HMlecture1- introduction.pptx

This OR This 4 5  HEALTH MANAGEMENT Session 1 S.Hina Rizvi 18-sept-2023 Learning Objectives Tell who managers are and where they work. Know how to manage your time. Explain why managers are important to organizations. Describe the functions, roles...

This OR This 4 5  HEALTH MANAGEMENT Session 1 S.Hina Rizvi 18-sept-2023 Learning Objectives Tell who managers are and where they work. Know how to manage your time. Explain why managers are important to organizations. Describe the functions, roles, and skills of managers. Develop your skill at being politically aware. Describe the factors that are reshaping and redefining the manager’s job. Explain the value of studying management  WHAT IS MANAGEMENT? It is not easy to define management. Many definitions have been suggested, for example Management is Getting things done. Saying what needs to be done and getting it done Getting people to work harmoniously together and making efficient use of resources to achieve objectives. Planning, organising, directing and controlling: the art of getting things done by and through people (WHO, 1993: 5). A systematic process of using resources with judgement, to achieve objectives. “Good management is to organisation what health is to the body – the smooth functioning of all its parts !” (McMahon et al, 1992: 3) Task Defining management a) Which definition do you prefer and why do you like it? b) Write your own definition of management that applies to your situation. c) Think about your job and identify the things you do which involve management. Use the definitions to guide you. The WHO definition, “getting things done through people”, is used as a theme throughout this health management module. This definition was chosen because we want to emphasise that management consists of two equally important concepts: While it is necessary to ensure that things get done, the manager should never forget that without people, nothing will get done! Health Managers  14 Who Are Managers Managers are the executive function of the organization Building and coordinating the entire system Create systems and conditions that enable others to perform those tasks Create the right systems and environment, managers ensure that the department or organization will survive and thrive Recognize the key role of people “The art of getting things done through people” –Mary Parker Follett “Give direction to their organization, provide leadership, and decide how to use organizational resources to accomplish goals” -Peter Drucker Where Do Manager Work? ORGANIZATION: A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations. Where managers work (manage). Common Characteristics of Organizations Distinct purpose and goals People Systematic structure EXHIBIT 1–1 Common Characteristics of Organizations Organization is a social entity that is goal directed and deliberately structured People Differences Operatives People who work directly on a job or task and have no responsibility for overseeing the work of others. Managers Individuals in an organization who direct the activities of others. EXHIBIT 1–2 Organizational Levels Identifying Managers First-line Managers Supervisors responsible for directing the day-to-day activities of operative employees- staff nurses ,HOs, technicians Middle Managers Individuals at levels of management between the first-line manager and top management- incharge wards, Incharge ICU Top Managers Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members- MS hospitals Management Management isisthetheattainment attainmentofoforganizational organizationalgoals goals in in an aneffective effectiveand andefficient efficient manner manner through throughplanning, planning, organizing, organizing, leading, leading, and andcontrolling controllingorganizational organizational resources. resources. Efficiency Doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs Effectiveness Doing the right things; goal attainment Efficiency and Effectiveness Management Processes/Functions P-O-L-C Planning Includes defining goals, establishing strategy, and developing plans to coordinate activities Organizing Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made Management Processes/Functions P-O-L-C Leading Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts Controlling The process of monitoring performance, comparing it with goals, and correcting any significant deviations The Process of Management  General Skills for Managers Skills of Successful Managers Political Conceptual Interpersonal Technical skills Skills skills skills  26 Management Skills Conceptual Skills – cognitive ability to see the organization as a whole system Human Skills – the ability to work with and through other people Technical Skills – the understanding and proficiency in the performance of specific tasks Relationship of Skills to Management  28 When Skills Fail Management skills are tested most during turbulent times Many managers fail to comprehend and adapt to the rapid pace of change in the world Common failures include: ✔ Poor Communication ✔ Failure to Listen ✔ Poor Interpersonal Skills ✔ Treating employees as instruments ✔ Failure to clarify direction and performance expectations  29 Management Types Vertical Differences Top Managers Top Manager Middle Manager Middle Managers First Line Manager First-Line Managers Horizontal Differences Functional departments like advertising, manufacturing, sales Include both line and staff functions Perform the core activities and contribute to its business directly. Eg. manufacturing and marketing Perform the support function and contribute indirectly to the business ASSIST and ADVICE. M.D. Advertising Manufacturing Sales  30 Management Levels in the Organizational Hierarchy  32 Mintzberg’s Manager Roles  How Does Management Relate To Other Disciplines? Sociology Political Science Psychology Management Economics Philosophy Anthropology The Transition to a New Workplace Today’s best managers give up their command-and-control mind-set to focus on coaching and providing guidance, creating organizations that are fast, flexible, innovative, and relationship-oriented. The Transition to a New Workplace A successful Manager requires A blend of formal learning (science) practice (art)