Basic knowledge in magement for beginners

1. Outline
The key topics to be covered in the session are as
follows:
•Topic One: Definition of Management
•Topic Two : Nature of Management
–Management as a Science
–Management as an Art
–Management as a Profession
•Topic Three: Purpose of Management
•Topic Four: Who is a manager
–What do managers do
–Types of Managers
Topic Four: Henri Fayol’s Principles of
Management

2. Management Defined
Mary Parker Follet defined management as “the art of
getting things done through people”.
–Accomplishment of objectives:
- arranging for others to perform whatever tasks might
be necessary, but not by performing the tasks
themselves.
–Direction of group activities towards goals.
–Exercise of authority.

3. Management Defined Cont.
Stoner defined management as “the process of planning,
organizing, leading and controlling the efforts of
organization members and using all other organizational
resources to achieve stated organizational goals”.
•Key elements are
–Accomplishment of goals.
–Use of organizational resources
–Managerial functions
•Planning
Organizing
•Leading
Controlling

4. Sample Question
1.What is management?
……………………………………………
……………………………………………
2.Discuss the importance of management
to the Physician Assistant?
……………………………………………
……………………………………………

5. Nature of Management
Management Science or Art?
–No tailor-made answer
–Need to know exact meaning of words
'science' or 'art'
Science
•Precision , Particular, Prescribed, Specific
body of information and facts guide
behaviours

6. Nature of Management Cont.
 Art
–Personality, Ability, Certain people more
predisposed to be effective managers, Some
people not capable of being effective practicing
managers
–Application to management
–Certain aspects make it science
–Others involve application of skills make it art
-In the area of management, science and art are
two sides of the same coin".

7. Management as a Profession
There is a continuing debate as to whether or not
management is a “profession” and managers are
“professionals”.
•Scholars believe those traditional professions like
medicine, law, accounting, etc., have a number of
characteristics,which the management
occupations, in general, do not possess.
•Profession is that occupation in which one
professes to have acquired specialized knowledge,
which is used either in instructing, guiding or
advising others.

8. Management as a Profession Cont.
Body of specialized knowledge and technique
•Systemized and codified form learned through formal
education system and experience
•Central body formulate code of behaviour for members
•Competent and specialized services to clients
•Maintain scientific attitude and commitment for
discovering new ideas and upgrading
•Members exercise restraint and self-discipline
•Establishment of representative professional association
•Code of conduct
•Support the image of its members

9. Sample Questions
1. Distinguish between management as a science and
management as an art?
……………………………………………………………
……………………………………………………………
……………………………………………………………
……………………………………………………………
2. Discuss the elements of professionalism in
management?
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10. Purpose of Management
Managerial Concerns
–Efficiency
•“Doing things right”
–Getting the most output for the least inputs
–Effectiveness
•“Doing the right things”
–Attaining organizational goals

12. Sample Question
1. Discuss the purpose of management and its
benefits to the practicing Physician Assistant?
…………………………………………………
………………………………………
2.Explains how the Physician Assistant can be
effective?
…………………………………………………
…………………………………………………
…………………

13. Who is a Manager?
Someone who coordinates and oversees
the work of other people so that
organizational goals can be
accomplished.

14. What do Managers do?
Functional Approach
–Planning
•Defining goals, establishing strategies to
achieve goals, developing plans to integrate
and coordinate activities.
–Organizing
•Arranging and structuring work to
accomplish organizational goals.

15. Functional Approach Cont.
–Leading
•Working with and through people to
accomplish goals.
–Controlling
•Monitoring, comparing, and
correcting work.

16. What Managers Do(roles)
Management Roles Approach (Mintzberg)
–Interpersonal roles
•Figurehead, leader, liaison
–Informational roles
•Monitor, disseminator, spokesperson
–Decisional roles
•Disturbance handler, resource allocator,
negotiator

17. What Managers Do(roles)
Interaction
–with others
–with the organization
–with the external context of the organization
•Reflection
–thoughtful thinking
•Action
–practical doing

18. What Managers Do(Skills)
Katz’s Skills Approach
–Technical skills
•Knowledge and proficiency in a specific
field
–Human skills
•The ability to work well with other people
–Conceptual skills
•The ability to think and conceptualize
about abstract and complex situations
concerning the organization

19. Types of Managers
The term manager is used for anyone who is
responsible for carrying out the four main
activities of management.
•However, managers can be classified in two
ways:
–By the levels in the organization
–By the scope of activities they manage. E.g.
Functional and general managers

20. Management Levels
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.

21. Functional and General Manager
Functional Manager:
–Responsible for only one organizational
activity, such as in-service training, quality
assurance, production or service delivery,
marketing, or finance.
•General Manager:
–Oversees a complex unit, such as a company,
nursing school, hospital, or an independent
operating division.
–Responsible for all activities of that unit, such
as service delivery or nursing care, finance, and
marketing or public relations.

22. Sample Question
Describe the different types of managers we
have in a hospital?
………………………………………………
……………………………………
Describe Katz’s three managerial skills and
how the importance of these skills change
depending on the managerial level?

23. Priciples of Management (H. Fayol Manager
efficiency)
Fayol, was a French engineer and director of mines.
His theory about administration was built on personal
observation and experience of what worked well in
terms of organisation
• Fayol believed that management was not an inborn
behaviour or person talent, but a skill that could be
learnt or taught. He developed 14 principles of
management which looked at;

24. Fayol's 14 Principles
1.Division of work:
–A principle of work allocation and specialisation
in order to concentrate activities to enable
specialisation of skills and understandings, more
work focus and efficiency.
2.Authority:
–If responsibilities are allocated then the post
holder needs the requisite authority to carry these
out including the right to require others in the area
of responsibility to undertake duties.
–The right to give orders.

25. Fayol's 14 Principles
3.Discipline:
–Respect in accordance with formal or informal agreements
between firm and its employees.
–Essential for the administration of a business and without it-
standards, consistency of action, adherence to rules and
values will be difficult.
4.Unity of Command:
–One man one superior.
–An employee should receive instructions from one superior
–The basic concern is that tensions and dilemmas arise where
we report to two or more bosses. One boss may want X, the
other Y and the subordinate is caught between the devil and
the deep blue sea.

26. Fayol's 14 Principles
5.Unity of Direction:
–One head and one plan for a group of activities with the
same objective.
6.Subordination of individual interest to the general
interest:
–The interest of one individual or one group should not
prevail over the general good.
–This is a difficult area of the management.
7.Remuneration:
–Pay should be fair to both the employee and the firm.

27. Fayol's 14 Principles
8.Centralization:
–Is always present to a greater extent or lesser extent,
depending on the size of the company and the quality of its
managers.
9.Scalar Chain:
–The line of authority from the top to bottom of the
organization.
10.Order:
–A place for everything and everything in its place; the right
man in the right place.

28. Fayol's 14 Principles
11.Equity:
–A combination of kindliness and justice towards
employees.
–Fairness and a sense of justice "should” pervade the
organisation -in principle and practice.
12.Stability of Tenure of personnel:
–Time is needed for the employee to adapt to his/her work
and perform it effectively.
–Stability of tenure promotes loyalty to the organisation, its
purposes and values.

29. Fayol's 14 Principles
13.Initiative:
–At all levels of the organisational structure, zeal,
enthusiasm and energy are enabled by people
having the scope for personal initiative.
14.Esprit de corps:
–The need for building and maintaining harmony
among the work force , team work and sound
interpersonal relationships should be encouraged