I. MANAGEMENT LEVELS -II roles of a manager- III management skills- IV management levels- INDICATORS OF LACK OF MANAGEMENT SKILLS

First Line Managers

this is the lowest level in an organization responsible for the work of others. They direct operating employees only; they do not supervise other managers.

Middle Line Managers

this can refer to more than one level in an organization. They direct the activities of other managers and sometimes also those of operating employees. Their principal responsibilities are to direct the activities that implement their organization policies and to balance the demands of their supervisors with the capacities of their subordinates.

Top Managers

this is composed of a comparatively small group of executives. They are responsible for the overall management of the organization. It establishes operating policies and guides the organizations interactions with its environment.

manager

somebody who is responsible for directing and controlling the work and staff of a business, or of a department within it.

as a person

The ability to deal with both people & things is essential to management. This ability can be developed only through proper training programs. In other words managers are made , not born. The emphasis is on development of the person because the organization is people & every link in the chain must be strong. This concept is even more pronounced in health care, where the direct , hands-on recipients of our efforts are also people; our patients.

As a Servant

this may contradict common notions about managers. They become supporters of their staffs if the organization is to function properly. They provide the means for the staff to meet the needs of heir patients or customers.

As representative

the owner & those they supervise.

Appearance

conspicuous obesity or extreme emaciation are negative mark in men. Conservative dress can be faulted in women. A good quality suits with a fresh, bright coloured blouse is excellent. Jewellery should be muted, air neat.

Personality style

you can learn manners and poise. Adopt diplomatic approach and act with difference.

Articulateness

this is increasingly important because even if you have the roper educational background, superb dress and manners, good looks etc. You will ruin your chance if you are a “linguistic cripple.”

Energy, drive and ambition

easy to recognize, through the quick stride, fresh appearance, superb physical health.

Positive attitude

without being an utter fool, you can beat the pessimist by consistently displaying a constructive, cheerful outlook in life.

Thoughtfulness

no one wants a “yes” man. An intelligent man and woman usually weigh a question for a second or two before responding.

Overall composure

the nail biter, hair twirler, foot topper or chain smoker goes beyond an initial interview unless his or her credentials are so outstanding that allowances must be made for nervous habits.

Aura of leadership

an erect carriage, heels held high, an agreeable manner and self confidence connote leadership qualities. You must be sure of yourself to lead others and most importantly that you inspire trust and are likeable.

Bright, informed, and with sense of humor

if you are intelligent and well rounded, you will come across as such. A degree of humour adds sparkle.

With variety of interests

without being the least bit pedantic, you can learn a little about many fields- art, architectures, politics, travel, language, economics, and literature etc.

Robert L Katz

has identified three basic types of skill; technical, human and conceptual needed by all managers.

Technical skill

is the ability to use equipment procedures and techniques of specialized fields. A surgeon, medical technologist, nurse and a pharmacist all have technical skills in their respective areas. The manager needs enough “technical skill” to accomplish the mechanics of the particular jobs he is responsible for.

Human skill

is the ability to work with, understand and motivate other people, either as an individual or as a group. Managers need enough of this human relation’s skill to work with other organization members and to lead their own work groups.

Conceptual skill

is the mental ability to coordinate and integrate all of the organization’s interests and activities. A manager needs enough conceptual skill to recognize how the various factors in a given situation are interested, so that the action he takes will be in the best interest of the total organization.

Management Performance

Peter Drucker, argued that a manager’s performance can be measured in terms of two concepts: efficiency and effectiveness.

efficiency

“doing things right”

effectiveness

“doing the right things”

Lack of management skills

1. Inability to maintain adequate staff. The deficiency may be due to an insufficient number

of

trained workers or efficient use of the personnel available.

2. Recurring or persistent misunderstanding within the hospital.

3. Frequent or recurrent confusion concerning requisitions or reports of laboratory work.

4. Frequent “rush” orders for supplies.

5. Low morale in the laboratory.

6. Request for deserved pay raised by competent workers (funds are available).

7. Excessive cost of operations.

8. Ignorance of the cost of operation.

9. Expenditure of much of manager's time in making minor decisions.

10. Inability to do more tests when a key individual has a day off.