• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Managerial activities for effective hospital functioning
 

Managerial activities for effective hospital functioning

on

  • 656 views

• INTRODUCTION ...

• INTRODUCTION
• PRINCIPLES OF MANAGEMENT
• MANAGERIAL ACTIVITIES OF HOSPITAL
• PROFESSIONAL/TECHNICAL MANAGEMENT OF HOSPITAL
 TECHNICIAN
 TELEPHONE OPERATOR
 HOUSE-KEEPING
 THE LAUNDRY
• FUNCTIONAL MANAGEMENT
 PLANNING
 ORGANISING
 STAFFING
 DIRECTIMG
 CONTROLLING
• ADMINISTRATIVE MANAGEMENT
 MARKETING
 FINANCE
 HUMAN RESOURCE
 QUALITY
• ISSUES IN HOSPITAL MANAGEMENT
• MAJOR PROBLEMS IN HOSPITAL ADMINISTRATION
• STEPS IN PROBLEM SOLVING
• APPROACHES TO PROBLEM SOLVING
 ROUTINE APPROACH
 SCIENTIFIC APPROACH
 DECISIONAL APPROACH
 CREATIVE APPROACH
 QUANTITATIVE APPROACH
• Comparative assessment of management process between Hospitals and Productive Industry

Statistics

Views

Total Views
656
Views on SlideShare
656
Embed Views
0

Actions

Likes
0
Downloads
19
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Managerial activities for effective hospital functioning Managerial activities for effective hospital functioning Presentation Transcript

    • Managerial Activities For Effective Hospital Functioning Submitted By: Sandeep Singh MBA-HCS, MPH, MHA, B.Pharmacy, Cert. Medical Tourism, Cert. Internal Audit Training Prog NABH,PG. Cert. Quality Management in Allopathic Clinics, Fellowship HTA iamsinghsandeep@gmail.com
    •  According toWHO” A hospital is an integral part of social and medical organization, the function of which is to provide for the population complete health care, both curative and preventive, and whose outpatient services reach out to the family and its home environment; the hospital is also a centre for the training of health workers and biosocial research.
    •  Henri Fayol / Henry Fayol considered the father of modern management defined : Management is to forecast, to plan, to organize, to command, to coordinate and control activities of others
    •  Determining the goal and objectives of organization
    • • Acquisition & Utilization of resources • Institute Communication System • Determining Control Procedures • Evaluating the performance of the enterprise
    •  Division of work  Authority and responsibility  Discipline  Unity Of command  Unity of Direction  Sub-ordination of individual interest to general interest  Remuneration of staff  Centralization
    • • Scaler Chain • Order • Equity • Stability of Tenure • Initiative • Esprit de corps
    •  Determination of Goals & Objectives  Facility and Programme Planning  Financial Management  Personnel Management  Coordination Departmental operation  Programme review and evaluation  Public and community activity  Health Industry Activity  Government relatedActivity  Educational Development
    • 1. Professional /Technical Management  Doctors  Nurses  Technicians  Telephone operator  Housekeeping  Laundry
    • 2. Functional Management • Planning • Organizing • Staffing • Directing • Controlling
    • 3.Administrative Management • Marketing • Finance • Human Resource
    • 4. Quality Management • Process Mapping • Job Sequencing • Root Cause Analysis  Fishbone Diagram/Ishikawa  Tree Diagram
    •  Lacking of national policy on the hospital management  Undefined duties and the responsibilities of a hospital manager  Poor communication and team spirit among the functionaries.  In different hospitals in the medical system, there is lack of coordination and cooperation.  Absence of a national accreditation board of hospitals  Hospital administration must be recognized as a distinct and essential specialty.
    • • Shortage of hospitals and the beds • Management-by-crisis and ad hoc-ism in day to day administration • Hospital staff workload • The expansion and modernization of the existing hospitals • Storage of scientific planning and management in the emergency services • Poor care system to the patients • Resource mobilization and cost containment • Absence of planning and management • Budgeting • Shortage of incentives for better work
    •  Leadership in Hospitals  Lack of funds for hospital Services  High degree of turnover  Stringent control  Ineffective allocation of work and manpower utilization  Absence of policies for motivating employees  Difficulty in adaption to external pressure
    •  Routine  Scientific  Decisional  Creative  Quantitative