Introduction to Management

Nature & Principles of Management

Arif Ahmed
Assistant Professor
Department of Pharmacy, USTC
 What is Management?

 Management defined as all the

activities and tasks undertaken for
archiving goals by continuous
activities like; planning, organizing,
leading and controlling.

 It is the act of getting things done through others and having them do
it willingly
 It is an art of knowing what to do when to do and see that it is done in
the best and cheapest way
 Manager: A manager is the person who accomplishes objectives by
directing the efforts of other.
 Planning
 Planning refers to the process that defining
goals, the future direction of the organization,
determining on the missions, and resources
needed to achieve those targets.
 Planning is the first step in the management
process and it is about identifying the directions
and strategies of the organization according to
the resources available to the organization.
 As well as planning aims to choose between
alternatives in order to reach the best possible
return for the organization.
 Organizing

 Organizing refers to the process of coordinating and allocating

an organization’s resources in order to carry out its plans.
Organizing includes developing organization structure , positions,
departments, activities, and authority relationships within the
organization
 Organize helps all organization parts to work together as a single
unit without conflict.
 Organization requires setting up a formal structure of authority
through which subdivisions of work are defined, arranged and
coordinated so that each part of it relates to the other part in a
unified and coherent manner to achieve the set goals.
 Staffing

 Staffing refers to the process of obtaining the right employees

with appropriate qualifications or experience and hiring them
to fill a position or job.
 Since human resource is the most important factor in the
management process. So, it is important to hire the right
employees. The Staffing function does this duty.
 Also, the Staffing function works to maintain a suitable
workforce for the organization. It includes the process of
recruiting, training, developing, and evaluating employees and
providing appropriate incentives and motives…
 Directing

 Directing refers to the process in which the managers instruct,

guide and oversee the performance of the employees to
accomplish predetermined task and goals
 The directing function is interested in leadership, motivation,
communication, and supervision so that the employees do their
activities in the most efficient manner possible.
 Directing Elements
 Supervision: To oversee the work of staff. Supervision is the act
of coaching, reflecting, and directing work and workers.
 Motivation: To inspire, stimulate, and encourage staff.
 Leadership: To guide and influence the work of staff in a
purposeful direction.
 Controlling

 Controlling refers to the process responsible for monitoring

and analyzing the deviates in order to take proper corrective
actions.
 The function of control responsible for those activities that
are performed to ensure that things and actions do not
deviate from the pre-arranged plans.
 The main job of the control function is establishing metrics for
work performance, measuring performance, and comparing
it to these set metrics and taking corrective actions when
required
 Tiers of Management

 Managerial or Top Level of

Management.
 Executive or Middle Level of
Management.
 Supervisory, Operative, or
Lower Level of Management.
 Managerial or Top Level of Management
 This level of management consists of an organization’s board of directors
and the chief executive or managing director. The board of directors,
president, vice-president, and CEO are all examples of top-level managers.
 Prepare strategic plans for the organization.
 Organizing the business into various departure and divisions.
 Appointing department managers and executives
 Issuing guidelines for heads of the department
 Coordinating the work of different departments.
 Reviewing the work of departments and taking
steps to ensure achievement of objectives.
 Middle Level of Management
 It generally consists of head of departments. They are responsible to the
top management for the efficient functioning of their departments.
General managers, branch managers, and department managers are all examples of
middle-level managers.
 Executing the plans of the organization in accordance with the policies and
directives laid out by the top management level.
 Forming plans for the sub-units of the organization that they supervise.
 Participating in the hiring and training processes of lower-level management.
 Interpreting and explaining the policies from top-level management to lower-level
management.
 Sending reports and data to top management in a
timely and efficient manner.
 Evaluating the performance of junior managers.
 Inspiring lower level managers towards improving
their performance.
 Lower Level of Management

 The level includes supervisors, foremen, sales officers,

accounts officers etc
 Planning of day to day work.
 Assignment of jobs and issuing orders and instruction.
 Supervising and guiding workers.
 Maintaining close personal contracts with workers to ensure discipline
and team work
 Evaluating operating performance.
 Communicating and giving the suggestions of workers to
higher authorities.
 Management by Objective
 Management by objectives (MBO) is also
known as management by planning (MBP) or
Management By Results (MBR) or PRIDE
(Performance, Result and Individual
Development Evolution).
 The term was first introduced by Peter Drucker.
 MBO is a strategical approach adopted to
streamline the business activities and direct the
individual and group efforts towards the
attainment of the organizational goals.
 It includes multiple components which
constitute the organizational goals and vision.
MBO process
Review
Organizational
goals and
objectives

Performance Set Employee

Appraisal and Targets and
reward Objectives

Performance
Employee
Evaluation and
Monitoring
Feedback
 MBO process

 Review Organizational goals and objectives: The initial step is

to establish the short-term and long-term organizational goals
and objectives which evolves from the mission and vision of
the company.
 Determining Employees’ target: The next step is to define the
individual goals and objectives. For this, opinion is taken from
the employees on their ability of goal accomplishment and
targets which they will set for themselves.
 Constant Employee Monitoring: The managers need to
continuously monitor the performance of each employee to
identify any loopholes or hurdles in business operations.
 MBO process
 Performance Evaluation & Providing Feedback :
After monitoring the work, the managers need
to evaluate and review the performance of
every individual to spot any scope for
improvement. With the help of the above
evaluation, the managers now need to give
valuable feedback to every individual to
motivate them. And, at the same time making
them aware of their weaknesses and potential
for improvement.
 Performance Appraisal: The last step is
reviewing the performance of the employees
regularly to bring in efficiency in their
workstream.
 As these goals are usually set for short-term, the
process can be repeated again and again.
Leadership Style

Autocratic
Leadership

Paternalistic Participative
Leadership
Leadership Leadership

Laissez-Faire
Leadership
Autocratic Leadership
 Autocratic Leadership Style
 It Is a leadership style in which decisions that
effect the business made without consulting
with other employees and their opinion.
 Leaders make the decisions
 Group leader dictate all the work methods
 Unstable long term solution to problems of
public goods
 Communication is one way
 Benevolent autocrats: Generally, they are
willing to hear and consider subordinates’
ideas and suggestions, but when a decision is
to be made, they turn out to be more
 Autocratic Leadership
 Pros
Quick decision making
Streamlined work process
Absolute control
Focused Target
Close Supervision
 Cons
Unstable organization
Stressful work environment
Group members are not trusted
Employees become more dependent
Low employee moral
 Participative Leadership
 Also known as Democratic Leaders
 Leader always facilitates the
conversation.
 Leaders share any information and
necessary knowledge for decision-
making.
 Allows group members to contribute
ideas and participate in decision making
 Listens and allow inputs from members
 Enables group members to think
creatively, feel engaged, and motivated
 Generally the most effective
 Participative Leadership

Pros Cons
People Feel Valued Social pressure to conform to
People Perform well even group domination
when leaders are absent Decision-making may take a
People are more committed lot of time
to achieving the goals and High Costs
objectives of the organization. Inefficiency
Increased group moral Incompetence
Decreased competitiveness Indecisiveness
 Laissez-faire leadership
 The short version of laissez-faire leadership: Do what you want as long as
you get the job done right.
 From a laissez-faire leader's perspective, the key to success is to build a
strong team — and then stay out of the way.
 Loosely translated from its French origins, laissez-faire means "let it be" or
"leave it alone."
 Successful laissez-faire leaders typically work with people who:
 Have strong skills, extensive education or experience
 Are self-motivated and driven to succeed on their own
 Have proven records of achievement on specific projects
Examples of businesses where laissez-faire leadership
works well:
▪ Advertising agencies ▪ Venture capital investment
▪ Product design firms companies
▪ Startup social media companies ▪ High-end architectural and
▪ Research and development specialized engineering firms
departments
 Laissez-faire leadership

 Pros
 Opportunity for individual development is offered to group members.
 Allows experts to function productively and challenges them to take personal
responsibility for their achievements and failures
 All persons are given a chance to express themselves and to function relatively
independently.
 Cons
 It may result in a lack of group cohesion and unity toward organizational objectives.
 Without a leader, the group may have little direction and a lack of control.
 The result can be inefficiency or even worse, chaos.
 Leads to ineffective time management by teams, resulting in ambiguous objectives
and missed deadlines
 Low Accountability as some leaders take advantages of this style because when the
group members fail to reach the goal.
 Paternalistic Leadership
 Under Paternalistic Leadership, the leader assumes
that his function is paternal or fatherly.
 His attitude is that of treating the relationship
between the leader and the group as that of a
family with the leader as the head of the family.
 He works to help, guide, protect, and keep his
followers happily working together as members of a
family.
 He provides them with good working conditions and
employee services.
 This style has been successful, particularly in Japan
because of its cultural background. It is said that
employees under such leadership will work harder
out of gratitude.
 Paternalistic Leadership
 Pros  Cons
 High employee loyalty due to employees feeling like  Bad decisions from above cause major
they are being heard and their needs are met. employee dissatisfaction.
 Good behavior is rewarded by the person at the  The employees will become more and
top, often with goods and food. more dependent on the employer,
 Most decisions will be made with the employees’  Managers can become blind with their
best interests taken into consideration power and make decisions that only
benefit themselves.
 Feedback is invited and encouraged, which
improves moral and makes employees feel  Peoples lack creativities
important.
 There is an open line of communication between
the managers and the employees which will keep
employees feeling important and satisfied.
 Managers are very involved in the employee’s
personal lives, which makes the employee feel more
connected at work.
Pharmaceutical Management

 Pharmaceutical management is the set of practices aimed at

ensuring the timely availability and appropriate use of safe,
effective, quality medicines and related products and
services in any health-care setting.
 Pharmaceutical management involves
 Right drug
 Right dose
 Right patient
 Right time
 Everytime !
Idealised Medicines Pathway

Transmission /
Patient history Prescribing
Transcription
Obtain and
Decide on Prescribe Prescription Record
document
medicine Medicine generation keeping
relevant history

Pharmacy
Dispense
Ordering &
Interpret & clinical
preparation
check

Monitoring Patient

Interpret Routine Concordance Patient

response checks & compliance understanding
Medicines Management Benefits

Cost
Effectiveness
Improve
Patient Safety
health

Better Medicines Greater

access to Management choice for
services patients

Better
Promote patient
self care Use of information
skills
“Management is doing things right, leadership is
doing right things”- Peter F Drucker
Thank You