Public Health

Management : an introduction by David Boddy; Steve Paton

By David Boddy; Steve Paton

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The feedback loop indicates that this output is the source of future resources. External environment Organisations depend on the external environment for the tangible and intangible resources they need to do their work. So they depend on people in that environment being willing to buy or otherwise value their outputs. Commercial firms sell goods and services, and use the revenue to buy resources. Public bodies depend on their sponsors being sufficiently satisfied with their performance to provide their budget.

Organising and leading are important too, as staff have to be clear on which projects to take forward, as well as being clear on objectives and deadlines. Controlling is also there – I have to compare the actual money spent with the planned budget and take corrective action as necessary. And a manager in a professional services firm: As a manager in a professional firm, each assignment involves all the elements to ensure we carry it out properly. For example, I have to set clear objectives for the assignment, organise the necessary staff and information to perform the work, supervise staff and counsel them if necessary, and evaluate the results.

When we take stock of the productivity gains that drive our prosperity, technology gets all of the credit. In fact, management is doing a lot of the heavy lifting. Source: Magretta (2002), p. 1. As human societies become more specialised, we depend more on others to satisfy our needs. We meet some of these by acting individually or within family and social groups: organisations provide the rest. Good managers make things work – so that aid is delivered, roads are safe, shops have stock, hospitals function and all the rest.

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