INTRO TO

MANAGEMENT
Clinical Laboratory Management Prelim 2
TRIUMPHS OF MANAGEMENT
 MANAGEMENT
• Getting things done through people
• Focuses on:
 Task
 Achievement
 People
• Operates within an organization
• Pursuit of organizational goals
efficiently and effectively
 Efficiency: the means  gradual (process)
 Effectiveness: the end  the product
 COMPETITIVE ADVANTAGE
• Production of good or services more
effectively than competitors do.
How?
 Being responsive to consumers:
Justification of existence (of the
business)
 Innovation: Deliver new or better goods
or services. “INNOVATE OR DIE”
LEVELS OF MANAGEMENT

Top Managers

Middle Managers

First Line Managers

Non-managerial
personnel
 TOP MANAGER
• CEO, COO, President, Senior Vice Pres.
• Make long-term decision about the
direction of the organization
• Establish objectives, policies &
strategies
• Future-oriented
• Pay a lot of attention to the
environment outside the organization
 MIDDLE MANAGER
• Implement the policies and plans of
top managers
• Supervise or coordinate the activities
of first-line managers
• Division head, plant managers, branch
sales managers
 FIRST LINE MANAGER
• Department head, foreman,
supervisors
• Short-term operating decision
• Directing the daily tasks of non-
managerial personnel
 MANAGERIAL ROLES
1. Interpersonal
2. Informational
3. Decisional
 INTERPERSONAL ROLES
• Interacting with people inside and
outside their work units
• Types:
 Figurehead: represent the organization;
symbolic
 Leadership: responsible for the actions of
your subordinates
 Liaison: develop alliances
 INFORMATIONAL ROLES
• Information handling
 Vital for intelligent decision
• Types:
 Monitor: Alert for any useful information (Ex.
Manager must know to stop selling tahong if
there is red tide)
 Dissemination: disseminate important
information to employees
 Spokesperson: diplomat role
 DECISIONAL ROLES
• Use information to make decisions
• Types:
 Entrepreneur: Initiate/Encourage chance or
innovation
 Disturbance handler: Fixing unforeseen
problems
 Resource allocator: Priorities of limited
resources
 Negotiator: Working with others inside and
outside the organization
 MANAGERIAL SKILLS
1) Technical
 Ability to perform a specific job
 Job-specific knowledge (lower levels)
2) Conceptual
 Analytical thinking
 Understand how the parts work together
(higher levels)
3) Human
 Interacting with people
 MANAGERIAL THEORIES
1) Classical: More efficient work
 Scientific, Administrative } Production of
results
1) Behavorial: Human behavior

}
 Early behavior
 Human science Behavior of
 Behavioral science workers
1) Quantitative: Application of statistics &
computer simulations
 Management Science
 Operation Management
 CLASSICAL THEORIES
• Scientific Theories
 History
 Short supply of labor
 Problem
 To increase productivity
 Emphasized the scientific study of work
methods to improve the productivity of
individual workers
 Management of individual jobs
 Proponents: Frederick Taylor and the Gilbreths
 FREDERICK TAYLOR
• Father of Scientific
Management
• Motion studies
• Four Principles of Scientific
Management
 Scientific evaluation of each
parts of a task
 Careful selection of workers
 Training and incentive to workers
 Using scientific principles to plan
work methods
 FREDERICK TAYLOR

• Differential rate system: More efficient

workers will get higher wages
• Treat workers as robots
FRANK AND LILIAN GILBRETH
• Industrial engineers
• Had 12 children
• Focus: Improvement of efficiency (multi-
tasking)
• Less hand movement, more work done
 CLASSICAL THEORIES
• Administrative Theories
 Management of the whole organization
• Proponents: Henri Fayol and Max Weber
 CLASSICAL THEORIES
HENRI FAYOL
• Identified the 4 functions of management (No
staffing, already under organizing)

MAX WEBER
• Focused on BUREAUCRACY (lengthy process)
• Bureaucracy: rational, efficient, ideal
organization based on logic
• Inefficient bureaucracy: focus on social status,
not on ability
 BEHAVIORAL THEORIES
• Early behaviorists
 Hugo Munsterberg: Father of Industrial
Psychology
• Use psychology to determine the people
best suited for a job
 Mary Parker Follett: Democratic organization
• Work process: controlled by workers with
relevant knowledge
 Elton Mayo: Hawthorne studies
• Hawthorne effect: Employees worked
harder when given added attention
• Workers do better if watched
 BEHAVIORAL THEORIES
• Human Relations
 Abraham Maslow: hierarchy of needs
 Douglas McGregor: Theory of X and Y
 Theory X: Pessimistic, negative view of
work, keeping workers on schedule
 Theory Y: Optimistic, positive view of
work, assigning management roles
 Workers always have negative &
positive attitudes; both have X and Y
• Behavioral Science
 Research as a practical tool for managers
QUANTITATIVE MANAGEMENT
• Management Science
 Using math to aid problem solving/decision-
making

• Operations Management
 Proper work scheduling, production planning
 Must always have database for reference
MANAGER’S ENVIRONMENT
• Internal Stakeholders
 Employees: Most important resources
 Owners: People who claim the organization
as their legal property
 GOAL: Profit
 Board of Directors: Elected by stockholders
to see that the company is being run
according to their interests
MANAGER’S ENVIRONMENT
• External Stakeholders
 Task Environment (Directly concerned with the
organization)
 Customer
 Competitors
 Suppliers
 Distributors: middleman
 Strategic Allies:
 Employee Organizations
 Local Communities
 Financial Institutions
 Government Regulators: agencies that establish rules
 Special-interest Groups
 Mass Media
MANAGER’S ENVIRONMENT
• External Stakeholders
 General Environment: uncontrollable
 Economic Forces: high interest rates,
unemployment
 Technologic Forces: new developments
 Socio-cultural Forces: fads and trends peculiar
to a society
 Demographic Forces
 Political-Legal Forces
 International Forces: global systems (EU, ASEAN)