MANAGEMENT

Management includes all those people who are concerned with managing an
organization. It is sum of organized activities by a group of
people.

 Management involves decision making at various levels of organization for getting things
done by others. It is both science as well as an art, because the fundamentals of management
are same everywhere but the practices differ.

 Management is essential for an organized life and necessary to run all types of
management system. Good management is the backbone of successful organizations.
Managing an organization means getting things done to achieve life’s objectives
and managing an organization means getting things done with and through other people
to achieve its objectives.
 Management is a set of principles relating to the functions of
planning, organizing, directing and controlling, and the application of
these principles in harnessing physical, financial, human and
informational resources efficiently and effectively to achieve organizational
goals.

 Management is distinct process consisting of planning, organizing,

activating and controlling to determine and accomplish the objectives by the
use of people and resources.
Important characteristics or features of
management
◦ Management is goal-oriented process:
◦ Management is pervasive:
◦ Management is Multidimensional
◦ Management is a continuous process:
◦ Management is a dynamic function:
◦ Intangible
◦ Composite process:
◦ Balancing effectiveness and efficiency:
Important characteristics or features
of management
1. Management is goal-oriented process
◦ Management always aims at achieving the organizational objectives. The functions
and activities of manager lead to the achievement of organizational objectives. It
motivates all the employees and organize all the resources keeping in mind the main target.

2. Management is pervasive
◦ Management is a universal phenomenon. The use of management is not
restricted to business firms only; it is applicable in profit making, non-profit
making, business or non-business organizations; even a hospital, school, club and house
has to be managed properly.
Important characteristics or features
of management
3. Management is Multidimensional
◦ Management does not mean one single activity but it includes multiple activities.

4. Management is a continuous process

◦ Management is a continuous or never-ending function. All the functions of
management are performed continuously, for example planning, organizing, staffing,
directing and controlling are performed by all the managers all the time. Sometimes, they
are doing planning, the staffing or organizing, etc. Managers perform on-going series of
functions continuously in the organization.
Important characteristics or features
of management
5. Management is a dynamic function:
◦ Management has to make changes in goal, objectives and other activities
according to changes taking place in the environment. The external environment such as
social, economic, technical and political environment has great influence over the
management.

6. Intangible:
◦ Management function cannot be physically seen but its presence can be felt. The presence
of management can be felt by seeing the orderliness and coordination in the working
environment. It is easier to feel the presence of mismanagement as it leads to chaos and
confusion in the organization.
Important characteristics or features
of management
7. Composite process:
◦ Management consists of series of functions which must be performed in a proper sequence.
These functions are not independent of each other.

8. Balancing effectiveness and efficiency:

◦ Effectiveness means achieving targets and objectives on time. Efficiency refers to optimum
or best utilization of resources. Managements always try to balance both and get the work
done successfully. Only effectiveness and only efficiency is not enough for an organization:
a balance must be created in both.
Management functions
1. Planning
Planning means to decide in advance what is to be done. It charts a course of
actions for the future. It is an intellectual process and it aims to achieve a
coordinated and consistent set of operations aimed at desired objectives.

2. Organizing
◦ Once the objectives have been established through planning, management concern
must turn to developing an organization that is capable of carrying them out. The
management function of organizing can be defined as, relating people and things to each
other in such a way that they are all combined and interrelated into a unit capable of being
directed toward the organizational objectives.
Management functions
3. Staffing
◦ Staffing is the selection, training, motivating and retaining of personnel in the organization.
Before selection, we have to make analysis of the particular job, which is required in
the organization, then comes the selection of the personnel. It involves manpower
planning to have the right place and avoid square peg in the round hole.

4. Directing
◦ Directing means the issue of orders, assignments and instructions that permit the
subordinate to understand what is expected of him, and the guidance and overseeing of the
subordinate so that he can contribute effectively and efficiently to the attainment of
organizational objectives.
Management functions
5. Commanding
◦ When given orders and clear working instructions, employees will know exactly what
is required of them. Return from all employees will be optimized if they are given concrete
instructions with respect to the activities that must be carried out by them. Successful managers
have integrity, communicate clearly and base their decisions on regular audits. They
are capable of motivating a team and encouraging employees to take initiative.

6. Coordinating
◦ It is the act of synchronizing people and activities so that they function smoothly in the
attainment of organization objectives. Coordination is more important in the health
services organization, because functionally they are departmentalized. Different kinds of
organization require different amount of coordination.
Management functions
7. Controlling
◦ By verifying whether everything is going according to plan, the organization knows
exactly whether the activities are carried out in conformity with the plan.
◦ Control takes place in a four-step process:
1. Establish performance standards based on organizational objectives.
2. Measure and report on actual performance.
3. Compare results with performance and standards
4. Take corrective or preventive measures as needed.

8. Reporting
◦ Reports are oral or written exchanges of information shared between caregivers or workers in a
number of ways. A report summarizes the services of the person, personnel and of the agency. Reports
are written usually daily, weekly, monthly or yearly.
Management functions
9. Budgeting
◦ Budgeting through primarily recognized as a device for controlling, becomes a
major part of the planning process in any organization. It is expressed in financial terms
and based on expected income and expenditure. Budget is the heart of administrative
management.

◦ It served as a powerful tool of coordination and negatively an effective device of

eliminating duplicating and wastage.
Scientific Management?
◦Scientific Management is a scientific selection and training of employees lead
to better workforce which ensures increase in efficiency. Its main objective was
improving economic efficiency, especially labor productivity by analyzing and
establishing workflow processes. Scientific Management’s themes include
analysis, synthesis, logic, rationality, empiricism, work ethic, efficiency and elimination of
waste, standardization of best practices and others.

◦Scientific management refers to that kind of management which conducts a

business or affairs by standards established by facts or truths gained through
systematic observation, experiment, or reasoning.
Four principles in scientific
management
◦ There are four principles in scientific management:
1. Adopt scientific measurements break jobs into series of small, related tasks and
develop a standard time for each task.
2. Use systematic methods for selecting workers and training them for specific jobs.
3. Establish clear division of responsibility between management and workers, where
management sets goals, plans and supervises and the workers execute the required
tasks.
4. Established a discipline where management sets the objectives and the workers cooperate in
achieving them.
A good manager or manager strong
character
1. Fair treatment
◦ Managers who value fair treatment will allocate tasks and set schedules keeping
in mind people’s capacity and development goals. They acknowledge good work. They
build a diverse and inclusive team and encourage diversity of thought.

2. Vision and Goal Setting

◦ A manager ensures the vision and strategy of the organization is translated
into an actionable vision and strategy for the team. They help people
understand how their role contributes the organization’s success.
3. Fosters Innovation
◦ Managers who foster innovation empower their teams to make decisions and
learn from failures and achievements. They don’t micromanage people. They
encourage innovative ideas and approaches and help people to implement them.

4. Communicating
◦ Managers who are great communicators are good listeners. They allow time for others
to speak. They have a clear understanding of the organization’s vision and share it
with the people in their team in a way that motivates them. They keep their team
up-to-date on what’s happening in the organization.

5. Caring
◦ Managers who are caring take time to get to know the individuals in their team. They’re
genuinely interested in people’s success and personal well-being and show this by
regularly checking in with people on how they’re going both at work and outside work.
Activity
1. How do you define a successful manager? Answer it by stating the qualities of
a successful manager. Discuss.
2. If you will become a manager someday, how will you motivate your staff in tough times?
3. What do you think will be the most challenging part of this position
(managerial)?
4. How do you go about coaching an employee who is not performing where they need to be?
5. How do you handle conflict with two employees?