get there?
-Strategy
Strategic Planning

• What is our blueprint for action?

– Budgets
• How do we know if we are on track?
– Control
Strategic Planning

• Mission statement
• Mandates statement
• S-W-O-T
• Strategic issues (goals – ideal future)
• Strategies
• Vision of success
Strategic Planning

• Strategies
– Practical alternatives
• Dreams, Visions
• Barriers
• Major proposals
• Major activities
• Specific steps
Strategic Planning

• Strategies
– Staffing plans
– Financial plans
– Timelines / responsible persons
Vision of Success

• Mission
• Basic philosophy and core values
• Goals, if established
• Basic strategies
Vision of Success

• Performance criteria
• Important decision rules
• Ethical standards expected of all
MEMBERS
Environment

• Stability
• Complexity
• Market diversity
• Hostility
• Competition
 Planning Should Lead to
Programming
“Real strategists get their hands dirty
digging for ideas, and real strategies
are built from the occasional nuggets
they uncover.”
 Involve Others Throughout the
Organization
• The cascade of information should not
just flow downward
• Important that it not be a top down only
process
 Involve Others Throughout the
Organization
• Arm all workers with strategic
information allowing to do their job
better
• Provide universal ownership for
problems and opportunities
 Basic Management
Principles

Part 4 – Project
Management
 Failure of Organizations in
Developing Projects
• Lack of focus and attention
• Inability to cope with different project
characteristics
• Feelings of being used/exploited
• Lack of project experience
 Failure of Organizations in
Projects
• Inability to cope with different project
characteristics
– New relations with other GROUPS
– Tighter time and budget pressure
– Use of different methods and tools
– Different reporting structure to
management
 Modern Project Management
Process
• Develop ideas and proposals for
projects
• Project approval
• Project kick-off and start
• Project monitoring, reporting, and
management
• Project end or termination
 Project Management 10
Commandments
• Concentrate on interfacing
• Organize the project team
• Plan strategically and technically
• Remember Murphy’s Law
• Identify project stakeholders
 Project Management 10
Commandments
• Be prepared to manage conflict
• Expect the unexpected
• Listen to intuition
• Apply behavioral skills
• Follow up to take corrective action
Developing a Project
Management Body of Knowledge
• Basic project management functions:
– Scope management
– Quality management
– Time management
– Cost management
Four Principles of Quality
Management

• Customer satisfaction
• The P-D-C-A cycle
– Plan
– Do
– Check
– Act
Four Principles of Quality
Management

• Management by fact
• Respect for people
Project Implementation

• Identify project and non-project work

• Checklist of issues
• Project meetings
• Standardize reporting on the project
Basic Management
Principles

Part 5 – Problem
Solving Techniques
Problem Solving

• Risk assessment and management

– Human resources - shortages
– Equipment - failure
– Material supply
– Wars/riots
Problem Solving

• Risk assessment and management

– Government policy - new requirements
– Finance - cost of borrowing changes
– Client relations
– Climate - weather
 Six Step Model for Problem
Solving
• Define the problem
• Identify the criteria
• Weight the criteria (vary in importance)
• Generate alternatives
• Rate each alternative on each criterion
• Compute the optimal decision
 Decision Steps for Problem
Analysis
• Building into the decision the action to
carry it out
• Testing the validity and effectiveness of
the decision against the actual course of
events
The Creative Cycle

• Germination -> creation

• Assimilation -> internalization
• Completion -> finalization, closure
The Creative Cycle
• Germination -> creation
• Assimilation -> internalization
• Completion -> finalization, closure
 Basic Management
Principles

Part 6 – Continuous
Quality Improvement
(CQI)
ORIGINS AND BRIEF HISTORY
OF CQI
The formal pursuit and management of quality in the
20th century traces back to Walter Shewhart’s
statistical process control models from the 1920’s and
1930’s. Shewhart demonstrated that employees could
track variation in processes and product output on a
chart, which allowed them to fine tune work as it was
completed. Such activities not only produced superior
products, but also empowered employees to learn
more about their work and be accountable for it.
Shewhart’s student and colleague, W. Edwards
Deming further refined the concepts, which eventually
found their way into quality management philosophies
such as TQM, and then to continuous quality
WHAT IS CQI?
is a quality management philosophy that encourages all team
members, including board members, volunteers, and employees,
to continuously ask what can be done better. CQI builds on existing
quality management approaches such as TQM, but emphasizes
that internal and external customer satisfaction is paramount, and
that problems are caused by processes, not people. Despite CQI’s
focus on people, data drives the search for problems and captures
improvements. This process is sometimes also called performance
and quality improvement (PQI), and involves three main steps:
develop, implement, and reflect. Occasionally, CQI can be
considered a part of PERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT
Is a long term evaluation program to ensure that
they meet GOALS. There are 2 parts of Project
Management.
● CQI
● PROCESS EVALUATION
CORE PRINCPLES OF CQI
Organizations and researchers articulate the fundamentals
of continuous quality
improvement  slightly differently, but it generally embodies
five principles:
● Look at the system and its processes
● Use statistical analysis to identify and detail problems and
strengths.
● Employ cross-functional teams drawn from employees,
management, volunteers, board members, and even customers
• Empower all stakeholders to identify problems and opportunities for
improvement, and to develop and present solutions.
● Focus on both internal and external customers
A commonly recognized problem in any process is variation.
Variation in procedures causes variation in outcomes. CQI and all
quality management philosophies seek to make processes
consistent. When output is consistent, teams can begin to
improve processes.
There are other principles that guide continuous quality
improvement, as well. Improvement should be part of the culture
of the organization and a natural part of how people perform
their jobs. Improvement doesn’t only mean success in a one-off
project; rather, it is an ongoing effort, concurrent with regular
duties. Ongoing efforts also test improvements as they happen,
without waiting for a formal evaluation. It is often said that CQI
doesn’t follow the adage: If it isn’t broken, don’t fix it. Instead,
CQI team members should proactively search for ways to be
more efficient and effective. 
Elements of CQI
1.Philosophical elements
• Strategic focus
– Mission, values, objectives
• Client focus
– Patient, provider, payer
– Outcomes of care
• Systems focus
• Data driven process
• Organizational learning
2. Structural Elements

• Process improvement teams

• “Seven tools”
• Parallel organization
• Top management commitment
Structural Elements of CQI

• Statistical analysis
• Customer satisfaction measures
• Benchmarking
• Redesign of processes from scratch
Structural Elements of CQI

• “Seven tools”
– Flow charts
– Cause and effect diagrams
– Check sheets
– Histograms
– Pareto charts
– Control charts
– Correlational analysis
CQI METHODS
Organizations implementing CQI may choose an existing
established quality management method, but effective CQI
usually includes some variants of the following core steps:
● CREATE A TEAM
● DEFINE A GOAL
● DEFINE CUSTOMER OR CLIENT NEEDS
● DETERMINE BASELINE
● DETERMINE WHAT SUCCESS LOOKS LIKE
● CONSIDER A DIFFERENT APPROACHES TO
REACHING THE ESTABLISHED GOALS
CQI METHODS

● GATHER AND ANALYZE DATA

● USE THE SCIENTIFIC METHOD
● CREATE LOGIC MODELS
● FOSTER A LEARNING CULTURE
● SUSTAIN EFFORT
TOOLS FOR WORKING WITH CQI
As with other quality improvement philosophies
and methods, tools provide ways to gather
information and data, make decisions, track
progress, and visualize processes and results. The
following are some of the tools you can use
through the steps of an improvement effort,
sometimes called IADT, which stands for identify,
analyze, develop, and track. 
TOOLS FOR WORKING WITH CQI
● IDENTIFYING

-Brainstorming
-Ishikawa Diagram
• ANALYZING
-Flowcharts represent how different elements join and
relate to each other in a process
● Histogram shows how often a problem occurs,
and how and where results cluster.
● Check sheets offer a basic way to create and use
devices for collecting data.
● Pareto or 80/20 analysis charts are based on the
assumption that 80 percent of problems are
linked to 20 percent of causes. Pareto analysis
helps you identify which problems fall into which
categories.
● The Ishikawa diagram is also a useful tool for
analyzing problem causes through visual
representation.
BUSINESS PROCESS MAPPING
value stream mapping helps to record and analyze the flow
of materials or information a process uses. Often business
process mapping uses with 5 Whys questioning to
determine a processes’ essential steps.
Group discussions often use the 5 Whys
 questioning method to discover root causes. You
pose a question, and then continue asking why to
each successive response.
DEVELOPING
Storyboards graphically tell a story. In this case, they can explain how and why
improvement is necessary and can provide a reminder for team members of
the goal and steps to achieving the goal. A storyboard should be clear and
detailed enough to stand on its own without interpretation. Benchmarking uses
the information and statistics about comparable organizations to establish
standards or benchmarks for attaining quality. 
● Testing and Implementing
● Gantt charts help to track progress over time
and help you visualize the effort applied to
individual tasks.
● Storyboards are also useful for mapping the new
process and its progress.
● Statistical process charts allow you to track
results over time to see if and where outliers
appear. These variations may indicate
processes that require tuning. 
BEST PRACTICES FOR CQI
● Ensure that you have the correct data to address the chosen problem.
Data must be accurate, timely, and focussed.
● Measure more than the outcome. It is important to also understand the
composition and organization of an entity to understand where problems
arise.
● Aggregate data so you and the teams that follow you can understand
patterns of input and results. 
● Review data collection tools and process for relevance.
● Make time and financial resources available to implement the effort
properly. Consider devoting a dedicated team to the initiative.
● Break a large project into smaller ones to maximize opportunities for
success and build enthusiasm.
● Define success for a project and understand when it will end so that you
can start new projects. 
Reasons for Implementing CQI

• Foundation for organization

transformation and renewal
• Helps to define quality
• Establishes measures of customer
satisfaction
• Improve upon measures
• Help for managing costs and increasing
profitability
CQI Perception Shifts
• Leading vs. Managing
• Coaching vs. Control
• Quality -> Quantity
• Open to change vs. Resistance to change
• People as a resource vs. People as a
commodity
CQI Perception Shifts

• Suspicion vs. Trust

• Commitment vs. Compliance
• Customer focus vs. Internal focus
• Team vs. Individual
• Prevention vs. Detection
 CQI Process

Feedback Plan

Act Do

Check
CQI and Supervision

• Training
• Remove barriers
• Create pride producing environment
• Show workers how they fit in the
process
• Stress quality
• Help improve the worker
Basic Management
Principles

Part 7 – Managing
Change
Change and Chance of
Success

75% of change products do not work!

Change Concepts

• Change is a natural phenomenon

• Change is continuous and ongoing
• Survival and growth are dependent
upon adaptation to changing
environment
Change Concepts

• Environment can be and is influenced

and shaped by the decisions and
actions of the organization
• Learning from experience is essential
for adaptation and change
• Individuals and organizations change in
both common and unique directions
Change Affects:

• Structures
• Chains of command
• Responsibility limits
• Incentive systems
• Company culture and values
Required Skills

• Knowledge of product, technology, and

processes
• Knowledge of development models
• Knowledge of organization of
development activity
• Ability to work toward long-term goals
Affecting Change

• Ability to motivate people

– Empower
– Non-threatening
– Facilitative
• Obtain involvement
• Obtain commitment
References
https://www.tinypulse.com/blog/the-12-key-qualitie
s-of-a-good-manager

https://www.linkedin.com/business/talent/blog/talen
t-strategy/employee-feedback-stats-you-need-to-s
ee

https://www.comparably.com/blog/work-stress-sour
ce/