WHAT IS MANAGEMENT?

WHAT IS THE QUALIFICATION OF A MANAGER?

DO YOU THINK MANAGERS ARE BORN OR THESE SKILLS ACQUIRED

MANAGEMENT
- WORKING WITH AND THROUGH PEOPLE TO ACCOMPLISH A COMMON MMISSION

FIVE CONDITIONS OF MANAGEMENT:

A. MISSION THAT THE ORGANIZATION EXPECTS TO ACCOMPLISH
B. LEADERS WITH THE AUTHORITY TO DIRECT THE TEAM TOWARD THE GOAL
C. NECESSARY RESOURCES (PEOPLE, EQUIPMENT, SUPPLIES AND MONEY).
D. RESPONSIBILITY FOR ACHIEVING THE GOALS ASSIGNED
E. ACCOUNTABILITY FOR USING THE RESOURCES ESTABLISHED

A MANAGER IS:

• PERSON – RESPONSIBILITIES, FEARS DREAMS, ETC. “NATURAL LEADERS, BORN ORGANIZERS,

MADE NOT BORN”
• SERVANT – KEEN OBSERVER
• REPRESENTATIVE – SUPERVISE, CRUCIAL COORDINATION AND COMMUNICATION LINK

MANAGEMENT SKILLS:

• ORGANIZATIONAL SKILLS
• PEOPLE SKILLS
• FINANCIAL MANAGEMENT SKILLS
• TECHNICAL SKILLS

MAJOR MANAGEMENT THEORIES

• SCIENTIFIC MANAGEMENT – THEORY IN WHICH THEY TRY TO MAKE USE IN DIFFERENT

SCIENTIFIC STEPS
• BUREAUCRACY MANAGEMENT – REGULATED BY THE EXISTENCE OF RULES AND REGULATIONS
• ORGANIZATIONAL BEHAVIOR MANAGEMENT – BASED ON HOW EACH MEMBER OF THE GROUP
ACT.
• SYSTEM ANALYSIS MANAGEMENT – FOCUSES MORE ON THE OUTPUT

THE MANAGEMENT PROCESS

• PLANNIN
• ORGANIZING
• LEADING
• CONTROLLING
PLANNING

• IDENTIFYING GOALS
- DOES THE LABORATORY WISH TO CONTINUE PROVIDE THE SAME LEVEL OF
SERVICE?
- HAS THERE BEEN AN INCREASE INREQUESTS FOR CERTAIN PROCEDURES?
- IN THERE A RISE IN THE NUMBER AND TYPES OF REFERENCE TESTS?
- DO COMPLAINTS CONTINUE TO FOCUS ON SPECIFIC AREAS OF SERVICE
• EVALUATING THE CURRENT SITUATION
- UNDERSTANDING WHAT RESOURCES ARE CURRENTLY AVAILABLE AND HOW
THEY CAN BE MARSHALED PROVIDES THE BASE FOR ANY PLAN
- IT INCLUDE ALL PERSONNEL INVOLVED IN THE PROJECT IN THE
DEISION0MAKING PROCESS
• ESTABLISHING A TIME FRAME
- A KEY ELEMENT IN DETERMINING IF A PLAN IS REALISTIC
• SETTING OBJECTIVES
- THE FOUR BASIC CHARACTERISTICS OF A GOOD OBJECTIVE:
A. IT IS CLEALY DEFINED AND UNDERSTOOD
B. IT IS OBTAINABLE AND REALISTIC
C. IT HAS A STRICT TIME PERIOD IN WHICH IT IS TO BE
ACCOMPLISHED
D. IT IS MEASURABLE
• IMPLEMENTING THE PLAN
- A MANAGER HAS TWO BASIC AVENUES FOR IMPLEMENTING A PLAN:
A. TOOLS OF PERSUASION
B. TOOLS OF CONTROL
• CREATING FEEDBACK MECHANISM
- COMPLETES THE LOOP OF THE MANAGEMENT PROCESS WHICH REQUIRES
COLLECTING DATA FOR EVALUATION AND THE PLANNING CYCLE CONTINUES
- INFORMATION CAN BE OBTAINED AND CORRECTIONS INTRODUCED THROUGH
THE FF:
A. FORMAL MEETINGS
B. MONITORED STANDARS FOR PERFORMANCE
C. INFORMAL MEETINGS
D. ANALYSIS ON NATURE & TYPE OF PROBLEM
ORGANIZING

TWO DIMENSIONS

• THE FORMAL HIERACHY OF WORK GROUPS, JOB, ASSIGNMENTS AND LINES OF AUTHORITY
• THE NETWORK OF INFORMAL RELATIONSHIPS THAT FORMS IN ANY ORGANIZATIONS (E.G.
FRIENSHIP AND SOCIAL GROUPING).

DIRECTING

• ALSO KNOWN AS HUMAN FACTOR STAGE IN WHICH BOTH LEADERSHIP AND MANAGEMENT
SKILLS COME TO THE FOREFRONT.
• THE MANAGER CAN GET TRAPPED HERE AND BECOME A HOSTAGE OF THE SYSTEM

CONTROLLING

• THE PROCESS OF CHECKING UP ON THE PRIORITIES ESTABLISHED IN THE PREVIOUS THREE

MANAGEMENT FUNCTIONS
• ITS FUNCTION IS THE MEASUREMENT AND THE FEEDBACK MECHANISM OF SETTING OBJECTIVES