PHARM AD - Chapter 1, chapter 3: organizing, chapter 2: planning

management

management

is defined as the art and science of planning, organizing, directing, and controlling human efforts and resources for the general good within the organizational framework and economic environment of the company or firm

management

is the force that drives an enterprise and determines its success or failure

management

the act of conceiving and achieving the desired results involving the use of human talents and resources

management

the function that coordinates the efforts of people to accomplish goals and objectives utilizing available resources efficiently and effectively

management

the organization and coordination of the activities of an enterprise based on certain policies to achieve clearly defined objectives

planning

the formulation of objectives, programs, policies, procedures, rules, and regulations in order to achieve the goals of the business

developing objectives

envision the goals to be accomplished

forecasting

estimate and predict future conditions and events

programming

establish the sequence and priority of actions to take or steps to follow in achieving the objectives

scheduling

set a time sequence for the steps to take in undertaking a project

budgeting

allocate resources to achieve an objective within the specified period of time

developing policies

formulate standing decision that applies to the concerns of the enterprise as a whole in achieving its objectives

establishing procedures

standardize the work that must be done uniformly if the objectives are to be achieved

organizing

refers to grouping people, establishing relationship among then, and defining the authority and responsibility that they have

organizing

involves identifying tasks to perform; arranging tasks in a logical order; classifying tasks into certain types; designating employees into clusters; delegating authority and responsibility; and lastly, establishing the methods for evaluating performance and accountability

delegating

the work of a manager to entrust others with responsibility and authority and to create accountability for results

authority

the sum of the rights and power assigned to a position

accountability

the obligation to assume responsibility and exercise authority in conformity with understood and accepted performance standards

staffing

determines what positions to be filled

staffing

involves preparing the job description, identifying the sources of potential applicants, searching for applicants, interviewing applicants, selecting applicants, orienting new employees to their jobs, training them, and evaluating their performance

directing

a process which sets personnel goals, establishes work standards, develops leadership style, motivates personnel, disciplines and dismisses personnel as necessary, and promotes personnel

controlling

the process of measuring and correcting the activities of subordinates and the company itself to assure conformity with its plans

leadership

interpersonal; the manager takes charge of the organization or a certain department and leads their subordinates and their work

leadership

interpersonal; this role includes hiring, training, motivating, and disciplining employees

figurehead role

interpersonal; the manager performs duties that are ceremonial and symbolic in nature such as welcoming official visitors, signing legal documents, etc.

liaison role

interpersonal; as leader of the organization unit, the manager motivates, communicates, and promotes team spirit, and the like

monitor role

informational; with a network of contacts, the manager gets useful information by observing their surroundings and asking their subordinates, peers, and superiors

spokesperson role

informational; the manager serves as this role when they represent the organization to outsiders

disseminator role

informational; the manager shares information which they collect from different sources and through various means

resource allocator role

decisional; the most important resource that the manager gives to their subordinates is their time; responsible for providing human, physical, and monetary resources

disturbance handler role

decisional; the manager takes corrective action to respond to previously unforeseen problems

negotiator role

decisional; the manager represents the organization in bargaining with outsiders and insiders, in order to gain an advantage for their own unit

entrepreneurship role

decisional; the manager is a creator and an innovator; they initiate and oversee new products that will improve the organization's performance

workaholic

manager by 'kayod'

workaholic

manager that is hardworking and dedicated, formal and introverted

reconciler

manager 'by ugnayan'

reconciler

manager that is thoroughly situational; integrative; a recorder; ideal pinoy manager

pragmatic

manager 'by oido'

pragmatic

manager that is based on practical experience

carefree

manager 'by lusot'

carefree

manager that will always find loopholes to avoid hard work or give an excuse for failure

carefree

manager that is an extrovert that deals with people informally

theoretical

manager 'by libro'

theoretical

manager that has adequate formal training in management

top managers

are the high-ranking executives of the organization

top managers

managers that are involved in the operations of the whole organization

middle managers

they direct the activities of the supervisors, and in some cases, those of the workers

top managers

these are the presidents, chief executive officers, or senior vice presidents

middle managers

these are the branch managers, project managers, firm managers, or finance managers

top managers

they develop and review long-range plans and strategies

top managers

they evaluate overall performance of various departments and ensure cooperation

top managers

they are involved in the selection of key personnel

top managers

they consult subordinates and tackle subjects or problems which are general in scope

middle managers

they make plans of intermediate range and prepare long-range plans for review by top management

middle managers

they analyze managerial performance to determine capability and readiness for promotion

middle managers

they establish departmental policies

middle managers

they counsel subordinates on production, personnel, or other problems

middle managers

they select and recruit personnel

first-level managers

they belong to the lowest level of management

first-level managers

these are the production supervisors, clerical supervisors, school supervisors, or hospital supervisors

first-level managers

they make detailed, short-range operating plans

first-level managers

they review performance of subordinates

first-level managers

they supervise day-to-day operations

first-level managers

they prepare specific task assignments

first-level managers

they maintain close contact with operative employees

organizing

is the process of classifying and categorizing personnel, establishing relationships among them, and defining their authority and responsibilities

organizing

the process of establishing the utility of all resources in the management system

organizing

is important in the overall management of an organization because it is the primary mechanism that managers use to implement the plan

organizing

provides the structure for how material and human resources are utilized

organization

refers to the process of structuring activities, procedures, and people within the business

organization

a formal and intentional design of structures, roles, and positions

organizational structure

is the division of executives, departments, and group of workers in terms of their activities or tasks

differentiation, formalization, centralization

3 major aspects of the structure of an organization

differentiation

refers to the degree to which units are dissimilar

formalization

refers to the degree to which jobs in the organization are standardized

centralization

refers to the concentration of decision-making power at a single point in the organization

horizontal differentiation

this type of differentiation describes the differences among workers or units in an organization

horizontal differentiation

this type of differentiation may include workers' education, type of training, and the tasks assigned to them

vertical differentiation

this type of differentiation focuses on the differences in hierarchical positions

vertical differentiation

this type of differentiation involves 'the chain of command' in an organization

spatial differentiation

this type of differentiation involves location, specifically the sites of an organization's units, whether they are in one place or spread across several areas

formalization

means this organization emphasizes the maintenance of the structure

centralization

refers to the concentration of decision-making power at a single point in the organization

division of labor

this can be observed in pharmacies where pharmacists are assigned with specific functions such as dispensing or caring for patients

parity of authority and responsibility

means responsibility for decisions cannot be passed on while the authority to make them can be shared and/or given to others

unity of command

refers to the idea that an individual employee must report to only one supervisor or manager

matrix organization

organization that integrates the activities of different specialists while maintaining specialized organizational departments

span of control

this refers to the number of employees a manager can effectively control

departmentalization

this refers to the categorization of individuals according to the specific tasks they must perform

organizational chart

shows the composition of an entire business, for each department, or for each section of a business

organizational chart

diagram or chart that shows the important aspects of the organization

line organization

this refers to the straight and direct line of responsibility and control from the top management

line-and-staff organization

to compensate for the lack of needed specialists within the line organization structure, this was developed

line-and-staff organization

organization that employs the assistance of specialists; most common for larger pharmacies that are already deemed successful in the industry

organization by time

one of the simplest methods of organizing a group of employees based on their working hours

organization by number

this can be applied when a group of employees with a similar skill set or specialization is too large to be effectively supervised by one person; members are grouped into numbers

organization by function

this structure is applied where there is considerable diversity in jobs and skills required to accomplish a task satisfactorily

professional functions

involves prescription dispensing, patient consultation, patient drug record systems, home health aids, and professional relations

merchandising functions

involves purchasing, inventory control, display advertising and personal selling, except prescription and professional goods

financial functions

involves general financing, budgeting, accounting, operational analysis and control