Health Care Management

1 CHAPTER1 HEALTH CARE MANAGEMENT  2 ADMINISTRATION Administration is defined as the act of managing duties, responsibilities and rules Ultimately control of all key activitie...

1 CHAPTER1 HEALTH CARE MANAGEMENT  2 ADMINISTRATION Administration is defined as the act of managing duties, responsibilities and rules Ultimately control of all key activities for meeting the organizational objectives Health administration is the practice of managing, leading, overseeing, and administering the operation of dynamic, complex health care entities including hospitals, long-term care facilities, health care systems, nursing homes, pharmacies, and health insurance providers.  3 LEVELS OF ADMINISTRATION Central Ministry of health level Intermediate directorates of health level e.g. health office, Local Level Hospital, health care unit  4 MANAGEMENT Management is the operational part of administration. It is defined as: “ A set of interactive processes through which the utilization of resources results in the accomplishment of organization objectives.” It is a “conversion mechanism”.  5 SYSTEM VIEW OF MANAGEMENT Process Inputs Outputs Conversion Human resources mechanism Non-human resources Objectives achievement  6 MANAGEMENT / ADMINISTRATION Basis Management Administration Meaning Management is an art of getting things It is concerned with formulation of done through others by directing their broad objectives, plans & policies. efforts towards achievement of pre- determined goals. Nature Management is an executing/ Administration is a decision-making performing function. function. Process Management decides who should do Administration decides what is to be it & how should he do it. done& when it is to be done. Function Management is a doing function Administration is a thinking function because managers get work done because plans & policies are under their supervision. determined under it. Skills Technical and Human skills Conceptual and Human skills Level Middle & lower level function Top level function  GOALS VERSUS OBJECTIVES 7 Every program must have an overall (general) goal (respecting the nation’s policy) to be achieved by objectives according to a definite plan. Goal Objective Is a measurable state of accomplishment Is a long range specified state aimed towards the goal of accomplishment. The objective should include a description of Goals are not constrained by “what” outcome is desired, time or existing resources “when” it is expected, and “where” it will take place  8 HEALTH ADMINISTRATION Goal: success of public health program whether on the national, intermediate or the local level. Objective: To maintain and improve the health of the population by providing effective disease prevention and treatment to all women, men and children, no matter who they are or where they live.  9 ORGANIZATION AND ITS CHARACTERISTICS An organization is a systematic arrangement of people brought together to accomplish some specific purpose. Purpose Every organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals. Organization People Structure Organizations are made up of All organizations develop a people. Making a goal into systematic structure that defines and reality. limits the behavior of its members. 10 MANAGEMENT The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Effectiveness: “ Doing the right thing”: The task that help an organization reach its goals. Efficiency: “Doing things right”: The efficient use of resources such as people, money equipment.  MANAGEMENT 11 Efficiency Effectiveness RESOURCE USAGE GOAL ATTAINMENT Low Goals High waste attainment 12 LEVELS OF MANAGEMENT Level of management refers to the categories or layers of managerial positions in an organization. Managerial Hierarchy consists of- 1.Top level management or Top managers 2.Middle level management or Middle line managers 3.Lower level management or First line managers  13 ORGANIZATIONAL LEVEL Top managers Middle-line managers First-line managers  14 Top-level management Require an extensive knowledge of management roles and skills. Making decisions about the direction of the organization and establishing policies that affect all organizational members. Their decisions are generally of a long-term nature LEVELS OF They are responsible for strategic decisions and executive in nature MANAGEMENT These include board of Directors, CEO‘s, vice president, president They comprise small groups but are responsible for overall management they formulate plans, decide objectives & communicate to middle level management.  15 Middle Level of Management They are responsible to the top management for the functioning of their department. Translating the goals set by top management into specific details that lower-level managers can perform They are responsible for coordinating the activities within the division or department. These includes branch managers, departmental LEVELS OF managers, district manager, dean etc. MANAGEMENT Lower Level of Management Directing the day-to-day activities of non- managerial employees These include supervisors, section officers, Non Managerial Employees People who work directly on the job or task assigned to them and have no responsibility for overseeing the work of others.  16 MANAGERIAL ROLE Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Disturbance handler, resource allocator, Decisional roles negotiator, Innovator  17 This part encompasses three roles: 1. Figurehead Symbolic head of organization Obliged to perform a number of routine duties of a legal or social nature The manager represents the organization as the head INTERPERSONAL of the unit ROLES 2. Leader Responsible for the motivation and activation of employees Responsible for staffing, training, and associated duties 3. Liaison Communicating with outside communities Concerned with networking people with resources  18 1. Monitor Spends time communicating with others and acquires information to stay well informed. 2. Disseminator Transmits information received from other INFORMATIONAL ROLES employees to members of the organization. 3. Spokes person Transmit information to outsiders on organization’s plan, policies, actions, results, etc.  19 1. Disturbance Handler Responsible for corrective action when organization faces important disturbances. 2. Resource Allocator DECISIONAL Responsible for the allocation of ROLES organizational resources of all kinds. 3. Negotiator Responsible for representing the organization at major negotiations.  20 SKILLS OF AN EFFECTIVE MANAGER An effective manager must possess certain skills in the areas of planning, organizing, leading, controlling and decision-making in order to process activities that are presented to him from time to time. 1.Technical Skills: Knowledge and proficiency in a specific field 2. Conceptual skills: The ability to think and conceptualize about abstract and complex situations concerning the organization 3. Human skills: The ability to work well with other people  21 The principles of management have the following distinct features: 1. Universal application: It can be applied to all kinds of organizations. 2. General statements: It have been derived out of experience in managing organizations. They have NATURE OF not been tested under laboratory or controlled conditions. That is why; these principles have been MANAGEMENT expressed in the form of general statements. PRINCIPLE 3. Flexibility: They are flexible in nature as they are adjustable in accordance with the situations of the organization. 4. Principles are relative, not absolute: They are relative in nature. They should be applied carefully in accordance with the needs of the organization.  22 HENRI FAYOL’S PRINCIPLE OF MANAGEMENT Henri Fayol’s suggested the following 14 principles as the general principles management: 1. Division of Work: Objective is to produce more and better work with the same effort. 2. Authority and Responsibility: Authority is the right to give orders and the power to exact obedience. 3. Discipline: Discipline is respect for agreements which are directed at achieving obedience, application, energy and the outward marks of respect. 4. Unity of command: For any action whatsoever, an employee should receive orders from one superior only. 5. Unity of Direction: One head and one plan for a group of activities having the same objective. It is the condition essential to unity of action, co-ordination of strength and focusing of effort.  23 HENRI FAYOL’S PRINCIPLE OF MANAGEMET 6. Subordination of Individual Interest to General Interest: In a business, the interest of one employee or group of employees should not prevail over that of the concern. 7. Remuneration of Personnel: It is the price of services rendered. It should be fair and, as far as is possible, afford satisfaction both to personnel and firm (Employee and employer). 8. Centralization: Everything which goes to increase the importance of the subordinate's role is decentralization, everything which goes to reduce it is centralization. 9. Scalar Chain: It is the chain of superiors ranging from the ultimate authority to the lowest rank. The line of authority is the route followed - via every link in the chain - by all communications which start from or go to the ultimate authority.  24 HENRI FAYOL’S PRINCIPLE OF MANAGEMENT 10. Order: A place for everything and everything in its place. 11. Equity: The employees of an organization must be treated with equality. 12. Stability of Occupation of Personnel: Time is required for an employee to get used to new work and succeed in doing it well, always assuming that he possesses the requisite abilities. 13. Initiative: The employee of an organization should be encourageD to take initiative that is to take first step for developing and carrying out their own plans. 14. Esprit de corps: Union is strength.  25 LEADERSHIP VS. MANAGEMENT Leadership: The ability to create an environment where individuals willingly apply their unique abilities to a common mission. Leadership is about the relationship between leaders and their team. Management: It the process of planning, organizing, leading, and controlling an organization's human, financial, physical, and information resources to achieve organizational goals in an efficient and effective manner".  26 A vision and purpose. Clear goals. TRAITS OF THE Strong commitment. EXCELLENT Flexibility. LEADER An understanding of change. Active listening skills. Confidence to take risks.  MANAGER V/S LEADER 27 Manager Leader Administer and copy Innovation and originality Maintain Develop Focus on systems & structure Focus on people Rely on control Inspire trust Long-range view - the horizon Short-range view - bottom line Ask how and when Ask what and why Accept the status quo Challenge the status quo Do things right Do the right things  28 IN ORDER TO EMPOWER PEOPLE 1-Avoid competing for power, status and recognition,. 2- Entrust tasks to others. 3- Builds and communicates a vision. 4- Guide people to work meticulously to achieve meaningful goals. 5- Help people to believe in their own worth and capabilities. 6- Device a culture in which fear and intimidation is replaced by trust. 7- Display willingness to support people.  29 TOOLS TO EMPOWER Moral courage FOCUS judgment TOOLS Sense of Sense of humor priority Delegation  30 THANK YOU