Module 1: Introduction to Management

Mission, Leaders, Resources, Responsibility, Accountability

ESSENTIAL CONDITIONS FOR A SUCCESSFUL MANAGEMENT (LARRM)

Planning, Organizing, Directing, Decision making or problem solving, Coordinating, Communicating (PODCC)

Managerial Functions (PODDCC)

People, Servants, Representatives

Managerial Roles (SRP)

People skills

- Management of Human Resources - encompasses an understanding of the basic theories of human needs and work motivation.

Goals

- general and qualitative statements of the overall philosophy of the organization - should be consistent with the organizational structure, the management style of the laboratory director, and the available resources -such goals should influence the future programs of the laboratory and the activities of the director and lab staff -useful exercise for the new laboratory is to write the overall goals of the lab after discussions with the appropriate persons in the organization -laboratory directors should encourage written input from each organization level toward the development of goals and objectives

Technical Skills

- management of laboratory operations -synthesis of the first 3 skills and the management of physical resources into operational parameters unique to each organization

Management as a Profession

- requires formal education and training with updates of professionalism. -managers must be joined in associations that follow rules and regulations according to the objective set -certain knowledge, skills, and aptitudes must be understood for aspiring managers -all management efficient people should have academic qualification and personal qualification from any body

Scientific Management

-Frederick Taylor (pioneer) -application of the systematic or scientific approach to the study of organizations -represents the first orderly efforts to examine the functioning of complex organizations -attempts to apply the scientific method of cause and effect analysis in the examination of business enterprise -philosophy emphasized the fact that forcing people to work hard wasn't the best way to optimize results -Taylor recommended simplifying tasks so as to increase productivity. -money was the key incentive for working -"fair day's wages for a fair day's work"

Organizational skills

-Management of Organization -manager should be able to conceptualize and apply the management process, systematize workflow, make decisions, and communicate with coworkers.

Organizational Behavior Management

-an organization through a continuous process interacts within itself and with its environment -applies behavioral principles to individuals and groups in business, industry, government, and human service settings -can be seen as the intersection between behavioral science and improvement in organizational environments. -rooted in the field of applied behavior analysis (ABA), which develops techniques to produce socially significant behavior in a wide range of areas and behavioral problems -Prediction and control of behavior, with an emphasis on control, are the objectives of behavior analysis -guided by a single theory of human behavior and has historically emphasized identification and modification of the environmental variable that affect directly observable or verifiable employee performance

Accountability

-arises out of responsibility -person who accepts responsibility is also accountable for his performance. -a management process that ensures employees answer to their superiors for their actions and that supervisors behave responsibly as well.

Implementation of an MBO program

-based on a collaborative agreement between supervisor and employee -have built-in feedback mechanism

Physical resources

-considered as tangible assets which the organization, which may include, equipment, buildings, inventory, and manufacturing. -important for the functioning of the organization since without things like equipment and inventory it is difficult for an organization to function.

Resources

-defined as anything that could be thought of as a strength for an organization -include any tangible or intangible assets that are semi-permanently tied to the organization. -Examples include brand names, employee knowledge, skills and abilities; machinery and technology, capital, etc.

Mission

-describes the organization's purpose and its overall intention -guiding principle in the decision-making process during the planning phase

Responsibility

-duty or task which assigned to a subordinate on the basis of his position in the organization -the obligation of an individual to perform the duty or task assigned to him -arises from a superior-subordinate relationship

Bureaucracy Management

-examines organizational aspects of the company and its workflow to explain how institutions function and how to improve their structural process -Relates to rules, regulations, impersonality and the division of labor -makes use of the chain of command to examine the working of organization (organizational chart) -form of structure to be found in many large-scale organizations -Weber -Weber pointed out that the definition of tasks and responsibilities within the structure of management gave rise to a permanent administration and standardization of work procedures, notwithstanding changes in the actual holders of the office -"ideal" type derived from the most characteristic bureaucratic features of all known organizations

Management

-getting things done through other people -produces predictability and order -in some ways provides the "what" needs to be done -science, profession, or art -creative and energetic combination of scarce resources into effective and profitable activities -combination of skills and talents of individuals concerned -accomplish a common goal

Human resources

-include the employees of the company. They are important for the functioning of any organization without which the activities of an organization will come to a standstill.

Management by Objectives

-incorporates the principles of planning, operating, directing, and controlling -process of formulation, performance and assessment, and as such it provides means of focus on pertinent factors and issues that affect the practice of lab medicine -encourages discussion, interaction, and consensus decision making among all organizational levels of the laboratory Should State: -what is to be accomplished -how much of it -how is is to be done -when it is to be completed

Systems Analysis Management

-looking at people and how they function and interact within the organizations. -Attention is focused on the total work organization and the interrelationships of structure and behavior, and the range of variables within the organization. -The idea is that any part of an organization's activities affects all other parts. -The systems approach encourages managers to view the organization both as a whole and as part of a larger environment (may departmentalization)

Financial Management Skills

-management of Financial Resources -includes effective use of and accounting for the monetary assets of the company.

Intellectual resources

-nonphysical and intangible in nature like the customer data and knowledge, and even the talent in the organization. -Once they are developed they can offer unique advantages to the organization.

Manager as a representative

-paid representative of the owners or board of directors in both for-profit or not-for-profit organizations -managers is responsible for supplying the employee's needs.

Objectives

-quantifiable statements that are achievable over a designated period of time. -should be kept simple, measurable, achievable, and relevant, and time-bound. SMART

Traditional organizational charts

-represent the organizational structure in a business is hierarchical, meaning power flows vertically and upward, and employees are departmentalized. All employees follow a chain of command. Such as a manager is the chief coordinator of all departments. Each department has a head who reports to the manager. -Patients and clients at the bottom of the hierarchy

Manager as a servant

-shares power, puts the needs of others first, and helps people develop and perform as highly as possible. -They ensure that the person performing the task has the training and resources necessary to accomplish their duties. -supports the staffs

Leaders

-someone who can see how things can be improved and directs the team toward the goal -is a person who was in the right place at the right time

Management as a Science

-systematic and organized body of knowledge based on logically observed findings, facts, and events. -has universally accepted principles, and it has cause and effect relationship. -various principles and concepts are a result of constant experimentation and observation like science.

Manager as a person

-through proper training programs must develop the ability to deal with both people and things. -responsible for, and to, other people with similar dreams, fears, hopes, life problems, aspirations, potential and expectations. -brings with them their own talents, trainings, and weakness.

Management as an Art

-uses creativity, imagination, initiative, and invention within the overall sphere of the occupation. -managers apply their interest, ability, and skills for solving contemporary issues through decisions which ignite their creativity -managers must possess practical knowledge acquired from experiences which helps in working according to the situation. -manager needs to know how to apply various principles in real situations by function in the capacity of a manager. -personalized -Every manager has his own way of managing things based on his knowledge, experience, and personality.

Frederick Taylor

SCIENTIFIC MANAGEMENT "Broke down task into segments that could be analyzed for ways to improve efficiency"

Frank and Lilian Gilbreth

SCIENTIFIC MANAGEMENT "Developed methods of analysis where performance standards are based"

Henri Fayol

SCIENTIFIC MANAGEMENT "Management is an orderly process of tasks and duties"

Organizational Skills People Skills Financial Management Skills Technical Skills

Skills of a Manager (POFT)

Management theories

are concepts surrounding recommended management strategies, which may include tools such as frameworks and guidelines that can be implemented in modern organizations

Establishment of Goals and Specific Objectives

first step in a systematic approach to the management and organization of a health laboratory

Coordinating

is a function of management which ensures that different departments and groups work in sync. Therefore there is unity of action among the employees

Decision Making or Problem Solving

is a skill that can be developed, and it improves with confidence and repetition. To be an effective problem solver, a manager must approach problems in a structured, creative way, much as scientist deploys novel techniques to surpass existing problems.

Planning

is the process of formulating objectives and determining the steps which will be employed on obtaining them. No modern healthcare organization can be effective without an overall plan of action

Directing

is the process of influencing people to attain predetermined objectives

Organizing

is the process of structuring activities, material, and personnel, for accomplishing predetermine objectives.

Financial resources

often include cash, credit, and lines of credit along with the ability to have options of stock plans for the employees of the organization.

Communicating

the most important component of management. Without it, there is no effective way of articulating expectations, expressing, concerns, providing feedback, and ensuring that policies are implemented.

Patient-Focus Organizational chart

the patients and clients at the top priority of any organization because they are the reason for the organization's existence.

1.Setting goals and objectives 2.Sharing the objectives with the staff 3.Meeting and coming to a mutual agreement on the goals and objectives of the individual.

3 different phases in the implementation of an MBO program:

Scientific Management Bureaucracy Management Organization Behavior Management Systems Analysis Management

4 Management Theory (BOSS)

physical resources, human resources, intellectual resources, and financial resources

4 main types of business resources

people, equipment, supplies, and money (MEPS)

4 necessary resources needed by successful management

a. Leadership, like decision making, is a process b. The locus of leadership is a person, the "leader" c. The focus of leadership is other individuals or groups (followers) d. Leadership entails influencing e. The objective of leadership is a good accomplishment

The 5 crucial elements of leadership are

Traditional and Patient-focused

Types of Organizational Charts

1.A statement of the primary external goals of the laboratory 2.A statement of the secondary and tertiary goals of the lab in reference to service, research, or education. 3.A statement in reference to the management philosophy of and need for cost-effectiveness. 4.A statement as to what kind of environment is desired in the laboratory with respect to interpersonal relationships, working conditions, and attitudes toward teaching and scholarly activities.

Written goals may be organized as follows: