Management and managing aspects of a wellness service in a health system

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  • 1. Management and Managing aspectsof a Wellness service in health system Sejojo Phaaroe
  • 2. Lets all take action to build our Wellness services• Did you know that God chose you before the foundations of theearth? Before the worlds were ever formed,• He knew you. And, He didn’t create you to be average. He didn’tcreate you to barely get by.• He created you to excel! Not only has He chosen you, but He hasequipped you with everything you need to live and thrive in this life.• He has deposited seeds of greatness inside every person. But inorder to tap into those seeds of greatness, you have to believe this andact on it.• as long as we have a poor self-image, we’re not going to experienceGod’s best. In order to be all that God has called us to be, we have tosee ourselves as chosen, valuable and victorious to put the professionto the next level.
  • 3. “Management”• has become an almost abstract concept – either a collective term used by people in an organisation to refer to the senior staff, divisional heads, supervisors, and those with authority to make decisions,- an unseen controlling force; or a theoretical definition of the “science” underlying organisational leadership.• In truth, management pertains to an organisation´s maxims - about planning, organising, staffing, leading or directing, and controlling (a group of one or more people or entities) for the purpose of accomplishing a goal.• It is the drawing-board stage of things. Although important, the word “management” is a noun – a passive concept.
  • 4. “managing”,• by contrast, is a verb – alive with potential, albeit it for failure or for success.• Managing is the act of putting the theory of management into practice.• The term “managing ” typically refers to all the business and organisational activities that must be completed in order for people to be inspired to accomplish desired goals and objectives using available resources efficiently and effectively.• Managing has a strong focus on people. Managing people requires the manager to understand that s/he is a coach, mentor and workplace facilitator.• A good manager, apart from being able to run the numbers and focus on the big picture, needs to have some core skills that define him/her as a well-rounded executive manager and coach.
  • 5. 4.2.1 Components of a Management SystemPolicies (directions from the Top Management to achieve the objectives);Systems (inter-related activities e.g..: stock control, sample receiving, testing, );Programmes (outline of activities e.g.: auditing, monitoring, management reviews);Procedures (outlines how policies are implemented);Instructions (describe how specific activities are performed). Sejojo Phaaroe 5
  • 6. Typical Documentation Structure QUALITY Level 1 POLICIES PROCEDURES Level 2 SOPs, Test Methods, Operating Instructions Level 3 RECORDS (forms, check lists, test reports) Level 4 6
  • 7. 4.2 MANAGEMENT SYSTEM INPUTS PROBLEM SOLVING4.1 Organisation 4.8 Complaints4.3 Document Control 4.9 Control of Non-conformities4.4 Review of Requests, Tenders & Contracts 4.11 Corrective Action4.6 Purchasing Services and Supplies 4.12 Preventive Action5.1 General5.3 Accommodation & Environmental conditions COMPETENCE 5.4, 5.6, 5.7 4.5 Subcontracting 5.2 Person 5.5 Test/Calibration of tests and nel Equipment Methods, Measurement calibrations Traceability; Sampling 5.9 Assuring the quality of test/calibration resultsMONITORING & IMPROVEMENT OUTPUTS 4.10 Continual Improvement 4.7 Service to the Customer 4.14 Internal Audits 4.13 Control of Records 4.15 Management Review 5.10 Reporting the Results
  • 8. Specific personnel to perform: Sampling Tests / calibrationsKeep records Include dates Issue test reports/calibrations certificatesReadily available Give opinions/interpretations Authorisations Competence Operate particular equipment Training Skills Experience Educational & professional qualificationsChecklist of Minimum Standards : Areas of personnel assessment for competency
  • 9. In conclusion• It is in the ever-widening gap between these two concepts – managing and management – that the root of much of the trouble in today´s organisations can be found.• This is essentially a skills gap we must fill in order to achieve our goal in the Ministry of Health .• Managers, although quite capable of “talking the talk”, are often failing to “walk the talk”.
  • 10. So what skills or competencies do yourequire to be a Lab Head / manager?.• Knowledge of Psychology sectional Heads /Managers must understand personalities, theories of human motivation, and adult development theories (including moral, intellectual, emotional, relational and spiritual development and maturity).• They must have the capacity to evaluate different models of personal and leadership styles.
  • 11. Business Acumen• Good managers are familiar with basic business concepts and practices, basic financial concepts, and business functions and their interdependencies.• We should be able to link strategic planning with team and individual goal setting, goal-directed feedback and follow-up.• We should understand the business context, including legal, Human resource, IT, sales, marketing and other functional areas.
  • 12. Organisational Knowledge• Basic organisational structures, systems, processes including functional, divisional, matrix organisational forms as well as behavioural patterns associated with each should be well understood by managers.• This knowledge should extend to the design, nature and role of organisational structures, politics, power and influence.• Change management theories and practices, and models of succession and leadership transition are familiar concepts for managers.
  • 13. Coaching Knowledge• A good manager understands: systems perspective, results orientation, business focus, partnership mindset, competence, integrity and judgement.• We should be able to accurately measure coaching outcomes and processes.• We should differentiate between the various roles – trainer, mentor, advisor, coach, counsellor, consultant, therapist and professional – that a manager must play
  • 14. • •“The Medical Laboratory is a place where , under rather difficult conditions , we create a protected island where together with our younger collaborators , we use all our mental power and energy , to be an active part of medical development and to enjoy the thrill of new discoveries in modern science to benefit mankind”. Sejojo Phaaroe 1997
  • 15. Be encouraged and keep floating• I read where the average child laughs over 200 times a day, but the average adult only laughs 4 times a day. What’s happened? We’ve allowed the pressures of life, stress and more responsibilities to, little by little, steal our joy. The Work place is where our half-life and time is spend , ethical practices and regulations create harmony and a conducive environment for us to keep exploring nature for Humanitarian purpose.
  • 16. why regulate medical laboratory professionals, and facilities ?Med Laboratory Scientists should not be one of the Following puzzle? Release of non Any reliable results Corruption unlawfull Practice un- Take unlawfully Mull- licensed patient’s money practice Scandal Neglegence Misconduct Discriminate Bioterrorism Ethnic / social patients Fraud discrimination Belief / Religion
  • 17. • THANK YOU FOR LISTENING