MANAGMENT and health management its element and important health administration and management how to be good leader how to be good manager all information about manager and important of them

1. MANAGMENT
Prepared by
Hawraz Faris Saadi
BSc. in Nursing
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2. Definition
 “Management is an art of knowing what is to
be done and seeing that it is done in the
best possible manner” (Frederick Winslow Taylor-father
of scientific management)
 “Management is to forecast, to plan, to
organize, to command, to coordinate and
control activities of others” (Henri Fayol-father of
modern management)
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3. Nature of Management
 Management as an Art
Management can be an art in the sense that it has
the following characteristics:
1. Just like other arts it has to be practiced and
performed. The knowledge should be learned
and practiced, just as medical or legal
practitioners practice their respective sciences.
2. The manager gains experience by continual
application of management knowledge and
facing new experiences. This helps to develop
more skills and abilities for translating
knowledge into practice.
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4. Nature of Management Cont.
3. Application calls for innovativeness and
creativity.
4. The fourth reason is that in many
situations, theoretical knowledge of
management may not be adequate or
relevant for solving the problem. It may be
because of complexity or unique nature of the
problem.
 The art is in knowing how to accomplish the
desired results. This implies that there exists a
body of knowledge which management uses to
accomplish the desired results in organization
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5. Nature of Management Cont.
 Management as a Science
Management as a science has the following
characteristics:
1. Its principles, generalizations and concepts
are systematic. In this case the manager can
manage the situation or organization in a
systematic and scientific manner.
2. Its principles, generalizations and concepts are
formulated on the basis of observation,
research, analysis and experimentation, as
is the case with the principles of other sciences.
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6. Nature of Management Cont.
3. Like other sciences, management principles are
also based on relationship of cause and
effect. It states that same cause under similar
circumstance will produce same effect.
Suppose if workers are paid more (cause), the
produce more (effect).
4. Management principles are codified and
systematic, and can be transferred from one to
another and can be taught.
5. Management principles are universally
applicable to all types of organizations.
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7. Nature of Management Cont.
 Management as a profession
The following criteria identifies the statues of a
profession to management:
1. Profession is a body of specialized
knowledge.
2. Professional knowledge in systemized and
codified form can be learned through formal
education system.
3. A profession emphasizes on having a central
body to formulate a code of behavior for its
members.
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8. Nature of Management Cont.
4. A profession calls for rendering competent
and specialized services to clients.
5. A profession maintains the scientific attitude
and commitment for discovering new ideas
and upgrading in order to improve quality of
service and level of efficiency provided to
clients.
6. A profession requires members to
exercise restraint and self-discipline.
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9. Levels of Management
1. Top Level of Management
2. Middle Level of Management
3. Lower Level of Management
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10. 1. Top Level of Management
It consists of board of directors, chief executive or
managing director.
The top management is the ultimate source of
authority and it manages goals and policies for an
enterprise.
It devotes more time on planning and
coordinating functions. While this may be more
visible in large organizations there is not normally
such a sharp stratification in smaller organizations
where the same person may perform strategic,
tactical and operational roles.
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11. 1. Top Level of Management
Cont.
 The role of the top management
1. Top management lays down the objectives and
broad policies of the enterprise.
2. It issues necessary instructions for preparation
of department budgets, procedures, schedules.
3. It prepares strategic plans & policies for the
enterprise.
4. It is also responsible for maintaining a contact
with the outside world.
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12. 1. Top Level of Management
Cont.
 The role of the top management
5. It appoints the executive for middle level i.e.
departmental managers.
6. It controls & coordinates the activities of all the
departments.
7. It provides guidance and direction.
8. The top management is also responsible
towards the shareholders for the performance
of the enterprise.
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13. 2. Middle Level of Management
The branch managers and departmental managers
constitute middle level.
They are responsible to the top management for
the functioning of their department.
They devote more time to organizational and
directional functions.
In small organization, there is only one layer of
middle level of management but in big enterprises,
there may be senior and junior middle level
management.
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14. 2. Middle Level of Management
Cont.
 The role of the middle management
1. They execute the plans of the organization in
accordance with the policies and directives of
the top management.
2. They make plans for the sub-units of the
organization.
3. They participate in employment & training of
lower level management.
4. They interpret and explain policies from top
level management to lower level.
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15. 2. Middle Level of Management
Cont.
 The role of the middle management
5. They are responsible for coordinating the
activities within the division or department.
6. It also sends important reports and other
important data to top level management.
7. They evaluate performance of junior managers.
8. They are also responsible for inspiring lower
level managers towards better performance.
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16. 3. Lower Level of Management
Lower level is also known as supervisory /
operative level of management.
It consists of supervisors, foreman, section
officers, superintendent etc.
Supervisory management refers to those
executives whose work has to be largely with
personal oversight and direction of operative
employees.
In other words, they are concerned with direction
and controlling function of management.
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17. 3. Lower Level of Management
Cont.
 The role of the Lower management
1. Assigning of jobs and tasks to various workers.
2. They guide and instruct workers for day to day
activities.
3. They are responsible for the quality as well as
quantity of production.
4. They are also entrusted with the responsibility
of maintaining good relation in the organization.
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18. 3. Lower Level of Management
Cont.
 The role of the Lower management
5. They communicate workers problems,
suggestions, and recommendatory appeals etc.
to the higher level and higher level goals and
objectives to the workers.
6. They help to solve the grievances of the
workers.
7. They supervise & guide the sub-ordinates.
8. They are responsible for providing training to
the workers.
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19. 3. Lower Level of Management
Cont.
 The role of the Lower management
9. They arrange necessary materials, machines,
tools etc. for getting the things done.
10. They prepare periodical reports about the
performance of the workers.
11. They ensure discipline in the enterprise.
12. They motivate workers.
13. They are the image builders of the enterprise
because they are in direct contact with the
workers
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20. Skills of management
The basic skills needed are:
1. Calmness
2. Maturity
3. Friendliness
4. Tolerance
5. Appreciable
6. Tolerable
7. Adorable
8. Frank
9. Determined
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21. Principles of management
1. Division of Work: According to this principle
the whole work is divided into small tasks. The
specialization of the workforce according to the
skills of a person , creating specific personal
and professional development within the work
force and therefore increasing productivity;
leads to specialization which increases the
efficiency of work.
2. Authority and Responsibility: This is the
issue of commands followed by responsibility
for their consequences. Authority means the
right of a superior to give enhance order to his
subordinates; responsibility means obligation
for performance.
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22. Principles of management
Cont.
3. Discipline: It is obedience, proper conduct in
relation to others, respect of authority, etc. It is
essential for the smooth functioning of all
organizations.
4. Unity of Command: This principle states that
each subordinate should receive orders and be
accountable to one and only one superior. If an
employee receives orders from more than one
superior, it is likely to create confusion and
conflict.
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23. Principles of management
Cont.
5. Unity of Direction: All related activities should
be put under one group, there should be one
plan of action for them, and they should be
under the control of one manager.
6. Subordination of Individual Interest to
Mutual Interest - The management must put
aside personal considerations and put company
objectives firstly. Therefore the interests of
goals of the organization must prevail over the
personal interests of individuals.
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24. Principles of management
Cont.
7. Remuneration: Workers must be paid
sufficiently as this is a chief motivation of
employees and therefore greatly influences
productivity. The quantum and methods of
remuneration payable should be fair,
reasonable and rewarding of effort.
8. The Degree of Centralization: The amount of
power wielded with the central management
depends on company size. Centralization
implies the concentration of decision making
authority at the top management.
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25. Principles of management
Cont.
9. Line of Authority/Scalar Chain: This refers to
the chain of superiors ranging from top
management to the lowest rank. The principle
suggests that there should be a clear line of
authority from top to bottom linking all
managers at all levels.
10. Order: Social order ensures the fluid operation
of a company through authoritative procedure.
Material order ensures safety and efficiency in
the workplace. Order should be acceptable and
under the rules of the company.
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26. Principles of management
Cont.
11. Equity: Employees must be treated kindly, and
justice must be enacted to ensure a just
workplace. Managers should be fair and
impartial when dealing with employees, giving
equal attention towards all employees.
12. Stability of Tenure of Personnel: Stability of
tenure of personnel is a principle stating that in
order for an organization to run smoothly,
personnel (especially managerial personnel)
must not frequently enter and exit the
organization.
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27. Principles of management
Cont.
13. Initiative: Using the initiative of employees can
add strength and new ideas to an organization.
Initiative on the part of employees is a source of
strength for organization because it provides
new and better ideas. Employees are likely to
take greater interest in the functioning of the
organization.
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28. Principles of management
Cont.
14. Esprit de Corps/Team Spirit: This refers to the
need of managers to ensure and develop
morale in the workplace; individually and
communally. Team spirit helps develop an
atmosphere of mutual trust and understanding.
Team spirit helps to finish the task on time.
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29. Five Functions of Management. Fayol
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30. 1. Planning
 Planning is looking ahead. Drawing up a good
plan of action is the hardest of the five functions
of management.
 This requires an active participation of the entire
organization. With respect to time and
implementation, planning must be linked to and
coordinated on different levels.
 Planning must take the organization’s available
resources and flexibility of personnel into
consideration as this will guarantee continuity.
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31. 2. Organizing
 An organization can only function well if it is well-
organized.
 This means that there must be sufficient capital, staff
and raw materials so that the organization can run
smoothly and that it can build a good working
structure.
 The organizational structure with a good division of
functions and tasks is of crucial importance. When
the number of functions increases, the organization
will expand both horizontally and vertically. This
requires a different type of leadership. Organizing is
an important function of the five functions of
management.
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32. 3. 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.
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33. 4. Coordinating
 When all activities are harmonized, the
organization will function better.
 Positive influencing of employees behavior is
important in this. Coordination therefore aims at
stimulating motivation and discipline within the
group dynamics.
 This requires clear communication and good
leadership. Only through positive employee
behavior management can the intended
objectives be achieved.
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34. 5. 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
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35. 35

36. References
 https://en.wikibooks.org/wiki/Management_Concepts_and_
Applications/Management#Definition_and_Meaning
 https://en.wikiversity.org/wiki/Principles_of_Management
 https://www.toolshero.com/management/14-principles-of-
management/
 https://www.toolshero.com/management/five-functions-of-
management/
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