CONCEPTS & THEORIES OF MANAGEMENT

BACALA, JEANE RENE

CIRIACO, GODWIN ALF

RODGERS, EZRA

DEFINITION OF MANAGEMENT

•Management is principally the task of planning, coordinating, motivating and controlling the efforts of others towards a specific objective.

—James L. Lundy

•Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way.

—F.W. Taylor

•Management is guiding human and physical resources into dynamic organisational units which attain their objectives to the satisfaction of those served and with a high degree of morale and sense of attainment on the part of those rendering service.

—American Management Association

NATURE AND CHARACTERISTICS OF MANAGEMENT

Management is :

• Goal-oriented It is a means to achieve certain goals.

• Universal The fundamental principles of management are applicable in all areas of organised effort.

• Integrative Force The essence of management lies in the coordination of individual efforts in to a team.

• Social Process Management is done by people, through people and for people

NATURE AND CHARACTERISTICS OF MANAGEMENT • Multidisciplinary

The vast body of knowledge in management draws heavily upon other fields of study.

• Continuous Process The cycle of management continues to operate so long as there is organised action for the achievement of group goals.

• Intangible It cannot be seen but its presence can be felt everywhere in the form of results.

CONCEPTS OF MANAGEMENT

• Management as an Activity o As an activity, management has been defined as the art of

getting things done through the efforts of other people.

• Management as a Process o Management is considered a process because it involves a series

of interrelated functions. o It consists of getting the objectives of an organisation and taking

steps to achieve objectives. o The management process includes planning, organising,

staffing, directing and controlling functions.

o Social Process: Management involves interactions among people. Goals can be achieved only when relations between people are

productive.

o Integrated Process: Management brings human, physical and financial resources

together to put into effort. Management also integrates human efforts so as to maintain

harmony among them.

o Continuous Process:

Management involves continuous identifying and solving problems.

It is repeated every now and then till the goal is achieved.

• Management as an Economic Resource o Like land, labour and capital, management is an important factor of

production. o Management occupies the central place among productive factors as it

combines and coordinates all other resources.

• Management as a Team o As a group of persons, management consists of all those who have the

responsibility of guiding and coordinating the efforts of other persons. o These persons are called as managers who operate at different levels of

authority (top, middle, operating).

• Management as an Academic Discipline

o Management has emerged as a specialised branch of knowledge.

o It comprises principles and practices for effective management of organisations.

o Management offers a very rewarding and challenging career.

• Management as a Group o It refers to all those individuals who perform managerial functions. o All the managers, e.g., chief executive (managing director),

departmental heads, supervisors and so on are collectively known as management.

THEORIES OF MANAGEMENT • Attribution theory

• is a way of assessing the successes and failures of a health care system or program.

• assumes health care management can be improved by understanding that error in health care can sometimes occur.

• By learning to recognize mistakes as simply "human" errors, health care workers can learn to focus on continuing to provide a positive environment for patient recovery rather than focusing on what they have not done successfully,

• Evidence-Based Management • Doctors, nurses and other health care professionals make decisions

based on the best available evidence. • Practical considerations such as time constraints and deadlines

often make the transition from evidence-based theory to practice somewhat difficult.

• Utilization Management • a proactive approach to managing health care through preset

guidelines. • determine the organization's priorities research and a determination

of who will benefit from the major decisions that are made health care managers then determine what goals to set and how to go about implementing further research development and implementation of policies, guidelines and procedures

• Bureaucratic Theory

• involves a few people at the top making decisions and a chain of middle managers and lower-level people below them carrying out specific functions with limited authority.

• Orders come from the top down in a manner mimicking the military. • Patient-Centered Management

• hospitals and health care providers organize themselves in a way that enables them to deliver the best patient care possible. \

• The idea is that through medical and service excellence, organizations will achieve the best financial results.

• Scientific Management • designs organizational structures to achieve particular benchmarks and

outcomes. • Authority is typically delegated to a larger degree than in a bureaucratic

system, although departments are designed and staffed with specific purposes in mind.

• Contingency Theory

• Structure depends on environment, task, technology, and the contingencies facing each unit

• Flexible approach is needed in order to meet the requirements of the situation

• Population Ecology Theory

• External environmental pressure is the primary determinants of success

• Institutional Theory • Organizations need to conform to external norms, rules,

requirements, and relationships in order to receive legitimacy

• Social Network Perspective • Behavior is social in nature • Social networks are developed and used by organizations to be

successful

• Complex Adaptive Systems Theory • Emphasizes importance of experimentation, innovation, and rapid

information sharing to facilitate improved performance

• General Systems Theory • A system is defined as a set of elements which are related to each

other in a certain way • A major advantage of a systems perspective in problem analysis is

that it avoids unduly narrow definition of a problem which may hinder finding an effective solution it.

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