1.
Mathewos Mekonnen (MSc)
Email; matemek2010@gmail.com
Mobile:0917044369
Graduate Program
SALALE UNIVERSITY COLLEGE OF
HEALTH SCIENCES

2.
CHAPTER ONE
INTRODUCTION TO MANAGEMENT

3.
Outline for introduction to management
 Définition
 Concept
 Significance
 Levels
 Skill
 Role
 Principles.
 Functions

4.
Definition of management
There are as many definitions by authorities in this
field.
 “The art of getting things done through others.” Parker
Follet
 “To manage is to forecast and plan , to organize ,to
compound, to coordinate and to control.” By Hennery
Fayol
 ”Management is a process of planning, organizing, actuating
and controlling performed to determine and accomplish the
objectives by use of people and resources.” George R. Terry:

5.
DEFINITION OF KEY CONCEPTS IN ETHICS
 “Management is the art of getting things
done through and with people formally
organized group.” Koontz
“Management as a set of activities
directed at the efficient & effective
utilization of resources in the pursuit of
one or more goals.’’ Van Firt &Peterson

6.
Definition of management
• Management is the process of planning, organizing,
leading and controlling the work of an organization and
of using all available organizational resources to reach
the stated organizational goals.

7.
Concept in management
Organization
 Organization is a deliberate arrangement of
people to accomplish some specific task or tasks.
 When two or more people work in a structured
way to achieve a specific goal or a set of goals.

8.
2/7/2023 8
Concept in management…
 Organizations can be considered as open systems that
continually interact with the external environment.
 The external environment is both a supplier of resources
as well as a source of consumers and
 Significantly influences the operations and outcomes.

9.
Concept in management…
Efficiency and Effectiveness
Management should be Effective
 is the degree to which stated objective is being
achieved;
 is doing the right things
o Management should be Efficient
• is balanced use of resources while achieving the
stated objectives.
• Is cost effectiveness where objectives are achieved
with the lowest practicable cost.
 Is doing things rightly.

10.
2/7/2023 10
Concept in management…
Efficiency-Effectiveness Matrix
INEFFECTIVE AND INEFFICIENT
•Goals not achieved
•Resources wasted
•Poor revenue and high cost
•Loss
EFFECTIVE AND EFFICIENT
•Goals achieved
•Resources well utilized
•Good revenue and low cost
•Good profit
EFFECTIVE BUT INEFFICIENT
•Goals achieved
•Resources wasted
•Good revenue but high cost
EFFICIENT BUT INEFFECTIVE
•Goals not achieved
•No wasted resources
•Poor revenues and low cost
•Marginal profit or loss
GOAL
ATTAINMENT
HIGH
LOW
POOR GOOD
RESOURCE UTILISATION

11.
Concept in management…
Efficiency and Effectiveness
 Efficiency is the relationship between inputs and
outputs –minimizing wastes and therefore cost of
resources.
 Effectiveness is a measure of goal attainment.
 Summing up: MANAGERS NEED TO DO THE
RIGHT THINGS IN A RIGHT WAY

12.
Significance of management
 Management is essential in all organized
efforts.
 Management is the dynamic, life giving
element in every organization
 Management is a critical element in
growth of a society/country.

13.
Management Levels
• The extent to which managers perform the functions
of management varies by level in the management
hierarchy.
• The primary differences between levels of managers:
– the degree of authority
– the scope of responsibility and
– organizational activity at each level.
• Levels:
– Top management
– Middle-level management
– First line management

14.
Classification of
management
level
Top
management
Middle-level
management
First line
management
scope of
activities
Functional
Managers
General
Manager
2/7/2023 15

15.
Management Levels
• The extent to which managers perform the functions of
management varies by level in the management
hierarchy.
• The primary differences between levels of managers:
– the degree of authority
– the scope of responsibility and
– organizational activity at each level.
• Levels:
– Top management
– Middle-level management
– First line management
2/7/2023 16

16.
Top level Mangers
• Top-level managers, or top managers, are also called
senior management or executives.
– make decisions affecting the entirety of the
organization.
– set goals for the organization and direct the
organization to achieve them.
– Spend most of their time on the functions of
planning and organizing.
– determines the mission and sets the goals for the
organization.
2/7/2023 17

17.
Middle-level managers
• Middle-level managers, or middle managers,
are those in the levels below top managers.
• are responsible for :
– carrying out the goals set by top management.
• they do so by setting goals for their departments and
other units.
– motivate and assist first-line managers to achieve
organizational objectives.
– communicate upward, by offering suggestions and
feedback to top managers.
2/7/2023 18

18.
Lower level managers
• Direct the actual work of the organization at the
operating level.
• Whose major functions emphasize:
– directing and controlling the work of employees in order to
achieve the team goals.
• They are the only level of management managing
non-managers.
• These are managers that most employees interact with
on a daily basis
2/7/2023 19

19.
Management Skills
• Robert Katz identified three managerial skills that
are essential to successful management:
1. Technical skill:
– The specific knowledge and techniques required to
perform an organizational role
– More used in lower level
2/7/2023 20

20.
Management Skills
2. Human relation skill:
– The ability to understand, alter lead and control the
behavior of other individuals and groups
– Equally used in all level
2/7/2023 21

21.
Management Skills
2. Conceptual skill:
– Involve the ability to view the organization as a
whole and recognize its relationships to the larger
environment (business world).
– Most used in top level
2/7/2023 Amsale Cherie 22

22.
The Managerial Roles
 All health service managers engage in planning,
organizing, staffing, directing, controlling, and
decision making to a certain degree.
 In addition, they need to perform other activities
related to organizational objectives that don’t readily
fall within the management functional classification.

23.
The Managerial Roles…
 Henry Mintzberg classification of managers in terms
of roles identifies:
􀃖 Interpersonal roles
􀃖 Informational roles and
􀃖 Decisional roles

24.
25

25.
The Managerial Roles…
1. Interpersonal roles
 Arise directly from a manager’s formal authority
A) Figurehead Role
 The manger represents the organization at ceremonial
and symbolic functions.
 They are required to perform various symbolic, legal,
inspirational, or ceremonial duties such as:
 Greeting visitors, Making speech at organizational
events, Signing legal documents and well coming
new employee at orientation or attending social
events.

26.
The Managerial Roles…
B) Leadership Role
 The leader role describes the responsibility for
directing and coordinating the activities of
subordinates in order to accomplish the organizational
objectives
 Example: directing & motivating subordinates to meet
the organization’s needs

27.
The Managerial Roles…
C) Liaison Role
 This role focuses on the manager’s role in dealing with people
outside of his/her own organization such as government
officials, customers, and suppliers via formal and informal
contacts.
 The manager acts as the go-between the organization and the
outside environments. B/C, The manager seeks support from
people who can affect the organization’s success.

28.
The Managerial Roles…
2. Informational Roles
 Building networks of contacts for sharing information.
 Managers emerge as the nerve system center of their
organization.
 Many contacts made while performing figurehead &
liaison roles give managers access to a great deal of
important information.

29.
The Managerial Roles…
A) Monitor Role
 Managers need to scan their environments for
information that may affect their organization.
 Involves seeking out, receiving, and screening
information.
 Managers, however must evaluate and decide
whether to use the information they get via different
means before utilizing it.

30.
The Managerial Roles…
B) Disseminator Role
 The manager share information with subordinates
& other members of the organization.
 Information is the source of power; sharing
information empowers employees and improves
job satisfaction.

31.
The Managerial Roles…
C) Spokesperson Role
 Mangers transmit information to others, especially
those outside the organization, as the official
position of the company on behalf of the
organization.
 A manager as spokesperson is a public relation
person for the organization.

32.
The Managerial Roles…
3. Decisional Roles
A) Entrepreneurial Role/Change agent
 Involves designing & initiating planned change in order to improve
the organization’s.
 Risk taking role (initiating new projects, testing a new market, or
entering a new business)
 Most of this role will be held by top level managers, although middle
managers may be given some ability to make such decisions.

33.
The Managerial Roles…
B) Disturbance Handler Role
 Corrects unanticipated problems, which facing the
organization from internal or external environment.
 Dealing with problems (strikes by labor, breaking of
contracts by customers, violation of rules and regulations)
 However, an ignorant manager could be the reason for the
disturbance.

34.
The Managerial Roles…
C) Resource Allocator Role
 Involves determining which work units will get
which resources.
 Top managers are likely to make large, overall
budget decisions, while middle and lower
managers may make more specific allocation.

35.
The Managerial Roles…
D) Negotiator Role
 Meeting & discussion with individual or groups for
the purpose of reaching an agreement about
organization’s objectives.
 Negotiation enables others to understand the
organization’s objectives.

36.
BRANCHES OF ETHICS….CONT