Management Functions

Session 7: Management Functions

Total Session Time: 120 minutes

Prerequisites

Learning Tasks

By the end of this session students are expected to be able to:

Resources Needed:

SESSION OVERVIEW

Activity/

Step Time Content

Method

1 05 minutes Presentation Introduction, Learning Tasks

05 minutes Presentation

2 Definition of Management Function

Buzzing

20 minutes Presentation

3 Small Group Management Function

Discussion

30 minutes Presentation Relationship of Management Function

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and Pharmaceutical Services

05 minutes Presentation

5 Three Key Management Function

Brainstorming

6 30 minutes Presentation Management Skills and Roles

15 minutes Presentation Importance of Planning and Reporting

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to Pharmaceutical Staff.

8 05 minutes Presentation Key Points

9 05 minutes Presentation Evaluation

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SESSION CONTENTS

STEP 1: Presentation of Session Title and Learning Tasks (5 minutes)

READ or ASK students to read the learning tasks and clarify

ASK students if they have any questions before continuing.

STEP 2: Definition of Terms (5 minutes)

Activity: Buzzing (5 minutes)

Ask students to pair and buzz on the following:

ALLOW few students to respond

WRITE their responses on the flip chart/board

CLARIFY and SUMMARISE by using the content below

of their jurisdiction in their respective organizations.

STEP 3: Management Functions (20 minutes)

Activity: Small Group Discussion ( 15 minutes)

DIVIDE students into small manageable groups

ASK students to discuss on the following question

ALLOW students to discuss for 15 minutes

ALLOW few groups to present and the rest to add points not mentioned

CLARIFY and SUMMARIZE by using the contents below:

for:

o Planning

o Organizing

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o Directing

o Staffing

o Controlling

o Budgeting

o Evaluating

o Reporting

o Supervising

Refer learners to Hand-out 7.1: Management Functions

STEP 4: Relationship of Management Functions with Pharmaceutical

Services (35 minutes)

all needs to be used in pharmaceutical unit will be realised.

pharmaceutical unit need to be well organized to address client‘s needs

services. All issues related to staffing will as well be applied at pharmaceutical unit.

pharmaceutical unit and all supplies used should be well controlled for best use.

planned above will be converted into monetary terms at pharmaceutical which will reflect

the actual value of money to be used at pharmaceutical unit.

point is very tempting hence need close evaluation from time to time. Not only how they

were being used but need further deep evaluation to know the result realised after being

used in terms of cure.

services as through that all records experienced will be documented. The report will be

shared with all stakeholders: management, funders, community etc. That will portray the

immerge of the service provided by pharmaceutical unit.

that are where managers can provide support needed and through that managers will build

capacity of staff.

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STEP 5: Three Key Management Functions (5 minutes)

Activity: Brainstorming (5 minutes)

Ask students to brainstorm on the following question:

ALLOW few students to respond

WRITE their responses on the flip chart/ board

CLARIFY and SUMMARISE by using the content below

STEP 6: Difference Between Management Skills and Roles (15 Minutes)

and their skills to enable a manager perform assigned duties.

o Management skills

o Time management skills

o Communication skills

o Resource management skills

o Problem solving skills

o Interpersonal relationship skills.

the roles are grouped into the following three major roles:

o Interpersonal roles – A manager in deals with people both in the organization like

employees, students, visitors and those who are outside the organization customers,

stakeholders, neighbours, suppliers, etc. He is as well an organization representative

or figure heads who meets with various stakeholders on behalf of the organization.

o Informational role – A manager manages many things information inclusive.

Information management includes collecting information, receiving information,

filtering information and disseminating information to various users.

o Decisional role – On day to day activities managers makes decisions which refer to

entrepreneur of the organization who finds organizational resource, disturbance

handler among staff and clients, resource allocator to users and a negotiator or

representative of the organization.

their roles better.

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STEP 7: Importance of Planning and Reporting to Pharmaceutical Staff

(15 minutes)

o Identify their requirements

o Merge their total requirements

o Costing their needs in terms of money

o Priority areas to be served

o Identify source of funding

o Assists pharmaceutical staff to document all services rendered to clients and

o Report the magnitude of the resources used time inclusive.

o Reporting clients received services

o Through reporting is where will lead pharmaceutical staff share what happened with

other authorities related to the pharmaceutical plan.

STEP 8: Key Points (5 Minutes)

pharmaceutical inclusive.

Informational, decisional and interpersonal functions.

STEP 9: Evaluation (5 minutes)

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Reference

Peterson A.M, Kelly N.W (2014); Leadership and management in pharmacy practice, 2nd

edition, CRC press

Cole, G. A (2000) Management Theory and Practice, 6th Edition: Continuum

Nursing – Theory and Application, 2nd Edition: Lippincott, Philadelphia.

Graham, H. T. and Bennett, R. (1998). Human resources management. London: Pitman.

Heller, R. and Hindle, T. (1998). Essential managers manual. London: Dorling Kindersley.

Mashimi J B. (2006). Uongozi na Utawala Bora na maendeleo ya Afrika. Business Image

Graphic & Promotions.

Saleemi N.A. and Bogonko J. B. (1997). Management (Principles and Practice) Simplified.

N. A. Saleemi Publishers.

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Handout 7.1: Management Functions

These five functions are part of classical management theory and are at present important

components in the daily functions of a manager.

Planning

The planning process is designed to help the organization minimize uncertainty in the future.

Planning helps determine future success as well as anticipate potential pitfalls. Planning also

helps to maximize efficiency. When an organization understands where resources, people,

and money are to be deployed, it can make the best use of them to accomplish its goals.

Planning includes considering monthly as well as annual budgets and anticipated profits. This

involves recognizing the potential revenue an organization expects at that point of time and in

the future, as well as expenses associated with current and future operations. Along with the

budgeting process, planning also entails identifying and preparing for the appropriate mix of

staff (pharmacists, technicians, ancillary personnel) and the hours of operation of the current

and future pharmacy.

Amanager engages in several types of planning on a daily basis. First, strategic

planning is the process of charting the course for the organization. This type of planning

considers the strengths and weaknesses of the organization in light of the opportunities and

threats that the organization may face in the future. Typically, strategic planning attempts to

plan three, five, or ten years into the future. Once the overall direction of the organization is

planned through this process, tactical planning — plans that carry out the strategic plan —

occurs. Typically, these plans come in the form of long-term objectives, which are

measurable achievements by which the organization and all its members can benchmark

progress. For example, a retail pharmacy‘s strategic plan may include an initiative to become

a leader in diabetes care within the next three years. To accomplish this plan, long-term

objectives are needed to support the initiative. These objectives could include having all

pharmacist-certified diabetes disease managers, constructing a patient counseling area

supporting patient education, and redesigning the work flow to allow pharmacists to perform

this function. Short-term planning involves planning for activities within the upcoming year

or sooner. Typical short-term objectives include determining hours of operation, marketing

plans, and monthly and annual budgets. The process of planning, in particular strategic

planning, incorporates the steps listed in Table 1.1.

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Table 1.1 Steps in the Process of Planning

o Strengths.

o Weaknesses.

o Threats.

o Opportunities.

Organizing

Organizing is the second function of a manager. It encompasses assigning responsibilities to

employees and determining how and when things are to be accomplished. One of the primary

organizing functions is to determine the organizational chart.

Directing

One of the most important functions of a manager is directing — leading, delegating, and

motivating employees to accomplish their jobs. This function relies primarily on the

interpersonal skills of a manager because directing involves dealing with people. Further, this

function includes recruiting and retaining employees. How a manager interacts with

employees, or prospective employees, sets the tone for the culture of an organization. Related

to this is the concept of power within an organization. Various organizational structures lend

themselves to granting more or less authority to an individual manager, but how the manager

uses that power is key in directing employees to carry out job responsibilities.

Coordinating

Synchronizing activities is the hallmark of coordination. Within a department, many

functions take place simultaneously or in sequence to accomplish an objective. The function

of the manager in this respect is to bring these activities together in an efficient and effective

manner to produce the desired output. Coordinating activities include corrective actions, in

which adjustments to a process need to be made to bring about the outcome; preventative

actions, which prevent problems from occurring; and promotive actions, in which

relationships are developed within and among departments and personnel.

A key aspect of the coordinating function is managing conflict. Conflict arises on a

daily basis in organizations. Not all conflict is bad. At times, conflict is a means of

identifying problems and presents an opportunity to improve. However, poorly managed

conflict can have serious consequences for employee morale and customer satisfaction. One

way to manage conflict is using teams or committees to identify and resolve problems

between an organization‘s units.

Controlling

The controlling function of a manager is regulatory in nature, by which the manager assures

that the functions of the department are progressing in accordance with predefined plans. The

manager reviews the plans developed, determines the performance measures needed to assure

progress toward the goal, compares the results of these measures with the standards set in the

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plans, and attempts to make adjustments, through one of the other functions, to ensure

congruency with the desired outcome.

The idea of management control can be considered in a variety of settings.For

example, the manager compares the actual performance of a system to the planned

performance, and if there is a mismatch takes corrective action so that the actual performance

meets the planned performance. Depending on what the manager wants to control, a variety

of control devices can be used, such as budget reports, performance appraisals, or opinion

polls. These varied devices provide a measure of performance — profits or expenses through

budget reports; productivity of workers through performance appraisals; and consumer

satisfaction through opinion polls.

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