Health management Information System zero lecture
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This document discusses the role and responsibilities of managers in organizations. It defines management as a set of activities including planning, organizing, leading, and controlling organizational resources to achieve goals efficiently and effectively. The manager's primary job is to carry out the management process of planning and decision making, organizing, leading, and controlling. Managers at all levels and in all areas of an organization must fulfill roles like figurehead, leader, and liaison. They also require skills such as technical, interpersonal, conceptual, diagnostic, communication, decision-making, and time management. The nature of management work involves uncertainty, change, interruptions, and fragmented activities. A manager must lead and motivate employees to put forth their best efforts.
Health management Information System zero lecture
- 1. Slide content created by Joseph B. Mosca, Monmouth University. Copyright © Houghton Mifflin Company. All rights reserved. Managing and the Manager’s Job By DR. MUNAWAR ABBAS
- 2. What Is an Organization? • A group of people working together in a structured and coordinated fashion to achieve a set of goals. • In order to understand management observe the following slide, which is a resource-based perspective, it will provide a view of the basic kinds of resources required in an organization:
- 3. 5 M’s of Management
- 4. How Do Managers Combine and Coordinate the Various Kinds of Resources? • The following slide illustrates how managers combine and coordinate the various kinds of resources:
- 6. What Is Management? • A set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and informational) with the aim of achieving organizational goals in an efficient and effective manner.
- 7. Who Is the Manager? 1. College Dean? 2. Police officer? 3. Surgeon? 4. Web-designer? 5. Football coach? 6. Chef?
- 8. The Manager’s Job Is To: PLAN: – A manager cannot operate effectively unless he or she has long range plans. A plan for each day’s work: – What is to be done, and why to do it? – When is it to be done, and how will it be done? – Who is to do the job? – Where should it be done?
- 9. The Manager Must Organize • When there is more than one employee needed to carry out a plan. • Then organization is needed. • A team must be formed. • Each job must be carefully defined in terms of what is to be done. • Establish delegation of responsibility.
- 10. The Three Informational Roles • Monitor • Disseminator • Spokesperson
- 11. The Manager Must Control Control means? • A method of checking up to find what has been done and what must be done. • A manager must know how well employees are performing.
- 12. The Management Process Planning and Decision Making – Setting the organization’s goals and deciding how best to achieve them. Organizing – Determining how best to group activities and resources. Leading – Motivating members of the organization Controlling – Monitoring and correcting activities
- 13. The Management Process • The manager’s primary responsibility is to carry out the management process. • Following figure will illustrate the basic definitions and interrelationships of the basic managerial functions:
- 15. Kinds of Managers Managing at Different Levels of the organization: Top Managers • Small group of executives who manage the overall organization, the strategic level. Middle Managers • A large group that implement the strategies developed at the top. Low-Level/First Line Managers • Supervise and coordinate the activities of operating employees.
- 16. Kinds of Managers by Level and Area
- 17. Managing in Different Areas of the Organization • Marketing Managers • Financial Managers • Operations Managers • Human Resource Managers • Administrative Managers • Specialized Management
- 18. Basic Managerial Roles and Skills Regardless of level or area within an organization, all managers must play certain roles and exhibit certain skills in order to be successful, such as: – Do certain things. – Meet certain needs. – Have certain responsibilities.
- 20. The Three Interpersonal Roles • Figurehead • Leader • Liaison, Coordinator
- 21. The Four DECISIONAL ROLES • Entrepreneur • Disturbance Handler • Resource Allocator • Negotiator
- 22. Managerial Skills • In addition to fulfilling roles, managers also need a number of specific skills. • The most fundamental management skills are: – Technical – Interpersonal – Conceptual – Diagnostic – Communication – Decision-making – Time-management
- 23. Technical Skills • Necessary to accomplish or understand the specific kind of work being done. • These skills are especially important for first line managers.
- 24. Interpersonal Skills • The ability to communicate with, understand, and motivate both individuals and groups. • Be able to get along with: – Subordinates – Peers – Those at higher levels
- 25. Conceptual Skills • A manager’s ability to think in the abstract. • The mental capacity to: – Understand organizational goals and its environment. – How the organization is structured. – Viewing the organization as system.
- 26. Diagnostic Skills • Skills that enable a manager to visualize the most appropriate response to a situation.
- 27. Communication Skills • A manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others.
- 28. Decision-Making Skills • A manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities.
- 29. 1 - 29 Time-Management Skills • The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately.
- 30. 1 - 30 Becoming a Manager • How does one acquire the skills necessary to blend the science and art of management to become successful manager? • The next slide will clear how this generally happens:
- 32. The Nature of Management The manager’s job is fraught with: – Uncertainty – Change – Interruption – Fragmented activities
- 33. A Manager Must be a Leader of Employees • It means overseeing the team by influencing the employees to get the job done. • Motivating employees. • Creating an environment that makes employees work efficiently. • Managers get employees to put forth their best effort.
- 34. Assignment As Manager of Your Group • The manager whose place you are taking is being left on the job for a period to train you, but he is not training you. • You find the previous manager has been running a one person show. • The morale of the employees really could be better. • What are you going to do?