Dr. Musa AjlouniDr. Musa Ajlouni
PLANNINGPLANNINGORGANIZINGORGANIZING
EVALUATIONEVALUATIONLEADERSHIPLEADERSHIP
ØØ Definitions:Definitions:
1.1. Forming objectives, and drawing strategies toForming objectives, and drawing strategies t...
Where are we ?Where are we ?
Where we wantWhere we want
to reach ?to reach ?
Decision makingDecision making
process & futu...
ØØ Client SatisfactionClient Satisfaction
ØØ Service ExcellenceService Excellence
ØØ ………………………….?.?
ØØ ………………………….?.?
Desi...
“If you aim at
nothing you will
hit every time”
Management work
Applying effort
through other people
Planning work
Predete...
ØØ Related to Future.Related to Future.
ØØ Contains Decision MakingContains Decision Making
ØØ DynamicDynamic
ØØ Continuou...
ØØ Providing health organization with actionProviding health organization with action
directions.directions.
ØØ Participat...
ØØ Minimizing conflict, as a result of effortsMinimizing conflict, as a result of efforts
unity and coordination.unity and...
ØØ Improving Efficiency of resource utilizationImproving Efficiency of resource utilization
using the most economic means....
ØØ Facing the technical development.Facing the technical development.
ØØ Minimizing surprising problems andMinimizing surp...
ØØ To be brief, with clear objectives.To be brief, with clear objectives.
ØØ Opportunity of collaboration &Opportunity of ...
ØØ Plan flexibility.Plan flexibility.
ØØ Plan comprehension.Plan comprehension.
ØØ Plan commitment & continuity.Plan commi...
1.1. Inability to find clear & measurable goalsInability to find clear & measurable goals
by health managers:by health man...
2.2. Difficulty of collaborating the differentDifficulty of collaborating the different
requirements of the plan:requireme...
3. Resistance to planning3. Resistance to planning--related Change;related Change;
because of:because of:
ØØ Knowledge & i...
4. Some common managerial patterns & styles,4. Some common managerial patterns & styles,
like:like:
ØØ Low commitment with...
ØØ Rules & RegulationsRules & Regulations
ØØ Accreditation Requirements.Accreditation Requirements.
ØØ Population & epidemiological factors.Population & epidemiological factors.
ØØ Economic & political factorsEconomic & po...
ØØ GoalsGoals
ØØ PoliciesPolicies
ØØ ProceduresProcedures
ØØ ActionsActions
ØØ ResourcesResources
ØØ ImplementationImpleme...
GoalsGoals
motivate themotivate the
individualindividual
by...by...
RegulatingRegulating
oneone’’s efforts effort
Increasi...
““Goals are performance targetsGoals are performance targets——thethe
means by which organizations andmeans by which organi...
External EnvironmentExternal Environment
Feed backFeed back
GoalsGoals InputInput ProcessingProcessing OutputOutput
Effici...
SSpecificpecific
MMeasurableeasurable
AAttainablettainable
RResults orientedesults oriented
TTime boundime bound
ØØ Management tools that draw borders ofManagement tools that draw borders of
decisions to achieve goals.decisions to achi...
ØØ Developing capacities & skills of potentialDeveloping capacities & skills of potential
managersmanagers
ØØ Avoiding con...
ØØ Comprehensiveness:Comprehensiveness:
ll To all parts of plan.To all parts of plan.
ll Containing any emerging condition...
ØØ Homogeneity:Homogeneity:
ll To build mutual relationships betweenTo build mutual relationships between
procedures & way...
ØØ Nature of procedures:Nature of procedures:
ll More specific than policies for directing &More specific than policies fo...
ØØ Examples:Examples:
ll Transfer proceduresTransfer procedures
ll Medical record procedureMedical record procedure
ll Sur...
ØØ Increasing staff qualificationIncreasing staff qualification
ØØ Improving performance by determiningImproving performan...
ØØ Limiting spirit of creativity & innovationLimiting spirit of creativity & innovation
ØØ Difficulty of forming procedure...
ØØ More specific & detailed.More specific & detailed.
ØØ Identify the fine details of work steps.Identify the fine details...
ØØ Representing the necessary agents toRepresenting the necessary agents to
perform plans/ financial & humanperform plans/...
ØØ Contains assigning & directing staff to put plans intoContains assigning & directing staff to put plans into
action.act...
ØØ Measuring actual performance.Measuring actual performance.
ØØ Comparing it to target performance / GoalsComparing it to...
Thank YouThank You
Introduction to health planning by Dr Musa Ajlouni
Introduction to health planning by Dr Musa Ajlouni
Introduction to health planning by Dr Musa Ajlouni
Introduction to health planning by Dr Musa Ajlouni
Introduction to health planning by Dr Musa Ajlouni
Introduction to health planning by Dr Musa Ajlouni
Upcoming SlideShare
Loading in...5
×

Introduction to health planning by Dr Musa Ajlouni

92

Published on

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
92
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Transcript of "Introduction to health planning by Dr Musa Ajlouni"

  1. 1. Dr. Musa AjlouniDr. Musa Ajlouni
  2. 2. PLANNINGPLANNINGORGANIZINGORGANIZING EVALUATIONEVALUATIONLEADERSHIPLEADERSHIP
  3. 3. ØØ Definitions:Definitions: 1.1. Forming objectives, and drawing strategies toForming objectives, and drawing strategies to achieve them ( What, Who, When, How,achieve them ( What, Who, When, How, Why, and How cost ? )Why, and How cost ? ) 2.2. Moving from a situation to a better one.Moving from a situation to a better one. 3.3. Identifying the nature of decisions in presentIdentifying the nature of decisions in present to obtain desirable results in future.to obtain desirable results in future. 4.4. The mechanism of specifying and allocatingThe mechanism of specifying and allocating limited resources.limited resources. 5.5. Determining rules and conditions by whichDetermining rules and conditions by which actions and behavior of Health Organizationactions and behavior of Health Organization are controlled.are controlled.
  4. 4. Where are we ?Where are we ? Where we wantWhere we want to reach ?to reach ? Decision makingDecision making process & futureprocess & future directiondirection How to reach ourHow to reach our goal ?goal ?
  5. 5. ØØ Client SatisfactionClient Satisfaction ØØ Service ExcellenceService Excellence ØØ ………………………….?.? ØØ ………………………….?.? Desirable Situation DesirableDesirable SituationSituation Present SituationPresent Situation PLANNING PLANNING
  6. 6. “If you aim at nothing you will hit every time” Management work Applying effort through other people Planning work Predetermining courses of action ForecastingForecasting Developing objectivesDeveloping objectives Developing plansDeveloping plans Developing policies and proceduresDeveloping policies and procedures Planning is the workPlanning is the work managers do tomanagers do to determine objectivesdetermine objectives and a course of actionand a course of action
  7. 7. ØØ Related to Future.Related to Future. ØØ Contains Decision MakingContains Decision Making ØØ DynamicDynamic ØØ ContinuousContinuous
  8. 8. ØØ Providing health organization with actionProviding health organization with action directions.directions. ØØ Participation opportunities MotivationParticipation opportunities Motivation & increasing Morals Adherence to& increasing Morals Adherence to plan & better performance.plan & better performance. ØØ Enhancing better actions & procedures,Enhancing better actions & procedures, removing barriers early, and promotingremoving barriers early, and promoting spirit of innovation rather than reactionspirit of innovation rather than reaction (( ProactivityProactivity vs. Reactivity )vs. Reactivity )
  9. 9. ØØ Minimizing conflict, as a result of effortsMinimizing conflict, as a result of efforts unity and coordination.unity and coordination. ØØ Facilitating monitoring and quality controlFacilitating monitoring and quality control through determining standards.through determining standards. ØØ Promoting level of skills & experiencesPromoting level of skills & experiences through enhancing anticipative thinkingthrough enhancing anticipative thinking rather than responding to problems.rather than responding to problems. ( A method for Training & Education )( A method for Training & Education )
  10. 10. ØØ Improving Efficiency of resource utilizationImproving Efficiency of resource utilization using the most economic means.using the most economic means. ØØ Improving the health organization ability toImproving the health organization ability to deal with complex & complicated issues.deal with complex & complicated issues. ØØ Utilizing and protecting the limited humanUtilizing and protecting the limited human resources.resources. ØØ Enabling the health organizations toEnabling the health organizations to compete with other sectors for the limitedcompete with other sectors for the limited resources.resources.
  11. 11. ØØ Facing the technical development.Facing the technical development. ØØ Minimizing surprising problems andMinimizing surprising problems and challenges.challenges. ØØ Better meeting for customerBetter meeting for customer’’s needs &s needs & demands.demands.
  12. 12. ØØ To be brief, with clear objectives.To be brief, with clear objectives. ØØ Opportunity of collaboration &Opportunity of collaboration & participation.participation. ØØ Unity of health plan.Unity of health plan. ØØ Relation between resource allocation andRelation between resource allocation and plansplans’’ needs & objectives.needs & objectives. ØØ Capability for anticipation & immediateCapability for anticipation & immediate response.response.
  13. 13. ØØ Plan flexibility.Plan flexibility. ØØ Plan comprehension.Plan comprehension. ØØ Plan commitment & continuity.Plan commitment & continuity. ØØ Identifying performance TimeIdentifying performance Time--Frame.Frame. ØØ Results evaluation & following up.Results evaluation & following up.
  14. 14. 1.1. Inability to find clear & measurable goalsInability to find clear & measurable goals by health managers:by health managers: ØØ Unwilling to take the risk of failure inUnwilling to take the risk of failure in achieving objectives.achieving objectives. ØØ Lack of self confidence.Lack of self confidence. ØØ Lack of technical & practical experience.Lack of technical & practical experience. ØØ Lack of necessary information.Lack of necessary information. ØØ Variety & diversity of health activities &Variety & diversity of health activities & facilities; e.g. Providing care for acute orfacilities; e.g. Providing care for acute or chronic diseases?chronic diseases?
  15. 15. 2.2. Difficulty of collaborating the differentDifficulty of collaborating the different requirements of the plan:requirements of the plan: ØØ To get data quickly & accurately.To get data quickly & accurately. ØØ Speed & accuracy vs. costs; i.e.Speed & accuracy vs. costs; i.e. Fast data collecting Less accuracy & lowFast data collecting Less accuracy & low cost.cost. Getting accurate data Slower work & highGetting accurate data Slower work & high cost.cost.
  16. 16. 3. Resistance to planning3. Resistance to planning--related Change;related Change; because of:because of: ØØ Knowledge & information deficiency.Knowledge & information deficiency. ØØ Difficulty of adapting with new plans, as aDifficulty of adapting with new plans, as a result of difficulty of changing the presentresult of difficulty of changing the present behavior which is implanted with time, i.e.behavior which is implanted with time, i.e. ““The present plans have the power ofThe present plans have the power of habit.habit.”” ØØ Original constant concepts.Original constant concepts.
  17. 17. 4. Some common managerial patterns & styles,4. Some common managerial patterns & styles, like:like: ØØ Low commitment with determining plans by theLow commitment with determining plans by the superior management.superior management. ØØ Low effective participation among the differentLow effective participation among the different levels of managementlevels of management ““ Autocratic stylesAutocratic styles ““ ØØ Lack of managerial authorities,Lack of managerial authorities, ““ low delegationlow delegation”” ØØ Low coordination & complementation betweenLow coordination & complementation between all departments.all departments.
  18. 18. ØØ Rules & RegulationsRules & Regulations ØØ Accreditation Requirements.Accreditation Requirements.
  19. 19. ØØ Population & epidemiological factors.Population & epidemiological factors. ØØ Economic & political factorsEconomic & political factors ØØ Cultural factorsCultural factors ØØ Scientific & technological factorsScientific & technological factors
  20. 20. ØØ GoalsGoals ØØ PoliciesPolicies ØØ ProceduresProcedures ØØ ActionsActions ØØ ResourcesResources ØØ ImplementationImplementation ØØ EvaluationEvaluation
  21. 21. GoalsGoals motivate themotivate the individualindividual by...by... RegulatingRegulating oneone’’s efforts effort IncreasingIncreasing oneone’’ss persistencepersistence Encouraging theEncouraging the development of goaldevelopment of goal-- attainment strategiesattainment strategies or action plansor action plans TaskTask performanceperformance DirectingDirecting oneone’’ss attentionattention
  22. 22. ““Goals are performance targetsGoals are performance targets——thethe means by which organizations andmeans by which organizations and their managers measure success ortheir managers measure success or failure at every level.failure at every level.””
  23. 23. External EnvironmentExternal Environment Feed backFeed back GoalsGoals InputInput ProcessingProcessing OutputOutput EfficiencyEfficiency Internal Environment EffectivenessEffectiveness
  24. 24. SSpecificpecific MMeasurableeasurable AAttainablettainable RResults orientedesults oriented TTime boundime bound
  25. 25. ØØ Management tools that draw borders ofManagement tools that draw borders of decisions to achieve goals.decisions to achieve goals. ØØ Broad lines that direct managers duringBroad lines that direct managers during decision making.decision making. Examples:Examples: ll Prescription of medication using generic name.Prescription of medication using generic name. ll Providing care to local population only.Providing care to local population only. ll Taking the maximum prices.Taking the maximum prices. ll No medication related orders by phone allowedNo medication related orders by phone allowed ll Not allowing physicians to work for private sector.Not allowing physicians to work for private sector. ll Requesting a medical approval for companions.Requesting a medical approval for companions.
  26. 26. ØØ Developing capacities & skills of potentialDeveloping capacities & skills of potential managersmanagers ØØ Avoiding conflictsAvoiding conflicts ØØ Allowing delegation of authority &Allowing delegation of authority & responsibility with keeping control.responsibility with keeping control. ØØ Coordination between daily decisions &Coordination between daily decisions & general goals & strategies.general goals & strategies.
  27. 27. ØØ Comprehensiveness:Comprehensiveness: ll To all parts of plan.To all parts of plan. ll Containing any emerging conditions.Containing any emerging conditions. ØØ Consistence with communityConsistence with community’’s ethical modelss ethical models ØØ Flexibility:Flexibility: ll To cope with change, with maintaining fairTo cope with change, with maintaining fair balance between stability & flexibilitybalance between stability & flexibility ““requiredrequired for changefor change””.. ØØ Clearance & logicClearance & logic
  28. 28. ØØ Homogeneity:Homogeneity: ll To build mutual relationships betweenTo build mutual relationships between procedures & ways of performance amongprocedures & ways of performance among different departments & individuals.different departments & individuals. ll This ensures following goals consistent withThis ensures following goals consistent with policies, and excluding inconsistent ones.policies, and excluding inconsistent ones.
  29. 29. ØØ Nature of procedures:Nature of procedures: ll More specific than policies for directing &More specific than policies for directing & treating future activities.treating future activities. ll Explain the fine details of actions.Explain the fine details of actions. ll Direct the actions rather than concepts (Direct the actions rather than concepts ( policies direct concepts.)policies direct concepts.)
  30. 30. ØØ Examples:Examples: ll Transfer proceduresTransfer procedures ll Medical record procedureMedical record procedure ll Surgery procedure,Surgery procedure, ll EtcEtc……
  31. 31. ØØ Increasing staff qualificationIncreasing staff qualification ØØ Improving performance by determiningImproving performance by determining standardsstandards ØØ Helping managers to monitor by assigningHelping managers to monitor by assigning time schedules for actionstime schedules for actions ØØ Facilitating activities by removingFacilitating activities by removing unnecessary orunnecessary or overterlapingoverterlaping steps, aftersteps, after evaluating the needed ones carefully.evaluating the needed ones carefully.
  32. 32. ØØ Limiting spirit of creativity & innovationLimiting spirit of creativity & innovation ØØ Difficulty of forming procedures forDifficulty of forming procedures for dynamic & changeable activities, moredynamic & changeable activities, more appropriate for routine and constant jobsappropriate for routine and constant jobs ØØ Minimizing innovation & creation of newMinimizing innovation & creation of new ways to act as a result of determining strictways to act as a result of determining strict standards & predetermined ways of action.standards & predetermined ways of action. ØØ Freezing actions & delaying performanceFreezing actions & delaying performance because of expired procedures.because of expired procedures.
  33. 33. ØØ More specific & detailed.More specific & detailed. ØØ Identify the fine details of work steps.Identify the fine details of work steps. ØØ Determine utilized resources.Determine utilized resources. Example:Example: ““Surgical operations actionsSurgical operations actions”” Actions identify:Actions identify: ll Persons who act.Persons who act. ll Equipments & supplies which are used.Equipments & supplies which are used. ll Actions timeActions time--frame & schedules.frame & schedules.
  34. 34. ØØ Representing the necessary agents toRepresenting the necessary agents to perform plans/ financial & humanperform plans/ financial & human materials:materials: A plan requires:A plan requires: •• Defining types of resources.Defining types of resources. •• Their amounts.Their amounts. •• And their source.And their source. This requires preparing aThis requires preparing a ““ budgetbudget”” which is:which is: •• An estimation for the cost, and anticipation ofAn estimation for the cost, and anticipation of income.income. •• A tool for specifying / allocating resources intoA tool for specifying / allocating resources into different activities.different activities.
  35. 35. ØØ Contains assigning & directing staff to put plans intoContains assigning & directing staff to put plans into action.action. ØØ Importance:Importance: An effective & efficient implementationAn effective & efficient implementation indicates a successful plan.indicates a successful plan. ØØ Implementation is to be done byImplementation is to be done by ““Non plannerNon planner”” individuals.individuals. ØØ Assigning tasks of implementation is done using:Assigning tasks of implementation is done using: ll Formal managerial authority.Formal managerial authority. ll Leadership skills; by providing necessary informationLeadership skills; by providing necessary information for understanding results & circumstances of onesfor understanding results & circumstances of ones task or role, leading to perform plans believing in theirtask or role, leading to perform plans believing in their values rather than obeying to formal authority.values rather than obeying to formal authority.
  36. 36. ØØ Measuring actual performance.Measuring actual performance. ØØ Comparing it to target performance / GoalsComparing it to target performance / Goals / pre established standards./ pre established standards. ØØ Measuring deviation.Measuring deviation. ØØ Corrective actions.Corrective actions.
  37. 37. Thank YouThank You

×