2. Definitions and Concepts
• Health is a state of complete physical, mental,
and social well-being, not merely the absence
of disease or infirmity (WHO).
• Health is a state of balance between various
internal factors that govern operations of the
body and mind, taking into consideration
being in harmony or balance with the external
environment. (wellness/illness Concept)
3. Contd.
• in summary, health is a difficult concept to
measure or define (illusive concept).
• health is a basic human right that cant be
guaranteed (genetically inherited diseases, aging,
etc.) but access to health services can be.
• for high quality health services, both Managerial
an technical skills are strongly needed.
4. Definitions and principles of
management
• Management is the process of getting work
done through others, provided that it done
properly, on time, and within the available
resources to accomplish the organization goals
or objectives.
• Management as process consists of achieving
organizational goals through planning,
organizing, directing, and controlling human
and physical resources.
5. Contd.
• Managers are persons who can achieve the
organization goals through other people.
• Managers and management have five main
functions or steps that are universally called
“the management functions”.
• These functions are planning, organizing,
staffing, directing, and finally controlling.
6. Contd.
• 1- planning: forecasting what is needed for the
future, setting objectives for the desired
results, and develop strategies and plans to
achieve those goals.
• It is the first management function and all
other functions depend on it.
• Data, knowledge, experience .....Alternatives
…….proper decision making.
7. Contd.
• 2- Organizing: formulating the organization
structure that clearly define the scope of
responsibilities, relationships, and lines of
authority. This function is very important to
implement the plans effectively & efficiently.
• 3- Staffing: selecting the personnel to perform
the work and placing them in posts suitable to
their knowledge and skills (Suitable place
concept).
8. Contd.
• 4- Directing: includes motivating the
subordinates, leading them, selecting the
most effective communication channels, and
resolving any arising conflicts. Directing is a
very helpful function for achieving the
organization objectives.
• 5- Controlling: monitor activities to ensure
achieving them as planned, correcting any
significant deviations, and rewarding workers .
9. Levels of management
• 1- Top managers: responsible for the overall
work and operations (e.g. DG of Hospitals)
• 2- Middle managers: who manage and
coordinate the work activities of several units
(Hospital Director).
• 3- First line managers: who are directly
responsible for coordinating and managing
certain work (e.g. head of Radiography Dep.).
10. Management Skills
• Technical Skills: deal with the ability to apply
specialized knowledge or expertise.
• human skills: the ability to work with,
understand, motivate and lead other people.
• Conceptual skills: the mental ability to
analyze and diagnose different situations.
Note: for managers to achieve their work
successfully, the need a reasonable MIX of
all these essential skills.
11. Communication
• An idea, no matter how great, is useless until
it is transmitted and understood by others.
• No group can exist without communication.
• The success of management process depends
largely on effective communication because
all managers work with and through others.
• Around 80% of managers time may be spent
in the communication process.
12. Contd.
• Communication: is the transference and
understanding of meanings and ideas among
group members.
• Comm. Process: the steps between a source
and a receiver that result in the transference
and understanding of ideas.
• Ideation, encoding, transmission, receiving,
decoding, and response or feedback (6 Comp).
13. Comm. Components
• 1- Ideation: the sender develop an idea (some
information) and decides to share it with the
others.
• 2- Encoding: converting the idea or the comm.
Message into symbolic form “ speaking,
writing, gestures, and so on).
• 3- Transmission: to transmit the message
through one of the comm. Channels that is
selected by the sender.
14. Contd.
• 4- Receiving: by a person who is aware of the
issue or interested in that issue.
• 5- Decoding of the message: retranslating the
sender’s comm. Message as interpreted by
the receiver.
• Note: the success of the communication
process mainly depends on the receiver’s
understanding of the communicated message.
15. Contd.
• 6- Response (Feedback): check for
misunderstanding of the message and then to
use the message.
• Types or directions of communication: comm.
Can flow vertically (downward or upward) or
laterally (horizontal).
16. Contd.
• 1- Downward Communication: comm. That
flow from one level of organization to a lower
one (manager ...... Subordinates).
• It is primarily directive and telling the
subordinate what to do and providing them
with information that are helpful in clarifying
the organization policy and how to achieve its
goals.
17. Contd.
• Examples: job description sheets,
performance appraisal discussions, operating
manuals, pointing out problems that need
attention, and so on.
• 2- Upward Communication:
That flows from low level to a higher on in the
organization.
18. Contd.
• It is used as a mean for motivating and
satisfying personnel by sharing them in
decision making process (democratic
management).
• Examples: face to face discussion, staff
meetings, written reports, suggestions boxes,
and so on.
19. Contd.
• 3- Lateral Comm.:
• Take place between personnel on the same
managerial levels and mostly to coordinate
work activities (ex. Meetings, committees).
• Formal Vs. informal networks:
- Network: channels by which information
flows.
- Formal: follows the authority lines.
20. Contd.
- Informal: skip the authority lines to satisfy
personnel or social needs “ high risk for
distorting the information”.
- Barriers to communication:
Sender + message + Channel + receiver
……………… ineffective communication.
21. Contd.
• 1- Gender: difference in power and status.
• 2- lack of clarity due to inadequate vocabulary,
talking too fast or too slow, different
languages, …. Etc.
• 3- feeling that reporting problems would be
considered as weakness points in the PA.
• 4- Time pressure on managers.
23. Principles of eff. Comm.
• 1- giving information is not communication (
comm. ………………… helpful impact for goals).
• 2- clarity of the message: sender
responsibility, needs planning for the process.
• 3- use simple language: suit the receiver.
• 4- feedback should be encouraged to ensure
proper interpretation and use of messages.
24. Contd.
• 5- the sender must have credibility
• 6- acknowledgement of the others.
• 7- proper channel of comm.: direct one is the
best one …… avoid distortion ……. Immediate
feedback could be obtained.
25. Contd.
• Principles of dealing with difficult persons:
- Manager rather than health professional.
- Identify the unacceptable behavior and
provide an immediate feedback.
- Use disciplinary counseling and be consistent.
- Consult the higher management and use the
organization rules and procedures.
• Communication Styles.
