CHRISTIAN SERVICE
UNIVERSITY COLLEGE
Course: MIDC 420 Management and Administration
in Nursing
Lecturer: Isaac Ampong (Great Ampong)
Email: iampong@csuc.edu.gh
0244978766
Chapter 1
Introduction to Management
1.1 Overview
In today’s volatile economies, every organization
needs strong managers to lead its people towards
achieving the business objectives.
A manager’s primary challenge is to solve
problems creatively and plan effectively.
Managers thus fulfill many roles and have
different responsibilities within the various levels
of an organization.
Management is regarded as the most important of
all human activities.
1.1.2 What is Management?
According to Peter Drucker “Management is a
multipurpose organ that manages a business and
manages managers, and manages workers and
work.”
Harold Koontz defined management as “the art of
getting things done through and with people in
formally organized groups.”
Management is the process of planning, organizing,
leading, and controlling an organization’s human,
financial, physical, and information resources to
achieve organizational goals in an efficient and
effective manner.
1.1.3 Management as a Science
Management is a body of systematized
knowledge accumulated and established with
reference to the practice and understanding of
general truth concerning management.
It is true that the science underlying managing
is not as accurate or comprehensive as physical
sciences (such as chemistry or biology) which
deal with non-human entities.
1.1.4 Management as an Art
The personal ingenious and imaginative power
of the manager lends management the approach
of an art. This creative power of the manager
enriches his performance skill.
In fact, the art of managing involves the
conception of a vision of an orderly whole,
created from chaotic parts and the
communication and achievement of this vision.
Managing can be called "art of arts" because it
organizes and uses human talent, which is the
basis of every artistic activity.
1.1.5 Management as a Science and Art
Science urges us to observe and experiment a
phenomenon, while art teaches us the
application of human skill and imagination to
the same.
In order to be successful, every manager needs
do things effectively and efficiently.
This requires a unique combination of both
science and art. We can say that the art of
managing begins where the science of
managing stops.
1.2 Role of Managers
a) The Top Management
The top level executives direct the organization
to achieve its objectives and are instrumental in
creating the vision and mission of the
organization.
They are the strategic think-tank of the
organization.
b) Senior Management
The General Manager is responsible for all
aspects of a company. He is accountable for
managing the P&L (Profit & Loss) statement of
the company.
General managers usually report to the
company board or top executives and take
directions from them to direct the business.
The Functional Manager is responsible for a
single organizational unit or department
within a company or organization.
c) Line and Staff Managers
Line Managers are directly responsible for
managing a single employee or a group of
employees.
They are also directly accountable for the
service or product line of the company
Staff Managers often oversee other employees
or subordinates in an organization and
generally head revenue consuming or support
departments to provide the line managers with
information and advice.
d) Project Managers
Every organization has multiple projects running
simultaneously through its life cycle.
A project manager is primarily accountable for
leading a project from its inception to
completion.
He plans and organizes the resources required to
complete the project.
He will also define the project goals and
objectives and decide how and at what intervals
the project deliverables will be completed.
1.3 The Changing Roles of Management
and Managers
Every organization has three primary
interpersonal roles that are concerned with
interpersonal relationships.
The manager in the figure head role represents
the organization in all matters of formality.
The top-level manager represents the company
legally and socially to the outside world that
the organization interacts with.
In the supervisory role, the manager represents
his team to the higher management.
1.3.1Mintzberg’s Set of Ten Roles
Professor Henry Mintzberg, a great
management researcher, after studying
managers for several weeks concluded that, to
meet the many demands of performing their
functions, managers assume multiple roles.
He identified the following ten roles common
to the work of all managers. These roles have
been split into three groups as illustrated in the
following figure.
a) Interpersonal Role
Figurehead
Leader
Liaison
b) Informational Role
Monitor
Disseminator
Spokesperson
c) Decisional Role
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
1.4 3 Basic Managerial Skills
A)Technical Skill
Knowledge and skills used to perform specific
tasks. Accountants, engineers, surgeons all
have their specialized technical skills necessary
for their respective professions. Managers,
especially at the lower and middle levels, need
technical skills for effective task performance.
B) Human Skill
Ability to work with, understand, and motivate
other people as individuals or in groups.
According to Management theorist Mintzberg,
the top (and middle) managers spend their
time: 59 percent in meetings, 6 percent on the
phone, and 3 percent on tours.
Ability to work with others and get co-
operation from people in the work group.
C) Conceptual Skill
Ability to visualize the enterprise as a whole, to
envision all the functions involved in a given
situation or circumstance, to understand how
its parts depend on one another, and anticipate
how a change in any of its parts will affect the
whole.
Creativity, broad knowledge and ability to
conceive abstract ideas.
Other Managerial Skills
a)Diagnostic Skill:
Diagnose a problem in the organization by
studying its symptoms.
b) Analytical Skill
Ability to identify the vital or basic elements in
a given situation, evaluate their
interdependence, and decide which ones
should receive the most attention.
This skill enables the manager to determine
possible strategies and to select the most
appropriate one for the situation.
1.3. Management – The P-O-L-C Framework
A) Planning:
Defining Organization Vision & Mission
Setting Goals & Objectives
Strategizing
Plan of Action to Achieve Goals
Types of Planning
Strategic planning
Tactical planning
Operational planning
B)Organizing
Formulate Organizational Structure
Resource Allocation
Job Design
C) Leading
Leadership & Direction
Motivation
Coordination & Communication
D) Controlling
Process & Standards
Review & Evaluation
Corrective Action
THE END
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