ADMIN 1

• Management

  The art and science of planning, organizing, directing, and controlling human efforts and resources for general good within the organizational framework and economic environment of the company or firm.
• Management

  The force that drives an enterprise and determine its success or failure.
• Management

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

  is "a process which brings together resources and unites them in such a way that, collectively, they achieve goals and objectives in the most efficient manner possible"
• management processes:

  1. PLANNING
  2. ORGANIZING
  3. STAFFING
  4. DIRECTING
  5. CONTROLLING
• PLANNING

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

  ➢ It is related to decision- making as it selects the best course of action to take.
• PLANNING

  ➢ It also involves "forecasting" or making decisions in advance.

  ➢ Planning is used to accomplish the present objectives and their relationship in the future.

  ➢ Assesses internal resources, establishes goals, formulates general policies and procedures, and develops business strategies.
• Activities involved in planning:

  1. Developing objectives
  2. Forecasting
  3. Programming
  4. Scheduling
  5. Budgeting
  6. Developing policies
  7. Establishing procedures
• 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 them, and defining the authority and responsibility that they have.
• Organizing

  1. identifying tasks to perform;
  2. arranging tasks in a logical order;
  3. classifying tasks into certain types;
  4. designating employees into clusters;
  5. delegating authority and responsibility;
  6. establishing the methods for evaluating performance
  7. and accountability
• Three steps involved in organizing:

  a. grouping of people and identification of the work to be done

  b. delegation of authority and responsibility

  c. establishment of relationships among people and tasks
• The different areas of organizing are:

  o financial resources

  o human resources

  o material resources
• 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

  1. preparing the job description,
  2. identifying the sources of potential applicants,
  3. searching for applicants,
  4. interviewing applicants,
  5. selecting applicants,
  6. orienting new employees to their jobs,
  7. training them,
  8. evaluating their performance
• staffing

  The manager must have both the technical knowledge of the jobs to be performed and the feel for how people will fit in their new work environment.
• Directing

  is a process which sets personnel goals, establishes work standards, develops leadership style, motivates personnel, trains and retrains personnel, evaluates personnel, disciplines and dismisses personnel as necessary, and promotes personnel.
• Directing

  It involves keeping personnel and other resources focused on the goals of the pharmacy and ensuring that they are utilized in a manner consistent with the policies established by the owner
• Directing

  It is concerned with finding different ways to keep personnel productive and motivated to achieve the goals of the pharmacy.
• Controlling

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

  It involves the periodic assessment of the status of the pharmacy.
• Ways in which control can be maintained:

  1. Quantitative
  2. Qualitative
• Controlling

  It identifies problems and opportunities in their early stages so as to provide time for taking corrective actions.
• Roles

  are patterns of behavior that are expected of an individual in doing his or her functions.
• Functions/Roles of Managers:

  1. Interpersonal
  2. Informational
  3. Decisional
• LEADERSHIP

  ➢ He or she takes charge of the organization or a certain department, and leads his or her subordinates and their work.

  ➢ This role includes hiring, training, motivating, and disciplining employees.

  ➢ Formal authority and functional authority provide greater potential power to exercise and get things done.
• FIGUREHEAD ROLE

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

  ➢ As head of the organization or a strategic business unit or department, he or she does routine duties involving informal communication and less important decisions.

  ➢ However, these functions are important for the smooth functioning of an organization or department.
• LIAISON ROLE

  ➢ As leader of the organization unit, the manager motivates, communicates, and promotes team spirit, and the like.

  ➢ He or she coordinates the activities of all his or her subordinates, which involve liaison work.

  ➢ This function requires him or her to interact with other managers outside the organization to seek favors and secure information.

  ➢ In this role, the ma manager represents his or her organization in all matters of formality and civility
• MONITOR ROLE

  ➢ With a network of contacts, the manager gets useful information by observing his or her surroundings and asking his or her subordinates, peers, and superiors.

  ➢ He or she seeks and receives information concerning internal and external events so as to gain understanding of the organization and its environment.

  ➢ Typically, this is done by keeping up to date with current developments and talking with others to learn the changes in the public's tastes, what competitors are planning, and the like.
• SPOKESPERSON ROLE

  ➢ The manager serves as a spokesperson when he or she represents the organization to outsiders.

  ➢ He or she speaks on behalf of the organization and transmits information about the organization's plan, policies, and actions.

  ➢ The manager has to keep his or her superior informed of every development in his or her unit, who, in turn, informs the concerned insiders and outsiders.
• Directors and shareholders must be informed about the company's financial performance;

  Customers must be informed about new products and quality maintenance; and

  Government officials must be informed about implementation and compliance of laws, etc.
• DISSEMINATOR ROLE

  ➢ The manager disseminates information which he or she collects from different sources and through various means.

  ➢ He or she passes some of the privileged information directly to his or her subordinates, peers, and superiors who otherwise have no access to it.

  ➢ This information comes from the corporate environment and from his or her colleagues or other administrators in the organization.

  ➢ Disseminating information is important because subordinates must be duly informed of current developments.