MANAGEMENT

Course outline
- Introduction
- Definition of management and manager
- The management process
- The functions of management
- The aims of management
- Plannification
 Definition
 Aims or goals
 Principles
 Formulary used in planning (how to plan)
 How to elaborate a plan ofaction
- Organization
 Definition
 Aims
 Importance
 Principles
 Job description ( elements, def.)
 Preparation of task (def. technique)
 Working systems ( advantages disadvantages)
- Programming
 Def
 Aims
 Importance
 Principles
 Technique of program arrangements or program chart (e+ GANTT chart)
 MANAGEMENT
Course outline
The management process
Deffirent definitions of management programmy /technique of decision making
- Introduction
- Definition of management and manager
- The management process
- The functions of management
- The aims of management
- Plannification
 Def.
 Aims
 Principles
 How to plan (formulary used in placing)
 Elaboration of a plan of action
- Organization
 Def.
 Aims-importance
 Principles
 Job description (def. elements description of last duty
 Preparation of taches ( def. technique)
 Systems of work (advantage + disadvantage)
- Programming =def, aim-importance pineapples, techniques of decision making

INTRODUCTION
Our society is strongly influenced by managers and their organizations either for better
or for worse for most of our lives we are members of one organization or another (religious
group, a business branch of arm forces). Some may be organized very formally (army and
some more casually structured teams. But regardless of how they differ all the organizations
we belong to have several basic things in common.
Perhaps the obvious common element in our organizations will be the goal or purpose.
The goats will vary but without a goal no organization will have any reason to exist.
The organizations have leaders or managers who will help them achieve their goals.

What is management?
There are many definitions of management as there are books on the subject.
One early writer defines mx as:
1. Knowing exactly what you want to do and then seeing that they do it in the best
and cheapest way.
2. According to Mary parker, management is the art of getting thing done through
people.
This def. calls attention to the fact that managers achieve.
 Organization goals by arranging for others to perform whatever task may
necessary and not by performing the task themselves.
3. Management is the process of planning and decision making. Organizing, leading
and controlling, an organizations human financial, physical and information
resources to achieve organizational goal in an efficient and effective manner.
What do we mean by efficient and effective manner?
What is a process (systematic way of doing things?) by efficient we mean doing
thing in a systematic fashion without unnecessary waste.
By effective, we mean doing the right things.

Management is derived from the word to manage, which means to accomplish an

action having in mind a specific aim to attain.

To manage (direct means to do things in orderly manner or to have things done

well.

Who then is a manager?

A manager is someone whose primary activities are a part of the management process. In
particular a manager is someone who plans and makes decisions, organizes leads and controls
human, financial, physical and information resources.
Managers face a variety of interesting and challenging situations.
Aim of management
To ensure that on organizations goals are attained in on effective and efficient manner
Types of managers
The term “manager” has been used to mean anyone who is responsible for sub ordinates and
other organizational resources.
There are many types of managers with diverse task and responsibility managers can be
classified in two ways:
- By their level of organization known as first-line, middle and top managers.
- By the range of organizational activities which they are responsible such as functional
and general manager.

Functional manager
He/she is responsible for only one organizational activity such as marketing, sales or
finance the people headed by a functional manager will engage in a common set of
activities.

General Manager
Is responsible or is engaged in a complex unit such as a company. He is responsible
for all the activities of that unit e.g. marketing, sale and finance.

Levels of management
 Managers can be differentiated according to their level in the organization. There may
actually be a number of levels of management but there are three basic levels known
as top, middle and first-line managers.

TOP managers
They make up the relatively small group of executives who control the organization.
They are responsible for the overall management of the organization.
Top management establishes the organizations goals, overall, strategy and operating
policies top managers represent officially the organization to the external environment
officials, executives of other organizations and so forth.
They make decisions about activities such as acquiring other companies investigating
an research, building new plans etc. Their work is likely to be more complex and vanned they
often work long hours and spend much of their line in meetings and on the telephone. E.g.
titles include president, chief executive officer (CEO) etc. Equivalent to the level ministers.

Middle managers
Middle management is probably the largest group of managers in most organizations.
They are primarily responsible for implementing the policies and plans developed by the top
management.
- One of their major responsibility is to supervise and coordinate the activities of first-
line managers
- E.g they handle inventory management quality control ect. They also coordinate the
work of supervisors within the organization. They play the role of innovator in many
organizations. Their common little’s include; plant manager operations manager and
division head and it is equivalent to directors.
FIRST-LINE MANAGERS
They supervise and coordinate the activities of operating employees. There are often
the first position held by employees who enter management from the rank of operating
personnel.
They typically spend a large proportion of their time supervising the work of
subordinates. Common little’s include supervisor, office manager ect can be equated to the
rank of GS (general supervision).
THE MANAGEMENT PROCESS
To understand something as complex as management it is easier to describe it as a
series of separate parts or functions that make up a whole process. A useful way to illustrate
the various aspects of the management process is to describe how it works in an actual
organization.
Def:
 According to terry, the management process is the realization of fixed objectives
through other people it is a specific process which consists of the following activities;
planning fixation, organization, direction and control of activities aimed at reaching fixed
objectives through the use of human means and other resources.
It is important to note that the phases of the management process do not actually
occurring tidy, step-by-step fashion. At any time, the manager is likely to be engaged in
several different activities simultaneously. There are different as there are similarities in
managerial work from one setting to another. The similarities are the phases of the
management process. The differences are the emphasis sequencing and implications of each.
We shall explore each of this phases in detail.
1. Planning and decision making
Determine causes of action
Plans are needed to give the organization its objectives and to set up the best procedure for
reaching them. Plans also permit:
- The organization to obtain and commit the resources required to reach the objectives.
- Members of the organization to carry on activities, consistent with the chosen
objectives and procedures.
- The progress toward the objectives to be monitored and measured that corrective
action can be taken if the rate of progress is unsatisfactory.
def
Planning means determining an organization’s goals and deciding how best to

ACHIEVE THEM.
DECISION MAKING
Is a part of the planning process and involves selecting a course of action from a set of
alternatives planning and decision making help maintain managerial. Effectiveness by serving
as guides for future activities.
The first step in planning is to establish goals that define an expected or desired future
state the manager might also set several sub goads or objectives knowing where he/she wants
the organization to be at a given time in the future, the manager next develops a strategy for
getting there, this development process in strategic planning.
When the strategic plans are developed the next step is to implement them or to put the
plans into effect.
Specifying where the organization is to go and how it has to get there involves making
many decisions and many more will have to be made along the way.
2. Organizing
Def. coordinate activities and resources once a manager has established a work able plan, the
next phase of management is to organize the people and other resources necessary to carry out
the plan. They must design and develop an organization that will be able to carry out those
programs success fully.
- Different objectives will require different kinds of organizations to achieve them e.g
you have a budget of 100 000 and three subordinates to execute a plan. How will you
organized? One approach might involve giving each of them reporting to you the next
method might be to establish one of them as a supervisor of the other two.
- The organizing process is determining the best method for grouping activities and
resources.
- Managers must have the ability to determine what kind of organization will be needed
to accomplish a given set of objectives and they must have the ability to develop and
later to lead) that kind of organization.

3. Leading
Motivating and managing employees once the organizing process in complete,
it is at this point that managers must engage in leading what some people consider the
hardest part of the management process.
Leading is a set of processes used to get members of the organization to work together
to further the interest of the organization. The leading process consist of the following
activities:
- Motivation, leadership, groups and group processes and communication.
- Motivation involves giving employees the opportunity to attain individual goals and
rewards through their performance on the job.
- Leadership focuses on what the manager does to encourage organizational
performance rather than activities geared towards employee needs and expectations.
- The initial creation of groups is part of the organizing process. The manager must deal
with group members and activities on an ongoing basis, from an interpersonal
perspective.
- Communication is the process of transmitting information from one person to another.
- While the planning and organizing function deal with more abstract aspects of the
management process, the activity of leading is very concrete and insoles working
directly with people.

4. Controlling
Monitoring and evaluating activities.
This is the final phase of the management process. It’s the organization moves
toward its goals, management must monitor its progress. It must be sure the
organization is performing in such a way as to arrive at its destination at the appointed
time controlling helps ensure the effectiveness and efficiency needed for success full
management. This is the controlling function of the management process and it
involves three elements:
1. Establishing standards of performance.
2. Measuring current performance and comparing it against the established standards.
3. Taking action to correct any performance that does not meet those standards.
Through the controlling function the manager can keep the organization on the
right tract and not let it stray too far from its goals.
By analyzing the management process that is by separating it into distinct pieces we call it
management functions. These then are the four primary functions management. Hence
functions of management. Hence function of manager primarily are planning and decision
making, organizing, leading and controlling. Others are:
- Supervision
- Evaluation
- Coordination
Principles of management
7exist
Management is based on a number of principles: namely
1. Commitment to achievement or management by objectives
2. Division of labor
3. Delegation of authority
4. Convergence
5. Monitoring and control
6. Management by exception
7. Use of the shortest decision part.

1. MBO
This is stating what must be done and getting it done. It is a commitment to achievement mbo
means that the objectives are specified and then achieved.
An objective stated in clear and measurable terms makes it possible to evaluate the results in
an organization.
2. Division of labor.
Work must be shared or divided among the personnel and according to specialization
3. Delegation of authority
This is a mayor mx. Principle which complements that of division of labor. This is
when the leader gives authority to another person to make certain decisions or
certain specific actions.
4. Convergence of work
It means that work activities should be designed to support one another to obtain
the objectives.
5. Monitoring and control
This is the act of maintaining close observation over the actually work
performance and the mat of resources. It enables the manager to make necessary
adjustments when charges occur.
6. Mix by exception
This means that managers should not be over loaded with routine unnecessary
information
- They should make leg decisions first and follow with small ones.
 - Their mind they should be selective and keep their mind open critical information on
whit will be required to act.
7. The shortest decision path
This means that decisions must be made to allow action to begin in the shortest
time possible it is important in that it serves time and work. It considers the
following questions; who must which decision? When and where?

ROLES OF MANAGERS
Managers play several different notes and these roles are classified into 3 basic
categories-known as: interpersonal, informational and decisional roles
Interpersonal roles: made up of the manager acts as:
- Figure head
- Leader
- Liaison
Informational roles: manage plays the role of:
- Monitor
- Disseminator
- Spokesperson
Decisional roles
- Entrepreneur
- Disturbance handler (regulator)
- Resource allocator
- Negotiator
INTRODUCTION
Managers require certain roles irrespective of their specialty. The concept of role here is
similar to the role here is similar to the role of an actor in a play (film) production. E.g does
certain things, meets certain needs and has certain responsibilities).
In health institutions the 1st role of the manager is decision making.
1. Figure head
Taking visitors to dinner attending ribbon-cutting ceremonies.
2. Roles of leader
The personnel look up to the leader as their formal head for guidance and motivation.
In his leadership role, the manager defines the atmosphere in which the service will
work. Shows subordinates how to do things, how to perform under pressing and hours
of work of a company person.
3. Liaison role
He is a link b/w the service and the organization, groups and organizations for mutual
benefits.
- Figure head
- Leader
 - Liaison person
- Coordinator
- Monitor
- Disseminator of information
- Spokesman
- Resource allocator
- evaluator
- entrepreneur
- negotiator
4. disseminator of information
He receives and transmits information, circulars, letters, and all types of correspondence
report
5. spokes man
Unlike, dissemination which is an internal role, the spokes role is outside the organization.
Which is to transmit information to various groups out of the organization.
6. ENTREPRENEUR (initiator)
The manager is the only one allowed to commit the department to new and important
courses of action he acts as an initiator and designates much of the control changes at
this level of his department.
7. Role of regulator
He must intervene when ever his organization encounters a difficult stimulus for
which there is no clear answer.
8. Resource allocator
He allocates to subordinates resources such as money, time material, equipment and
manpower.
It is the duty of the manger to establish a system in this department, what is to be
done, when and how.
9. Role as negotiator
This role intervenes when the organization has to engage in an important activity of
negotiation

With other organizations, individually groups, local and foreign agencies.

By virtue of the managers formal authority he/she is the only person to commit the
organization to other contacts
10. Monitor he actively seeks information that may, be of value he questions
subordinates and attempts to be as well informed as possible.

Managerial skills

These are the talents necessary for effective performance. Key managerial skills are:
- Technical
- Interpersonal skills
- Conceptual
 Others are:
- Diagnostic skills
- Analytic

1. Technical skills
These are skills necessary to accomplish specialized activities nurses, physicians,
accountants ect. All have these necessary for their respective professions middle
and lower level managers mostly need these skills for effective task performance.
These technicians acquire these are got through recognize programs of study at
colleges and universities and gain experience in actual work situations.
Technical skills are especially important for first-line managers. They spend much
of their time training subordinates and answering questions about work related
problems. So they must know how to perform the tasks assigned to those they
supervise if they are to be effective managers.

2. Interpersonal skills
The ability to communicate with understand and motivate both individuals and
groups.
Manager spend much of their time interacting with people both inside and outside
the organization.
The ability to communicate with understand and motivate both individuals and
groups – interpersonal skills mintzberg says the roles of
- Liaison person
- Monitor
- Disseminator
- Spokes man (person) relate specifically to communication
- Negotiator
Someone who is called on to
- Handle disturbance
- Allocate resources should have the ability to understand others
- And negotiate
Finally the roles of
- Leader
- Disseminator require skills in motivating
- Resource allocator

It is interesting to note that not all successful managers have good interpersonal
skills, but a manager who has good interpersonal skills is likely to be more successful than a
manager with poor interpersonal skills.
3. Conceptual skills
These depend on the manager ability to think in the abstract. Managers need the
mental capacity to understand various cause-and effect relationships in the
 organization to grasp how all the parts of the organization fit together and to view
the organization in a holistic manner.
e.g TSHP B
4. DIAGNOSTIC SKILLS
Managers can diagnose a problem in the organization by studying its symptoms.
The problem might then be solved by through training or by transferring the teacher to a
section that demands work e.g TSHP B
Unit supervisor has poor interpersonal causing low employee turnover.
Sources of management skills
There are two sources of management skills; education and experience to be a
successful manager a combination of both should be used.
Education as source of management skills
Acquiring management skills in an educational setting. When this course is
completed you will have a foundation and then develop your management skills in more
advanced courses there are so many ways of acquiring education e.g
- Formal education which is relatively new. Very few managers attended colleges in the
past but the few who attended measured majored high it offers more job opportunities.
- In service training to further the education of managers
- Seminars
The primary advantage of education as a source of management skills is that the
student follows a well-developed program of study and becomes familiar with current
research and theming in management on the other hand management education may be so
general to meet the needs of a wide variety of students and specific know how may be
hard to abstain. Also many aspects. Of the managers job can be discussed in a book but
cannot really be appreciated and understood until they are experienced.

EXPERIENCE AS A SOURCE OF MX-SKILLS

Education will provide you with a solid foundation for enhancing your management
skills. However if you were to memorize every word in this program you cannot
automatically step into a top management position and be effective management skills must
be learned through experience. By expenencing the day-t-day pressures a manager is
subjected to and by meeting a variety of managerial challenges the individual develops
insights that cannot be learned from a book.
Without formal training, it is possible for a manager to achieve success as they
profit from varied experiences.

However, natural ability drive and self-motivation all play a role in acquiring
experience and developing management skills.
 Most effective managers learn their skills through a combination of education and
experience so college degree even if not in business administration, saucily provides a solid
foundation
PLANIFACATION
Intro
Planning occurs in all types of activities be it patties, vacations, further studies. Planning
constitute the basic process by which we decide what our goals are and how we are going to
achieve them
While planning is useful in our daily lives, it is also essential in an organization planning in
the organization has priority over the other management functions.
Def:
Planning includes the process of selecting amongst alternatives future courses of action for an
institution, department of an institution or section of a department.
It requires selections of institutional objectives and the goals of the department and
determining ways of achieving them.
Aims (goals) of planning
Planning has five important goals as follows:
1. To upset uncertainty and minimize the risk of uncertainty
2. To focus attaint ion on the objectives
3. To gain economic cooperation
4. To facilitate control
5. To provide a point of reference.

Principles of planning
There are 7 in number as follows;
1. A plan should have well stated objectives
2. A plan should be based on facts
3. A plan should be realistic practicable and economical
4. A plan should be flexible but stable
5. A plan should yield policies, procedures and methods
6. A plan should be clear and simple
7. A should provide for thorough analysis

1. A plan should have well stated objectives

The objectives should be elaborated in observable and measurable terms. Eg.
Objectify this years to immunize all the pregnant women against tetanus.

a. Advantages of setting objectives

- Helps to determine the action you nee to attain
- It enable you to identify actually or potential assets or the barriers towards the
attainment.
 - It forces you to do what you are supposed to do.
You need to;
- Write out all the objectives you need to attain in any order of priority or importance
- Classify them into short, mid and long term.
- These objectives arranged will serve as guide lines.

2. Plan should be based on facts

To facilitate the collection of these facts and data the administrator should use
the following formula, what how when, where and why?

3. a plan should be realistic practicable and economical

After having analyzed facts and data collected, this will reveal the number of
alternatives.
The manager should select alternatives he believes will best serve the institution
taking into consideration, human, financial material and time resources at his/her disposal.
He/she should take into consideration that the resources should be adequate for planning
implementation and evaluation other constrains such as government, policies, institutional
policies and socio cultural factors.
4. A plan should be flexible but stable.
In establishing a plan, it does not mean that one should adhere to it all cost. There is
the need to have long, mid and short term objectives so that we can review or revise at
different stages and modify if necessary. The modification should not be too far to change the
plan.
5. A plan should yield policies procedures and methods.
- A policy in the general statement which guides the thinking and decision making
action.
- Procedure is a guide to action.
- Method specifies all the steps of the procedure.

6. A plan should be clear and simple

The statement of the plan should not be ambiguous.
7. A plan should provide for thorough analysis
The classification of activities and the determination of evaluation criteria which
becomes the basis for the determination of control.
In making a plan operational it is necessary to consider the following points:
1. Are the scheduled hours, the sequence and the coordination of activities of the
congruent and realistic? If not then your plan has problem.
2. Are the priorities set up appropriately? If not check on the objectives.
3. Are the target dates set up in realistic terms? If not revise your plan and modify as
necessary.
 MANAGEMENT BY OBJECTIVES MBO
MBO is a comprehensive approach utilized to integrate individual and group goals
with overall institutional goals.
It attempts to involve all levels of management in the goal setting process.
Definition
It is a process where by superior and subordinates, managers of an institution jointly
identify its common goals.
It defines each individual major areas of responsibility in terms of the results
expected of him/her and use these measures. As guides for operating the unit and assessing
the contribution of each of its members.
When faced with problems of top decisions of management, the manager should do a
little exploration with the group, organize the facts at hand and involve people directly
in the application, of these problems. (This is participative mx)
IMPORTANCE OF MBO
- To develop and use the job related criteria which are:
 Observable
 Measurable
 Verifiable as a basis of evaluation.
- With the use of measurable objectives which have been accepted by superior and
subordinates behavior becomes predictable. The soundness of decision can be
evaluated at the sometime as they are being made.
- The work performance can be evaluated.
- The individuates can evaluate their experiences and determine the improvement of
their performance.

BASIC STEPS IN MBO

The MBO process is simple and consist of basic steps.
1. To set organizational goals.
2. Set departmental goals. In this case department heads and their superiors jointly set
goals for their department.
3. Discuss all departmental goals with all subordinates in the department and ask them
Develop their own individual goals.
4. Set individual goals each suspensor and subordinate jointly set goals.
5. Feedback: there are penodic performance review meetings b/w suspensor and
subordinates to monitor and analyses progress.

SETTING OBJECTIVES
When you are establishing objectives in a given situation it can be done from top to
bottom or from bottom to top.

ADVANTAGES OF SETTING OBJECTIVES

 - It guides those at the middle and bottom to establish their objectives.
- It maximizes the active participation of lower class workers.
- It is a better approach for those in the field permitting the realization of objectives.
- The objectives are reliable because they are based on real facts.
- We need communication to be effective no matter the level and approach in which we
are.
- To succeed in a program we need the collaboration and cooperation of otter workers.
Team work is necessary for a program to succeed.

ADVANTAGES OF MBO
1. Many organizational adjustment are necessary to be cusses full. Long term effort
is required
2. It includes the efforts of many personnel and plenty of time is needed realize it.
3. There is the tendency for managers to direct their time affords towards meeting
only those objectives which are easily evaluated.
4. Other less quantitative objectives may change rapidly ie at short term.
5. It is often difficult to define clearly definable objectives under a condition of rapid
change.
6. There are many difficulties in the time performance appraisal in the program.
7. There may be problems to accomplish the required objectives on adverse or
uncertain conditions.
Programs have been used to integrate individuals and organizational goals.

FUNCTIONS OF MBO
There 8 functions of MBO
- goal setting
- program planning
- participation
- development
- motivation
- control
- evaluation
- compensation
1. goal setting
the program helps us to establish goals, identify them and prioritize them.
2. program planning
it designs the means of implementing action.
3. Participation
It includes all the members of the organization; such as superior and subordinates
and team work in the planning process the everyone is together hence there is
active participation.
4. Development
This system helps us to improve managerial skills in the decision making field,
planning and control.
5. Motivation
 Employee motivation increases since they are involved in setting goals and
objectives. In this process, the hidden talents will manifest due to creative spirit.
6. Control
This program gives us a means of control. You measure or evaluate the results
required or desired.
7. Evaluation
The performance of the personnel is evaluated. Some criteria is used to evaluate.
This evaluation helps to give feed tack to individuals observed in relation to results
acquired.
8. Compensation
The manager can elaborate the remuneration system. The emphasis should be
made on the results not on the activity.

Types of plans
A useful classification of plans is to distinguish between strategic and tactical
plans.
Strategic planning
This involves what the major goal of the entire organization will be and what
policies will guide this organization in the pursue of these goals.

Tactical planning
This consists of determining specifically how the resources of the organization will be used to
help the organization to achieve its strategic goals. Strategic planning occurs at higher levels
of management while tactical planning curs at the middle or lower levels of management.
The major types of plans usually encountered are:
- Budgets
- Programs
- Procedures
- Policies ect.

The planning process formulary

The planning process is based on certain words which include who? When? What?
And how? Which leads the manager in deciding in advance.
- Who is going to do what?
- At what time? When?
- How will this be done?
Who is the planner and will be able to decide on the objectives the activities and the
resources.
The resources include
- Human
- Financial
- Material
- Time
Elaboration, of a plan of action
After a strategy is formulated, it must be implemented. Action planning is the complement to
strategic planning it represents short-term and day-to day plans necessary to execute the
strategic plans of the organization. Action plans focus on day-to-day activities. So
implementation is taking action. So elaborating a plan of action or implementation follows the
following steps logically:
- Identification of the problems
- Establishing priorities
- Fixation of objectives
- Elaboration of the activities to be carried out.
- Identifying and mobilizing resources
- Informing and making available a program or sensitizing
- Evaluating.
These steps can be reduced or summarized in some planning decisions: mainly the
- Objectives
- The activities and
- The resources
In fixing objectives, we focus our attention on the identification of the problems which
deserve priority attention, we also make a judgment as to why they deserve priority attention.
We then bring out or identify the persons at risk or those affected by the problem, the extent
to which we can reduce the problem aimed at and the time targeted for achieving the goals.
This is the same as analyzing the problem and deciding on the changes to be affected.
In planning about the activities it means designing detailed activities of the team. We first of
all identify the activities widely needy by the service, the development of the service and the
support activities for each activity, we should be able to state;
- The target individuals
- The population or groups to whom the activity addresses itself. We find out the extend
of the activity and how it will be performed.

What would we be looking for?

We find out;
- A decision on the right approach to a given circumstance,
- The timing
- The sequence
- The techniques and methods
- The frequency and
- The location.
Individual members of the team are assigned to diff task and responsibilities.
Resource planning is mainly aimed at identifying and quantifying the resources. The
resources include:
- Human such as staff
- Material resources such as equipment and supplies.
This will enable us to estimate the cost and make appropriate decision on the budget,
 Financial arrangements from other sources and also when and where the resources
should come from.

Managerial skills
These are specific skills or talents for effective performance needed by managers. The
key ones include.
- Technical skills
- Interpersonal skills
- Conceptual skills others
- Diagnostic
- Analytic skills

Technical skills
These are skills needed to accomplish specialized activities
e.g project engineers, physicians accountants ect. Most managers especially at the
middle and lower levels need these kills for their task to be performed effectively.

Interpersonal skills
This is the ability to communicate with, understand and motivate both individuals and
groups. Managers spend most of their time interacting with people both inside and
outside the organization. Not all successful managers exercise a good interpersonal
skill but a manger who has good interpersonal skills is more likely to be successful
than a manager with poor interpersonal skills.

Conceptual skills
This is the ability of the manager to think in the abstract. They need the mental
capacity to understand various happenings in the organization to grasp how all the
parts of the organization in a holistic manner.

Diagnostic skills
A manager can diagnose a problem in the organization by its symptoms as well as a
physician diagnosis a pt.’s illness

Analytic skills
This is the manager’s ability to identify the key variables in a situation see how they
are interrelated and decide which ones should receive the most attention. They are
similar to conceptual skills and they complement diagnostic skills. Analytic skills
enable managers to determine possible strategies (fire, train, transfer the supervisor)
and to select the most appropriate strategy for the situation.
First line managers = technicians
Middle managers= go between interpersonal
Top managers= conceive

ORGANIZATION
Definition
 It is process by which the manager develops order, promotes cooperation among
workers and fosters productivity.
It is a process which consist of collecting, arranging, explaining and establishing
relationship of the resources necessary to attain a goal.

THE ORGANIZATIONAL PROCESS

Organization is a logical process which involves the following steps.
- Defining the agency’s mission and objectives
- Establishing policies and plans
- Clarifying the activities necessary to meet the objectives
- Organizing the activities for the best utilization of available
- Delegating the responsibility and authority necessary personnel
- Grouping personnel vertically and horizontally through information systems and
authority relationships

AIMS OF ORGANIZATION
The aims of organization are 7 in number and are as follows:
- To assemble resources planned
- To regroup activities that need to be undertaken
- To establish and explain a hierarchy of authority and responsibility
- To identify different post of work
- To economize energy with a minimum of duplication and confusion
- To divide task in order to obtain efficiency
- To carry out the other management functions of supervision, directing and
coordinating.

IMPORTANCE OF ORGANIZATION
- Organization helps us to focus our attention on the objectives
- It facilitates the attainment of objectives
- It creates a relations ship that will minimize friction within individuals and groups of
people
- It helps us to clearly define the responsibility of all members concerned in the
organization

PRINCIPES OF ORGANIZATION
Certain principles of organization help to maximize efficiency. They are as follows:
1. The organization should have clear lines of authority running from the mightiest
executive to the employee who has the least responsibility and no authority over
others.
2. There should be unity of command with each person having only one boss. Each
person should know to whom she reports and those responsible to her
3. The authority and responsibility of every individual should be clearly defined in
writing. This reduces ambiguity one knows what is expected of her and what her
limitations are this prevents gaps between responsibilities avoids overlapping of
authority and helps to determine the proper point for decisions.
 4. Supervisions should delegate authority and responsibility to the lowest level within
the organization where is enough competence and information for effective
performance and appropriate decision making. Ordinarily increased delegation and
general rather than close supervision, increase effective performance, production
and employee satisfaction delegation of responsibility should be accompanied with
accountability
5. Authority and responsibility should go together and should depend on people’s
initiative and judgment. There are cases where people are given responsibility
without authority. It is not accepted.
6. Responsibility of superior authority for acts of subordinates are absolute. Whether a
manager is absent or not he is responsible for acts of commission, credits and
discredits.
JOB DESCRIPTION
Definition
It is a summary of primary duties in a complete but not detailed fashion
It is a statement of the basic purpose of the job significant tasks to be performed the extend of
authority and responsibility of the job holder and the relationship necessary for good
performance of the job.
Job descriptions should arrange duties in a logical order, stating them separately and concisely
and using verbs to describe the action
Job descriptions should be specific rather than vague and avoid generalizations by using
quantitative words whenever possible
- It is used for recruitment, placement and transfer decisions.
IMPORTANCE
- It is used as a guide and as a base for evaluating personnel or team members
performance.
- It heps prevent over lapping of duties, conflict and frustration it prevents argument
between people
- It helps identify needs for training
- It facilitates the objective in the selection of new employees
- It put stops duplication of functions
- It helps each worker to know clearly with out doubts what he/she duties are and what
he/she is expected to achieve.
- It matches qualification with responsibility and authority.

ELEMENTS OF JOB DESCRIPTION

A job description is made under some specific heading so that all necessary
information is given. The different heading are what we call elements.
- The job tittle or function to be occupied by the person and should be the standard tittle
of the person.
- The date which must be stated because role change as well people
- The service: this must be identified
 - Job responsibility or duties this must be stated because it is a very important part of
the job description. The details job responsibilities are described part of the person’s
work. E.g the midwife should conduct all deliveries and register them.
- Qualification of the job holder which describes his basic training and his level of
experience.
- The number of people needed for that post should be specified.
- The system of authority or hierarchy should be indicated ie. The person to whom the
job holder is responsible for and accountable to e.g
- The definition of the job which is usually given in a general form e.g the ward charger
should plan all the activities of his ward.
- The job benefits and right should be stated. E.g salaries, bonuses ect.
- Review and appraisal it should clearly state how supervision has to be carried out and
the person responsible for it and the form the appraisal may take e.g confidential
report.

PREPARATION OF TASK
Definition
A task is a collection of actions given to a specific person in order to achieve an
objective.
It is a specific piece of work expected to be finished within a given time

TECHNIQUES OF PREPARING TASK

The development of tasks in 4steps as follows:

1. Organization. After planning in management, an organizational structure is made

creating jobs.
2. The next step that follows is job description. The manager gives an idea of the type
of work to be done, the worker’s qualification the competence required, as well as
the condition under which the job will be done
3. All the actions identified in relation to the job and the qualifications of workers for
each job are enumerated details
4. The actions listed to make up the tasks corresponding to the objective earlier
planned are grouped the groups of actions are now called task, a collection these
tasks gives different activities the collection of activities gives functions and a
number functions make up a role.
METHODS OF TASK DISTRIBUTION
One of the most important functions of a manager is the distribution of tasks among his
workers’ work also should be distributed fairly and if not it causes dissatisfaction.
- Distribution by qualification the qualification of the worker is taken into
consideration.
- Distribution according to functions this is done following specialization of functions.

WORKING SYSTEMS
Events and things in management are classified as systems.
 Management has several working systems determined by the behavior and attitude of
workers towards work and that of managers towards workers.
Mc gregor puts forward two systems of work classified as theory X and theory Y.
Theory X
The manager’s emphasis is on the goal of the organization. This theory is based on the
assumptions that people dislike work and will avoid it. Consequently, workers must be
directed controlled and threatened so that organizational goals can be met.
- The average person wants to be directed and to avoid responsibility because he has
little ambition.
- The manager who accepts these assumptions will do the thinking and planning with
little input from subordinates he will delegate little supervise closely and motivate
workers through fear and threats, failing to make use of their potentials such managers
are authoritative

ADVANTAGE
- Organizational goals are sure to be achieved as long as the manager is present all the
time once his authority is established.

DISADVANTAGES
- Most people must be closely controlled to achieve organizational goals
- There is little capacity for creativity in solving organizational problems.
- Work is distasteful to people
- People prefer to be directed, not ambitious and have little desire for responsibility.
- Motivation occurs at the physiological and safety levels

Theory Y
Emphasis is on the goal of the individual. This theory is based on the assumption that
people do not dislike work and work can be a source of satisfaction the manager
assumes that workers have self-direction and self-control for meeting their objectives.
The manager will allow participation.
ADVANTAGES
- There is self-control in the achievement of organizational goals.
- There is creativity in solving problems.
- Work is as natural as play and the working conditions are favorable.
- Failure to achieve organizational goals is failure of the manager to fully motivate the
workers.
Resins liker also identifies 4 types of management or working systems:
- Exploitive –authoritative
- Benevolent – authoritative
- Consultative
- Participative group
 The exploitive system is associated with the least effective performance superiors
show little confidence in subordinates and ignore their ideas. Consequently,
subordinates do not feel free to discuss their jobs with their. Superior responsibility for
organizational goals is at the tap and goals are established through orders.

In benevolent- authoritative subordinates ideas are sometimes sought but they do not
feel very free to discuss their jobs with their superior. There is little communication
top and middle management are responsible for goal setting decisions are made at the
top with some delegation.
In the consultative system, superiors have substantial confidence in subordinates.
Subordinates ideas are usually sought and they feel free to discuss their work with the
superior: responsibility for goal setting is throughout the organization.
Participative management is associated with the most effective performance. Superiors
have complete confidence in their subordinates. Subordinates ideas are always sought
and they feel completely free to discuss their jobs with their superior. Goals are set at
all levels superiors are very well uniformed about the problems of their subordinates.
There is little or no resistance to the goals.
His concepts is based on studies about differences between good and poor supervisors
as measured by their level of productivity. In his system, it is the behavior of the
manager that determines the attitudes of subordinates towards work.

PROGRAMMING
This is not a management function on its own but it is one of the steps in the
implementation function where the manager has to develop different programs in
order to realize a plan.

Def.
A program is a plan developed to carry out a course of action for a large set of
activities designed to achieve a definite objective.
A program may take place daily, weekly, monthly or yearly a program should define
the activities the exact place they will take place
A program emphasizes on time hence a time plan should be part of the program. Time
plans include:
- To arrange many activities in a related manner
- To determine the different personnel who will be involved at different levels of the
events.
- To use the time resource effectively.

IMPORTANCE OF PROGRAMMING
- A program serves as an illustration of the sequence of activities or events and how
they are linked together.
- It determines the quality and number of personnel to be involved
- It helps later in budgeting by giving details of events.
- It shows what tasks and activities are planned, their timing and possibly when various
staff member will be involved in different task at various levels of the program.
 - It sets a basis for monitoring and evaluation when target projects are compared with
current achievements.
PRINCIPLES OF PROGRANMING
Guides lines for effective’s program development include the following:
1. Divide the total set of activities into meaningful steps.
2. Study the relationship among steps. Taking note of any required sequence of steps.
3. Assign responsibility for each step to appropriate managers or units or both.
4. Determine and allocate resources needed for each step.
5. Estimate the starting and completion dates for each step.
6. Assign target dates for completion of eat step.
TEHNIQUES FOR ARRANGING A PROGRAM
There exist many ways of designing a program chart. A more simple or a convenient way is to
list the activities in the order in which they will occur down the left side of the page and the
days weeks or months across the page henty GANTT developed some specific techniques for
improving work hence this arrangement is sometimes called a GANTT Chart.
A Gantt chart is a means of scheduling work which can be generated for each worker or for a
complex project as a whole.
- It is one of the earliest and best known approaches to project management.
- It is a graphic planning and control method
- A project is broken down into separate task, and for each task
- Estimates are made of the amount of time required and of the termination date
necessary to meet the specific completion date for the project.
- A Gantt chart illustrates visually how long the different task will take.
- It does not show how different task are related, but may show who will be involved in
the completion of the work.
This information is shown as a pair of brackets, one of which indicates the starting
date and the other the end date for each task.

The Gantt chart enables the manager to make commitments based on planned
completion, to acquire extra resources to shorten some of the times and so an
Filling in the brackets enables the manager to see immediately what task are behind or ahead
of schedule and how far.
A MILESTONE SCHEDULE
It is the selection of a date when a certain accomplishment decision or event is to take place
and indicating that date on the horizontal bar of a chart milestones this add detail to the Gantt
chart. Gantt charts show the relationship between milestones within the some task but not
within different tasks.
Gantt charts are used in scheduling a series of unrelated activities while milestone
scheduling can be used to divide a major project into sub activities so that managers can
achieve greater control. Neither approach however can adequately deal with the
interrelationship among activities or events that characterize more complex projects or
programs in, this came a form of network analysis is of importance.

PERT ( Program evaluation and review technique) and CPM ( critical path method are the
two major network techniques CPM is used if a process is repetitive and the required
completion time is know with certainty while PERT is used if a process is non repetitive and
completion time is not known with certainty.

EXAMPLE OF A GANTT CHART

Community experience 30th June- 30th July
Weeks 1 2 3 4
activities 0123456 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Establish
contacts
Home visits

Outreach
activities
Consultations

Infant welfare
clinics

A schedule is another types of work plan it shows the tasks to be completed, how long they
will take and who is to be assigned for each one.
- It does not show how various task are related
- It does not give a visual picture of the time schedule.
A schedule is required when a different activity or the some activity in a different
place is spaced at intervals over time

PREPARING A SHEDULE
1-Each different activity or each different place is listed and passed through the dates
in turn.
2-The whole cycle is repealed
3-A calendar is needed showing the different dates of chosen days in the month ahead
4- Maps may be needed showing routes, distances and travel time

Example of a schedule
A mobile team visit to 5 villages visit is every Monday and Thursday each village
is visited every 2wks
Route1