akk - resume 04

HEALTH POLICY ADMINISTRATION RESUMETeresina Ika Pertiwi – 101511123039 – AJ A Class – 2015/2016

1. The Definition of Management

Management is a systematic process that includes planning, organizing, staffing,

leading, controlling, and coordinating the resources required of the organization in

order to be effective and efficient in achieving the goals of the organization.

2. Two Management’s Opinions

3. The Level and Role of Manager

The Top Level Manager is the highest level in the managers level. This position have

the important role to make decision in the organization or in the company to achieve

their goals. The director of a company (CEO) and president take this position. The

AdministrationPolicy Measures

ManagementPolicy Maker

Management = Administration

Management ≠ Administration

Two Management’s

Opinion

First Line Manager

Middle Level Manager

Top Level Manager


Middle Level Manager is in the second level of manager. Middle level manage do

their role to educate the first line manager, do the policy and command from Top line

manager and as the manager that give the command (it also can be the command from

top level manager to first line manager) to the first line manager. General managers,

branch managers, and department managers takes this position. And the First Line

Manager is the managers who focus on controlling and directing the employees or

non manager member in the organization or company. Supervisors, section leads, and

foremen takes this position. From the Manager’s Level triangle at manager’s level

when it getting down is getting widened and it means that amount of people in first

line manager is more than people in middle lever manager and the amount of people

in middle manager is more than people in top lever manager. People in this level

means amount of people who are currently occupying that position in an

organization.

(Percentage of Time Spent by Management Level, Reference from transutors.com)

The top management is more focused on planning strategic issues but less involved in

directing function. On the contrary, lower management is more focused on directing

First Line Management


and less on planning. The skill needed is needed at top; more of these skills are

needed for lower management.

Requirements for technical, social and conceptual skills at supervisory, middle and

top management level (Reference from Polytechnic of Zagreb)

Management Skills (Reference from Ghuman, 2010:121)

At the top management level, conceptual and design abilities become most valuable

and the need of technical abilities is relatively low. Design skills are of great

significance for top-level managers in order to be effective. But these skills are also

First Line management


somewhat useful at middle and supervisory management positions to design

innovation solutions, align business with the changing business environment and

resolve implementation issues and concern. At middle management levels, the need

for technical skills decreases but human skills are essential and conceptual skills

become more important than their requirement at the supervisory level. At the

supervisory or frontline level, technical skills are the greatest importance because

manager at this level spend most of their time in leading people who execute task.

Human skills are quite helpful for frontline manager because frequent interaction with

subordinate is an essential part of their responsibility. Conceptual skills are usually

not critical for lower-level supervisors as very little planning has to be undertake at

this level (Ghuman, 2010:120-121).

Level of ManagerPrimary Management Skills Needed

Primary Management Functions Performed

The Primary Role

Top Level ManagerDecision Making and Interpersonal skills

Planning and Organizing

Interpersonal Role : Figurehead, Leader, and LiaisonDecisional Role : Entrepreneur, Negotiator

Middle Level Manager

Balance all of three Balance all Four Interpersonal Role : Leader, LiaisonInformational Role : Disseminator, Spokeperson


Decisional Role : Disturbance Handler, Resource Allocator, Negotiator

Frontline ManagerTechnical and Interpersonal skills

Leading and Controlling

Interpersonal Role : LeaderInformational Role: Monitor, DisseminatorDecisional Role :-

4. Study Area of Management

Marketers market 10 main types of entities: goods, services, events, experiences, persons, places, properties, organizations, information, and ideas.

The process of planning and implementing the concept of the promotion price and the distribution of some ideas, goods, service, in order to satisfy the client and organization.

Manage the organization’s inventory to be used optimally, effective, and efficient.

Contains the management method, technical analysis, financial indicator, and indicator standard. Manage the organization’s financial distribution and profit, and manage the ability of the organization to fulfill its obligations in the short term related to finance

Deals with a human resources management include recruitment, staffing, employee’s payment, and the employee’s

development.

Marketing Management

Inventory Management

Financial Management

Human Resource

Management

Study Area of

Management


5. Management Evolution

Definition The study that manage or learn about the individual and their work in regards to

building performance to create efficiency and effectiveness..

The Experts

Frederick W. Taylor

Henry L. Gannt

The Gilbreths

relationships between people and tasks for the purpose of redesigning

the work process to increase efficiency

Analysis of work movements and made many contributions to time-and-motion-study

Focus on bonus system

WeaknessFocused on rational human beings to obtain material, but little regard in terms in terms of social-workers

Definition

The Experts

A study of management administration and learn about how to creating the structure of organization with effectiveness and efficiency principle.

5. Organization Environmental

Theory

3. Behavioral Management

Theory

4. Management Science Theory

1. Scientific Management

Theory

2. Administration Management

Theory

Management Evolution

Max Webber

Henry Fayol

The Bureaucracy theory

Division of Labor, Authority and Responsibility, Unity of Command, Line of Authority, Centralization, Unity of Direction, Equity, Order, Initiative, Discipline, Remuneration of Personnel, Stability of Tenure of Personnel, Subordination of Individual Interest to the Common Interest, and Esprit de corps

14 Principles


Management Evolution

2. Administration Management Theory

1. Scientific Management Theory

4. Management Science Theory

3. Behavioral Management Theory

5. Organization Environmental

Theory

Definition

The Experts

Theory about how the manager to motivate employees,

encourage employees to be working maximally and

committed with the organization’s goals

Marry Parker Follet

The Hawthrone Studies

Elton Mayo

Theory about the workers should be

involved in job analysis and

managers should allow them to

participate in the work development

process

Douglas Mc Gregor

Modern Management

Theory

X Theory : negative assumptions about

workers

Y Theory : a set of positive assumptions

about workers

1. Quantitative Management2. Operational Management3. Total Quality Management4. Management Information’s System

Open View

System

Contingency Theory

Systems that implement the retrieval of resources from the outside will then be processed and made into a product.

Theory about the structures and control systems managers choose depend on characteristics of the

external environment.


6. Scope of Management

7. Management Function

The function of management is POSDCoRBE. POSDCoRBE include Planning,

Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting, and Evaluating.

1) Planning : The process to make the goal.

2) Organizing : Organizing the organization’s resource.

3) Staffing : The process of recruitment, selection, placement, training and

development of the employees and also the promotion and transferring the

employees in the organization.

4) Directing : As the leader and give the command or direction for the

employees.

5) Coordinating : Coordinating the tasks each position in the organization.

6) Reporting : Reporting information about the development of program

and how far the organization achieve the goals.

7) Budgeting : Manage the organization’s financial include the profit of

organization and the organization’s fund needed to achieve the goals.

A management field focusing on short-term planning, and makes some programs

to achieve the goals from strategic management

A management field focusing on long-term planning and direction of the

organization.

Operational Management

Strategic Management

Scope of Management


8) Evaluating : To evaluate the result of management’s process and make the

result as the reference for the next program.

9. The Process of Management

1) Planning : The process to defining goals of organization, establishing

strategy, and developing sub plans to coordinate activities.

2) Organizing : Determining what needs to reach the goals, how it will be

done and who is to do that part.

3) Actuating : Give the direction and motivation all involved parts in the

organization and resolving conflicts that happen to achieve the goals.

4) Controlling : Monitoring the activities of organization to ensure that they

are accomplished as planned before.

Reference:

Ghuman, Kharminder. 2010. Management: Concept, Practice, and Cases. New Delhi: Tata McGraw Hill.

Lussier, Robert. 2009. Management Fundamentals: Concepts, Applications, Skill Development.

Polytechnic of Zagreb. Communication Skills. http://nastava.tvz.hr/komunikacijske-vjestine/index.php/en/introduction/ theoretical-background-introduction. Accessed in October 14, 2015 at 11.30 PM.

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