1. The document defines different types of managers and their roles in an organization. It classifies managers as first-line managers, middle managers, and top managers. 2. Management involves coordinating work activities to achieve organizational goals efficiently and effectively. The main functions of managers are planning, organizing, leading, and controlling. 3. Organizational structure can be centralized, with decision-making at the top, or decentralized, with decision-making pushed down to lower-level managers. Factors like environmental stability influence the level of centralization versus decentralization.

1. Hospital Management

2. Publishing as Prentice Hall 1–2
Who Are Managers?
• Manager
• Someone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.

3. Publishing as Prentice Hall 1–3
Classifying Managers
• First-line Managers
• Individuals who manage the work of non-managerial employees.
• Middle Managers
• Individuals who manage the work of first-line managers.
• Top Managers
• Individuals who are responsible for making organization-wide decisions and
establishing plans and goals that affect the entire organization.

4. Publishing as Prentice Hall 1–4
Exhibit 1–2Managerial Levels

5. Publishing as Prentice Hall 1–5
What Is Management?
•Management
• involves coordinating and overseeing the work
activities of others so that their activities are
completed efficiently and effectively.

6. Publishing as Prentice Hall 1–6
What Is Management?
•Managerial Concerns
• Efficiency
• “Doing things right”
• Getting the most output for the least
inputs
• Effectiveness
• “Doing the right things”
• Attaining organizational goals

7. Publishing as Prentice Hall 1–7
What Is An Organization?
• An Organization is :
• A deliberate arrangement of people to accomplish some
specific purpose (that individuals independently could not
accomplish alone).

8. The system Approach in organization
2-8

9. Feedback= Measurement of success
2-9
‫ﻓﻮﻕ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻟﺘﻌﺮﻳﻒ‬
‫ﺍﻟﺼﻮﺭﺓ‬ ‫ﻓﻰ‬ ‫ﻭﺍﻟﻰ‬
‫ﻣﻬﻤﻴﻦ‬

10. Organizational Vision and Mission
Vision:
Organization’s goals for the future described in measurable terms
that clarify the direction for everyone in the organization
It answers:
1- Where are we going? = dream
2- What do we want to become?”
.
The vision statement should be
1. Short.
2. preferably one sentence.
3. many managers as possible should have input into developing the
statement.

11. Mission:
declares the overall, broad organization’s purpose or reason for existing,
related to desired services, permitted services, availability of resources to
meeting community needs, with
evident commitment of governance and management to providing quality.
It answers:
1. Why are we here?
2. Whom do we serve?
3. What do we do ?
,,_

12. Components of a Mission statement
1- Customers
2- Markets
3- Concern for survival , growth and profitability
4- philosophy
5- products of services
6- technology
7- self concept

13. •Goals :
• general guidelines that explain what you want to achieve in your community.
• They are usually long-term and represent global visions such as “protect public health and
safety.”
• Has no timing and related to organization vision and mission.
•Objectives :
• specific statements that detail how the goals will be achieved.
• define strategies or implementation steps to attain the identified goals.
• Unlike goals, objectives are specific, measurable, and have a defined completion date. They
are more specific and outline the “who, what, when, where, and how” of reaching the goals
• SMART = Specific –Measurable –Appropriate –Realistic - Time bound.
• Detailed everything in the goal within specific time

14. What Managers Do?
• Functions Manager’s Perform
1. Planning
2. Organizing
3. Leading
4. Controlling
‫ﻣﻬﻢ‬ ‫ﻭﺍﻟﻜﻼﻡ‬ ‫ﺍﻟﺼﻮﺭﻩ‬

15. What Managers Do?
• Functions Manager’s Perform
1. Planning
• Defining goals
• establishing strategies to achieve goals
• developing plans to integrate and coordinate activities.
2. Organizing
• Arranging and structuring work to accomplish organizational goals.
3. Leading
• Working with and through people to accomplish goals.
• Leader concern with people.
4. Controlling
• Monitoring, comparing, and correcting work.

16. Publishing as Prentice Hall 1–16
1.
1. Interpersonal Roles
Interpersonal Roles
• Figurehead
• Leader
• Liaison
2.
2. Informational Roles
Informational Roles
• Monitor
• Disseminator
• Spokesperson
3.
3. Decisional Roles
Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Mintzberg’s Managerial Roles

17. Chain of command (who report to who)
• The continuous line of authority that extends from upper levels of an
organization to the lowest levels of the organization
2-17

18. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
9–18
Organizational Structure
1. Centralization
2. Decentralization
3. Employee Empowerment

19. Centralization and decentraization
• Centralization:
• decision making is concerned at a single point in the organizations
• Decentralization:
• decision making is pushed down to the mangers who are closet to the action.
2-19

20. Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall 9–20
Factors that Influence the Amount of Centralization and Decentralization
•
• More Centralization
More Centralization :
:
1. Environment is stable.
2. Lower-level managers are not as capable or experienced at making
decisions as upper-level managers.
3. Lower-level managers do not want to have a say in decisions.
4. Organization is facing a crisis or the risk of company failure.

21. Factors that Influence the Amount of Centralization and Decentralization
•
• More Decentralization
More Decentralization
1. Environment is complex, uncertain.
2. Lower-level managers are capable and experienced at making decisions.
3. Lower-level managers want a voice in decisions.
4. Corporate culture is open to allowing managers to have a say in what
happens.
5. Effective implementation of company strategies depends on managers
having involvement and flexibility to make decisions.
.
6. Company is geographically dispersed.

22. What is SWOT?
• Tool for auditing an organization and its environment
• First stage of planning
• Helps marketers to focus on key issues.
• SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.
• Strengths & Weaknesses = INTERNAL factors
• Opportunities & Threats = EXTERNAL factors

23. Types Of Meetings :
•1- Information Dissemination
•2- Decision Making
•3- Problem Solving
•4- Strategic Plans