Managing people
(Professionals)
Jean Ganub, RPh.
Objectives
Discussion on the theories
explaining management of people
Empowerment of people
Socializing and entertaining people
Professional
Definition
A Professional is a person who possesses a
personal body of knowledge and of know-how
which is recognized and valued by the market.
Because of this market recognition, the
Professional benefits from an advantage not
available to other workers: he or she can
personally manage internal or external
professional mobility, in a specific firm or in the
international market. A person who is recognized
as a Professional possesses a social standing
which is larger than the specific job he or she
holds down.
Professional
Definition
As early as 1927, Henry S. Dennison defined a
professional in terms of the following four
criteria:
1. The occupation uses trained intelligence and is
undertaken after following a course of study and
appropriate practice.
2. The occupation applies knowledge and
methods of science to study problems.
3. The professional is dedicated to serve the
community above self-interest.
4. The professional is bound by a code of ethics.
Professional
Attributes
Longest (1990) has identified several
characteristics unique to health professionals.
These can be summarized as
1. Work satisfaction is solely due to their
profession.
2. Professional development is part of the
profession
3. Individual efforts are related to their
professional goals.
4. They share professional knowledge with their
clients and a desire to help others.
Professional
Attributes
Longest (1990) has identified several
characteristics unique to health professionals.
These can be summarized as
5. They are loyal and committed to the
profession and its code of ethics.
6. Professional knowledge and competence are
important to them.
7. They have an intense desire to learn and
update their knowledge.
8. They prefer to work independently.
9. There is a need to be recognized by their
clients.
Theories
Useful theories for management
Classical Management Theory
Scientific Management Theory
Scientific management is a systematic
study of the relationship between
workers and their tasks aimed at refining
the work process to increase efficiency
Frederick W. Taylor (1856–1915) found
that the time needed to produce a unit of
output could be reduced by specialization
and division of labor.
Classical Management Theory
Administrative Management Theory
Administrative management focuses on
creating an organization structure that
leads to a more efficient and effective
organization. The organization structure
defines the task and authority
relationships in the organization that
control the utilization of resources to
achieve its goals.
Classical Management Theory
Administrative Management Theory
Henry Fayol (1841–1925) formulated 14
principles that are essential for the efficient
management of the organization:
1. Job specialization and the division of labor increase the
efficiency of the organization.
2. Authority and responsibility: The managers have the right
to give instructions and orders, and expect subordinates to
follow those instructions and orders.
3. Unity of command: Workers should receive instructions
and commands from only one supervisor.
Classical Management Theory
Administrative Management Theory
4. Line of authority: The length of the chain of command
from the top management to the bottom should be limited.
5. Centralization: The authority should not be vested in top
management.
6. Unity of direction: The managers and the workers should
be guided by a single plan of action.
7. Equity: All the staff should be treated with dignity and
respect.
8. Order: The organizational positions should be created to
maximize the efficiency of the organization, and the staff
should have prospects of promotion.
Classical Management Theory
Administrative Management Theory
9. Initiative: The management should encourage
innovation and creativity by the staff.
10. Discipline: All workers should work toward the same
goals of the organization.
11. Remuneration and personnel: The employees should
receive fair payment for the work.
12. Stability of tenure of personnel: Long-term
employees can make a vital contribution to improve the
efficiency of the organization.
Classical Management Theory
Administrative Management Theory
13. Subordination of individual interest to common
interest: Employees should be aware of how individual
performance affects the performance of the entire
organization.
14. Esprit de corps: The managers must endeavor to
improve morale among the staff to promote mutual trust
and understanding so that all staff work in a harmonious
environment.
Classical Management Theory
Weber’s Theory of Bureaucracy
Max Weber (1864–1920) postulated his
theory of bureaucracy at the time of the
German industrial revolution. His theory
was based on the following (Jones and
George, 2008):
Classical Management Theory
Weber’s Theory of Bureaucracy
1. Authority is vested in the manager of the
organization.
2. The position of a worker is based on his or her
performance.
3. Authorities and responsibilities of a position should
be clearly specified.
4. Rules and standard operating procedures are written
to enable all activities to be adequately controlled.
5. The structure of the organization is based on
hierarchy.
Behavioral Management Theory
Maslow’s Motivation Theory
Classified basic human needs into five
categories in a hierarchical order:
physiological, security, affiliation,
esteem, and self-accomplishment
(Dima et al., 2010).
His theory was based on the concept
that people have well-defined needs.
Behavioral Management Theory
Maslow’s Motivation Theory
When the need for affiliation is satisfied,
human beings need to be appreciated by
others for their position in society and their
contribution toward it. The highest need is
self-fulfillment, the desire to achieve the
maximum potential.
This level is continuously changing
because of changes in external conditions
and challenges imposed by them.
Behavioral Management Theory
Theory X and Y:
Theory X is the idea that people
instinctively dislike work and will do
anything to avoid it
Theory Y is the view that
everybody has the potential to
find satisfaction in work
Behavioral Management Theory
Theory X and Y:
They believe that their subordinates
need constant supervision if they are to
work effectively
They think that decisions must be
imposed from above without
consultation
The managers who work in this way are
called authoritarian managers
Management Science Theory:
An approach to management that utilizes
a variety of quantitative techniques to
help managers make the best use of
resources in the organization.
Quantitative management deals with
mathematical techniques that enable
managers, for example, to quantify
inventory levels, identify new locations of
factories, and how best to invest the
money.
Management Science Theory:
Operations management utilizes various techniques
to improve the efficiency of the operations of the
organization.
Total quality management (TQM) is an approach
that manages the quality of the resources, processes,
and the final product to achieve efficiency and quality
of the final product.
Management information systems (MIS) help
managers design information systems that monitor
the internal and external environments that impact
the performance of the organization, thereby
providing a means to meet future challenges.
Organizational Environment Theory:
Open and Closed Systems Theory
Contingency Theory
Organizational Environment Theory:
Open and Closed Systems Theory
The organization was considered an open
system—one that acquired resources from the
external environment and transformed them
into goods and services that are then sold to
the customers in the external environment. It is
described as an open system because it
interacts with the external environment.
Organizational Environment Theory:
Open and Closed Systems Theory
On the other hand, a closed system is not
affected by the external environment, and it
ignores the influence of the external
environment on the organization.
The organization fails to acquire the necessary
resources and loses control, leading to
dissolution of the organization.
Organizational Environment Theory:
Open and Closed Systems Theory
Skilled managers ensure that all components
of the open system work together as a team
to promote effectiveness and efficiency.
Organizational Environment Theory:
Contingency Theory
The basis of this theory is that there is no
one best way to organize.
The main assumption of this theory is that
the organization’s ability to obtain much-
needed resources depends on the external
environment. So, the structure of the
organization and the control methods are
contingent on the characteristics of the
external environment
Organizational Environment Theory:
Contingency Theory
The operations of a community pharmacy
are affected not only by the ability to obtain
medicines and products from wholesalers in a
timely manner, but also by the unavailability
of some medicines due to manufacturing
problems, competing pharmacies delivering
better or additional services, not embracing
new technology
Different cultures have different ways
of managing people:
Some cultures prefer frequent
consultations in decision-
making (all members contribute to
this process)
This is called management by
consensus: a group decision that
is acceptable to all members of the
group, a general agreement
A recent trend in managing people
is
To encourage workers to use their own
initiative (to make decisions on their
own without asking managers first)
This is called empowerment
(employees improve operations, reduce
costs and improve product quality)
Empowerment is used to establish
better relationships with customers
Empowerment is linked to the idea of
delegation:
Delegation is handling a task over
to a subordiante
If you delegate you transfer the
decision-making responsibility to
some subordinate organisations
You give someone the authority to
undertake specific activites or
decisions
Another trend is virtual management:
In virtual management the teams of
people are not physically present
at the work site, they are linked by
e-mail and the Internet and they
work from their own premises
(homes)
Another word for virtual
management is off-site
management
Techniques for Managing
Professionals
1. Clarify expectations. Define the tasks to be
accomplished, leaving room for creativity and
innovation. Discuss with the employees their
professional and career expectations.
2. Provide protection and support to deliver
expectations.
3. Encourage professional development activities.
4. Acknowledge and recognize them as professionals.
5. Give credit where it is due and avoid taking credit
for their good work.
Techniques for Managing
Professionals
6. Encourage flexibility to promote innovation
and creativity.
7. Ensure top management is aware of their
professional contribution to the development of
the organization.
8. Resolve mistakes in an open manner and allow
them to correct their mistakes.
Techniques for Managing
Professionals
9. Do not pretend to possess technical knowledge that
you do not have.
10. Provide regular feedback. Be constructive in
criticisms. Do not blame professionals for your mistakes.
11. Set SMART goals that are:
Specific
Measurable
Achievable
Realistic
Timely
Socialising and entertaining
Some useful expressions
Socialising is an important part of good
management:
Being on time: how late do you have
to be before you are considered “late”?
The way people dress: the
company’s policy might also be smart-
casual (dressing smartly but in casual
clothes). What about dress-down
Friday? Does it exist in your country?
(a company allows people to dress less
formally than on other days)
How you address people (first
names or family names?)
Giving gifts: What should you give?
Does the person unwrap them
immediately or wait till later? (to say
thanks you usually say: That’s very
kind of you.)
Shaking
hands/kissing/hugging/bowing:
when is it appropriate?
Making excuses: Making
conversation:
It’s very kind of What do you like
you, but... to do in your
spare time?
I’d like to take it
easy if you don’t
Where are you
going for your
mind. holiday this year?
It’s very kind of Can you tell me
you, but another about any
time perhaps. interesting places
to visit?
What about you?
Showing interest: Saying
goodbye:
Interesting! Thanks very much
Really? for your hospitality.
I really enjoyed the
meal.
Thanks for showing
me round the city.
I’ll be in touch soon.
Goodbye. All the
best.
Word building
Conditionals
Word building: complete the missing
words in the columns
NOUN ADJECTIVE OPPOSITE
Patience patient ________
Calmness ______ nervous
Weakness ______ strong
Toughness ______ ______
Emotion ______ _______
Consistency ______ ________
Sympathy ______ ________
________ formal ________
Enthusiasm ______ ________
_________ creative __________
Conditionals:
First conditional: a possible
condition and its probable result
if + present simple, will + base
form of a verb
If we meet our sales target, we’ll
get a bonus.
Second conditional: an unlikely
condition and its probable result
if + past simple, would + base form
of the verb
If he listened more, he would be
a better manager.
Conditionals are often used
when negotiating.
Complete the sentences with: will,
would, won’t, wouldn’t
I’m sure they ____ continue doing
business with you if they weren’t
satisfied.
If he was able to deal with pressure,
he _____ be an excellent negotiator.
If I lose this order, I’m afraid it _____
affect my commission.
If you don’t increase the discount, we
_____ be able to increase the size of
our order.
We ____ have to turn to another
supplier if you were able to deliver
this month.
Complete the sentences with the
correct form of the verbs in brackets:
We ____ (give) you a 15% discount
if you pay cash.
If they ____ (pay) late, we would
close their account.
If you ______ (deliver) this week,
we will place a bigger order.
We _____ (deliver) this week if you
paid cash.
We will give her a free gift if she
______ (increase) her order.
If they make a concession, we
_____ (do) the same.
If you place regular orders, we
_____ (cover) insurance.
