Unit 1.3 Management Functions 17925 a.pdf

Presentation talks about health management, qualities duties of a good leader

1. MANAGEMENT FUNCTIONS

2. Presentation outline
•Planning
•Organising
•Controlling
•Decision making
•Motivating
•Staffing
•Leading
•Communicating

3. PLANNING AS A MGT FUNCTION
•Planningisdymamic,future-orientedprocess
involvingawholesetofinterrelatedactions
anddecisions.
•Inordertofufillownjobresponsibilitiesand
guidesurbordinatestowardsorganisational
goals,(health)managersneedcareful
planningtoavoidwaste,confusionanderror.

4. Learning Objectives
•Discuss the concept of planning
•Explain the planning process and limitations
•Understand the characteristics of planning
•Know the types of plans
•Discuss the limitations of planning

5. Definition of Planning
•Koontz&O’Donnell:Decidinginadvancewhat
todo,how,when,andwhodoesit,
•GeorgeR.Terry:Lookingaheadand
reviewingfutureneedssopresentactionscan
beadjusted.
•Kreitner:Copingwithuncertaintyby
formulatingactionstoachieveresults

6. Characteristics of Planning
•Primary function of management
•Result oriented
•Continuous activity
•Interdependent activity
•Intellectual process
•Requires past, present, and future analysis
•Basis for control
•Flexible in nature

7. Types of Planning
•Strategic (long-term, top management)
•Intermediate (tactical, mid-level management)
•Operational (short-term, lower management)

8. Types of Plans
•Standing plans (repeated use)
•Single-use plans (one-time objectives)

9. Planning Horizons
•Strategic: 1–10 years
•Intermediate: 6 months–2 years
•Operational: 1 week–1 year
•Boundaries are flexible and overlapping

10. Components of a Plan
•Mission,
•Objectives,
•Strategies,
•Policies
•Procedures,
•Methods,
•Rules,
•Programmes,
•Schedules,
•Budgets

11. Approaches to Planning
•Centralized top-down planning
•Bottom-up planning
•Team planning
•Reactive: done in response to an existing
problem.
•Proactive: it is done before the problem occurs.
•Opportunistic: done when thereis an opportunity

12. The Planning Process
•Analyze internal environment
•Analyze external environment
•Establish objectives (SMART)
•Establish planning premises
•Develop alternative plans
•Evaluate alternatives
•Select best plan
•Formulate derivative plans
•Implementation
•Follow-up

13. Importance of Planning
•Reduces waste and overlap
•Facilitates decision-making
•Improves efficiency
•Provides direction
•Prevents crisis management
•Improves communication & coordination

14. Limitations of Planning
•Time consuming
•Costly & paperwork-heavy
•Over/under targeting
•Human error & frustration
•Environmental changes
•Inter-departmental conflicts
•Rigidity

15. Summary
•Planning = starting point of management
•Well-planned activities lead to success
•Must balance strengths with limitation

16. EMPHASIS
FAILING TO PLAN IS PLANNING
TO FAIL

17. DECISION MAKING AS MGT FUNCTION

18. Unit Objectives
•Understand the process of decision making
•Describe the types of decisions
•Explain decision-making mechanisms
•Discuss steps of logical decision-making
•Identify factors responsible for decision-making
•Discuss the importance of decision making for
managers
•Recognize decision-making tools
•Explain barriers and ways to overcome them

19. Definition of Decision Making
•Choosingamongalternativecoursesofaction
•Kreitner:Identifyingandchoosingalternatives
appropriatetosituation
•Stoner:Selectingacourseofactiontosolvea
problem
•Haynes&Massie:Consciouslychosenactionto
achievedesiredresults
•Requiresjudgmentanddiscretionunder
uncertainty

20. Importance of Decision Making
•Achievement of objectives
•Optimum use of resources
•Higher efficiency
•Facilitates innovation
•Motivates employees
•Supports growth and expansion
•Helps face challenges
•Encourages initiative

21. Challenges for Decision Makers
•Complexity:Multiplecriteria,intangibles,risk,
long-termimpact,interdisciplinaryinput,
pooleddecisionmaking,valuejudgments,
unintendedconsequences
•CopingwithUncertainty:Certainty,Risk,
Uncertainty
•Information-ProcessingStyles:Thinkingvs.
Intuitive
•BehavioralTraps:Framingerrors,Escalation
ofcommitment,Overconfidence

22. Types of Decisions
•ProgrammedDecisions:
Routine,repetitive(e.g.,billing,reordering).
•Non-ProgrammedDecisions:
Complex,important,requirecreativeproblem-
solving.

23. General Decision-Making Model
•Scan the situation
•Identify the decision
•Analyze alternatives
•Select the best option
•Implement the decision
•Monitor and follow-up

24. Ways of Decision Making
•Rely on tradition
•Appeal to authority/expert advice
•Priori reasoning (based on assumptions)
•Logical systematic approach

25. Steps of Logical Decision Making
•Define the problem
•Analyze the problem
•Generate alternative solutions
•Select the best solution
•Implement the solution
•Follow-up

26. Decision-Making Techniques
•Brainstorming
•Decision Trees
•Delphi Technique
•Pros and Cons
•PERT (Program Evaluation Review
Technique)

27. Summary
•Decision making is a core managerial function
•Involves handling complexity, uncertainty, and
human biases
•Good decisions improve efficiency, innovation,
growth, and employee motivation
•Tools and logical processes improve decision
quality

28. Learning Activities
•Identifyfactorsnecessitatingdecisionmaking
•Listdecision-makingtools
•Discussbarrierstodecisionmakingandhow
toovercomethem
•Explainkeyterms(problem,alternative,
solution)in4–5sentences

29. ORGANISING AS A FUNCTION OF
MANAGEMENT
Organising is one of management
process

30. Unit Objectives
•Understandthemeaninganddefinitionof
organizing
•Knowtheimportanceoforganizing
•Elaborateonformalandinformalorganization
•Understandorganizationalstructure
•Explainline,functional,line&staff,committee,
project,andmatrixorganization

31. Introduction
•Itinvolvesallocatingdutiesandresponsibilities
systematically.
•Organizingarrangesresourcesandprocessesfor
efficientbusinessoperations.
•Stepsinorganizing:
1.Identifyactivities
2.Departmentalizeactivities
3.Classifyauthority
4.Coordinateauthorityandresponsibility

32. Definition of Organizing
•LouisAllen:Groupingwork,definingauthority,
andestablishingrelationshipsforeffective
collaboration
•HenriFayol:Providingeverythingusefulfor
thefunctioningofanorganization
•Kreitner:Structuringcoordinatedauthority
relationshipsandtaskresponsibilities
•Organizingfollowsplanningandintegrates
human,physical,andfinancialresources

33. Types of Organization
Formal Organization:
•Well-defined jobs, authority, and responsibilities
•Stable and follows rules/regulations
•Aimed at achieving organizational goals
Informal Organization:
•Arises spontaneously based on social and
personal relationships
•No formal authority or fixed objectives
•Supports communication, cooperation, and social
needs

34. Importance of Informal Organization
•Makesformalorganizationhumanistic
•Fulfillsfriendship,security,andbelonging
needs
•Providescommunicationchannelsandsocial
control
•Helpsachieveworkobjectivesandfills
managerialgaps
•Enhances cooperationandemployee
satisfaction

35. Organizational Structure
•Defines who does what, who reports to whom
•Translates strategy into productive operations
•Flexible structures adapt to changes (modern
open-system view)
•Contingency Design: Adapting structure to
environmental demands

36. Contingency Design Models
1.BurnsandStalkerModel:
•Mechanistic:Rigid,bureaucratic,stable
environment
•Organic:Flexible,adaptive,uncertain
environment
2.LawrenceandLorschModel:
•Differentiation:Specialization,fragmentation
•Integration:Coordination,collaborationto
achievecommongoals

37. Basic Structural Formats
•FunctionalDepartments:Jobsgroupedby
activity;technicalexpertise
•Product/ServiceDepartments:Jobsgroupedby
productline
•GeographicDepartments:Jobsgroupedby
locationforlocalmarkets
•CustomerClassificationDepartments:Jobs
groupedbycustomertypes
•WorkFlowProcessDepartments:Cross-
functionalteamsinreengineeredorganizations

38. Forms of Formal Organizations
1.LineOrganization:
•Simple,oldeststructure
•Authorityflowsdown,responsibilityflowsup
•Unityofcommand, suitableforsmall
organizations
2.FunctionalOrganization:
•Specializedfunctions,authoritylimitedtotasks
•Suitableforlargeorganizations

39. Forms of Formal Organizations –Cont’d
3.Line&StaffOrganization:
•Combinesline“doers”andstaff“thinkers”
•Staffadvisesandguideslineexecutives
•Suitableforlargeorganizations
4.MatrixOrganization:
•Combinesverticalandhorizontalauthority
•Project-oriented,flexible,complex
•Enhancescoordination,specialization,and
motivation

40. Importance of Organizing
•Specialization:Focuseddivisionofwork
•Well-definedJobs:Rightpersonfortherightjob
•ClarifiesAuthority:Avoidsmisuseofpower
•Coordination:Smoothfunctioningofdepartments
•EffectiveAdministration:Efficientmanagement
andresourceuse
•Growth&Diversification:Supportsexpansion
•SenseofSecurity:Clarityofpowersand
responsibilities
•ScopeforChanges:Facilitatesinnovation

41. Summary
•Organizingensuresefficientallocationof
duties,authority,andresponsibilities
•Formalorganizationachievesobjectives;
informalorganizationsupportssocialneeds
•Structuralformats(line,functional,matrix)
matchorganizationalandenvironmental
demands
•Effectiveorganizingleadstospecialization,
coordination,andorganizationalgrowth

42. Learning Activities
•Distinguishbetweenformalandinformal
organization
•Explainlineorganizationalstructure
•Explainline&stafforganizationalstructure
•Explainfunctionalorganizationalstructure
•Explainmatrixorganizationalstructure

43. Staffing

44. Objectives of Staffing
•Ensureeffectiveutilizationofhuman
resources
•Maintainproperstaff-to-workratios
•Achieveorganizationalgoalsefficiently
•Fosteremployeegrowthandsatisfaction
•Minimizestaffturnoverandretaintalent

45. Staffing
Introduction
•Organizationsareonlyasgoodasthepeople
inthem.
•Staffingensurestherightpeopleareinthe
rightpositionsattherighttime.
•Itisakeyfunctionofmanagementfollowing
planningandorganizing.
•FocusofStaffing:Recruitment,development,
employment,appraisal,remuneration,and
retention.

46. Definition of Staffing
•Staffing:Partofmanagementfocusedon
acquiring,developing,employing,appraising,
remunerating,andretainingpersonnel.
•Goal:Ensureanorganizationhastheright
typeofpeopleintherightpositions.
•Simplified:'Puttingpeopletojobs.'

47. Key Components of Staffing
•AcquiringPersonnel:Recruitmentand
selectionofqualifiedcandidates
•Developing Personnel:Trainingand
professionaldevelopmentprograms
•EmployingPersonnel:Assigningtherightjobs
totherightpeople
•AppraisingPersonnel:Performanceevaluation
andfeedback
•RemuneratingPersonnel:Fairandmotivating
compensation
•RetainingPersonnel:Employeeengagement
andretentionstrategies

48. Importance of Staffing
•RightPerson,RightJob:Increases
productivityandefficiency
•ResourceOptimization:Properuseofhuman
resources
•EmployeeMorale:Motivatesandretains
employees
•ContinuityandGrowth:Supportslong-term
organizationalobjectives
•QualityofService:Criticalinsectorslike
healthcareandeducation

49. Staffing and Resource Management
•Staffingisamajorpartofresource
management.
•Closelylinkedwith:
-Humanresourceplanning
-Traininganddevelopment
-Performancemanagement
-Successionplanning
•Effectivestaffingalignsworkforceplanningwith
organizationalstrategy.

50. Summary
•Staffingiscrucialtoorganizationalsuccess.
•Ensurestherightpeopleareintheright
positionsattherighttime.
•Involvesacquiring,developing,employing,
appraising,remunerating,andretaining
personnel.
•Directlyimpactsproductivity,employee
satisfaction,andorganizationalgrowth.
•Effectivestaffingiscloselytiedtoresource
management.

51. Learning Activities
•Definestaffinginyourownwords.
•Identifythekeycomponentsofstaffing.
•Explaintheimportanceofstaffingin
organizations.
•Discusshowstaffingaffectsemployee
retentionandmotivation.

52. Motivating

53. Unit Objective:
•Understand the importance of motivating in
management.
•Recognize how motivation impacts individual
and organizational performance.

54. Introduction
•Motivatingisakeyaspectofmanagement.
•Itencouragesindividualstopursuecollective
objectives.
•Motivationinvolvessatisfyingneedsand
meetingexpectations.
•Flexibleworkschedulesandmeaningful
rewardsareexamplesofmotivational
strategies

55. Importance of Motivation
•Increasesproductivityandperformance.
•Enhances employee satisfactionand
engagement.
•Reducesturnoverandabsenteeism.
•Encouragescreativityandinnovation.
•Alignsindividualgoalswithorganizational
objectives.

56. Examples of Motivational Strategies
•Flexibleworkschedules.
•Recognitionandrewards.
•Careerdevelopmentopportunities.
•Providingmeaningfulwork.
•Opencommunicationandfeedback.

57. Summary
•Motivationisessentialforachieving
organizationalgoals.
•Managersshoulddesignworkenvironments
thatsatisfyemployeeneedsandexpectations.
•Motivationalstrategiesimprovebothindividual
andorganizationalperformance.

58. Learning Activity
•Think of a recent situation at work or school
where you felt motivated.
•What factors contributed to your motivation?
•How could these strategies be applied in a
team or organization?

59. Leadership

60. Unit Objective:
•Understandtheimportanceofleadershipin
management.
•Recognizehoweffectiveleadershipimpacts
organizationalsuccess.

61. Introduction
•Leadershipisacoreaspectofmanagement.
•Itguides,influences,andmotivatesindividuals
toachieveorganizationalgoals.
•Effectiveleadershipdifferentiatessuccessful
organizationsfromunsuccessfulones

62. Importance of Leadership
•Providesdirectionandvision.
•Facilitatesdecision-makingandproblem-
solving.
•Inspiresandmotivatesemployees.
•Enhancesorganizationalperformanceand
culture.
•Buildstrustandfostersteamwork

63. Characteristics of Effective Leaders
•Visionary and goal-oriented.
•Strong communication skills.
•Integrity and ethical behavior.
•Adaptability and resilience.
•Ability to motivate and influence others

64. Summary
•Leadershipisvitalfororganizationalsuccess.
•Effectiveleadersinfluenceperformance,
culture,andemployeesatisfaction.
•Managersshoulddevelopleadershipskillsto
guideandinspiretheirteams.

65. Learning Activity
•Reflectonaleaderyouadmire.
•What leadershipqualitiesdidthey
demonstrate?
•Howdidtheirleadershipimpacttheteamor
organization?

66. Controlling
Ensuring performance aligns with
organizational goals

67. Unit Objectives
•Understandmeaning&definitionof
controlling
•Explainpurposeofcontrol
•Discussareasofcontrol
•Stepsincontrollingprocess
•Techniquesofcontrol
•Budgetarycontrol

68. Introduction
•Verifyingconformitywithplans,
instructions,principles
•Ensuresefficientuseofresources
•Identifiesdeviationsandcorrective
actions

69. Definition of Controlling
•Preventive&correctiveactionsto
achieveobjectives
•GeorgeTerry:accomplishment&
correctivemeasures
•Koontz&O’Donnell:measurement&
correctionofdeviations
•Brech:systematicprocessofchecking
actualvs.standardperformance

70. Importance of Controlling
•Adjustment in organizational operations
•Establishes authority & accountability
•Encourages proper work and
performance
•Ensures efficiency & effectiveness
•Standardizes performance (time, motion,
inspections, reports)
•Measures performance (audits, budgets,
appraisals)

71. Types of Control
•Feedforward: anticipates & prevents
problems (preventive maintenance)
•Concurrent: real-time monitoring &
adjustments
•Feedback: evaluates completedactivities
for future improvement

72. Components of Organizational Control
Systems
•Strategicplans
•Long-rangeplans(5-yearprojections)
•Annualoperatingbudgets
•Statisticalreports
•Performanceappraisals
•Policies&procedures

73. Basic Elements of Control Systems
•Objectives:measurabletargets
•Standards:benchmarks&guideposts
(benchmarking)
•Evaluation-RewardSystem:motivates
performance

74. Areas of Control
•Establishingstandardsofaccountability
•Measuringworkinprogress
•Interpretingresults&analyzing
discrepancies
•Takingcorrectiveaction

75. Steps in the Controlling Process (Overview)
1. Setting targets
2. Implementing targets
3. Measurement of performance
4. Comparison with standards
5. Identifying deviations
6. Corrective measures
7. Implementing corrective actions
8. Follow-up

76. Steps in the Controlling Process (Flow)
Targetsetting→Implementation→
Measurement → Comparison →
Deviation→CorrectiveMeasures→
Implementation→Follow-up

77. Conclusion
•Controlling = backbone of performance
•Ensures alignment of plans with actual
outcomes
•Improves efficiency, accountability, and
goal achievement

78. Learning Activities
•Define controlling and explain process
stages
•Discuss areas of control
•Discuss purpose behind controlling
function

79. Communicating
Effective communication for
organizational success

80. Learning Objectives
•Describethetermcommunication
•Identifykey components ofeffective
communication
•Describeeffectivecommunication
•Identifybarrierstoeffectivecommunication
•Defineverbalandnon-verbalcommunication
•Listcomponentsofthecommunicationprocess
•Discusstenbasicsofgoodcommunication
•Applyassertivestyleofcommunication
•Recognizecommoncommunicationnetworks

81. Introduction
•Communicationasatwo-wayprocess
•Roleofmanagersineffective
communication
•Challenge:aligningindividualand
organizationalobjectives
•Importanceinplanning,staffing,
leadership,decision-making

82. Definition of Communication
•Transfer of informationand
understandingbetweenpeople
•Involvesbothverbalandnon-verbal
elements

83. The Message
•Verbal: words, spoken or written
•Non-verbal: facial expressions, gestures,
posture, tone of voice
•Key note: Meaning resides in people, not
words

84. The Communication Process
•Sender→Encoding→Medium→
Decoding→Receiver→Feedback
•Noisecaninterfereatallstages

85. Encoding
•Packagingideasforunderstandable
transmission
•Factors:natureofmessage,culture,
workplacediversity

86. Selecting a Medium
•Richvs.Leanmedia
•Rich:face-to-face,videocalls
•Lean:memos,bulletins
•Matchmediumwithsituation(non-
routinevs.routine)

87. Decoding
•Receiver’s understanding depends on:
• Familiarity with language
• Knowledge of sender’s purpose
• Active listening

88. Feedback & Noise
•Feedback: closes the loop, ensures
understanding
•Noise: interference (technical, cultural,
psychological)

89. Assertive Communication
•Balanced approach between passive
and aggressive
•Respects rights of all parties

90. Types of communication
•Typesofcommunication:
Verbal:-wordsaretheprimarytoolof
communication.Theyincludereading
Nonverbal:-usessymbolsandbody
language

91. Types of communication
•Usually the verbal and Non-verbal
communication matches e.g.
Pointing -giving direction
Nodding the head -understanding
Leaning forward -interested
Eye widen -afraid
Moving leg up and down-tense

92. Effective communication skills
•The four main communication skills are:
1.Active Listening
2.Checking Understanding
3.Asking Questions
4.Answering Questions

93. Good Listening Skills
•Listening means to pay close attention to
someone; to hear with intention. Good
listening involves listening ACTIVELY.
•A good listener doesn’t interrupt, allows
silences, does not speak until they have
listened, lets the other person see you are
listeningby nodding, maintaining eye
contactand asking questions.
•Good listening skills include good body
language.

94. Active Listening
•In active listening you have to:
Stay tuned and looking interested.
Use constructive silence
•Six golden rules for listening
Don’t interrupt.
Do not give advice.
Do not encourage dependency.
Do not be afraid of silence.
Do not take some one for granted.
Do not assume you understand.

95. Checking of Understanding
•Techniques of checking the understandings
Paraphrase-Repeating/restating the
persons’ word in your own word
Summaries -Shortening the information
given
Reflecting–Repeating back what the client
had said, it helps neglect feeling.
Clarifying -Use of statement that seek
clarification e.g. did you mean this. Did you
hear you well?

96. Asking questions
•Types of questions
Open Ended questions
Closed ended questions
•Open questions
It invite a person to talk more
E.g. may we talk more about fighting you were
involved with?
•Closed questions
It requires definite answers Yes or No
E.g. did you eat today? No.
•

97. Answering questions
•Use simple clear languages
•Only give accurate information
•For some questions there are no answers
•It is okay to say I don’t know –always explain
why and give accurate answer

98. Qualities of a good communicator
•A good listener
Doesn’t interrupt, allows silences, does not speak
before listening, lets the person see you are listening
by nodding, maintaining eye contact and asking
questions
•A friendly person
Warm, welcoming, listens to feelings
•Interested
Asks appropriate questions, does not interrogate,
listens, remembers, makes relevant comments, gives
relevant information, sees understanding to be as
important as advice

99. Qualities of a good communicator
•Well informed
Has good and correct information, checks if they are
unsure, refers elsewhere when does not know the
answer.
•Non-judgmental
Doesn’t make assumptions, does not categorize
people,, does not put their own values first, and treats
all people equally.
•Empathetic
This means that you try to develop an accurate
understanding of the person’s situation from their
perspective

100. Barriers to effective communication
•Negative attitude
•Failure to interpret non verbal communication
•Lack of concentration –not listening actively
•Use of difficult language/words
•Lack of privacy
•Being judgmental
•Failure to express oneself
•Cultural factors
•Giving messages in inappropriate situation and
time

101. Take home points
•Communicationiscentraltoallmanagementfunctions
•Effectivecommunicationimprovesperformance
•Goodcommunicationisthebackboneofleadership
•A good communicator needs to be
A good listener
A friendly person
Interested
Well informed
Non-judgmental
Empathetic

102. Learning Activities
•Describecommunicationprocess
•Identifytypesofcommunication
•Reflectonrecentgroupcommunication
experience
•Howdoyouprepareforsmallgroup
interactions?

103. Coordinating

104. Unit Objective:
•Understandthemeaningofcoordination.
•Explaintheneedandimportanceof
coordination.
•Discusstheprinciplesofcoordination.
•Identifyproblemsofcoordination.

105. Introduction
•Coordination is the unification, integration, and
synchronization of group efforts to achieve
common goals.
•It is essential at every level of management.
•Acts as a hidden force binding all other
management functions.

106. Definition of Coordinating
•Harmonizing all activities and efforts of the
organization.
•Ensures smooth performance and avoids
conflict.
•Mooney & Reelay: Orderly arrangement of
group efforts to provide unity of action.
•Tead: Smooth interplay of functions for
maximum collaborative effectiveness.

107. Importance of Coordination
•Creates a creative force: Combined efforts
exceed individual contributions.
•Ensures unity of direction.
•Enhances employee morale.
•Manages diverse and specialized activities.
•Prevents personal rivalries and prejudice.
•Avoids conflicts of interest.

108. Need of Coordination in Management
Functions
Function Role of Coordination
Planning
Ensures interdepartmental cooperation and
resource alignment.
Organizing
Proper utilization of resources and clear
reporting relationships.
Staffing Right person in the right position.
Directing Avoids confusion and duplication of orders.
Motivating Enhances effectiveness of incentives.
Leading Aligns team efforts for goal achievement.
CommunicatingGenerates teamwork and clarity.
Controlling
Ensures smooth implementation of
corrective measures.

109. Summary
•Coordination is the essence of management.
•Without coordination, no management
function can succeed.
•Effective coordination requires adherence to
key principles.
•Managers must also address challenges and
problems associated with coordination

110. Learning Activities
•Definecoordinationandexplaintheprinciples
foreffectivecoordination.
•Discusswhycoordinationistheessenceof
management.
•Identifyproblems associated with
coordination.

111. Thank you