Management - The implementation of the four conditions that must be present for management to succeed: mission, authority, resources, and accountability. The Management Process Planning - Mission - The purpose or reason for the existence of an organization. - Managers - A person employed to manage someone else's business - Scientific Management - The application of a systematic or scientific approach to the study of organization. Bureaucracy Management - The process of examining the organizational aspects of companies and their workflow to explain how institutions function and how to improve their performance. Organizational Behavior Management - A management approach that looks at the performance and interaction of the people within the organization. Organizing - System Analysis Management - The analytical view of an organization as a completely self-contained unit that interacts within itself and with its environment in a continuous process of interchange and renewal. Goal Setting Objective Setting o Specific Measurable Attainable o Realistic Time-bound Forecast resources needed Implementing the plan. o Tools of persuasion b. Tools of control financial resources staffing and scheduling Creating feedback mechanisms. o formal meeting between manager and staff to assess the current status and necessary adjustments o Monitor standard performance by measuring the progress of plan c. Informal conversation between staff and clients o Analysis of the nature and types of problems encountered and sing a quality management program will help address issues and concerns. Gather the necessary resources and people and develop organizational structure putting the plan into action using Directing - - The most visible of all management functions include seeing the day-to-day tasks necessary to ensure a smoothrunning facility. This is the so-called human factor stage. Controlling - The process of checking up on the priorities established in the previous three management functions. SYSTEM - - A self-contained collection of interacting and interdependent components working together toward a common purpose. Systems receive instructions and resources from external sources (input), process this internally (transformation), and deliver the finished goods or service to external users (output) Basic Characteristics of Organizational Structure - - Division of labor: dividing up the many tasks of the organization into specialized jobs Hierarchy of authority: Who manages whom. Span of control: Who manages whom. Line vs staff positions Decentralization Characteristics of Organizational Systems - Purposeful activity Primary task Hierarchy of system Operates as an open system Seeks a state of stability and equilibrium Self-regulating STRUCTURE OF ORGANIZATIONS - Formal authority can be grouped accordingly Informal Groups o Interest Group- members with common interests. Eg: Study. Cultural. Gaming Groups o Friendship Groups- members who enjoy similar social activities, political beliefs, and religious values. o Reference Groups -reference groups have a strong influence on members' behavior. Such groups are formed voluntarily. AUTHORITY - - - It is the empowerment, by formal job classification, of an individual to make commitments and act on behalf of the firm, and decide how resources, rewards, and penalties are used to ensure that designated goals and responsibilities are achieved. Often used synonymously with words such as "power, "influence", "knowledge" and "control" Appointment and responsibility authority begin to emerge. 3. Functional authority - - 1. Line Authority - - Supervisory responsibility assigned through the formal delegation of authority. takes two forms in a hospital-based laboratory. First, within the straight confines of the department itself, authority takes a straight-line route from administration to the department head to supervisor to the staff. Second, within the hospital, a straight-line authority flows from the administration through nursing to other departments Line managers exert direct authority through the bureaucratic hierarchy of the organization. - - Influence exerted through the control support of services providing recommendations to the line authority and set institutional policies is exercised through such staff departments as the business and personnel departments Line authority o the right to command immediate subordinates in the chain of command *an activity that contributes directly to profit generation Staff authority o right to advise but not command others o an activity that supports profit generation DELEGATION OF AUTHORITY The temporary assignments of the authority and responsibility to perform, a duty normally performed by a supervisor. 1. Delegation routes 2. When to delegate 2. Staff Authority - the power of enforcing directives within the context and boundaries of a clearly defined specialty and span of control Line v. Staff Authority TYPES AND ROLES OF AUTHORITY - those areas that provide supportive services in a more indirect fashion. Staff and functional managers exercise their influence through the services they provide or their relationships to other managers. 3. Fear of delegation Principles of Organizational Structure and Authority Departmentalization - grouping together of related activities to expedite the production process. Socializing Decentralization - It is assigning the decision-making process to those who perform the actual work/job. Leadership - Advantages of Decentralization: - - Ensures that the people who are responsible for the task and who know about most of the everyday operations are familiar with and share the objectives of the firm. It frees upper-level managers to focus on broader issues, which only they can deal with 4 factors of Leadership - An employee is responsible to only one supervisor, who in turn is responsible to only one supervisor, and so on up the organizational hierarchy Scalar Principle - - - - a linear system of authority providing a direct vertical link from the board of directors to the lowest-level worker. Span of Control - Leader Followers Communication Situation Bass' Theory of Leadership Unity of Command - Leadership is a process where a person influences others in accomplishing an objective gearing towards a more cohesive and coherent organization. Some personality traits may lead people naturally into leadership roles. This is the Trait Theory A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory People can choose to become leaders. People can earn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today a theory that there is a definable limit to the number of people one person can effectively supervise, within the limits of work parameters and situations. Exception Principle - principle referring for resolution by a superior only those things that cannot be solved by the employees at their own level - Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization in which the way to win it is through Effective Communication. (Lamb, McKee, 2004) Principles of Leadership - - Know yourself and seek selfimprovement Be technically proficient Seek responsibility and take responsibility for your actions Make sound and timely decisions Set the example "We must become the change we want to see."- Mahatma Gandhi Know your people and look out for their well-being Keep your workers informed Develop a sense of responsibility in your workers Ensure that tasks are understood, supervised, and Accomplished Train as a team Use the full capabilities of your organization Achiever - Focus on results; be persistent Discover and pursue opportunities Lead change; learn from feedback Motivation - Motivated people have a positive outlook, they're excited about what they're doing. and they know that they're investing their time in something that's truly worthwhile. In short, motivated people enjoy their jobs and perform well. Leadership Attributes Role Model - Live values; lead by example Demonstrate integrity, support people Be charismatic & energized; keep learning Inspirer - Create an inspiring vision; set directions Direct emotions; energize people Encourage risk-taking & experimentation Motivation in Management Step 1: Check Your Assumptions Step 2: Eliminate Dissatisfaction and Create Satisfaction - Enabler - Help people grow; empower others Build teams & collaborative relationships Leverage diversity, build synergies Psychologist Fredrick Herzberg said that you can motivate your team by eliminating elements of job dissatisfaction, and then creating conditions for job satisfaction. Step 3: Personalize Your Motivational Approach - SIROTA'S THREE-FACTOR THEORY o Argue that the people are inspired by three key factors. These are Fairness / Equity, - - - Achievement, and Comradeship. By integrating each of those variables into their work, you will help ensure that the team members remain inspired and optimistic. MCCLELLAND'S HUMAN MOTIVATION o THEORY It's special subtly. McClelland claimed we all had three separate engines, the need for success, association, and strength, overriding one of them. When you build your motivators and style of leadership around the dominant force of a team member, then your efforts will yield good results. Achievement o Affiliation Power MASLOW'S HIERARCHY OF NEEDS o This identifies five needs, from the most basic to the most complex, that we all have. Those are physiological/physical, health, love/belonging, self-esteem, and self-actualization (the feeling of doing what you've been born to do). Maslow's Hierarchy is generally described in a pyramid - you put the simple needs at the bottom, as you need to satisfy those needs before you can answer any of the more complicated ones. This approach helps you to inspire the team by discussing all of the stages. AMABILE AND KRAMER'S PROGRESS THEORY o It illustrates how inspiring it can be to improve and gain small - - "wins." It suggests six things you can accomplish specific objectives and priorities, flexibility, money, energy, encouragement and the opportunity to learn from failure. This gives people the best opportunity to make real, measurable change at work. EXPECTANCY THEORY o Creates a strong, motivating working environment where standard high performance is required. This clarifies the relationship between effort and result and you can use it to tailor the motivational incentives to the needs of individuals. o Effort, Performance, Outcome PYGMALION EFFECT o One expectation may have an impact on the success of team members. For example, you can make her feel undervalued when you doubt someone will succeed and you undermine her confidence. The Pygmalion Effect is useful as it supports the belief that by setting and sharing high expectations of them you will inspire people to do better at work. Step 4: Use Transformational Leadership - To become a transformational leader, one needs to create an attractive, inspiring vision of a meaningful future, encourage people to buy into this vision, manage its delivery, and continue to build trusting relationships with the team members. Set aside time to develop the leadership skills, and focus on own personal development, so that one can become an inspiring role model for the team.
