IMELDA M. CASTILLOM.A. Student

Every human being has several needs and desires.

But no individual can satisfy all his wants.

There fore, people work together to meet their

mutual needs which they cannot fulfill individually.

(from: Management-Principles and Practices)

What is

Management?

What is

Management?

Management is the coordination of all resources through theprocess of planning, organizing, directing and controlling inorder to attain stated objectives.

—Henry L. Sisk.

Management is the coordination of all resources through theprocess of planning, organizing, directing and controlling inorder to attain stated objectives.

—Henry L. Sisk.

Management is efficiency in

climbing the ladder of success; leadership

determines whether the ladder is

leaning against the right wall.

Management is nothing more than motivating other people- Lee Iccoca

Management is nothing more than motivating other people- Lee Iccoca

To manage is to forecast & Plan,

to organize, to command, to coordinate & to control.

-Henry Fayol

“Management is an art of knowing

what to do, when to do

and see that it is done

in the best and cheapest way”- F.W.Taylor

“Management is an art of knowing

what to do, when to do

and see that it is done

in the best and cheapest way”- F.W.Taylor

Management is doing the things

right, leadership is doing the right

things.-Peter F. Drucker

TheNature of

Management

Management can be defined as a……

1.Management as a process

2.Management as an activity

3.Management as a group

4.Management as a discipline

5.Management as a science

6.Management as an art

7.Management as a profession

Management as a discipline

It refers to that branch of knowledge which is connected to study of principles & practices of basic administration.

It specifies certain code of conduct to be followed by the manager & also various methods for managing resources efficiently.

It specifies certain code of conduct for managers & indicates various methods of managing an enterprise.

Management is a course of study which is now formally being taught in the institutes and universities after completing a prescribed course or by obtaining degree or diploma in management, a person can get employment as a manager.

Management as a science

Science is a systematic

process

Cause and Effect

Relationship

Universally accepted principles

Experimentation & Observation

Test of Validity and Predictability

Management as an art

Management as a profession

1. Specialized body of knowledge -every profession has a well-defined body of knowledge relevant to the area of specialization.

2. Restricted area- no can enter a profession without going through the prescribed course of learning.( formal education or training)

A profession is a calling that requires specialized knowledge and often, long and intensive academic preparation.

The essential features of a profession are as follows:

3. Service motive- a profession is a source of livelihood but professionals are primarily motivated by the desired to served the community. ( Social Obligation)

4. Code of conduct- members of one profession have to abide by a code of conduct which contains rules and regulations providing the norms of honesty, Integrity and professional ethics.

5. Representative association- in every association there is an statutory Association or institutions which regulates the profession.

Participative Leadership Style

Participative Leadership

Participative leaders involve followers in the decision processes. Participative leadership includes describing a decision problem to a group of followers and asking for their input on the implications of various alternative solutions already developed by the leader. It also involves holding informal conversations with individual followers to draw their ideas out and listening carefully to understand and incorporate their information into a decision solution.

Types of Participative Leadership Behavior

ParticipativeLeadershipBehaviors

Asking foropinions about

alternatives

Asking foropinions about

alternatives

Obtaininginformation

from followers

Obtaininginformation

from followers

Skills, Traits and Sources of Power for Effective Participative Leadership

Skills, Traits & Sourcesof Power for Effective

Participative Leadership

AssertivenessSkills

AssertivenessSkills

Self-MonitoringSkills

Self-MonitoringSkills

LegitimatePower

LegitimatePower

ConflictManagement

Skills

ConflictManagement

Skills

ExpertPower

ExpertPower

ListeningSkills

ListeningSkills

Resource/ConnectionPower

Resource/ConnectionPower

Major Effects of Participative Leadership

Follower Benefits

• satisfaction with work and leader• increased performancemotivation• less resistance to changeincreased performanceimproved development

Group or Organizational Benefits

•improved quality of decisions•increased performance•smoother implementation of decisions•less resistance to change

7 Disadvantages of Participative are:

a) The democratic leadership requires some favorable conditions in that the labor must be literate, informed and organized. This is not always possible.b) This approach assumes that all workers are genuinely interested in organization and that their individuals are goals successfully fused with the organizational goals. This assumption may not always be valid.c) There must be a total trust on the part of management as well as employees. Some employees may consider this approach simply an attempt to manipulate them. Accordingly the employees must be fully receptive to this approach to make it meaningful.

d) Some group members may feel alienated, if their ideas are not accepted for action. This may create a feeling of frustration and ill-will.

e) This approach is very time consuming and too many view-points and ideas may take the- solid decision more difficult and may be a source of frustration to impatient management.

f) Some managers maybe uncomfortable with this approach because they may fear erosion of their power base and their control over labor.

g) This approach relies heavily on incentives and motivation of recognition, appreciation, status and prestige. The labor may be more interested in financial incentives instead of prestige.

Differences between leadership and management

• Leadership is different from Management, but not for the reason most people think

• Leadership isn't mystical • It has nothing to do with 'charisma,' some

vague quality that some people have and others don't

• Nor is it dependent on exceptional personality characteristics

• Leadership is not for a chosen few

Leadership and Management

• Leadership and management are two distinctive, complementary systems of action

• Each has its own functions and characteristic activities.

• Both are necessary for success

• Leadership and management have different functions and activities

• Not everyone has the ability to both lead and manage equally well

• Some people are excellent managers but not good leaders

• Others have a great capacity for leadership but cannot be successful as executives because they are not skilled or effective managers

Both Leadership and Management are necessary

• Smart organizations value both leadership and management

• They encourage personnel to develop their skills in both areas

• People who are good managers are able to develop a sound plan

• They make sure that it will be carried out by competent personnel with the needed resources

• They are skilled in using the major management practices

• On the other hand, people who are good leaders are able to develop a compelling vision that is ultimately shared with everyone

• They can focus organizational efforts on achieving that vision

The Four management practices• Effective managers carry out four

essential management practices:

– they plan 

– they organize 

– they implement 

– they monitor and evaluate

• Plan: – Health professionals who lead plan how to

achieve desired results and document these activities in form of a work plan with set objectives and outputs

• Organize: – Health professionals who lead make sure that

resources are available for planned activities and that the necessary structures and systems exist

• Implement: – Health professionals who lead execute and

delegate execution of planned activities, coordinating multiple efforts to achieve desired results

• Monitor and evaluate: – Health professionals who lead track activities,

outputs, and results and compare them with what was planned and collect feed-back

Good management goes with good leadership

• Good management alone does not guarantee sustainable results

• When conditions are complex and interconnected, it is not enough to be a good manager

• Managers must also learn to lead their staff through the changes needed to face strategic and tactical challenges

• Mangers must learn to focus their people's energy and resources on achieving sustainable results that satisfy the clients

• Health professionals who lead support their personnel and change ways of working in order to overcome obstacles

“He who has never learned to obey cannot be

a good commander”-Aristotle