Introduction of managment pharmacy
Evolution of Management Thought
1- classical approach 2-behavioral approach 3- the management science approach 4- the situational approach 5- the systems approach
◼ Limitations to the classical approach:
1-it did not adequately emphasize the human variable 2- critical interpersonal areas such as conflict communication leadership motivation were not seriously considered
The classical approach
1-the lower management analysis 2-comprehensive analysis of management functions
Entrepreneur
A person who organizes, manages, and takes on the risks of a business.
Management includes
Achievement of organizational goals ◼ Working in groups with and through people ◼ Performing interrelated tasks that indicates some functions ◼ The efficient use of organizational resources ◼ The transformation of organizational resources into products.
Laision
Coordinate between different departments
monitor
Evaluate the performance of manger
Leader
Give direct orders and make descions
figurehead
Give gulildines and principles that employees should follow
WHAT MAKE MANAGERS SUCCESSFUL?
Hard work Smart work Patience Out of box thinking Reading and acquiring knowledge Ethical consciousness Collaborative relationships Perseverance
open system
Influenced by and continuously interact with its environment
closed system
Not effected by and doesn't interact with it environment
Def. System
Number of interrelated parts functioning as a unfied whole for a specific purpose
The systems approach
Organizations must be viewed as total systems, with each part linked to every part of it.
The lower management analysis by fredrick Taylor
Replacing rules of thumb with science, creating group harmony and cooperation, achieving maximum output and developing workers. ◼ Determining the level of output by using time and motion studies ◼ Determining the quickest ways to perform tasks ◼ Trying to make managers and workers activities more predictable and more controllable
IV. The Situational Approach:
There is no best way to plan Manger should find different ways to fit different situations A highly effective method in one situation might not work with other situations
The behavior approach
Understand of people and their needs If managers understand their subordinates and adapt their organization to them organization success will follow
Managers set priorities based on
Urgency Relevance Impact Future consequences
negotioator
Work with suppliers distributors and labor unions
Resource allocator
allocate organizational resources among different tasks and departments of the organization
spokesperson
being the official person to give out information
Disseminator
communicate information to organization
Managerial Skills
conceptual, human, technical
Decisional Roles
entrepreneur, disturbance handler, resource allocator, negotiator
Interpersonal Roles
figurehead, leader, liaison
Manager's Role
interpersonal, informational, decisional
Definition of Management
is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources.
Informational role
monitor, disseminator, spokesperson
Types of systems
open and closed
disturbance handler
take corrective action to deals with unexpected problems
Types of Managers
top managers, middle managers, first-line managers,
Characteristics of operations research approach:
◼ Management Problems studies are so complicated and need analysis of many variables. ◼ It uses economic implications as guidelines for making particular decisions. ◼ The use of mathematical models to investigate the decision situation. ◼ The use of computers is essential for a management science analyst.
Comprehensive analysis of management functions by henry fayol
◼ Principles of management: 1. Division of work 2. Delegation of authority and responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interests to the general interests 7. Remuneration of personnel 8. Centralization 9. Scalar chain( line of authority) 10. Order 11. Equity 12. Stability of personnel 13. Initiative, and 14. Espirit de corps
conceptual skills
➢ Ability of an individual to analyze complex situations and to rationally process and interpret available information.
human skills
➢ involves the ability to build cooperation within team.
technical skills
➢ involves the ability to use specialized knowledge and expertise in executing work-related techniques and procedures.