Principles of
Hospital
Management
Introduction to
Management and
organization
Try to be on time
The Objectives
By the end of this day the participant could be
able to:
1. Discuss why it’s important to study management.
2. Explain how managers differ from nonmanagerial
employees.
3. Describe how to classify managers in organizations.
4. Define management.
5. Explain why efficiency and effectiveness are
important to management.
6. Describe 4 functions of management.
7. Describe Katz’s 3 essential managerial skills.
Activity
The Value of
Studying
Management
The Value of Studying Management
– The universality of management
• Good management is needed in all organizations.
– The reality of work
• Employees either manage or are managed.
– Rewards and challenges of being a manager
• Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
• Successful managers receive significant monetary
rewards for their efforts.
What is Management?
• Definition: Coordinating work activities so
that they are completed efficiently and
effectively with and through other people
• Efficiency: getting the most output from the
least input
• Effectiveness: completing activities so that the
organization’s goals are attained.
Management is…
Efficiency
Getting work
done through
others
Effectiveness
• Managerial Concerns
– Efficiency
• “Doing things right”
– Getting the most output for the least inputs
– Effectiveness
• “Doing the right things”
– Attaining organizational goals
Who Are Managers?
• Manager
– Someone who coordinates and oversees the work
of other people so that organizational goals can be
accomplished.
Classification of Managers
• First-line Managers
– Individuals who manage the work of non-
managerial employees.
• Middle Managers
– Individuals who manage the work of first-line
managers.
• Top Managers
– Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
Top Managers
Responsible for…
Creating a context for change
Developing attitudes of commitment
and ownership in employees
Creating a positive organizational
culture through language and action
Monitoring their business environments
Middle Managers
Responsible for…
Setting objectives consistent with top
management goals, planning strategies
Coordinating and linking groups,
departments, and divisions
Monitoring and managing the performance
of subunits and managers who report to them
Implementing the changes or strategies
generated by top managers
First-line Managers
Responsible for…
Managing the performance of
entry-level employees
Teaching entry-level employees
how to do their jobs
Making schedules and operating plans based on
middle management’s intermediate-range plans
What Do Managers Do?
• Functional Approach
– Planning
• Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
– Organizing
• Arranging and structuring work to accomplish
organizational goals.
– Leading
• Working with and through people to accomplish goals.
– Controlling
• Monitoring, comparing, and correcting work.
What are
the managerial
roles
Activities
Brainstorming
22
Managerial Roles
• Management Roles Approach (Mintzberg)
– Interpersonal roles
• Figurehead, leader, liaison
– Informational roles
• Monitor, disseminator, spokesperson
– Decisional roles
• Disturbance handler, resource allocator, negotiator
What Managers Actually Do (Mintzberg)
• Interaction
– with others
– with the organization
– with the external context of the organization
• Reflection
– thoughtful thinking
• Action
– practical doing
• Skills Approach
– Technical skills
• Knowledge and proficiency in a specific field
– Human skills
• The ability to work well with other people
– Conceptual skills
• The ability to think and conceptualize about abstract
and complex situations concerning the organization
What Companies Look for in Managers
Technical Skills Human Skill
Conceptual Skill Design Skill
Managerial levels
Lower Middle Top
Conceptual skills
Human skills
Technical skills
Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of data
• Understanding of business uses of technology
• Understanding of organization’s business model
Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Effectiveness Skills
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
• Setting and maintaining performance
standards internally and externally
• Setting priorities for attention and activity
• Time management
Interpersonal Skills
• Coaching and mentoring skills
• Diversity skills: working with diverse people
and cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and
commitment
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
– Customers: the reason that organizations exist
• Managing customer relationships is the responsibility of all
managers and employees.
• Consistent high quality customer service is essential for
survival.
• Innovation
– Doing things differently, exploring new territory, and
taking risks
• Managers should encourage employees to be aware of and act
on opportunities for innovation.
Organization
❑Organization is a system which operates through
human activity.
❑Organizations are very complex social formations,
their links can’t be described with only one theory.
❑Organization Theories concerns 3 levels:
➢ Macro: cooperation among different organization
➢ Mezzo: structures of the organizations, and influencing
factors
➢ Micro: behavior of the members of the organizations,
motivation, conflict etc.
• Organization is….
– A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not
accomplish alone).
• Common Characteristics of Organizations
– Have a distinct purpose (goal)
– Composed of people
– Have a deliberate structure
The Changing Organization
Universal Need for Management
Conclusion
1. Important to study management.
2. Classification of managers in organizations.
3. Management.
4. Why efficiency and effectiveness are important to
management.
5. 4 functions of management.
6. 3 essential managerial skills.
