Management In Physical Therapy PDF

Management In Physical Therapy Hazem Abunejma Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach  INTRODUCTION Management is essential for any organization. Management started with setting of goal, so any human groups not nam...

Management In Physical Therapy Hazem Abunejma Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach  INTRODUCTION Management is essential for any organization. Management started with setting of goal, so any human groups not named administration or management unless there are goals they work in between in order to achieve these goals. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach  Introduction Management cannot obtain goals by itself but thought others and resources. There are many definitions for management depends up on the point of view of each writer and researcher. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach DEFINITION Management is considered as process of coordinating of all resources through the processes of planning, organizing, directing and controlling achieve theinorganizational order to… goals effectively and efficiently. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Another definition: Management is a human activity aiming to achieve a group of economic and social goals for the organization and staff through the effective and efficient use of the available resources of the organization that works in a continually changed environment. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Therefore, management is: A human activity achieved through groups of individuals working in order to gain benefits for the organization and staff. A productive activity depends up on efficient and effective use of the available resources.(Managers make sure resources like time, money, and equipment are used wisely to get the best results.) A work aiming to achieve well defined goals in certain time.(Goal- Oriented Work Within a Timeframe) Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Therefore, management is: An organization system consists of three main parts are inputs, procedures and outputs. A continual activity depends on planning, organizing, directing and controlling. A flexible activity as it works in a continually changed environment. Economic activity acts for achieving certain goals through using the least cost. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach MANAGEMENT FUNCTIONS Controlling Directing Organizing Planning Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach I. The planning function Definition Planning is deciding in advance what to do, how to do it, when to do it and who is going to do it. Planning is the most basic of all the management functions and it is the starting point for any organization. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  WHY HOW WHAT Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  Values of planning 1. It provides direction.(helps everyone know where they’re going and what needs to be done 2. It provides a unifying framework(brings everyone together to work toward the same goal) 3. It helps to reveal future opportunities and threats. 4. It facilitates control(track progress and ensure everything stays on track) Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach Steps of planning Planning process is a logical set of steps can be summarized as following: 1. Setting of objectives and their alternatives. 2. Determination of steps and procedures of working program and timetable for each step. 3. Determination of the human resources and fund required for program. 4. Setting of the standards for measuring of the objectives. 5. Evaluation of the results. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach Principles of effective planning 1. Develop accurate forecasts. 2. Gain acceptance for the plan. 3. The plan must be a sound one. 4. Develop an effective planning organization. 5. Be objective. 6. Keep the plan flexible. 7. Revise the plan every year. 8. Fit the plan to the situation. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach The organizing function Definition Organizing is the management function that establishes the relationships between activity and authority. What is the Relationship between organizing and planning ?? Organizing begins with and is governed by plans, and plans state where the organization is going and how it will get there. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach Importance of the organizing process The organizing process should provide the following benefits: 1. A clarified work environment. 2. A coordinated environment. 3. A formal decision-making structure. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  Steps of the organizing process 1. Consider plans and goals. 2. Determine the necessary work activities. 3. Classify and group activities. 4. Assign work and delegate appropriate authority. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach Steps of the organizing process 1. Determination of resources required to achieve the plan of the organization. 2. Determination of the role and responsibility of each individual in the plan of the work. 3. Determination of the authority. ( what about responsibilities. 4. Determination of the relationship between the individuals in the organization. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach The directing function The main aim of this function is to make union of the individual’s effort towards achieving the objectives of the organization. Directing needs three main requirements: Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach The directing function 1. Communications (Guiding): The aim is to enable the chairman’s to inform the individuals about their duties, responsibilities and at the same time inform their chairman’s about their reaction. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach 2. Leading Means ability to affect the individuals in the way which help them to achieve the objectives of the organization, this requires the following forces of the leader: a. Position b. Experience c. Personality d. Punish e. Reward Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  2. Leading SO what is the difference between a leader and a director ?? Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach 3. Motivating which enable the leader in enhancing the individuals to achieve the objectives of their organization. What is needed to motivate your staff ?? Knowing the nature of individuals under his authority to choose the suitable reward for each subject. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  Class activity Select any bussinis idea and apply the first two magement functions ( planing and organizing ) Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach The control function Control is the task of ensuring that activities are providing the desired results. Prerequisites of control system: 1. Control requires plans. 2. Control requires organization structure. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach Types of control There are three types of control system 1. Pre-control: Control that takes place before work. 2. Concurrent control: Control that takes place as work is being performed is called concurrent control. 3. Feedback control: Control that concentrates on past organizational performance is called feedback control. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  What is the basic control process ?? !. Establish Standards 2. Measure Actual Performance 3. Compare Performance with Standards 4. Take Corrective Action: Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach Requirements for adequate controls: 1. Controls should be tailored to plans and positions. 2. Controls must be tailored to individual managers. 3. Controls should be objective. 4. Controls should be flexible. 5. Controls should be economical. 6. Controls should lead to corrective action. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach MANAGEMENT SKILLS 1. Technical Skills 2. Interpersonal Skills 3. Conceptual Skills 4. Diagnostic Skills 5. Analytical Skills Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  MANAGEMENT SKILLS 1. Technical Skills Technical skills are the skills necessary to accomplish specialized activities. Technical skills especially important for first –line managers who spend much of their time training subordinates and answering questions about work-related problems. Why??? Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach  MANAGEMENT SKILLS 2. Interpersonal Skills Interpersonal skills sometimes called human skills. The interpersonal or human skills refer to the ability to communicate, motivate and lead individuals and groups. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach MANAGEMENT SKILLS 3. Conceptual Skills Conceptual skills depend on the manager’s ability to think in the abstract. Also, refer to the ability to plan, coordinate and integrate all organizations interest and activities. It is the most important at the upper level of the organization where long-range forecasting and planning are the principal activities. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach MANAGEMENT SKILLS 4. Diagnostic Skills Is the ability to analyze the symptoms and determine the cause of any problem. 5. Analytical Skills It is similar to decision making skills. It means managers ability to identify the variable in the situation, how they are interrelated and decide which ones should receive the most attention. Introduction Definition Functions Skills Administration Levels Managerial Roles The System Approach ADMINISTRATION LEVELS 1. Line Management (Supervisory Level) 2. Middle Management 3. Top Management Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach 1. Line Management (Supervisory Level) lowest level of management.  Working at the operating level, they include the majority of the management staff. Responsible for specific work groups and the accomplishment of the actual work of the organization. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach 1. Line Management (Supervisory Level) Cont. They concentrate on the technical details, work quality, work quantity the employee’s performance. They are ….. supervisors, foreman, and head of department or unit director. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach 2. Middle management Middle management includes all managers below the rank of vice president but above the supervisory level, and includes less number of management staff. What are there responsibilities? implementing strategies policies, objective procedures. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach 2. Middle management They include general director, head of departments or unit’s director. They spent most of their time in organizing and need interpersonal skills to do their task. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach 3. Top management Top management includes all managers who are responsible for the overall operations of any organizations. Include very few number of management staff. They are responsible for establishment of organization objectives, policies, strategies and they also represent the organization in the outside community. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach 3. Top management Cont.… They include president of the organization, vice president of the organization and board of directors. What they do ?? spent most of time with other managers in the organization in order to achieve the stated goals effectively and efficiently. They concentrate on planning and need conceptual skills to do their task. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach  Compare the three managements levels in terms of responsibilities and the actual work ?? Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach MANAGERIAL ROLES Researches indicated that the managerial roles can be classified into three main groups, these are: I. Informational Roles II. Interpersonal Roles III. Decisional Roles Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Informational Roles It includes all the roles that are related to receiving, communicating and distribution of information inside and outside the organization. Examples: The monitor role: It is the process of receiving and presenting the information. The disseminator role: It is the process of sharing and distributing the information among all the organization units. The company spokesperson role: According to this role, managers transmit information to others especially those outside the organization. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Interpersonal Roles The interpersonal roles are those that are related to establishing and maintaining a strong relationship with others whether they are inside or outside the organization. Examples: The figurehead role: This role reflects the managers responsibility for representing the organization in any meeting or ceremonial occasion. Leadership role: This role involves the responsibility for directing and coordinating the activities the subordinates to accomplish the organizational objectives. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Decisional Roles Perhaps this is the most important role as managers play a key part in the decision making system of an organization. Examples: The entrepreneurial role: This role involves the design and initiation of planned change. The disturbance-handler role: This role is played when managers deal with involuntary situations and changes that are sometimes beyond their immediate control. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Evaluation of Administration Performance Manager’s performance can be measured by two criteria: Effectiveness: Is defined as doing the right things. Efficiency: Means obtain the goal with the least cost (concerned with how resources as money, time, equipment and personnel are used to get the desired results). Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Evaluation of Administration Performance Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach THE SYSTEM APPROACH The system approach views an organization or project as a single unified entity with a specific goal. To achieve this goal, all the different components or subsystems within the organization must work together and interact effectively. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach THE SYSTEM APPROACH Example ?? The manager has to look to his organization as an integrated unit from a big organization that named external environment; this means manger cannot achieve the goals of his department except through the goals of other departments, which participate in achieving the organization goals. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach SETTING OF ORGANIZATION OBJECTIVES Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach SETTING OF ORGANIZATION OBJECTIVES Definition Objective is the end point or goal towards which management directs its effort and resources. In order to obtain maximum effectiveness from a statement of objectives, an organization must state its objectives prior to initiating the management processes of planning, organizing, directing and controlling. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach  Objective: “Increase product sales by 20% within the next year.” 1. Planning: Develop a marketing strategy to target new customers. 2. Organizing: Assign responsibilities to the sales and marketing teams. 3. Directing: Guide the marketing team to execute campaigns effectively. Motivate the sales team with incentives for meeting targets. 4. Controlling: Monitor sales progress monthly. Adjust the strategy if progress is slower than expected. The values of objectives Provide direction. Serve as motivators. Contribute to management process. The basis for management philosophy. Serve as a guide for organizational consistency. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Types of Objectives in Organizations 1. The organization objectives Organization objectives are the formal targets of the organization and are set to help the organization accomplish its purposes. 2. The individual objectives They are the personal goals of each organization members would like to reach through activity within the organization. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach 3. External objectives These include all the organizational objectives that are related to the people who have relationships with the organization and who are existing in the surrounding environment. 4. Internal objectives These objectives related to employee groups. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Establishing the Organizational Objectives What are the main steps that managers must take to develop a set of working organizational ? 1. Determine the existence of environmental trends. 2. Develop a set of objectives for the organization as a whole. 3. Develop a graduation for the organizational objectives. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach  Classes of Objectives Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach General Characteristics of Objectives 1. Starts with the word “To” 2. Specifies a single measurable result 3. Specifies a target date or time span for Completion 4. Must be realistic and attainable, but represents a significant challenge. What are the differancess between goals and objectives ?? Goals – broad, long-range attributes to be accomplished. Objectives – more detailed, specific targets of performance. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Type of Goals 1. Strategic goals Broad statements describing where the organization wants to be in the future. 2. Tactical Goals Define specific results for major divisions and departments within the organization to achieve. 3. Operational Goals Define specific results expected from departments, work groups, and individuals. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Type of Goals Three types of goals are included in any strategic planning. Horizon goals—broad and less specific goals that are to be met over the course of the over- all planning time span, typically years. Near-term goals—also called short-term goals, with results or accomplishments expected in the next operating cycle, typically 1 year. They serve as progress points toward horizon goals. Target goals—very short-term and specific to time and measurement. They generate action that can be accomplished in days or weeks. Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Deciding your Lifetime Goals 1. Career What level do you want to reach in your career? 2. Education Is there any knowledge you want to acquire in particular? What information and skills will you need to achieve other goals? 3. Family Do you want to be a parent? If so, how are you going to be a good parent? How do you want to be seen by a partner or by members of your extended family? 4. Financial How much do you want to earn by what stage? Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach  5. Physical Are there any athletic goals you want to achieve, or do you want good health deep into old age? What steps are you going to take to achieve this? 6. Pleasure How do you want to enjoy yourself? - You should ensure that some of your life is for you. 7. Public Service Do you want to make the world a better place by your existence? If so, how? 8. Social Do you have any social ambitions? Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Goals and Objectives should be SMART S – Specific M – Measurable A – Achievable R – Realistic (Reviewed) T – Time bound (Target Oriented ) Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach Steps of Goal Setting Process 1. Review the organizational vision and mission(s) “What do we want to achieve?” “Why do we exist, and what do we do?” 2. Evaluate available resources 3. Determine broad, long-term, organization-wide goals 4. Write down the organization-wide goals 5. Determine specific, short-term operational goals 6. Write down the operational goals 7. Review results Introduction Definition Functions Skills. Administration Levels Managerial Roles The System Approach STRATEGIC PLANNING Strategos Stratos ; army Agos ; leader Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination STRATEGIC PLANNING A strategy is a unified, comprehensive and integrated plan. Hospital update Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is?, what it does?, and why it does it?, with a focus on the future?. Management team Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination STRATEGIC PLANNING So during STRATEGIC PLANNING you have to ask the following ?? Where we are now ? where we are going ? What is going to get in our way ? What do we need to get to where we want to go ? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Types of Plans Strategic plans: Plans that focus on the broa d f ut ur e o f t he organization and incorporate both external environment demands and internal resources into the actions managers need to take to achieve the long-term goals of the organization. Tactical plans: Plans that translate strategic plans into specific goals for specific parts of the organization; they have shorter time-frames and are narrower in scope, typically affecting a single business unit within an organization. Operational plans: Plans that translate tactical plans into specific goals for small units of the organization and focus on the near term. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Types of Plans Strategic plans: Vision Mission Tactical plans: Goals And Objectives Operational plans: Strategies Tactics Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Vision To be the most trusted and innovative physiotherapy clinic in the region, helping every patient achieve optimal health and mobility. Mission To provide high-quality, patient-centered physiotherapy services by combining evidence-based practices, state-of-the-art equipment, and personalized care plans. Goals and Objectives Goal: Expand patient base by 50% within 3 years while maintaining high satisfaction ratings. Objective 1: Launch a new branch within 18 months. Objective 2: Offer advanced rehabilitation programs for sports injuries within 12 months. Objective 3: Implement an online booking system within 6 months.  Strategies - Secure funding through loans or partnerships to finance new equipment and facilities. - Build partnerships with local sports teams to attract athletes requiring rehabilitation. - Develop marketing campaigns targeting nearby communities and leveraging digital platforms. Tactics - Hire a marketing agency to run targeted social media ads starting next month. - Enroll staff in a specialized sports rehabilitation course over the next quarter. - Negotiate with suppliers for discounts on bulk equipment purchases within the next two months. Vision: Defines the long-term aspiration. Mission: States the clinic’s purpose and how it serves clients. Goals and Objectives: Translate the vision into measurable outcomes. Strategies: Outline the high-level actions required to achieve the goals. Tactics: Detail the specific steps and timeline to implement the strategies effectively. An Overview to Strategic Planning for Decision Makers If you do not plan properly you may realize: Higher costs Lack of coordination Confusion Internal competition Duplication Inefficiency Budget battles Lost opportunities Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Strategic Planning Provides 1. A direction, a framework, a vision 2. Increases your chance of success 3. Identifies upfront related functionality 4. Is characterized by flexibility Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Levels of Strategy 1. Corporate strategy: The overall scope of an organization. 2. Business strategy: A strategic business unit (SBU) within the organization. 3. Functional strategy: How each function contributes to the strategic vision, for example: - Finance: measuring performance and resource utilization. - Marketing: assessing customer needs and market feedback. - Human resources: making the best use of people. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Outline Strategic Planning Process 1. SWOT analysis: - Internal environment (strengths / weaknesses) analysis. Strengths: What the organization does well. Weaknesses: Areas where the organization struggles - External environment (opportunity & threat) analysis. Opportunities: External factors the organization can benefit from. Threats: External challenges that could harm the organization. 2. Goal formulation 3. Strategy formulation - Generate strategic options (Brainstorm possible ways to achieve the goals) - Evaluate strategic options : Compare these options(against targets & internal/external threats). - Take strategic decision : Choose the best option that aligns with goals and resources 4. Program formulation : Break the strategy into smaller programs or projects 5. Strategy implementation , Draw up action plans and budgets and Monitor & control. 6. Feedback and control : Adjust the strategy or programs if necessary. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  southwest airlines Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  SWOT Analysis Internal: Strengths: Southwest became known for cheap flights and great customer service. They used the same type of plane (Boeing 737) to save on maintenance and training. Weaknesses: They didn’t offer as many international routes as bigger airlines like Delta. External: Opportunities: There was a growing demand for affordable travel, especially in less crowded routes. Threats: They faced rising fuel prices and competition from other budget airlines. Goal : Southwest’s goal was to become the best low-cost airline in the U.S. They wanted to offer cheap, reliable flights with great customer service Strategy Creation Options: They looked at different strategies, like expanding internationally or focusing on the U.S. market. Evaluation: They chose to stick with what they were good at— low-cost domestic travel. This fit their strengths and the market demand. Decision: Their main strategies were: Use direct flights instead of big hub systems to save time and money. Keep it simple with no extra frills, but still focus on happy customers.  Breaking it into Plans - To make their strategy work, they created smaller action plans: - Use quick boarding and fast turnarounds to save time. - Only use one type of plane to cut costs on training and repairs. Putting the Plan into Action They followed their plans well: Actions: Staff were trained for efficiency, boarding was simplified, and they used funny ads to connect with customers. Budgets: They saved money by using smaller airports and locking in cheaper fuel contracts. Monitoring: They checked how well things were working, from customer feedback to on-time flights.  Advantages and Disadvantages of Strategic Planning A. Advantages B. Disadvantages : 1. Co-ordination of work 1. Uncertainty of forecasting 2. Long term thinking 2. Assumptions 3. Control 3. Rigidity 4. Rational management 4. Creates opposition to change Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Criteria of Good Strategic Plan 1. Feasible: Does the organization have the resources to carry out the plan? 2. Measurable: Are the goals specific enough that you will know when you have achieved them? 3. Time specific: Is the plan translated into comprehensible time lines and time-specific work plans with clear deadlines? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination 4. Flexible: Have you scheduled regular review sessions for assessment and revision? 5. Inspiring: Does the plan give people a sense of something worth working for? Is it bold and imaginative? 6. In writing: If the plan isn’t in writing, you might as well not have a plan because everyone will have a different idea of what the plan is. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Why to write it ?? Or what is happenning when you write your plan? External storage and encoding When you write it down it has a much greater chance of being remembered. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Benefits of Strategic Planning What are the benefits of strategic planning ?? Mission Vision Values Goals and objectives Roles and responsibilities Timelines, etc. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination DECISION MAKING & DECISION TAKING Definition Decision making can be defined as a rational choice among alternatives. Managers is responsible for decision taking. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination “Decision-making is the backbone and heart of the management process, guiding the organization toward achieving its optimal goals.” It decides: - what should be done? - how should be done? - when and by whom should be done?  There are two way to decide Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Difference between Decision Making and Decision Taking A. Decision making includes: 1. Define the situation and the problems. 2. Describe and collect needed information. 3. Develop alternatives. 4. Develop analysis of the alternatives. B. Decision taking includes: 1. Detect the suitable alternative. 2. Develop implementation. 3. Denote the follow up. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Types of decision-making: Among several types there is - programmed and non-programmed decision - Major and minor decision - Routine and strategic decision - Organizational and personal decision - individual and group decision Types of Decisions Depending of the situation there are two types of Decisions ?? 1. Programmed decision: It is the routine frequent decision that depends on the usual policy, procedures and rules. 2. Non-programmed decisions: It is the decision that is taken for the first time or to solve unusual problem. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Every decision situation can be organized on a scale according to the availability of information and the possibility of failure Certainty Risk Ambiguity Mistakes can be happened during decision taking 1. Decision taking without referring to related information. Which skill is needed? 2. Decision taking without consultation of specialists. EXAMPLE !! Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Factors Affect Decision Taking and Making 1. Time: what is the relation between time and risk here ? 2. Risk: Risk is high when the expected results are not well known and its probability to come true is less than 100%. 3. Confirmation and acceptance of subordinates and managers. 4. Human skills of the managers as decision maker. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  AUTHORITY Definition Authority is the right to make decisions, the right to direct the work of others and the right to give orders. Sources of Authority 1. Theory of Executive authority: The person’s position or rank. 2. Theory of Self-Authority: Personal characteristics such as charisma, knowledge and experiences. 3. The Theory of Acceptance of Subordinates to the Manager Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Types of Authority 1. Line authority Line managers like the president, production manager and foreman are authorized to issue orders to their subordinates. 2. Staff authority Staff authority gives advices, consultations and help for line authority. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Types of Authority Cont.… 3. Functional authority Functional authority is authorized to issue o rd e rs f o r subordinates of their organization but in units not under direct control. Functional authority is given for certain fields and for limited time. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Delegation of Authority Definition: granting a person or group the power to make decisions or carry out specific tasks on behalf of the person who holds the original authority. Importance: Improves Efficiency Employee Development Increases Motivation Flexibility and Speed  Benefits of Delegation Increased Productivity Enhanced Collaboration Improved Decision-Making Challenges of Delegation Fear of Losing Control Lack of Clear Delegation Resistance from Employees RESPONSIBILITY Definition Responsibility means making someone responsible for doing something; it cannot be delegated to others. Importance of Responsibility in Management Achieving Organizational Goals Enhancing Performance Control and Monitoring Ensuring Justice and Transparency Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Fields of Responsibility I. Job description - It is a list of activities that should be achieved. II. Detection of the manager’s administrational activities. III. Managers should carry their responsibilities that can be measured by analysis of attitude with their subordinates and top managers. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  What is the differances of between the authority and the responsibility ??? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  You can delegate authority but you can not delaget resposibility Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  ACCOUNTABILITY ACCOUNTABILITY Definition It is to make sure that responsible subjects did their work in a right way. Prerequisites 1. Responsibilities should be clear for every one in the organization. 2. Subjects should be qualified and has enough experiences. 3. Subjects should have the responsibility toLeadership Strategic Planning Decision. Responsibility Authority Accountability be responsible. Co-ordination Methods of Accountability Accountability can be done by managers through: Reviewing and inspection of subject activities and performance. Documented reports that describe the performance of the subjects. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Methods of Accountability Is there a relationship between Accountability and effectiveness ?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  What are the Authority, responsibilities and duties of physician, physical therapist and head of department (chairman)?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Duties Responsibilities Authority 1. T r e a t t h e p a t i e n t 1. He is responsible for patient 1. He is only subject has the according to his specialty health. right to detect patient treatment. 2. Prepare a written record 2. H e i s r e s p o n s i b l e t o t h e about the plan of instrumentation errors due to 2. H e c a n c h a n g e p a t i e n t treatment. disuse. treatment according to Physici patient condition. an & 3. Use instrumentations in a 3. H e i s r e s p o n s i b l e t o a n y Therapi good way. c o m p l i c a t i o n d u e t o 3. He is the only authorized malpractice or mal diagnosis. subject who can operate the st 4. R e f e r t h e p a t i e n t t o instrumentation. another physician or specialty if it is necessary. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Duties Responsibilities Authority 1. Held meeting for physician 1. P r o b l e m s a n d b a r r i e r 1. He is authorized to making and subordinates to discuss facing work. subordinates to take training their problem and how to courses. solve these problems. 2. S e l e c t t h e a l t e r n a t i v e solution according to the 2. Can select the alternative, even 2. S e l e c t b e t w e e n t h e objects of the organization. it is not the best one from the Head of alternatives to select the best physician point of view. Departme way to solve work problems. 3. D e c i s i o n t a k i n g o f nt technical problems and 3. He can give or refuse to give 3. Take technical decision to follow up work in the holidays (days off) according to (Chairma coordinate and organize the department. the work needs and number of n) work in the department. patients. 4. Follow up work. 4. He can give rewards for good member and punish bad subjects. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  LEADERSHIP Definition Leadership means directing others to achieve certain objectives through affecting others behavior to do activities needed by the leader, leadership is not equal to management. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination What is the differences between Leadership & Management?? Leadership concentrates on influencing of humans behavior, where management means using of available resources (including human resources) to achieve certain objectives. Leadership is only a directing function, where management includes four functions (planning, organizing, directing and control). Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination So , is there a difference between a manger and a leader ?? Manager is a subject has position and authority. Leader is a subject depends upon his human skills and personality to affect behavior of others. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Types of Leader Autocratic leader: who inform his subordinates about what they must to do without asking question related to leaders decision. Co-operative leader: Who give the chance for his subordinates to participate in steps of decision-making and maintain for him self the right in taking the final decision. Democratic leader: Who take the decision of the majority of his subordinates. Which one do you prefer and why ? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Factors Help in Detection of Leader Type A. Factors related to managers: Values and believes of managers. Level of manager’s confidence in his subordinates. Personality and human skills of the managers. Ability to be changed to depend on subordinates in the right time. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination B. Factors related to the situation: Capacity and value of the organization. Effectiveness of the work group when they participate as teamwork in decision making. Problem that require decision making. Time available for decision making. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination C. Factors related to Subordinates: Leader has to understand the capabilities of his subordinates and to detect differences between subordinates. Manager have to allow subordinates to participate in decision making in the following situations: - If subordinates can carry extra responsibilities in decision making. - Have the knowledge and experiences to deal with problems. - Know the organizational objectives. - Interested Strategic in finding Planning Decision. decisions Responsibility about Authority work problems. Accountability Leadership Co-ordination  The Role of Leadership in Management ?? Skills Required for Effective Leadership ?? Challenges in Leadership ?? CO-ORDINATION Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  CO-ORDINATION Definition Coordination is the process of achieving unity of action among interdependent activities. Coordination is essential whenever two or more interdependent individuals group or departments seek to achieve a common goal. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Importance of coordination Coordination ensures that the work done by various individuals or departments is distinct and consistent. It helps avoid conflicts and ensures that resources are utilized efficiently. Effective coordination is crucial for achieving organizational goals, increasing productivity, and improving overall performance.  Principles of Coordination The first coordination technique is that a manager should implement are rules, targets and hierarchy, these are the simplest and most basic facilitators of coordination. The more interdependent are the departments the more difficult is the task of coordinating them. The more diverse are the interests, value and goals of the departments to be coordinated, the more difficult is the job of coordinating them. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Techniques for Achieving Coordination 1Techniques for Achieving Coordination. Coordination by targets or goals. 2. Coordination through hierarchy. Ex? 3. Coordination through departmentalization. 4. Using a committee for coordination. 5. Coordination by rules or procedures. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Limitations in Achieving Coordination 1. Increased specialisation: Though specialisation helps to increase organisational productivity, it also creates the problem of coordination. Higher the degree of specialisation, therefore, more difficult it is to coordinate the activities. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Limitations in Achieving Coordination Limitations in Achieving Coordination2. High interdependence amongst various units: Higher the degree of dependence of one unit on the other, greater the need for coordination and more difficult it is to ensure coordination. Achieving coordination of units/activities with reciprocal interdependence is more complex than for activities with pooled interdependence. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Limitations in Achieving Coordination 3. Different approach towards the same problem: If different departments look at the same problem in different ways, there will be problem of coordinating their activities. If a company wants to increase its profits; production department may want to improve the quality of goods, while sales department may want to improve advertisement to increase the sale. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Limitations in Achieving Coordination 4. Informal groups: Informal groups which are strongly bonded by forces of culture, social values and ethics can affect the ability of highly skilled managers to coordinate organisational activities. How could they affect ?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Importance of Leadership in Coordination Leadership plays a significant role in facilitating coordination. Effective leaders can ensure that teams and departments work together, communicate openly, and collaborate toward common goals. They act as a bridge between different parts of the organization, guiding efforts toward achieving alignment. Coordination vs. Cooperation While coordination focuses on aligning actions and efforts toward common goals, cooperation is the willingness of individuals or departments to work together. Both are essential for organizational success, but coordination typically requires a more structured approach, while cooperation relies on goodwill and mutual understanding. VISION AND MISSION Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination VISION AND MISSION Typically, beginning something new starts with a look to the future and establishes the premise for the business—its vision. A vision is what the business seeks to become and is a source of inspiration for stakeholders. Answer of what ? It then focuses on what it needs to get there—its mission A mission statement reflects what the business is about—its purpose— now. Answer of how ? Which one come first ?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  VISION AND MISSION Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination VISION AND MISSION What about the vision and mission during the strategic planning?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Vision Vision: An overall picture of where the entire organization would like to be in the future. Vision can be expressed in a short statement and slogan. A clearly defined vision: 1. Provides direction 2. Determines decisions 3. Motivates people Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  VISION OF THE ORGANIZATION: Vision of the organization means the future expectations from the organization in addition to objectives of the organization. Vision can be expressed in a short statement and slogan. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Vision ABC Health System Post-Surgical Hip Rehabilitation Program “To provide an efficient and effective multidisciplinary continuum of care within the ABC Health System for patients after hip surgery” The ABC Health System vision suggests a program that is to be implemented in various units of a large system. The McHale vision suggests a small independent business whose future lies in being good at what it does, growing with its community through active engagement. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination How a needed Vision might be successful?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Mission of the Organization Mission: A statement of what the various organizational units do and what they hope to accomplish in alignment with the organizational vision. So, mission of the organization expresses the task, objectives and values of the organization in few short statements. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Mission of the Organization After determined the vision, what do we have to ask in order to develop the mission statement ?? 1. What is the purpose of the vision? 2. What does the organization wish to be remembered for? 3. What are its unique strengths and weaknesses? 4. How is it distinguished from its competitors? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  How a needed mission statement might be successful?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Vision, Mission and Values - An-Najah National University Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Vision, Mission and Values - An-Najah National University Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  "‫"رضقندملا ضىانل رضححلا ىدحتن‬ Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Class activity “To provide an efficient and effective multidisciplinary continuum of care within the ABC Health System for patients after hip surgery.” 1. Improve on the vision statements of ABC Health System Post- Surgical Hip Rehabilitation Program?? Given the visions of ABC Health System Post-Surgical Hip Program 2. Activity , write mission statements for each that meet all of the criteria in mission statement checklist?? 3. Write you own vision and mission for you project ?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination COMMUNICATIONS Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination COMMUNICATIONS Communication means transmission of information, plans, ideas, suggestions, between individuals and receiving the reactions about them. Communication can be considered as the tool through which managers can achieve the goals of the organization. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Elements of Communication 1. Source: Source is the person who has the idea, knowledge and message and can transmit it to others; he may be manager, head of department or supervisor. 2. Message: It is the information, which was prepared in order to be easily received by others. 3. Channel: It is the channel through which message will be transmitted from the source to the receiver; it may be visual or auditory (written as conferences, letters, annual reports or telephone). 4. Receiver: Receiver is the destination may be one or group of individuals. Receiver interprets the massage and makes answer to the source. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Formal Communication Formal Communication 1. Downward communication: Communication started from any point above to another point of the administration committee. In which function can we use formal communication? In directing and control functions. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Formal Communication 2. Upward communication: Communication started from any point below to another point above of the administration committee. This type of communication helps in transmitting the information helps in evaluation of activities and tasks of directors to detect any defect in administration and ways of correction. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Formal Communication 3. Lateral (horizontal) communication: Communication started from any point to another point at the same level of the administration committee. This type of c o m m u n i c a t i o n h e l p s i n t r a n s m it t in g t h e i n f o r m a t i o n coordination of activities between different departments. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Informal Communication This type of communication depends up on the personal relationships between staff in the organization and not related to the level in the administration committee. Criteria of informal communication: 1. Not controlled with top managers. 2. Not organized. 3. Serve the personal benefits. EXAMPLE ?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Communication Barriers 1. Unsuitable message time. 2. Information overload in the massage. 3. Culture differences between the source and the receiver of the message. 4. Language barriers. 5. Loss of trust in others. (when exactly ) 6. Bad massage design. 7. Differences in interpretation of the message due to differences in the educational level and technical experiences between the source and the receiver of the message. Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination Methods Help in Obtaining Effectiveness in Communication 1. Make idea of the message clear. 2. Select the suitable time for sending the massage. 3. Follow up and make sure that message sent and received by receivers. 4. Make sure that receiver understand the desired meaning of the message. Always remember the story of your grandmother Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Differanciate between formal and informal communication ?? Flow , type , secrecy , time , advantges and disadvantges?? Strategic Planning Decision. Responsibility Authority Accountability Leadership Co-ordination  Advantages Formal Communication: Ensures accountability. Maintains professionalism and clarity. Useful for keeping official records. Informal Communication: Builds stronger interpersonal relationships. Encourages innovation and creativity through open dialogue. Faster problem-solving.  Disadvantages Formal Communication: Time consuming. May become overly bureaucratic. Informal Communication: Risk of spreading rumours. Lack of accountability and documentation.  STAFFING Definition The staffing function can be viewed as consisting of a series of steps that managers perform to provide the organization with the right people in the right positions. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing The Staffing Process There are eight steps for developing the staffing process. These steps are: 1. Human resource planning: The purpose of human resource planning is to ensure that the personnel needs of the organization will be met. 2. Recruitment: They may accomplish it through newspaper and professional journal advertisements, employment agencies.( it’s a justification ) 3. Selection: The selection process involves evaluating the candidates and Leadership Authority Accountability choosingCo-ordination the one whose credentials match job Vision And Mission Communication Staffing The Staffing Process Cont… 4. Introduction and orientation: This step integrates the selected employee into the organization. 5. Training and development. 6. Performance appraisal. 7. Employment decisions: rewards, promotions, demotions.(time ) 8. Separation Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Sources of Applicants It Could be internal and external, or Alternative methods Internal sources are the employees of the organizations have policies of promoting from within. This has a positive impact on the organizational members and the internal working environment. A second potential source for candidates is outside organization. Organizations can develop programs using on-visits to colleges , trade schools. Alternative Authority methodsLeadership Accountability (Part -time, internship….etc) Co-ordination Vision And Mission Communication Staffing Recruitment and Selection The different procedural steps involved in the selection process are: 1. Job description 2. Application form (Papers) 3. Pre-Employment tests ( IQT, IELTS….etc) 4. Interviewing 5. Physical examination, and medical examination Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing 1. Job description A job description is a combination of short statements that describe both the work to be performed and the essential requirements of the particular jobs. The job description includes: a. Job title. b. Department in which the job exists. c. Work to be performed by the new employee. d. Job responsibilities. e. Machines, tools and processes to be handled. f. Relation with other jobs. g. Qualification and experience required. i. Working Authority conditions. Accountability Leadership Co-ordination Vision And Mission Communication Staffing Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  Design a job title description for your project Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing 2. Application form An application blank or form is the most universal mechanism used to screen the applicants to be called for interview and other tests for selection purposes. During this process there are two types of behavior ?? You already have the NO !! Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing 3. Employment tests What is the needed to do employment tests? To save training and money expenses An employment test measures selected psychological factors such as ability to reason, capacity for learning, physical or motor abilities etc. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Characteristics of employment tests are as follows: 1. A test should be designed on the basis of a sound job analysis program. 2. The test should be reliable 3. The test should be valid Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing 4. Interviewing An interview is a conversation directed to a definite purpose between an applicant and the interviewer and a much of the interaction between these two is carried on by gestures, postures, facial expressions and other communicative behavior. It is in the interview that both the prospective employee and employer get the chance to learn and know about each other. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Purpose of interview: To find the most suitable candidate for the job. To view and appraise the applicant in totality. To study the applicants motivational and emotional pattern. To explore the applicant innate abilities. To study the impact of the applicants personality upon others. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Types of interviews: Guided interview: A list of questions is prepared based on an analysis of the job specifications. This type of interview measures the personality traits as self – reliance , emotional stability, ability to get along with others , willingness to shoulder responsibility etc. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Types of interviews: Unguided interview: It is not directed by the interviewer , instead the applicant talks about what he chooses. Unguided interview is more often used in situation other than employment,e.g. counseling, etc. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing 5. Physical examination and medical examination Physical examination or medical check-up has to be carried out for the freshly recruited people. As it denotes the physical wellbeing of an employee. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Physical examination has at least three objectives: 1. T o c o n f i r m t h e a p p l i c a n t ’ s a b i l i t y t o m e e t t h e j o b requirements. 2. It serves to protect the organization against the unwarranted claims under Workman’s Compensation Act or against law suits for damages. 3. It helps to prevent communicable diseases entering the organization. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  Staff Development Organizations are expected to demonstrate their commitment to meeting specific goals and the importance of employees in these endeavors through solid staff development programs. These efforts may take several forms:  In-house sessions on topics related to guest relations, safety, and so on  Support for continuing education courses that support professional and organizational goals  Formal degree programs in preparation for career advancement What is the advantages of staff development ?? Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing How to write your own CV (Curriculum Vitae)C 1. Personal Data(( Name, Address,Phone number (landline and/or mobile), Email, LinkedIn profile)) 2. Summary/Objective(( A brief statement summarizing your career goals, skills, and what you bring to the role.)) 3. Educational Background(( List of degrees and certifications, including institutions, years of graduation, and specializations (from the most recent to the oldest)) 4. Work Experience((Detailed description of your previous roles, including company names, job titles, duration, and key responsibilities/accomplishments.))  5. Languages((If you speak multiple languages, it’s valuable to include this information, indicating your level of proficiency (e.g., beginner, intermediate, fluent, native)) 6. Personal Skills(( Soft skills (e.g., teamwork, problem- solving, leadership) and hard skills (e.g., technical abilities, software proficiency). 7. Voluntary Work/Volunteer Experience(( Relevant volunteer positions that highlight transferable skills.  9. Workshops/Trainings(( Workshops, courses, or certifications that are relevant to the job you’re applying for. 10. References(( Names, job, and contact information for people who can vouch for your skills and experience. Additional information could be provided Professional Achievements, Hobbies or interests, Publications, Licenses DOCUMENTATION Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Definition Documentation is the written legal record of all pertinent interactions with the client - Assessing, diagnosing, planning, implementing and evaluating. Purposes  COMMUNICATION: To promote continuity of care among departments, To get a clear picture of the client 's condition. Ensure coordination of activities QUALITY ASSURANCE : To provide quality of care And ensure adequate care.To make the changes, To train the staff, To improve the care REIMBURSEMENT: To provide cost awareness, To help for insurance,To find a scarcity of resources LEGAL ACCOUNTABILITY: Evidence of court proceeding.Protection for staffs , Protection for client Cont…. RESEARCH: To identify the proble, Identify new ways of approaches, To improve professional knowledge , For determine the effectiveness of therapies DIAGNOSTIC AND THERAPEUTIC ORDERS: To carryout procedure ,It should signed by medical officer ASSESSMENT: Finding client history , Subjective data ,Objective dat PLANNING: Finding problems, Planning the appropriate car DECISION MAKING: Identifying needs, Prevent unnecessary use of care, Financial management Preparing the Document (1) Attention to the details of writing well governs your success. (2) Spend the necessary time to assure yourself that your message is clearly communicated. (3) Fill out forms, which suggest that the information you provide should be easily managed. Example?? Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Preparing the Document (Cont’d) (4) Place the information is logical and chronological sequence. (5) Providing precise wording requires that you know the language of your profession. (6) Developing a strong grasp of medical terminology helps you be precise in your documentation. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Types of Documentation 1. Notes 2. Initial evaluation 3. Progress report 4. Discharge report Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  1. Notes Notes are usually brief information, presented in an organized format that defined your treatment procedures and the patient’s evaluation and progress. Write your notes as close as possible to the time of communicating with the patient to avoid information loss. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  (A) SOAP Notes S: Subjective O: Objective A: Assessment P: Plan These headings allow your patient information to be presented in an orderly and organized fashion for easy reference by you, support staff or colleagues. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing (B) Narrative method Narrative simply tells the story of the patient in a chronological order instead of limiting yourself with a restrictive SOAP notes. Narrative method requires more time to write in addition to the need to write more than necessary. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  2. Initial evaluation The initial evaluation provides the blue-print for your rationale for treatment as you review the patient condition. It includes the following items: - Patient identification information. - Referral information. - Evaluation. - Diagnosis. - Treatment plan. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  3. Progress report A progress report documents the continuity of care provided over a specific period of time (days, months ……) Additionally, the progress report supports the practitioner’s need to carry on further treatment. The purpose of all progress reports should be clear to establish the medical necessity of continued care. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing Progress report includes the following items: - Patient information. - Current evaluation. - Diagnosis. - Treatment provided. - Assessment. - Complications or further development. - Recommendations, changes to treatment and goals. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  4. Discharge report A discharge report describes the success of the treatment provided and clears the patient to return to living, and in some cases, with limitations or restrictions. The discharge report includes the same items presented in the progress report. Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  Thank you Authority Accountability Leadership Co-ordination Vision And Mission Communication Staffing  An Overview of Health Care Management An Overview of Health Care Management Management and Quality Control for Applied Medical Sciences PT, PhD. Fahed Herbawi  LEARNING OBJECTIVES An Overview of Health Care Management By the end of this chapter, the student will be able to: Define healthcare management and the role of the health care manager. Differentiate among the functions, roles, and responsibilities of health care management. Compare and contrast the key competencies of health care management. Identify current areas of research in health care management. 9/12/22 Fahed Herbawi PT, PhD.  INTRODUCTION Health care management is a growing profession with increasing An Overview of Health Care Management opportunities in both direct care and non–direct care settings. Direct care settings are “those organizations that provide care directly to a patient, resident or client who seeks services from the organization.” Non-direct care settings are not directly involved in providing care to persons needing health services, but rather support the care of individuals through products and services made available to direct care settings. 9/12/22 Fahed Herbawi PT, PhD.  Introduction Cont... An Overview of Health Care Management Health care management is the profession that provides leadership and direction to organizations that deliver personal health services and to divisions, departments, units, or services within those organizations. Health care management provides significant rewards and personal satisfaction for those who want to make a difference in the lives of others. 9/12/22 Fahed Herbawi PT, PhD.  MANAGEMENT: DEFINITION, FUNCTIONS, AND COMPETENCIES An Overview of Health Care Management Definition Management has been defined as the process, comprised of social and technical functions and activities, occurring within organizations for the purpose of accomplishing predetermined objectives through human and other resources (Longest, Rakich, & Darr, 2000). 9/12/22 Fahed Herbawi PT, PhD.  Definition Cont.… An Overview of Health Care Management Implicit in the definition is that managers work through and with other people, carrying out technical and interpersonal activities to achieve the desired objectives of the organization. Others have stated that a manager is anyone in the organization who supports and is responsible for the work performance of one or more other persons (Lombardi & Schermerhorn, 2007). 9/12/22 Fahed Herbawi PT, PhD.  Managers implement six management functions as they carry out the process of management: An Overview of Health Care Management 1. Planning 2. Organizing 3. Staffing 4. Controlling 5. Directing 6. Decision making 9/12/22 Fahed Herbawi PT, PhD.  1. Planning An Overview of Health Care Management This function requires the manager to set a direction and determine what needs to be accomplished. It means setting priorities and determining performance targets. Is it enough to achieve the target 9/12/22 Fahed Herbawi PT, PhD.  2. Organizing An Overview of Health Care Management This management function refers to the overall design of the organization or the specific division, unit, or service for which the manager is responsible. Furthermore, it means designating reporting relationships and intentional patterns of interaction. Determining positions, teamwork assignments, and distribution of authority and responsibility are critical components of this function. 9/12/22 Fahed Herbawi PT, PhD.  3. Staffing: This function refers to acquiring and retaining human resources. It also refers to developing and maintaining the workforce An Overview of Health Care Management through various strategies and tactics. 4. Controlling: This function refers to monitoring staff activities and performance and taking the appropriate actions for corrective action to increase performance. 9/12/22 Fahed Herbawi PT, PhD.  5. Directing: The focus in this function is on initiating action in the organization through effective leadership and motivation of, and An Overview of Health Care Management communication with, subordinates. 6. Decision making: This function is critical to all of the aforementioned management functions and means making effective decisions based on consideration of benefits and the drawbacks of alternatives. 9/12/22 Fahed Herbawi PT, PhD.  Management Competencies An Overview of Health Care Management In order to effectively carry out these functions, the manager needs to possess several key competencies. Katz (1974) identified key competencies of the effective manager, including conceptual, technical, and interpersonal skills. The term competency refers to a state in which an individual has the requisite or adequate ability or qualities to perform certain functions (Ross, Wenzel, & Mitlyng, 2002). 9/12/22 Fahed Herbawi PT, PhD.  Management Competencies These are defined as follows: An Overview of Health Care Management 1. Conceptual skills Are those skills that involve the ability to critically analyze and solve complex problems. Examples: a manager conducts an analysis of the best way to provide a service or determines a strategy to reduce patient complaints regarding food service. 9/12/22 Fahed Herbawi PT, PhD.  2. Technical skills are those skills that reflect expertise or ability to perform a An Overview of Health Care Management specific work task. Examples: a manager develops and implements a new incentive compensation program for staff or designs and implements modifications to a computer-based staffing model. 9/12/22 Fahed Herbawi PT, PhD. An Overview of Health Care Management 3. Interpersonal skills Are those skills that enable a manager to communicate with and work well with other individuals, regardless of whether they are peers, supervisors, or subordinates. 9/12/22 Fahed Herbawi PT, PhD.  REFERENCES An Overview of Health Care Management Book: Introduction to Health Care Management Chapter 1 – Page 26 9/12/22 Fahed Herbawi PT, PhD.