Introduction to management

1. INTRODUCTION TO
MANAGEMENT
SHAMIMA AKTER
B. SC IN OT, M. SC IN RS
ASSISTANT PROFESSOR,
DEPARTMENT OF OCCUPATIONAL THERAPY
BANGLADESH HEALTH PROFESSIONS INSTITUTE
CENTRE FOR THE REHABILITATION OF THE PARALYSED
CHAPAIN, SAVAR

2. Management is:
 Getting things done.
 Saying what needs to be done and getting it done.
 Getting people to work harmoniously together and making
efficient use of resources to achieve objectives.
 Planning, organizing, directing and controlling: the art of
getting things done by and through people (WHO, 1993: 5).
 A systematic process of using resources with judgment, to
achieve objectives.
 Good management is to organization what health is to the body
– the smooth functioning of all its parts (McMahon et al, 1992:
3)

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According to Mary Parker Follet,
"Management is the art of getting things done through
people."
According to Harold Koontz,
"Management is the art of getting things done through
and with people in formally organized groups."
According to Henri Fayol,
"To manage is to forecast and to plan, to organize, to
command, to co-ordinate and to control."

4. Balance

5. Principles of management
 14 principles of management are statements that are
based on a fundamental truth.
 These principles serve as a guideline for decision-
making and management actions.
 Henri Fayol was able to synthesize 14 principles of
management after years of study, namely:

6. Fayol's principles are listed below:
1. Division of Work
2. Authority
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of
Individual Interests to
the General Interest
7. Remuneration
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure of
Personnel
13. Initiative
14. Esprit de Corps

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 Division of Work – When employees are
specialized, output can increase because
they become increasingly skilled and
efficient.
 Authority – Managers must have the
authority to give orders, but they must also
keep in mind that with authority comes
responsibility.

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 Discipline – Discipline must be upheld in
organizations, but methods for doing so
can vary.
 Unity of Command – Employees should
have only one direct supervisor.

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 Unity of Direction – Teams with the same
objective should be working under the direction of
one manager, using one plan. This will ensure that
action is properly coordinated.
 Subordination of Individual Interests to the
General Interest – The interests of one employee
should not be allowed to become more important
than those of the group. This includes managers.

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 Remuneration – Employee satisfaction depends
on fair remuneration for everyone. This includes
financial and non-financial compensation.
 Centralization – This principle refers to how close
employees are to the decision-making process. It is
important to aim for an appropriate balance.

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 Scalar Chain – Employees should be
aware of where they stand in the
organization's hierarchy, or chain of
command.
 Order – The workplace facilities must be
clean, tidy and safe for employees.
Everything should have its place.

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 Equity – Managers should be fair to staff
at all times, both maintaining discipline as
necessary and acting with kindness where
appropriate.
 Stability of Tenure of Personnel –
Managers should strive to minimize
employee turnover. Personnel planning
should be a priority.

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 Initiative – Employees should be given
the necessary level of freedom to create
and carry out plans.
 Esprit de Corps – Organizations should
strive to promote team spirit and unity.

14. As a manager, you probably
fulfill many different roles
every day.

15. The Roles
 Dr. Henry Mintzberg a prominent management
researcher conducted a researcher to find out what
are really a manager duties or responsibilities.
 Mintzberg published his Ten Management Roles in
his book, "Mintzberg on Management: Inside our
Strange World of Organizations," in 1990.

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Category Roles
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

17. Interpersonal Category
 Figurehead – As a manager, you have social, ceremonial and
legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority,
and as a figurehead.
 Leader – This is where you provide leadership for your team,
your department or perhaps your entire organization; and it's
where you manage the performance and responsibilities of
everyone in the group.
 Liaison – Managers must communicate with internal and
external contacts. You need to be able to network effectively
on behalf of your organization.

18. Informational Category
 Monitor – In this role, manager regularly seek out
information related to the organization and industry, looking
for relevant changes in the environment. Also monitor team,
in terms of both their productivity, and their well-being.
 Disseminator – This is where manager communicate
potentially useful information to the colleagues and team.
 Spokesperson – Managers represent and speak for their
organization. In this role they’re responsible for transmitting
information about the organization and its goals to the people
outside it.

19. Decisional Category
 Entrepreneur – Regarding this role manager create
and control change within the organization. This
means solving problems, generating new ideas, and
implementing them.
 Disturbance Handler – When an organization or
team hits an unexpected roadblock, it's the manager
who must take charge. Also need to help mediate
disputes within it.

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 Resource Allocator – Manager will also need
to determine where organizational resources
are best applied. This involves allocating
funding, as well as assigning staff and other
organizational resources.
 Negotiator – Manager may be needed to take
part in, and direct, important negotiations
within the team, department, or organization.

21. To manage staff
 To recruit new staff as required
 To provide induction / induction for staff
 To provide opportunities for ongoing training and
professional development of staff
 To maintain staff morale
 To assist in conflict resolution (helping to 'resolve' or
'improve' conflicts or problems which occur between
staff, or between staff and consumers)
 To facilitate effective formal and informal communication
amongst staff members (including using memorandums,
meetings, etc.

22. To manage the workplace
 To ensure adequate maintenance of the workplace
environment (lighting, cleanliness, etc.)
 To ensure that the work environment is safe for
staff and consumers
 To ensure that there are adequate resources
(equipment, tools, stationary, computer access,
internet access, etc.) available in the workplace for
staff as required

23. To manage the work
 To develop policies and procedures to outline the
type of work which will be conducted
 Ensure that all required duties are allocated to staff
 To ensure that duties are being completed to an
appropriate standard
 To conduct planning activities (to plan aims and
objectives to be met, how these things will be met,
etc.)

24. To manage the business
 To manage financial considerations, for example,
paying wages, formulating the budget, etc.

25. To manage the consumer
 To ensure consumer / customer satisfaction
 To promote or market the service to potential
consumers

26. To consider factors external to the
workplace
 Managers must also consider external factors which
may affect their workplace.
 External factors may include laws, potential change
in government, natural environment eg. floods, hot
weather, new competitors, etc.
 All of these things may impact on the workplace,
and the manager needs to be aware of these
influences.

27. What are the specific roles of an
occupational therapy manager?

28. To manage staff
 To recruit occupational therapy staff, or other staff required
to fulfil jobs within the workplace such as occupational
therapy assistants, rehabilitation field workers, etc.
 To provide induction to new staff, and initial training about
the workplace, its policies and procedures, its clinical
protocols in place, etc.
 To ensure that occupational therapy staff have adequate
professional development opportunities. For example,
running department inservices, maintaining links with
BOTA, etc.
 To ensure that department and interdepartmental meetings
are conducted. This may include clinical multi disciplinary
meetings where specific patients are discussed.

29. To manage the workplace
 Safety for consumers is of particular importance
when your consumers may be unwell, or may have
a disability.
 The occupational therapy manager must make sure
that the workplace is safe and accessible for people
who are sick or who have disabilities.
 Ensuring adequate resources in an occupational
therapy department means ensuring that there are
adequate resources to be used for assessment and
treatment, for patients home modification, etc.

30. To manage the work
 For an occupational therapy department, policies
and procedures about processes for accepting
referrals, treating patients, documenting
interventions are very important.

31. To manage the business
 Considerations of how much you will pay
employees, how much you will charge patients,
must be considered.

32. To manage the consumer
 For occupational therapists, the consumer is usually
the patient or client. Occupational therapists must
ensure that services provided to the patients meet
the patient's needs, and are equitable and ethical.
 The importance of promoting the occupational
therapy profession is an ongoing and vital role of
an occupational therapy manager, especially in
Bangladesh.

33. To consider factors external to the
workplace
 External factors affecting occupational therapists
may be changes in the national health care service,
laws or parliamentary acts pertaining to people
with disabilities.

34. The nature, main characteristics or features of
management
 Continuous and never ending process.
 Getting things done through people.
 Result oriented science and art.
 Multidisciplinary in nature.
 A group and not an individual activity.
 Follows established principles or rules.
 Aided but not replaced by computers.

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 Situational in nature.
 Need not be an ownership.
 Management is all pervasive.
 Management is intangible.
 Uses a professional approach in work.
 Dynamic in nature.