LMGT211 - Week 1 Introduction to Laboratory Management PDF

INTRODUCTION TO MANAGEMENT AND ORGANIZATIONAL SYSTEM OUR LADY OF FATIMA UNIVERSITY LABORATORY MANAGEMENT (LMGT 211) Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. TH...

INTRODUCTION TO MANAGEMENT AND ORGANIZATIONAL SYSTEM OUR LADY OF FATIMA UNIVERSITY LABORATORY MANAGEMENT (LMGT 211) Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. THE FOUR MANAGEMENT FUNCTIONS Planning- means identifying goals for future organizational performance and deciding on the tasks and use of resources needed to attain them. In other words, managerial planning defines where the organization wants to be in the future and how to get there. Organizing- involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization. THE FOUR MANAGEMENT FUNCTIONS Leading/Directing- is the use of influence to motivate employees to achieve organizational goals. Leading means creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level. Controlling- means monitoring employees’ activities, determining whether the organization is on target toward its goals, and making corrections, as necessary. Leadership Styles Participative/democratic: Includes one or more Authoritative/autocratic: employees in the Leader informs decision-making process, employees what is to be with the leader done and how it is to be maintaining the final performed decision-making authority Delegative: Leader confers the decision- Combination: All three making ability to the styles are used, employees, with the depending on the issues leader still responsible for involved the decisions made by the employees ESSENTIAL MANAGEMENT THEORIES Scientific Management Theory Administrative Theory Bureaucratic Theory Maslow’s Hierarchy of Needs Frederick Herzberg’s Motivator-Hygiene Theory McGregor’s Theory X and Y Human Relations Theory Tannenbaum Schmidt Theory Blake Mouton Managerial Grid Hershey Blanchard Fiedler Theory Myers-Briggs Type Indicator (MBTI)  Scientific Management- Frederick Taylor promotes standardization, specialization, assignment based on ability, and extensive training and supervision. Only through those practices can a business achieve efficiency and productivity. This management theory attempts to find the optimal way to complete a given task, often at the expense of the employees’ humanity.  Administrative Management - Henri Fayol His principles of administrative management as a top-down approach to examining a business. He put himself in his manager’s shoes and imagined what situations they might encounter when dealing with their team.  Maslow’s Hierarchy of Needs Psychology theory proposed by Abraham Maslow in 1943 in which all individuals focus on the fundamental needs and once those are fulfilled will progress to higher needs  Frederick Herzberg’s Motivator-Hygiene Theory Theory of motivation in which employees base their satisfaction or dissatisfaction with work on hygiene factors and motivator factors Theories X and Y- Douglas McGregor ❑ Theory X posits that employees are apathetic or dislike their work. Managers who adhere to Theory X are often authoritarian and will micromanage everything because they don’t trust their employees. ❑ Theory Y posits that employees are self-motivated, responsible, and want to take ownership of their work. Managers who adhere to Theory Y include their employees in the decision-making process and encourage creativity at all levels.  Human Relations Theory- Elton Mayo in which he states that employees are more motivated by social factors — like personal attention or being part of a group — than environmental factors, such as money and working conditions.  Tannenbaum Schmidt Theory Continuum of leadership proposed in 1958 by Robert Tannenbaum and Warren Schmidt and later updated in 1973 suggests a manager uses a broad range of leadership styles based on the prevailing circumstances in the current environment  Blake Mouton Managerial Grid Robert Blake and Jane Mouton in 1964 plotted leadership behavior on a grid based on concern for people versus concern for production, with a scale of 1 to 9 based on the level of concern. Snapshots of five styles of leadership include impoverished, country club, politician, authoritarian, and team  Hershey Blanchard Situational Leadership Model Ken Blanchard and Paul Hershey conceived a leadership theory in the mid-1970s based on situational models; there is no single “best” style of leadership, but is more dependent on the task, knowledge, and group dynamics for each situation Contingency Management- Fred Fiedler Fiedler based his theories on the idea that effective leadership was directly related to the traits the leader displayed in any given situation. Fiedler’s theory suggests that there is no one management approach that suits every situation and every organization.  Myers-Briggs Type Indicator (MBTI) Uses a theory of psychological types to make insights of type theory applicable to individuals and groups. A grid displays the 16 personality types based on your indicators: Extraversion(E)/Introversion(I), Sensing (S)/Intuition(N), Thinking(T)/Feeling(F), and Judging(J)/ Perceiving(P) and is determined using the MBTI instrument MANAGEMENT SKILLS CONCEPTUAL SKILLS is the cognitive ability to see the organization as a whole system and the relationships among its parts. It involves the manager’s thinking, information processing, and planning abilities. It involves knowing where one’s department fits into the total organization and how the organization fits into the industry, the community, and the broader business and social environment. MANAGEMENT SKILLS HUMAN SKILLS Is the manager’s ability to work with and through other people and to work effectively as a group member. Is demonstrated in the way a manager relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts. Allows subordinates to express themselves without fear of ridicule, encourages participation, and shows appreciation for employees’ efforts. MANAGEMENT SKILLS TECHNICAL SKILLS is the understanding of and proficiency in the performance of specific tasks. Includes mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance. includes specialized knowledge, analytical ability, and the competent use of tools and techniques to solve problems in that specific discipline. LABORATORY MANAGER MANAGER’S ROLES AND ATTRIBUTES: coordinate resources in an effective and efficient manner to accomplish the organization’s goals. Providing a product or service that customers value. To achieve high performance, which is the attainment of organizational goals by using resources in an efficient and effective manner.  Types of Managers Based on Levels of Based on Nature / Area of Management Managerial Job Top-Level Managers General Managers Middle-Level Managers Functional Managers Low-Level Managers Project Managers TYPES OF MANAGERS LOW-LEVEL MANAGERS directly responsible to produce goods and services. They are responsible for groups of non-management employees. Their primary concern is the application of rules and procedures to achieve efficient production, provide technical assistance, and motivate subordinates. TYPES OF MANAGERS MIDDLE-LEVEL MANAGERS middle levels of the organization and are responsible for business units and major departments. They are responsible for implementing the overall strategies and policies defined by top managers. Generally, are concerned with the near future rather than with long-range planning. TYPES OF MANAGERS TOP-LEVEL MANAGERS are at the top of the hierarchy and are responsible for the entire organization. responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization. responsible for communicating a shared vision for the organization, shaping corporate culture, and nurturing an entrepreneurial spirit that can help the company innovate and keep pace with rapid change. TYPES OF MANAGERS PROJECT MANAGERS responsible for a temporary work project that involves the participation of people from various functions and levels of the organization, and perhaps from outside the company as well. TYPES OF MANAGERS FUNCTIONAL MANAGERS responsible for departments that perform a single functional task and have employees with similar training and skills. TYPES OF MANAGERS GENERAL MANAGERS are responsible for several departments that perform different functions. responsible for a self- contained division, and for all the functional departments within it.  is a management tool whereby managers and employees work together to set and track objectives for a specific time period. Objectives and plans cascade down the organization until every individual has specific objectives for the period.  Establish long-range company goals in such areas as sales, competitive positioning, human resource development. use these long-range plans to determine company-wide goals for the current year. Then the company goals can be broken down further into IMPLEMENTATION goals for different OF MBO PROGRAM departments, and eventually into goals for individual employees. MANAGEMENT BY OBJECTIVE PROCESS  MANAGEMENT BY OBJECTVES (ADVANTAGES) Continually driving the organization to move towards its strategic goals. Everyone within the organization knows what they have to achieve during the period. It helps employees understand how their targets contribute to organizational targets. Employees who understand how what they do contributes to the organization can be more motivated. The model secures the commitment of employees to attaining the organizational goals. As each employee understands how they uniquely contribute to the organization, employees feel crucial to proceedings, leading to increased loyalty. Employees tend to have more commitment to goals that they themselves helped set.  MANAGEMENT BY OBJECTVES (DISADVANTAGES) Developing targets can be time-consuming, leaving both managers and employees with less time to carry out their duties. If not implemented with care, it can lead to poor teamwork between employees. This happens as each employee is only concerned with their targets, and not good teamwork. It can result in unnecessary office politics as employees fight to outshine each other. It underemphasizes context. For example, it does not take the extent of senior management buy-in into consideration. It does not take into account the ability of lower- level teams to hit the objectives set. Provide for a regular review of employee progress toward meeting goals. This review can take place either monthly or quarterly.