2. Management
What is Management?
 Management is getting things done.
 Management is getting thing done through
people.
 Management is efficient use of resources.
 Management is getting people to work
harmoniously together and to make
efficient use of resources to achieve
objectives.
 Management is to make decision

3. Management
An organized process that guides the
utilization of various resources
 human, financial and material
 to meet a desired organizational
goal taking into consideration
consumers’ demands (clients’ needs),
and the political and economic
situation (emphasis on goal).

4. Management
• Planning, organizing, leading and controlling: the art
of getting things done by and through people
Planningdefining
organizational GOAL
ControllingConsciously monitoring
performance & take
corrective actions
Organizing- Process of
creating a structure
Leading-Getting others
to perform the tasks
necessary to achieve the
organizational goal

5. The Organization and its environment
• An organization exists to perform work.
• This is achieved by activities which transform
(process) inputs into outputs:
• Environment-Internal/External
ORGANIZATION
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6. Management function
•
•
•
•
•
Planning
Organizing
Recording and reporting
Staffing
Supervising

7. Managerial functions
•
•
•
•
•
•
Coordination
Guiding
Monitoring
Ordering and storing
Budgeting
Evaluation

8. Te
chn
Ma
olo
nag
gy
em
ent
Kn
M ow
an le
ag dg
em e
en
t
Branches of Management
Hu
Ma man
ility ment
nag Beh
Fac age
em avi
an
ora
ent
M
l
Lo
n
gis
ma ce
Ma tics
Hu ur
nag
He
so ement
em
Re ag
alt
ent
Inf
an
h
M
orm
al ent
i
M
ati
nc em
an
a g
on
ag
in n a
F a
em
en
M
t

9. Branches of Management applied to daily life
Facility
Behavioral Mgt
Fin
a
Ma ncia
na
l
ge
me
nt
tion
rma Mgt
,
er
ist
eg
l
,r
ta
rra
Da refe
Info
n
ma urce
Hu so
Re
t
Mg
Management
Log
istic
s
Mg
t
Sa
Fu lary
nd , in
,
/ou
t
Kn
ow
M
le
an
ag dge
em
en
t
y
log nt
no e
ch em
Te nag
Ma
Human
&
Ul
n
io
EC tras
at
G ou
r
ic
, C nd
pl
ve
T, , Ap ry o
,
ar
l Lab
c Hospital, clinic
Interpersona
communication
ambulance
of
f
Medicin
staf
es,
lth
Hea
y
r
others
tego
ca
all

10. Knowledge Management
• Is about creating an exciting environment
within the organization that will promote the
creation and transfer of knowledge
(Kermally 2002)
It involves changing the organizational
culture to one of sharing
Requires…
visionary leadership
motivated staff
process and practices that
will facilitate this sharing

11. Knowledge Management
Knowledge could be better optimised if we could
capture information not normally captured.
Some knowledge related to experience,
wisdom and empathy of one’s own ....
usually are not documented.
Knowledge management is therefore
about how to capture that information
related to how individuals reason and
make their expertise available
...video conferencing, e-mails, networks

12. Four stages of knowledge conversion
• Socialization – by sharing experience & on-thejob learning: at meetings to discuss work related
projects and problems (tacit knowledge)
• Externalization – describing this knowledge
in the forms of metaphors/analogies
• Combination – taking theoretical or explicit
knowledge & integrating with metaphors or
analogies
•Internalization– information is taken &
followed to gain further knowledge and
understanding. This information is modified
as people learn by doing- refined

13. Continue Learning of PEOPLE
Sk
ills
o)
ge
ed hy t
wl ,w
Competent (how
n o t to
t o)
K a
wh
(
Desire
(want to)
Individual learning
Team Learning
Organization Learning

14. Managerial Competencies
1. Self Management
2. Strategic Action
3. Global Awareness
4. Team Work
5. Planning and Administration
6. Communication Competency

15. Self Management
• Self awareness
• Self identification of strengths/weaknessdevelopmental needs ….in leadership
….in motivation
….in ethics
….in many other areas
• Continued self assessment
• Integrity and ethical conduct
• Personal drive and resilience
• Balancing work and life demands

16. Self Management
We are measured
• not by what we are, but by the
perception of what we seem to be,
• not by what we say, but how we are
heard; and
• not by what we do, but how we
appear to do it.

17. Strategic Action Competency
• Developing broad strategies that can be
translated into clear goals and practical action
plans
• Proactive vs Reactive
• Formulation of contingency plans to minimize
risks
• Understanding the organization
• Taking strategic actions

18. Global Awareness Competency
• Staying abreast of important global trends that
have significant impact on the organization
• Recognition of global trends
organization's plans and growth
on
the
• Being sensitive to key cultural differences and
understanding the consequences of cultural
differences for the organization

19. Teamwork Competency
• Creating a supportive environment
• Trust/ Productive management conflicts
• Collaboration and constant information sharing
• Problem solving/ decision making
(Forming, Storming, Norming, Performing, Adjourning)
• Managing team dynamics
• Ability to cultivate an active network of relationships
and relate well to others

20. Planning & Administration Competency
• Information gathering, analysis & problem
solving
• Setting clear and challenging goals
• SWOT analysis
• Adequate control & clear guidance
& Swift decision making
• Planning and organizing projects
• Time management

21. Communication Competency
• Informal communication
• Formal communication
• Negotiation (an agreement)
• Free flow of information upward, downward and
laterally (feedbacks)
• Listening and informing others
• Fostering open channels and negotiating with
others

22. Feedbacks
• Not an end it itself
• Increases communication links
• Gives information on site overall strengths
and weaknesses
• Gives insight on what we can do differently to increase
effectiveness
• Focus on skills and behavior, not on personality or
style
• Improve performance

23. Leader
Adviser
Follower
Peacemaker
Entertainer

24. Independent
Self directed
Productive, Trust
Low control
Dependent
Controlled
Directed, Low Trust
Close Supervision

25. LEADER
Vision
nd
U
ta n
e rs
ng
di
Purpose
Character
Action

26. er
od hip
Go ers
it
w e
ad
no e se
Le
ek w
it.
W
en nd ce
wh a n
ie
p
ex

27. Critical success factors of effective
leadership
• Ability and commitment to motivate
people
• Excellent interpersonal skills
• Ability to learn on the job
• Hard work and working smarter
• Linking strategic planning to
implementation
• Facilitating teamwork
• Facilitating organizational development.

28. Managers v Leaders
•
•
•
•
•
•
•
•
•
Follow vision
Use rules
Look at the job
Process oriented
Focus on system
structure
Is a copy
Asks how and when
Maintains
Do things right
•
•
•
•
&•
•
•
•
•
Shape and share vision
Use broad concepts
Look at the big picture
Concentrate on context
Focus on people
Is an original
Asks what and why
Develops
Do the right thing

29. Shared
vision
Honesty
Respect
Openness
ks
ris
e
ak
Connected
ot
t
ed
low
Al
Collaboration
io n
n it
g
co
Re
t
us
Tr
Care about
each other