Study Set Content:
- Manager "by oido" (by ear, to listen)
- Based on practical experience
Pragmatic
- Manager "by lusot"
- Will always find loopholes to avoid hard work or give an excuse for failure
- An extrovert who deals with people informallv
Carefree
- Manager "by libro" (goes by the book and a stickler for established rules; systematic and analytical)
- Has adequate formal training in management
Theoretical
are the high-ranking executives of the organization. They are involved in the operations of the whole organization. These are the presidents, chief executive officers, or senior vice presidents who:
Top managers
Top managers responsibilities
- develop and review long-range plans and strategies
- evaluate overall performance of various departments and ensure cooperation
- are involved in the selection of key personnel
- consult subordinates and tackle subjects or problems which are general in scope
direct the activities of the supervisors and, in some cases, those of the workers. These are the branch managers, project managers, firm managers, or finance managers who:
Middle managers
Middle managers responsibilities
- make plans of intermediate range and prepare long- range plans for review by top management
- analyze managerial performance to determine capability and readiness for promotion
- establish departmental polices
- counsel subordinates on production, personnel, or other problems
- select and recruit personnel
elong to the lowest level of management. These are the production supervisors, clerical supervisors, school supervisors, or hospital supervisors. They supervise workers or employees and specificall
First-level managers
First-level managers responsibilites
- make detailed, short-range operating plans
- review performance of subordinates
- supervise day-to-day operations
- prepare specific task assignments
- maintain close contact with operative employees
is the process of developing, organizing, and
evaluating the activities required to achieve a desired goal. It is
an organization's purposeful effort to maximize its future success.
It may involve more than just the top-level managers; in smaller
companies or in companies with fewer levels of management,
front-line employees are often involved in the planning process.
Planning
Steps in the Planning Process
- Orient the planning process to a singular direction or purpose.
- Assess the organization's current situation or status.
- Set goals.
- Identify and develop strategies to achieve these goals.
- Establish the objectives that will support the progress toward these goals.
- Define the responsibilities and timelines for each objectives.
- Write, communicate, and discuss the plan to individuals and units involved.
- Monitor progress toward meeting goals and objectives
a French industrialist, was the first to develop a theory on general management which is widely used today. His greatest contribution was his discussion of the management principles and elements in 14 Principles of Management.
Henri Fayol
- specialized jobs are assigned to various departments and/or positions. Except in cases when the pharmacist owns and operates the business alone, work activities must be divided among employees in a logical manner. The concept of work division implies a narrowly defined job for each employee. Modern views, however, suggest that while the work should be divided, it should not be so specialized that employees will not see the product of their own efforts. Consequently, many businesses are turning to job enrichment in order to expand the job vertically and make tasks large enough so employees can see the value of their labor.
Divisions of work
- employees should have authority for ensuring the performance and completion of tasks assigned to them. Those who are given authority over some functions should also be held responsible for these functions.
Authority and Responsibility
- this refers to the limitation on the number of subordinates that a manager can effectively administer and control. The principle of span of control states that there are only so many employees a manager can effectively supervise. A general rule of thumb is that a lower-level manager can oversee 8 to 20 employees, while an upper-level manager can supervise 4 to 8 employees. The reason for the lesser number at top- level management is that there is a greater amount of communication between managers and subordinates needed to operate the pharmacy. The key factors affecting the span of control are employee training, employee communication, extent of planning, and the need for support or assistance.
Span of Control
- an employee must report to a single direct supervisor with whom he or she is responsible. Within any business that has more than one employee, there must be an established chain of command, and every worker needs to be supervised by one and only one direct supervisor. Larger chains of pharmacy as well as hospital pharmacies often have several lines of authority that are unclear, and employees can receive orders from several people at once-physicians, hospital administrators, store managers, pharmacy managers, etc. A corollary of the above is the rule against "by-passing." This rule states that a supervisor should avoid giving orders directly to the subordinates of his or her subordinate.
Unity of Command
group activities should have one boss and one plan with the same objective. Every employee must understand and be willing to work for and toward the business's goals. If there is no unity, then the pharmacy's efforts and work become fragmented and tend to split in different directions.
Unity of Direction
- the interest of one individual or group of individuals should not outweigh the interests of the business.
Subordination of Individual Interest to General Interest
there should be a fair method of payment that affords the maximum possible satisfaction to both the employees and the employer. This principle is based on "equal pay for equal work."
Remuneration
- this refers to the extent to which authority is concentrated. This principle of management ensures that major policies and decisions are made only by the top management.
Centralization
