Introduction

to
Management
MLS-AMYA Department
Prepared by: Tom Anthony A. Tonguia, RMT,
MSMT ©
 Objectives
• Define “management” and the conditions necessary for its
success.
• Identify the roles and skills associated with being a manager.
• Compare and contrast the four major schools of
management philosophies within the context of their
historical development and contribution to current
knowledge.
• Describe the management process and the functions of
management.
• Apply management principles to the medical laboratory
through the introduction of an MBO program
DEFINING MANAGEMENT
 Defining Management

• Management
– It is the process of dealing with or controlling
things or people.
– The implementation of the four conditions that
must be present for management to succeed:
• Mission, authority, resources, and accountability.
MANAGERS
 Managers

• A manager is a person responsible for supervising and

motivating employees and for directing the progress of the
organization.
A. Roles of a Manager
– Professional Manager
• A person employed to manage someone else’s business.
1. The manager as a person: Talent and Knowledge
2. The manager as a servant
3. The manger as a representative
 Managers

B. Skills of a manager
– Organizational skills
– People skills
– Financial Management skills
– Technical skills
MAJOR MANAGEMENT THEORIES
 Major Management Theories
A. Scientific Management
– The application of a systematic or scientific
approach to the study of organizations.
B. Bureaucracy Management
– The process of examining the
organizational aspects of companies and
their work flow to explain how institutions
function and how to improve their
performance
 Henri Fayol (1841-1925)

• He first introduced the

concept that management
should be an orderly
process of tasks and duties
of which planning was the
most important
 Frederick Taylor (1856-1915)

• Considered the father of

scientific management.
• He broke down each task
into segments that could be
analysed for ways to
improve efficiency.
 Major Management Theories
C. Organizational Behaviour Management
– A management approach that looks at the
performance and interaction of people
within the organization.
D. Systems Analysis Management
– The analytical view of an organization as a
complete, self-contained unit that interacts
within itself and with its environment in a
continuous process of interchange and
renewal.
THE MANAGEMENT PROCESS
 The Management Process

A. Planning
– The thought and analysis process that results in a
formal strategy for realizing the goals of the
organization.
B. Organizing
– The process of assembling the necessary resources
and people for implementing a plan of action.
 The Management Process

C. Directing
– Leading in achieving the day to day tasks necessary
resources and people for implementing a plan of action.
D. Controlling
– The process of monitoring the standards, measurements,
and feedback mechanisms that were set in place to ensure
implementation of the management plan.
 Planning
• “Before you can begin a journey, you must know where you
are going”
• Managers anticipate the future.
• The management planning process can be divided into
seven steps:
1) Identifying goals
2) Evaluating the current situation
3) Establishing a time frame
4) Setting objectives
5) Forecasting resource needs
6) Implementing the plan
7) Creating feedback mechanisms
 Organizing
• After planning was already done, the next
step will be developing an organizational
structure for putting the plan to action.
• The organizational process has two
dimensions:
1. The formal hierarchy of work groups,
job assignments and lines of authority
2. The network of informal relationships
that forms in any organization
 Directing
• The most visible of all management
functions.
• It includes seeing that the day-to-day
tasks necessary to ensure a smooth-
running facility are done.
• It is so called as human factor stage.
 Controlling
• It is the process of checking up on
the priorities established in the
previous three management
functions.
• It completes the management
function loop by comparing what has
actually been accomplished.
MANAGEMENT BY OBJECTIVES
 Management by Objectives

• It is a program for managing an organization by setting

and monitoring performance objectives.
• It embodies all the concepts in the management process.
• This idea was introduced by Peter Drucker in the 1960s
in which it incorporates the principles of planning,
operating, directing, and controlling and provides a
mechanism to bring these concepts into everyday
practices.
 Setting Objectives

• It is the heart of the MBO method.

• To be effective, MBO objectives should:
1. Follow well thought out plans and long term goals
2. Be a collaborative agreement between supervisor
and employee to provide for accountability and
ownership objective by the employee
3. Be person specific.
 Setting Objectives

4. Be within the power of the individual to

accomplish.
5. Be measurable
6. Provide Feedback and Information to
responsible employees
 Implementing an MBO Program

• There are three phases in implementing an MBO program:

1. Managers must set the goals and objectives for the
organization.
2. These objectives should be shared with the staff.
3. The manager and each employee must meet and come
to a mutual agreement on the goals and objectives of
the individual.
 Activity

• You will be divided into groups and you are tasked to create an
organization that you want to establish.
• The content will include the following:
– Name of the organization
– Goals of the organization
– Vision of the company
– Organizational Chart
• This will be presented in class next meeting. (September 5, 2023)