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Chapter 1 : Principles of Management

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Principles of Management, Page 1 of 2

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Abstract:

This chapter aims to familiarize the reader with the concepts of leadership, management, and administration. We cannot fully plan for or project what the future will be or what it will bring. The concept of cultural lag is derived from these notions. The chapter places modern management ideas in their historical context and reviews in general terms the variety of management concepts and philosophy. It explains the different historical theories of management, namely, behavioral theory, quantitative theory, and integrated theory, before moving on to new concepts such as Lean Six Sigma. It is noted that management by objectives was one of the most widespread approaches to dealing with individual employees. The chapter explains the process of decision making and how a decision-making style is a reflection of one’s leadership style. Decisions can be studied and classified from a number of perspectives. Good decision making relies on knowledge of both the importance and components of the process. It requires an awareness of personal skills to determine the best way to reach the highest-quality decision with the greatest acceptance in the amount of time available. Finally, the chapter considers the issue of management ethics and its positive impact on the workplace. A strong ethical framework must be one of the guiding tenets for the modern organization.

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1

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Figures

Image of Figure 1.1
Figure 1.1

The managerial grid. Adapted from R. R. Blake and J. S. Mouton, (Gulf Publishing Company, Houston, TX, 1964), and J. R. Snyder and D. S. Wilkinson, , 3rd ed. (Lippincott-Raven Publishers, Philadelphia, PA, 1998). doi:10.1128/9781555817282.chl.fl

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1
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Image of Figure 1.2
Figure 1.2

Decision making: integral to management functions. doi:10.1128/9781555817282.chl.f2

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1
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Image of Figure 1.3
Figure 1.3

Continuum of decision styles. AI, You solve the problem or make the decision yourself, using information available to you. AII, You solve the problem or make the decision yourself, using information from subordinates. They may or may not be aware of the decision-making process and their role in it. CI, You share the problem with relevant subordinates individually, getting their ideas. Then you make the decision yourself, accepting or rejecting subordinate advice. CII, You share the problem with relevant subordinates at a group meeting, getting their ideas. Then you make the decision yourself, accepting or rejecting subordinate advice. GI, You share the problem with subordinates individually, and together analyze the problem and arrive at a mutual solution. You both contribute. GII, You share the problem with relevant subordinates at a group meeting and together analyze the problem and arrive at a group decision. You do not try to influence the group, and you are willing to accept and implement what the group recommends. DI (not shown in figure), You delegate the problem to a subordinate, providing him with relevant information and giving him sole responsibility for the problem. doi:10.1128/9781555817282.chl.f4

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1
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Figure 1.4

Problem-solving/decision-making process. doi:10.1128/9781555817282.chl.f4

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1
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References

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Tables

Generic image for table
Table 1.1

Emergence of management theories

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1
Generic image for table
Table 1.2

Decision-making differences between leaders and managers

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1
Generic image for table
Table 1.3

Concerns in decision making

See reference 45.

Citation: Casterline J, Snyder J. 2014. Principles of Management, p 3-22. In Garcia L (ed), Clinical Laboratory Management, Second Edition. ASM Press, Washington, DC. doi: 10.1128/9781555817282.ch1

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