Health service management lecture notes , 2 of 9 series for skilling leaders and administrators in healthcare system, these series will help in leadership skills, management skills , team work development, avail healthcare workers with high ethics and team work based approach to work for maximum efficiency

1. Planning, Team work, Delegation
Motivation, Problem-solving &
Supervision in Management
By
MASTULAH NAKALULE

2. Course outline
1. Planning
2. Team work
3. Delegation
4. Motivation
5. Problem-solving
6. Supervision

3. Planning as a Tool of
Management
According to Koontz O'Donnel –
"Planning is an intellectual process, the
conscious
determination of courses of action, the
basing of decisions on purpose, acts
and
considered estimates

4. Purpose of planning
To manage by objectives: All activities are
designed to achieve specified objectives.
However, planning makes the objectives more
concrete by focusing attention on them.
To offset uncertainty and change: Future is
always full of uncertainties and changes.
Planning foresees the future and makes the
necessary provisions for it.
To help in co-ordination: While co-ordination
is the essence of management, planning is the
base of it. Without planning it is not possible to
co-ordinate the different activities of an
organization

5. Purpose of planning
 In the absence of plans, a
management will have no standards
for controlling performance of others.
 Planning enables the manager to
measure the organizational
effectiveness in the context of the
stated objectives and take further
actions in this direction.

6. Classification of Planning
On the basis of time
period
 Long term planning:
Time frame beyond five
years. It specifies what
the organization wants
to become in long run.
 Intermediate term
planning: Time frame
between two and five
years. It is designed to
implement long term
plans.
 Short term planning:
Time frame of one year
or less. It provide basis
for day to day operation
On the basis of content
 Strategic Planning. It is
the process of deciding
on Long-term objectives
of the organization. It
encompasses all the
functional areas of
business

7. Planning Terminologies
VISION • Nonspecific directional and motivational guidance for
the entire organization.
• Top managers normally provide a vision for the
business.
• It is the most emotional of the four levels in the
hierarchy of purposes
MISSION • An organization's reason for being in existence
• It is concerned with the scope of work and what
distinguishes it from the rest
• Mission reflects the culture and values of top management
OBJECTIV
ES
• Refines the mission and addresses key issues within the
organization such as innovation, productivity, physical and
financial resources, profitability, worker performance &
efficiency.
• They are expected to be general, observable, challenging,
and untimed
ACTIVITIES • The most specific and narrow plans, describe who, what,

8. Team work
 Teamwork & development of a team spirit can go
a long way towards increasing the sense of
satisfaction people obtain from their working
environment and providing them with a sense of
purpose.
 Lack of teamwork leads to poor performance.
Group values, pride and purpose cannot be
found.
 A strong team has a sense of purpose, clear
objectives and goals
 Within the group there should be norms,
attitudes, behavior and discipline.
 Individual team members should be open about
their views, be prepared to confront where
necessary but cooperate with the decisions
made by the group

9. Team work
 A team is a group of people who are interdependent
and who recognize that success of each one of them
depends on the success of the group.
 It is a group in which contributions of individuals are
seen as complementary.
 There should be cohesion, much interaction, mutual
support and shared perception on issues within a team.
 Before forming a team the following issues should be
addressed-
 Size of team
 Nature of task
 Requirements of the group
 Roles of each member on the team
 Abilities of group members
 Norms of the group

10. How to start an effective team
 Set ground rules for the team
 Clarify and agree to the teams’
objectives.
 Decide how much time and energy
must be committed to achieve goals.
 Share expectations about working
together.
 Determine a process for conflict
resolution,

11. The 5 Stages of Team Building/
Development

12. Team work
Strategies for effective teams
 Be fair and consistent.
 Keep members informed and
ensure communication lines
are open.
 Be aware of individual needs.
 Maintain respect and trust
 Analyze problems objectively
and rationally.
 Make decisions by consensus
 Remain flexible
 Obtain resources and remove
obstacles.
 Provide rewards
 Set achievable goals for the
team
X-tics of effective teams
 Clear objectives and agreed
goals
 Openness and confrontation
 Support and trust
 Cooperation and conflict mgt
 Sound procedures
 Appropriate leadership
 Regular review
 Sound inter-group relations

13. Team work
Advantages of Team
work
 Saves time.
 More work is done
 Facilitates sharing of
ideas
 Facilitates equitable
distribution of resources.
 Enhances unity.
 Encourages
transparency,
accountability &
responsibility.
 Reduces inter-
departmental conflict
 Hastens decision
making
Disadvantages
 Laxity
 Conflicts
 Time wasting
 Group pressure - some
dominate
 Delays due to long
discussions
 Talking much and doing
little work

14. Barriers hindering team-work
 Personal differences in ideas and personalities.
 Lack of awareness of importance in collaboration.
 Poor leadership.
 High staff turnover
 Poor communication skills.
 Cultural or religious or political differences.
 Lack of funds.
 Corruption
 Conflicting priorities.
 Lack of time
 Negative attitude
 Personalization of the activity.
 Hidden objectives

15. Delegation
Definition: Passing down of authority
from a superior to a subordinate.
 Process of entrusting authority and
responsibility from a manager or a
supervisor to a subordinate.
 The one to whom authority is
delegated becomes responsible to the
superior for doing the job, however,
the superior remains accountable for
getting the job done.

16. Delegation
 The best way for a manager to
effectively concentrate on their
responsibilities is by unloading as much
of their work as possible.
 Delegation can take place at individual or
organizational level
Delegation is founded on the concept of:
 Authority.
 Responsibility.
 Accountability

17. Concepts of delegation
Authority
• The right to take
action or make
decisions that the
manager would
otherwise have
done.
• Legitimizes the
exercise of power
within the
structures and
rules of the
organization.
• Enables the
subordinate to
issue valued
instructions for
others to follow
Responsibility
• Involves an
obligation by the
subordinate to
perform certain
duties or make
certain decisions
and having to
accept the
possible
reprimand from
the manager or
the superior for
unsatisfactory
performance
Accountability
• Any means of
ensuring that the
person who is
supposed to do a
task actually
performs it and
does so correctly.
• The person must
be qualified and
capable of
fulfilling the
obligation.
• You cannot
delegate authority
without
responsibility and
vice versa

18. Effective Delegation process
1. Grant appropriate
authority
• Responsibility should not be less than
the authority delegated.
2. Consider the
capabilities of the
subordinate
• Authority should be delegated to those who
are competent and willing to accept
delegation.
• Consider the job to be done, knowledge,
experience, intelligence and limitations of the
subordinate
3. Make sure the
authority is clearly
stated.
• Everyone should know who is in charge and
where authority resides
4. Modify the authority
whenever necessary
• Maintain a flexible attitude about what kind of
and how much authority to delegate.
• Authority can be modified by increasing it,
decreasing or withdrawing it altogether.
5. 5.Follow unity & chain • There should be clear reporting

19. Effective Delegation process
6. Develop
willingness to
delegate
• No organization can function without
delegation.
• Some obstacles are psychological e.g. lack of
confidence on the staff, fear to lose control.
• The manager should be willing to let go.
7. Create supportive
climate
• Moral and material support should be available
i.e. adequate resources (staff, eqpt, expenses,
time).
• Advice and encouragement
8. Develop effective
communication
system
• Flow of information between superiors and
subordinates.
• Enables superior to give clear instructions and
subordinates to seek clarification and guidance
9. Establish an
effective control
system.
• To ensure authority delegated is properly used.
• Set the standards of performance.
• Evaluate performance.
1 Give incentives • Financial & non-financial incentives reward for

20. Rules of thumb of delegation
Rules for the manager
 Know the employees strength and
weakness.
 State tasks clearly- what is to be
done
 Delegate a little at a time- break up
large projects.
 Ask for feedback- to ensure
employee understands.
 Grant enough authority to do the job.
 Let go and trust the employee to do
the job
 Provide support only after employee
has had a chance to work out
problems.
 Do not expect the job to be done as
you would do it.
 Provide rewards consistent with
result and level of responsibility
Rules to the subordinate
 Recognize assignment &
opportunities.
 Be realistic about what you are able
to do.
 Ask for clarification.
 Determine the resources available
before accepting the assignment.
 Report progress periodically.
 Request support or advice if
needed.
 Be creative in solving problems.
 Use feedback.

21. Delegation
Advantages
 Extra time for
supervisors or
managers.
 Improves morale and
productivity.
 A means of training to
assess a person’s
likely performance at
a higher level of
authority &
responsibility.
 Decrease in stress.
Barriers to effective
delegation
 Managers’
perception of
subordinate and vice
versa
 Manager may fear
that the subordinate
is not capable or
may do too good a
job and show the
manager in bad light

22. Delegation
Supervisors’ reasons
for avoiding delegation
 Lack of trust.
 Loss of control.
 Shared recognition i.e.
“someone else may
get the credit I
deserve”.
 Fear for his or her
position.
 Lack of incentive
Subordinates reasons
for avoiding delegation
 They find it easier to
ask the boss to make
decisions.
 Fear of criticism.
 Believe they lack the
necessary information
and resources to do
the job.
 Subordinate may
already have too much
to do.
 Lack of confidence.
 Lack of incentives

23. Motivation
Definitions:
 An inner state that energizes,
activates or moves and directs or
channels behavior towards goals.
 Motivation: The willingness to exert
higher levels of effort towards
organizational goals.
 Motivating other people is about
getting them to move in a direction
you want them to go to achieve a
result.

24. Components of motivation
 Arousal: drive and energy behind our
actions ( I want to set up 3 branches
of pharmacies this year)
 Direction: options, paths towards
meeting the, what a person tries to do
(work late, make extra calls)
 Maintain behavior: how long will
people persist at attempting to meet
their goal?
 Effort: How hard a person is trying

25. Types of Motivation
Intrinsic motivation:
 Is driven by interest or
enjoyment in the task
itself and exists within
the individual.
 Does not rely on any
external pressure.
 People engage in a
task willingly, and work
to improve their skills
Extrinsic motivation:
Comes from outside of
the individual.
Common extrinsic
motivations are;
 Rewards like money &
grades
 Increased pay, praise
& promotion
 Punishments
disciplinary action,
withholding pay,
coercion and threat of
punishment.

26. Importance of Motivation
 Leads to higher efficiency
 Reduces absenteeism
 Reduces employee turnover
 Improves a corporate image
 Creates good relations
 Improves morale
 Reduces wastages, breakages and
work related accidents
 Facilitates initiative and innovation

27. Problem-solving
 A scientific process which provides a
theoretical framework utilized in attaining
solutions to simple or complex problems.
 Gather information about the problem,
then identify and state the problem.
 Start discussing the possible solutions to
implement.
 The problem solving process can be
used by anybody to solve day to day
problems.
 It requires experience in application

28. The process has 8 phases
 Define the problem
 Gather the information
 Analyze the information
 Develop the solutions
 Consider the consequences
 Make the decisions
 Implement decisions
 Evaluate the solutions

29. Requirements in decision-
making
 Know the facts: All facts that have an
influence on the decision should be
known.
 Analysis: Analyze the facts to weigh the
pros and cons.
 Authority: Formal authority permitting
decisions at that level .
 Action: Takes the decision and
implement it.
 Follow-up: Ensure the decisions are
carried out

30. Types of decisions
 Emergency decisions: In a crisis
such as accidents, disaster or an
issue that calls for immediate action.
 Routine decisions: Everyday
decisions e.g. reporting time for duty,
budget speech, etc.
 Debatable decisions: These are
tough decisions that involve more
thought and discussion. They usually
bring changes e.g. constitutional
review, salary review etc.

31. Supervision
 The art of working with people through
the mgt functions (i.e. planning, directing,
coordinating, controlling &
communicating.) effectively to achieve
the objectives of the organization.
Objectives of supervision.
 Build and maintain an efficient
organization
 Create and maintain an effective
workforce.
 Control and add value towards
performance and communicating this
value to subordinates

32. Responsibilities of a
supervisor
 Handle grievances.
 Handle indiscipline cases.
 Gives instructions
 Coordinates activities.
 Training & development of the people
he supervises
 Effectiveness and efficiency

33. Principles of effective
supervision
An effective supervisor makes sure the
people under him understand;
 What is expected of them and how is the
organization expected to operate.
 How his job relates to others and other
departments.
 Know where to get resources.
 Know where to communicate
information.
 Know how the work he is doing will be
measured

34. Principles of effective
supervision
 The workers should have guidance by providing
them with information in terms of content,
techniques, e.g. how to live, organize, schedule,
and conduct meetings, personality improvement
etc.
 Show appreciation for good work by giving
certificate of merit, writing to tell the worker the
good work they do
 Correct poor work through constructive criticism:
 tell the individual on the spot
 tell the individual why it is poor work
 Tell the individual what he can do to improve
the work

35. Tools to apply for supervision
 1. Planning
 why is it to be done
 where should it be done
 who should do it
 2.Directing
 Direct others to ensure plans are
executed and achieved according to the
set objectives.
 3.Coordination
 Coordinate individual activities so that
job is done in a proper manner

36. Tools to apply for supervision
 4. Controlling
 Inspect to see plans are being carried out.
 5.Have the “skills of personnel”
 communicate and relate well
 select people to perform specific tasks
 appraisal
 discipline - self discipline
 personnel development
 custodian of morale - increase morale and motivate
 interviewing and counseling skills
 orientation skills
 skills in teamwork
 Encourage self development.

37. Thank you