LABMAN
The process of ‘forecasting, planning, organizing, commanding, coordinating and
controlling’.
Henri Fayol
The social process of planning, coordination, control and motivation
E.F.L Brech
Organizational direction based on sound common sense, pride in the organization
and enthusiasm for its works’.
Tom peters
- Involves coordination and integration of resources to accomplish specific results
- A social process comprising a series of action that lead to the accomplishment of objectives
- Defined as the “getting from where we are to where we want to be with the least expenditure
of time, money and effort”.
- Is the universal process of efficiently getting activities completed with and through other people
Management
Every activity of a given organization must have an objective. This objective, which could be qualitative
or quantitative, should state:
- What is to be accomplished
- How much of it
- How it is to be done
- When it is to be completed
Principle of management by Objective (MBO)
should be celar and understandable
simple
there is a way of knowing when the objective has or has not been accomplished best measurement is quantitative
measurable
attainable within the power of an individual who has given the task
achievable
action plans should be directed to the major problems of the community.
relevant
time frame when the objective is to be accomplished.
time-bound
- Underlines the comparison of objective with achievement to judge effectiveness. It is directly or
indirectly dependent on MBO.
- When a gap occurs between objective and achievement or result, management makes analysis
of how the observed results are achieved and discovers what causes the gap. In this process
learning can take place. This process is sometimes called feed back of information from
experience to decision for action.
Learning from experience
This is the principle of specialization that maintains that work should be distributed among
members of a group. Where there is specialization and division of labor, each kind of manpower
exercises its own knowledge and skill towards achieving the set objective.
Division of labor
This is the principle of specialization that maintains that work should be distributed among
members of a group. Where there is specialization and division of labor, each kind of manpower
exercises its own knowledge and skill towards achieving the set objective.
effiecient utilization of resources
This principle of management states that every member of the health team should receive
orders, instructions, commands, etc. only from one supervisor. If more than one command is
received at a time, the individual will go into conflict, dilemma, and confusion, and so will not
carry out the desired activity properly.
unity of command
The average number of people who are under the direct control of a given supervisor is
determined by the nature of the work, i.e. complexity, simplicity, contiguity, etc). On average,
one supervisor can effectively supervise not more than six subordinates (a maximum of ten
subordinates).
span of control
Health Managers at district and regional level should concentrate only on strategic and highly
important tasks and leave the routine and standardized tasks to operating personnel.
principle of management by exeption (MBE)
Work activities should be designed and directed so as to support each other towards
achievement of objectives. It also implies that working relations should continue to the success
of each activity and so to general effectiveness.
the principle of convergence of work
This refers to an interconnected chain of relationships extending from top of an organization to
the bottom. This shows graded chain of authority from top to bottom through which all
decisions flow.
scalar chain hierarchy
A major concern in working relation is to enable decisions to be made where and when
necessary by the most suitable person. In a health team any person might be called to make
decisions at one time or another. Decisions should be made by the right person and be
channeled down or in any other appropriate direction and the flow of decision is alongside the
organizational structure
structures determine function
- is indeed a SCIENCE.
- There are precise elements, scientific, and exact aspects that have to be learned and assimilated
- Any manager must have
- A good knowledge on certain quantitative methods and analysis of financial and
statistical data
- As well as certain, less scientific but well tried and tested elements such as: human
motivations, and the effect of different payment systems on the performance of
different occupations
MANAGEMENT
– it results in the accomplishment of objectives through the use of human effort. It requires skill
and careful study in its application.
Art
it is a systematic body of knowledge. It gathers and analyses facts and formulates general
laws or principles from these facts.
science
- The basic function of management.
- It deals with chalking out a future course of action & deciding in advance the most appropriate
course of actions for achievement of pre-determined goals.
PLANNING
It is the process of bringing together physical, financial and human resources and developing
productive relationship amongst them for achievement of organizational goals.
ORGANIZING
- It is the function of manning the organization structure and keeping it manned.
- The main purpose o staffing is to put right man on right job.
- Staffing involves:
• Manpower Planning
• Recruitment, Selection & Placement.
• Training & Development
• Remuneration
• Performance Appraisal
• Promotions & Transfer
STAFFING
- It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes.
- It is considered life-spark of the enterprise which sets it in motion the action of people because
planning, organizing and staffing are the mere preparations for doing the work.
Direction has following elements:
• Supervision
• Motivation
• Leadership
• Communication
DIRECTING
- The purpose of controlling is to ensure that everything occurs in conformities with the
standards.
- Controlling has following steps:
• Establishment of standard performance
• Measurement of actual performance
• Comparison of actual performance with the standards and finding out deviation if any.
• Corrective action
CONTROLLING
o Provides the direction of where one (or an organization) is going.
o Set clear goals and strategic objectives.
o A pattern of behaviors used to engage others to complete task in a timely and productive
manner.
LEADERSHIP
o Provides the road to get there.
o Uses certain skills to work with and through other people to get things done.
o Uses the human, financial, physical and information resources available to an organization in the
most efficient and effective manner.
MANAGEMENT
1. Operations Management
2. Human Resource Management
3. Financial Management
4. Marketing Management
RESPONSIBILITIES