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1 Intro To Lab MGT

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38 views42 pages

1 Intro To Lab MGT

Uploaded by

Hannah Beatrice Adame Tamayo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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https://www.youtube.

com/
watch?v=_OBqwhYLEJo
INTRODUCTION TO MANAGEMENT
What is management?
Management is derived from the French word
menagement which means the art of conducting
and directing and from the Latin manu agere
meaning to lead by hand.

It is basically defined as the function of executive


leadership of a group of people that is directing the
business toward the attainment of company
objectives.
INTRODUCTION TO MANAGEMENT

What is management?
It is characterized by the process of
leading and directing all part of an
organization through the deployment
and manipulation of resources (e.g.
human, financial) to accomplish and
achieve organizational objectives.
INTRODUCTION TO MANAGEMENT

Why study management?


• Specialists in laboratory medicine are not only
expected to be professional experts but are
also expected to be excellent managers of
their laboratories.
INTRODUCTION TO MANAGEMENT
Why study management?
Management must be studied to ensure the smooth
operations of an organization.
It is where the success of an enterprise depends.
It is significant in maintaining an orderly effort to put
up an enterprise or organization so as to meet its
goals.
We study management to learn new tools and
techniques which are continually being introduced
to improve the efficiency, productivity, & profitability
of any organization.
INTRODUCTION TO MANAGEMENT

Basic Functions of Management


INTRODUCTION TO MANAGEMENT

Basic Functions of Management


Planning: Deciding what needs to happen in
the future and generating plans for action.
Organizing: Making optimum use of the
resources required to enable the successful
carrying out of plans.
Staffing: Job analyzing, recruitment, and hiring
individuals for appropriate jobs.
INTRODUCTION TO MANAGEMENT

Basic Functions of Management


Leading/Directing:
Determining what needs to be done in
a situation and getting people to do it.

Controlling/Monitoring:
Checking progress against plans
INTRODUCTION TO MANAGEMENT
Core/Central Idea of Management
“Working with and through people to accomplish a
common mission.”
For management to succeed the following conditions must be
present:
(1) A mission or goal that the organization expects to
accomplish.
(2) Leaders with authority to direct the team towards the goal.
(3) Necessary resources (people, equipment, supplies and
money)
(4) Responsibility for achieving the goals assigned and
(5) Accountability for using the resources established.
INTRODUCTION TO MANAGEMENT

Key Concepts about Management:


Management is a process (a
systematic way of doing things)
It utilizes resources efficiently.
It gets things done through and with
others.
It achieves a stated goal.
The Evolution of Management Theory

https://www.youtube.com/watch?v=kNrvxh8R1KU
MAJOR MANAGEMENT THEORIES

Scientific Management
Bureaucracy/
Administrative Management
Behavioral Management
Systems Analysis Management/
Management Science
INTRODUCTION TO MANAGEMENT
Scientific Management
This theory attempts to apply the
scientific method of cause-and-
effect analysis used in the study of
natural phenomena to the
examination of business
enterprises.
FOUR PRINCIPLES OF
SCIENTIFIC MANAGEMENT
Principles to increase efficiency:
1.Study the ways jobs are performed now and
determine new ways to do them.
• Gather detailed time and motion information.
• Try different methods to see which is best.
2.Modify the new methods into rules.
• Teach all workers the new method.
3.Select workers whose skills match the rules.
4.Establish fair levels of performance and pay a
premium for higher performance.
• Workers should benefit from higher output
SCIENTIFIC MANAGEMENT THEORY

Frederick Taylor (1856-1915)


Often called the Father of Scientific Management.
For Taylor, Scientific management is the systematic
study of the relationships between people and
tasks for the purpose of redesigning the work
process for higher efficiency.
SCIENTIFIC MANAGEMENT THEORY

Frederick Taylor (1856-1915)


Sought to reduce the time a worker spent on each
task by optimizing the way the task was done.
He stated that in order to improve the efficiency of
an organization, the manager should break down
each task into segments and designate the key
individual who will perform the said task.
SCIENTIFIC MANAGEMENT THEORY

Henry L. Gantt
Emphasized the need for developing a mutuality of
interest between management and labour - a
“harmonious cooperation.”
Emphasized on importance of time, as well as cost, in
planning and controlling work.
Stressed upon developing an understanding of systems
on the part of both labor and management
 https://www.youtube.com/watch?v=VWtqTAtxNSA
SCIENTIFIC MANAGEMENT THEORY

Frank and Lillian Gilbreth


Refined Taylor’s work and made many improvements
to the methodologies of time and motion studies.
Time and motion studies
Breaking up each job action into its components.
Finding better ways to perform the action.
Reorganizing each job action to be more efficient.
Also studied worker-related fatigue problems caused
by lighting, heating, and the design of tools and
machines.
MAJOR MANAGEMENT THEORIES

Scientific Management
Bureaucracy/
Administrative Management
Behavioral Management
Systems Analysis Management/
Management Science
GENERAL THEORY OF ADMINISTRATION/
ADMINISTRATIVE MANAGEMENT THEORY

Henri Fayol (1841-1925)


French Industrialist who introduced that the concept of
management should be an orderly process of tasks and
duties.
The manager should perform the following functions
systematically:
Planning
Organizing
Directing
Controlling
https://www.youtube.com/watch?v=aMwm2zq1KrI
FAYOL’S 14 MANAGEMENT PRINCIPLES

1. Division of labor: Assignment of specialized jobs to


various departments.
2. Authority and responsibility: Managers have the right to
give orders and the power to encourage subordinates
for obedience.
3. Unity of command: an employee should receive orders
from only one superior/boss.
4. Line of Authority: The length of the chain of command
that extends from the top to the bottom of an
organization.
FAYOL’S 14 MANAGEMENT PRINCIPLES

5. Centralization: Extent to which authority is


concentrated.
6. Unity of direction: the organization should
have a single plan of action to guide managers
and workers.
7. Equity: all organizational members are entitled
to be treated with justice and respect.
FAYOL’S 14 MANAGEMENT PRINCIPLES

8. Order: the arrangement of organizational positions


should maximize organizational efficiency and provide
employees with satisfying career opportunities.
9. Initiative: managers should allow employees to be
innovative and creative
10. Discipline: managers need to create a workforce that
strives to achieve organizational goals
11. Remuneration of personnel: the system that managers
use to reward employees should be equitable for both
employees and the organization.
FAYOL’S 14 MANAGEMENT PRINCIPLES

12. Stability of tenure of personnel: Long-term


employment is important for the development of skills
that improve the organization’s performance.
13. Subordination of individual interests to the common
interest: employees should understand how their
performance affects the performance of the whole
organization
14. Esprit de corps: “In union there is strength” emphasizes
the need for teamwork
FAYOL’S 14 MANAGEMENT PRINCIPLES

ESPRIT DE CORPS
– a sense of unity and of common interests and
responsibilities, as developed among a group of persons
closely associated in a task, cause, enterprise, etc…
- the common spirit existing in the members of a group
with inspiring enthusiasm, devotion, and strong regard
for the honor of the group
MAJOR MANAGEMENT THEORIES

Bureaucratic Management
This theory examines the
organizational aspects of the
company and its work flow to explain
how institutions function and how to
improve their structural process.
BUREAUCRATIC MANAGEMENT THEORY

Characteristics:
An ideal, intentionally rational, and very efficient
form of organization.
Based on principles of logic, order, and
legitimate authority.
Clear division of labor
Clear hierarchy of authority
Formal rules and procedures
Careers based on merit
MAJOR MANAGEMENT THEORIES

Scientific Management
Bureaucracy/
Administrative Management
Behavioral Management
Systems Analysis Management/
Management Science
MAJOR MANAGEMENT THEORIES

Behavioral Management
This theory focuses on the performance and interaction of
people within the organizations.
The study of how managers should behave to motivate
employees and encourage them to perform at high levels
and be committed to the achievement of organizational
goals.
People at work are assumed to seek satisfying social
relationships, respond to group pressures and search for
personal fulfillment.
BEHAVIORAL MANAGEMENT THEORY

Mary Parker Follett


An influential leader in early managerial theory
Held a horizontal view of power and authority in organizations
Suggested workers help in analyzing their jobs
for improvements—the worker knows the best
way to improve the job.
If workers have relevant knowledge of the task,
then they should control the task.
BEHAVIORAL MANAGEMENT THEORY

Hawthorne Studies
Initial study that examined how
economic incentives and physical
conditions affected worker output.
No consistent relationship found.
“Psychological factors” influenced
results.
https://www.youtube.com/watch?v=eIOYtsxfNU0&feature=share&fbclid=Iw
AR2mf65OEjZPj2yzEtNJCThq3fHNWGdzkiNvfxK96HdQKcWVe-
MByVNCppE
BEHAVIORAL MANAGEMENT THEORY

McGregor’s Theory X McGregor’s Theory Y


assumes that workers: assumes that workers
Dislike work are:
Willing to work
Lack ambition Capable of self control
Are irresponsible Willing to accept
responsibility
Resist change Imaginative and creative
Prefer to be led Capable of self-direction
https://www.youtube.com/watch?v=pzri5V3B3No
BEHAVIORAL MANAGEMENT THEORY

McGregor’s Theories
MAJOR MANAGEMENT THEORIES

Scientific Management
Bureaucracy/
Administrative Management
Behavioral Management
Systems Analysis Management/
Management Science
MAJOR MANAGEMENT THEORIES

Systems Analysis Management Theory


This theory views the organization as a
continuous process of interacting within itself
and its environment.
An approach to management that uses
rigorous quantitative techniques to
maximize the use of organizational
resources.
SYSTEMS ANALYSIS
MANAGEMENT THEORY

Quantitative Techniques Used in System


Analysis Management:
Operations management—techniques to analyze
all aspects of the production system.
Total Quality Management (TQM)—focuses on
improving quality throughout an organization.
Management Information Systems (MIS)—provides
information about the organization.
MAJOR MANAGEMENT THEORIES

Scientific Management
Bureaucracy/
Administrative Management
Behavioral Management
Systems Analysis Management/
Management Science

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