Topic 1 LEARNING CONTENT

TOPIC CONTENT:
• DEFINING MANAGEMENT (ADMINISTRATOR)
Management: The implementation of the four condition that must be present for
management to succeed: mission, authority, resources, and accountability.
Mission: The purpose or reason for the existence of an organization.

MANAGERS - A person employed to manage someone else’ s business

• Roles of Manager : The manager as a servantt
The manager as a representative

• MAJOR MANAGEMENT THEORIES

Scientific Management
Scientific Management: The application of a systematic or scientific approach to the
study of organizations.
Bureaucracy: The study of organizational structure.
Bureaucracy management: The process of examining the organizational aspects of
companies and their work flow to explain how institutions function and how to improve
their performance.
Organizational Behavior Management
Organizational Behavior Management: A management approach that looks at the
performance and interaction of the people within the organization.
Systems Analysis Management
Systems Analysis Management: The analytical view of an organization as a
complete self-contained unit that interacts within itself and with its environmental in a
continuous process of interchange and renewal.

B. THEMANAGEMENTPROCESS
Planning: The thoughts and analysis process that results in a formal strategy for
realizing the goals and organization.
Organizing: The process of assembling the necessary resources and people for
implementing the management plan and ensure a smooth-running- facility.
Directing: Leading in achieving the day-to-day task necessary to implement the
management plan and ensure a smooth-running-facility.
Controlling: The process of monitoring the standards, measurements, and
feedback mechanism that were set in place to ensure implementation of the
management plan.

• Planning
Identifying goals
Goal: A broad, long term ambition of the organization
Evaluating the current situation.
Evaluating a time frame.
Setting objectives
Objective: A measurable standard or task, set in designated time frame.
Four (4) Basic Characteristics of a good objectives:
a. It is clearly defined and understood
b. It is obtainable and realistic
c. It has a strict time period in which it is to be accomplished
d. It is measurable
Specific Measurable Attainable Realistic Time bound

• Forecasting resource needs. : Development of capital and operational budget

• Implementing the plan.
a. Tools of persuasion – focus on working with and through people using key
 words like communication, building confidence, education, training
b. Tools of control -by virtue of position and formal authority
b.1. – financial resources
b. 2.- staffing and scheduling
• Creating feedback mechanisms.
a. formal meeting between manager and staff to assess current status and
necessary adjustments
b. Monitor standard performance measuring progress of plan
c. Informal conversation between staff and clients
d. Analysis of the nature and types of problems encountered and sing a quality
management program will help address issues and concerns.
• Organizing
Gather the necessary resources and people and develop organizational structure
putting the plan into action using;
a. the formal hierarchy of work groups, job assignments, and lines of authority
b. the network of informal relations that forms the organization like friendships, social
groupings, and legendary grapevines
• Directing
The most visible of all management function that includes seeing the day to day tasks
necessary to ensure a smooth-running facility done. This is the so-called human factor
stage.
• Controlling
The process of checking up on the priorities established in the previous three
management function. It is the measurement and feedback mechanism of setting
objectives using primarily the tools of persuasion and control leading to Management
by Objectives.

• MANAGEMENT BY OBJECTIVES (MBO)

Management by objectives (MBO):
A program for managing an organization by setting and monitoring performance objectives.
The core of MBO is communications. Its success or failure depends on how well employees
understand the company’s mission and objectives. It provides a formal mechanism for the
most elementary principle of all human relations talking to each other.
 Setting Management by Objectives and its characteristics.

a. Follow a well-thought-out plans and long term goals

b. Always in a collaborative agreement between supervisor and employee for
accountability and ownership of the objective of the employee.
c. Person-specific. Employees with similar jobs, objectives should be customized for
members to understand their roles in meeting the mission of the organization.
d. Objectives must be within the power of the individual to accomplish, meaning it
should be attainable and realistic.
e. Objectives must be measurable usually done quantitatively like number of test,
number of repeated tests, employees turnover, phlebotomy repeats
f. Have a designated time frame
g. Have a built-in feedback mechanism to know the progress and make timely and
independent adjustments.

Topic 2 LEARNING CONTENT

I. BUSINESS ORGANIZATION AS SYSTEMS
System: A self-contained collection of interacting and interdependent components, working
together toward a common purpose.
A. Characteristics of organizational systems
Primary Tasks: Define duties that are necessary because of the nature of the systems
products or services.
Hierarchy of systems: The process whereby self-contained subsystems develop within a
parent organization, such as laboratory within a hospital.
Open systems: Systems that interact within their environment by both receiving and
delivering products and services..
B. Functions of Organizational Systems
1. Input Mechanism: The process through which needed resources are requires and
replaced.
2. Transformation: The internal process whereby resources through the input channels
are converted into the products and services produced by the organization.
3. Output : The process of delivering the goods and services produces to the external
environment.

2. The Laboratory as a system

The laboratory resolves an abundance of inputs, including supplies, staff,
equipment, financing and requests for tests from many resources. The
laboratory then uses these inputs to produce test results that are delivered
to the patient, client or physician.

3. STRUCTURE OF ORGANIZATIONS
Formal Bureaucracy: The officially sanctioned of authority assigned by the owners of the
organization.
Informal Group: Alliances the form outside the boundaries of the formal bureaucracy from
the interaction and allegiance of people with common interests.

A. Formal Organizational Structure

1. Design elements and factors
2. Design strategies and models
a. Bureaucratic models
 b. Situational models
B. Characteristics of Formal and Informal Groups
1. Leaders
2. Followers
3. Group goals
4. Shared Opinions
5. Performance and commitment expectations
6. Sanctions
C. Group Management and coordination
The goal of the manager is to build the two forces-informal and formal groups-into a
confluence of energy directed toward support for the mission of the organization.

IV. AUTHORITY
Authority: The empowerment of formal job classification of an individual to make
commitment and act on behalf of the organization.

A. Responsibility
Responsibility and authority are, or should be, conterminous. When responsibility is
assigned without the authority to act, the situation can quickly deteriorate into one of
blaming and buck-passing, with everyone trying to avoid becoming the escape goat rather
than working together to get the job done. When work assignments and job descriptions
are accompanied by the correct amount of both authority and responsibility, there is
harmonious flow of organizational energy toward completion of its tasks and mission.

B. Types and roles of Authority

Line Authority: Supervisory responsibility assigned through the formal delegation of

authority.
Staff Authority: Influence exerted through the control support of services, such as the
business office and personnel, which provide recommendation to the line manager and set
institutions-wide-policies.
Functional Authority: The power of enforcers directives, such as physician’s medical
orders, within the context and boundaries of a clearly defined specially and span of
control.

C. Delegation of Authority
Delegation: The temporary assignments of the authority and responsibility to perform a
duty normally performed by a supervisor.
1. Delegation routes
2. When to delegate
3. Fear of delegation

V. ORGANIZATION CHARTS
Organization Chart: The temporary assignments of the authority and responsibility to
perform a duty normally performed by a supervisor.
E. Traditional Organization Chart Format
F. Alternative Chart Formats

VI. PRINCIPLES OF ORGANIZATIONAL STRUCTURE AND AUTHORITY

A. Departmentalization
Departmentalization: The grouping together of related activities to expedite the
production process.
Specialization: The process of having individua or group of people who are highly
trained in specific and limited area or tasks, with specialized work place and
equipment, to effectively produce a product or service.
 B. Decentralization: The process of assigning the decision -making process to those are
actually performing the works.
C. Unity of Command
Unity of command: The process ensuring that each individual reports to only one
supervisor.
D. Scalar Principle
Scalar principle: A linear system of authority providing a direct vertical link from the board
of directors to the lowest-level worker.
D. Span of Control
Span of control: The theory that there is a definable limit to the number of people one
person can effectively supervise, within the limits of specific work parameters and
situations.
E. Exception Principle: The principle of referring for resolution by a supervisor only those
things that cannot be solved by the employees at their own level.

LEARNING CONTENT
I. Definitions of Leadership
Leadership is a process by which a person influences others to accomplish an objective
and directs the organization in a way that makes it more cohesive and coherent.
A process whereby an individual influences a group of individuals to achieve a common
goal (Northouse, 2007, p3).
Leadership is inspiring others to pursue your vision within the parameters you set, to
the extent that it becomes a shared effort, a shared vision, and a shared success
(Zeitchik, 2012)
.
Leadership is a process of social influence, which maximizes the efforts of others,
towards the achievement of a goal (Kruse, 2013)
.
Leaders carry out this process by applying their leadership knowledge and skills.

This is called Process Leadership (Jago, 1982). However, we know that we have
traits that can influence our actions. This is called Trait Leadership (Jago, 1982), in
that it was once common to believe that leaders were born rather than made.

II. Four (4) Factors of Leadership

Leader
You must have an honest understanding of who you are, what you know, and what you can do. Also,
note that it is the followers, not the leader or someone else who determines if the leader is successful.
If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful
you have to convince your followers, not yourself or your superiors, that you are worthy of being
followed.

Followers
Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee does. A person who lacks motivation requires a different
approach than one with a high degree of motivation. You must know your people! The fundamental
starting point is having a good understanding of human nature, such as needs, emotions, and
motivation. You must come to know your employees’be, know, and do attributes.
Communication
You lead through two-way communication. Much of it is nonverbal. For instance, when you “set the
example,” that communicates to your people that you would not ask them to perform anything that
you would not be willing to do. What and how you communicate either builds or harms the relationship
between you and your followers.

Situation
All situations are different. What you do in one situation will not always work in another. You must use
your judgment to decide the best course of action and the leadership style needed for each situation.
For example, you may need to confront an employee for inappropriate behavior, but if the
confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.
Various forces will affect these four factors. Examples of forces are:

● your relationship with your seniors

● the skills of your followers
● the informal leaders within your organization
● how your organization is organized

III. Bass' Theory of Leadership

Bass' theory of leadership states that there are three basic ways to explain how people become leaders
(Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small number of
people, while the third one is the dominant theory today. These theories are:

● Some personality traits may lead people naturally into leadership roles. This is the Trait
Theory.
● A crisis or important event may cause a person to rise to the occasion, which brings out
extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
● People can choose to become leaders. People can learn leadership skills. This is the
Transformational or Process Leadership Theory. It is the most widely accepted theory today.

IV. Management verses Leadership

While management and leadership have a great deal in common, such as working with people and
accomplishing the goals of the organization, they do differ in their primary functions (Kotter, 1990):
Management's main function is to produce order and consistency through processes, such as
planning, budgeting, organizing, staffing, and problem solving.
While leadership's main function is to produce movement and constructive or adaptive change
through processes, such as establishing direction through visioning, aligning people, motivating, and
inspiring.
V. The Two Most Important Keys to Effective Leadership
According to a study by the Hay Group, a global management consultancy, there are 75 key
components of employee satisfaction (Lamb, McKee, 2004). They found that:

● Trust and confidence in top leadership was the single most reliable predictor of employee
satisfaction in an organization.
● Effective communication by leadership in three critical areas was the key to winning
organizational trust and confidence:
o Helping employees understand the company's overall business strategy.
o Helping employees understand how they contribute to achieving key business
objectives.
o Sharing information with employees on both how the company is doing and how an
employee's own division is doing.

VI. Principles of Leadership

1. Know yourself and seek self-improvement - In order to know yourself, you have to
 understand your be, know, and do, attributes. Seeking self-improvement means continually
strengthening your attributes. This can be accomplished through self-study, formal classes,
reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know your job and have a solid familiarity
with your employees' tasks.
3. Seek responsibility and take responsibility for your actions - Search for ways to guide
your organization to new heights. And when things go wrong, as they often tend to do sooner
or later — do not blame others. Analyze the situation, take corrective action, and move on to
the next challenge.
4. Make sound and timely decisions - Use good problem solving, decision making, and
planning tools.
5. Set the example - Be a good role model for your employees. They must not only hear what
they are expected to do, but also see. “We must become the change we want to see.” -
Mahatma Gandhi
6. Know your people and look out for their well-being - Know human nature and the
importance of sincerely caring for your workers.
7. Keep your workers informed - Know how to communicate with not only them, but also
seniors and other key people.
8. Develop a sense of responsibility in your workers - Help to develop good character traits
that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished - Communication is
the key to this responsibility.
10. Train as a team - Although many so called leaders call their organization, department,
section, etc. a team; they are not really teams... they are just a group of people doing their
jobs.
11. Use the full capabilities of your organization - By developing a team spirit, you will be
able to employ your organization, department, section, etc. to its fullest capabilities.

VII. Attributes of Leadership: BE, KNOW, and DO

Respected leaders concentrate on Be, Know, and Do (U.S. Army, 1983):

● who they are [be] (such as beliefs and character)

● what they know (such as job, tasks, and human nature)
● what they do (such as implementing, motivating, and providing direction)

BE a professional. Examples: Be loyal to the organization, perform selfless service, take

personal responsibility.
a professional who possess good character traits. Examples: honesty, competence,
candor, commitment, integrity, courage, straightforwardness, imagination.

KNOW - the four factors of leadership — follower, leader, communication, situation.

- yourself. Examples: strengths and weakness of your character, knowledge, skills.
- human nature. Examples: human needs, emotions, and how people respond to stress.
- your job. Examples: be proficient and be able to train others in their tasks.
- your organization. Examples: where to go for help, its climate and culture, who the
unofficial leaders are.
DO - provide direction. Examples: goal setting, problem solving, decision making, planning.
- implement. Examples: communicating, coordinating, supervising, evaluating.
- motivate. Examples: develop morale and esprit de corps in the organization, train,
coach, counsel.
 LEARNING CONTENT

Definition of Motivation : It is the reason people do the things they do in which motive
Is the key component, a desire or need that acts as a
stimulus for action

Types of Motivation: There are two main types of motivation – extrinsic and intrinsic.

Extrinsic motivation is when you use external factors to encourage your team to do what you want.
Pay raises, time off, bonus checks, and the threat of job loss are all extrinsic motivators – some
positive, some less so.

Intrinsic motivation is internal. It's about having a personal desire to overcome a challenge, to
produce high-quality work, or to interact with team members you like and trust. Intrinsically motivated
people get a great deal of satisfaction and enjoyment from what they do.

Every team member is different, and will likely have different motivators. So, it's important to get to
know your people, discover what motivates them, and find a good mixture of extrinsic and intrinsic
motivators, so that you can motivate them successfully.

Motivation in the Workplace

You can't directly control a person's interest in his or her job. Of course, an individual does have some
responsibility for motivating himself, but you can encourage that process by creating an environment
that helps him to become more intrinsically motivated. Individuals, teams and even whole
organizations can reap the rewards.

Motivated people are highly adaptable, particularly when it comes to change, and they have a positive
attitude at work. They help to spread an organization's good reputation, reduce rates of absenteeism,
and improve performance and profit. They also work hard to achieve their goals, and work with a
greater sense of urgency than unmotivated people.

Motivation in Management

The following are steps and strategies to create a motivating environment for the team, as managers.

  Step 1: Check Your Assumptions

You may not realize it, but your management style is strongly influenced by what you believe about
your people. For example, do you think your team members dislike working, and need continuous
supervision? Or, do you believe that they're happy to do their jobs, and are likely to enjoy greater
responsibility and freedom?

These two fundamental beliefs form the backbone of the team motivation concept Theory X and
Theory Y

Theory X managers are authoritarian, and assume that they need to supervise people constantly.
They believe that their team members don't want or need responsibility, and that they have to
motivate people extrinsically to produce results.

Theory Y managers believe that their team members want more responsibility and should help make
decisions. They assume that everyone has something valuable to offer.
Step 2: Eliminate Dissatisfaction and Create Satisfaction

Psychologist Fredrick Herzberg said that you can motivate your team by eliminating elements of job
dissatisfaction, and then creating conditions for job satisfaction.

In his Motivation-Hygiene Theory, he noted how causes of dissatisfaction often arise from irritating
company policies, intrusive supervision, or lack of job security, among others. If you don't address
these issues, people won't be satisfied at work, and motivating them will prove difficult, if not
impossible. Once one removed the elements of job dissatisfaction, one can look at providing
satisfaction. Sources of job satisfaction include clear opportunities for advancement/promotion, an
increased sense of responsibility, ongoing training and development programs, or simply a feeling of
working with purpose

.Step 3: Personalize Your Motivational Approach

Remember, your team is made up of individuals who have their own unique circumstances,
backgrounds and experiences. Consequently, each person may be driven by different motivating
factors, and be more or less adept at self-motivation. When you make an effort to understand each
team member, you can help them stay motivated.

There are a number of tools and strategies use to tailor approach to motivation – and not all are
completely consistent with one another. However, it's important to remember that every individual and
situation is different, so make sure to choose the theory or model that best fits the circumstances.

● Sirota's Three-Factor Theory

 argues that there are three crucial factors that motivate your people. These are Equity/Fairness,
Achievement and Camaraderie. You can help to ensure that your team members remain motivated
and positive by incorporating each of these factors into their work.

 McClelland's Human Motivation Theory

 is subtly different. McClelland believed that we all have three different drivers, the need for
Achievement, Affiliation and Power, with one of them being dominant. If you structure your
motivators and leadership style around a team member's dominant driver, your efforts should produce
good results.

 Maslow's Hierarchy of Needs

This identifies five needs that we all have, from the most basic to the most complex. These are
physiological/bodily, safety, love/belonging, self-esteem, and self-actualization (the sense
of doing what you were born to do). Maslow's Hierarchy is usually presented in a pyramid – you place
the basic needs at the bottom, because you need to meet these before you can address any of the
more complex ones. According to this approach, you can motivate your team by addressing all of the
levels.

 Amabile and Kramer's Progress Theory

It highlights how progressing and achieving small "wins" can be motivating. It suggests six things
you can provide – clear goals and objectives, autonomy, resources, time, support, and the
ability to learn from failure – that give people the best chance of making recognizable and
meaningful progress at work.

 Expectancy Theory
Creates a strong, motivating work environment where high performance is standard. It clarifies
the relationship between effort and outcome, and you can use it to tailor motivational rewards to
individuals' preferences.

 According to the Pygmalion Effect

 Ones expectations can affect the team members' performance. For example, when you doubt
that someone will succeed, you can make her feel undervalued and you undermine her confidence.
The Pygmalion Effect is useful because it reinforces the idea that you can encourage people to perform
better at work by having and communicating high expectations of them.

 Of course, money does matter, and Understanding Strategic Compensation

It can help you structure your team's extrinsic rewards. Whether you reward people with
increases in base, performance or group-performance pay, understanding the differences between
them, and their inherent benefits, can help you structure financial compensation in a more motivating
way.

Step 4: Use Transformational Leadership

Motivation is vital in the workplace, but this will only take you so far, and then leadership takes over.
Once you've used the motivational approaches we've discussed above, you need to take the next step
towards becoming an inspirational, transformational leader

When adopting this leadership style, one can motivate and lift the team to new heights, and help it to
achieve extraordinary things. Transformational leaders expect great things from their team members,
and they spark feelings of trust and loyalty in return.

To become a transformational leader, one needs to create an attractive, inspiring vision of a

meaningful future, encourage people to buy into this vision, manage its delivery, and continue to build
trusting relationships with the team members. Set aside time to develop the leadership skills, and
focus on own personal development, so that one can become an inspiring role model for the team.

Key Points

As a manager, the goal is to keep the team members motivated and enthusiastic about their work. It's
important to strike a balance between extrinsic motivators, such as pay raises and changes to working
conditions, and intrinsic motivators, like assigning people tasks that they enjoy.

First, analyze your own assumptions about your people. It's important to remember that they will likely
respond more positively when you use a participatory style of management, where they have
responsibility and can make their own decisions.

Next, use Herzberg's Motivators and Hygiene Factors to eliminate any causes of dissatisfaction among
the team members, and then take steps to introduce elements of satisfaction.

Everyone is different, so tailor the motivational approach to each team member. There are many
strategies and tools that can be use but, the more you know and understand each individual, the more
effective the efforts will be.

Finally, remember the importance of leadership in motivating the team members and encouraging
them to exceed their expectations. By taking steps to become a transformational leader, one can
encourage loyalty and trust, and inspire, support and recognize others. More than this, he/she can
inspire them to achieve extraordinary things

https://www.mindtools.com/pages/article/motivating-your-team.htm
 LEARNING CONTENT

I. WORK GROUP CHARACTERISTICS

A group is a collection of individual persons consisting of a leader, followers, purpose or mission,
be it profit or social, shared opinions on how thing should be done, performance and commitment
expectations and sanctions for those who do not meet expectations.

Formal and Informal Groups Characteristics

Group Traits Formal Informal
Leaders Appointed Charisma
Followers Recruitment. incentives Personal attraction
Purpose Profit or social goals Peer motives
Shared Opinions on how things Organizationally driven Social norms and mores
are to be done
Performance and commitment Job and task standards Issue focused
expectations
Sanctions Organizational rewards and Peer pressure
punishment policies
II. INDIVIDUAL-GROUP INTERFACE
a. Interpersonal Relationships
Factors guiding the group member during interaction with one another:
1. personal image- how one sees his/herself and how one thinks others see
2. behavior expectations
3. personal benefits – monetary, social, personal

III. WORK GROUP BEHAVIOR

Work group is a collection of individuals who share the characteristics of all groups and are
gathered together to perform specific functions that benefit the whole organization.

The inner functioning of a work group that leads to the effectiveness and teamwork is called
synergism. The whole becomes greater than the sum of its individual parts that results from the
bonding of the members into a viable effective unit with a common mission and goals.

IV. Group Interaction

As a group, a coherent entity, assumes some of the characteristics of individual persons and
develops a personality of its own. One of its features is ownership which involves issues of identity
and possession, a mentality contained in the concepts and turf. Although conflict and competition may
initially be seen as adversarial, it may in actuality be a positive force bringing the group into a closer
kinship as a tight-knit group committed to common goals.

Factors that may influence intergroup relationships include: the status or prestige of one group
in the organization; the amount of dependency or power one group has in relation to the other; any
conflict or issues or competitions; the ability to communicate an deliver goods and services to each
other and the personal relationship between the interfacing members of each group.

V. MANAGEMENT OF GROUPS
As a manager, he/she is to build an energetic and cohesive team committed to the goals of the
organization. He/she sees to it the smooth internal functioning of the group, ensure s that the group
successfully interact with other units and work with close coordination and support to accomplish the
overall mission of the institution. This can be achieved through group building teamwork with
leadership strategies and structural techniques. Other intergroup management techniques that proved
helpful in coordinating intergroup activities includes:
a. integrated services that are highly dependent and closely coordinated
b. Obtain mutual input and approval from a family of groups that require close coordination
c. Designate someone to coordinate common concern between several groups
d. Develop interdisciplinary teams responsible for resolving continuing problems and
issues within a department and organization.