2010 medical doctors mgt&leadership february


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2010 medical doctors mgt&leadership february

  1. 1. Management What is Management?  Management is getting things done.  Management is getting thing done through people.  Management is efficient use of resources.  Management is getting people to work harmoniously together and to make efficient use of resources to achieve objectives.  Management is to make decision
  2. 2. Management An organized process that guides the utilization of various resources  human, financial and material  to meet a desired organizational goal taking into consideration consumers’ demands (clients’ needs), and the political and economic situation (emphasis on goal).
  3. 3. Management • Planning, organizing, leading and controlling: the art of getting things done by and through people Planningdefining organizational GOAL ControllingConsciously monitoring performance & take corrective actions Organizing- Process of creating a structure Leading-Getting others to perform the tasks necessary to achieve the organizational goal
  4. 4. The Organization and its environment • An organization exists to perform work. • This is achieved by activities which transform (process) inputs into outputs: • Environment-Internal/External ORGANIZATION O N B I O O I E J N U U M E E P PROCESS T T P D C U P C A S T T U O C I S T M T V S E E S S
  5. 5. Management function • • • • • Planning Organizing Recording and reporting Staffing Supervising
  6. 6. Managerial functions • • • • • • Coordination Guiding Monitoring Ordering and storing Budgeting Evaluation
  7. 7. Te chn Ma olo nag gy em ent Kn M ow an le ag dg em e en t Branches of Management Hu Ma man ility ment nag Beh Fac age em avi an ora ent M l Lo n gis ma ce Ma tics Hu ur nag He so ement em Re ag alt ent Inf an h M orm al ent i M ati nc em an a g on ag in n a F a em en M t
  8. 8. Branches of Management applied to daily life Facility Behavioral Mgt Fin a Ma ncia na l ge me nt tion rma Mgt , er ist eg l ,r ta rra Da refe Info n ma urce Hu so Re t Mg Management Log istic s Mg t Sa Fu lary nd , in , /ou t Kn ow M le an ag dge em en t y log nt no e ch em Te nag Ma Human & Ul n io EC tras at G ou r ic , C nd pl ve T, , Ap ry o , ar l Lab c Hospital, clinic Interpersona communication ambulance of f Medicin staf es, lth Hea y r others tego ca all
  9. 9. Knowledge Management • Is about creating an exciting environment within the organization that will promote the creation and transfer of knowledge (Kermally 2002) It involves changing the organizational culture to one of sharing Requires… visionary leadership motivated staff process and practices that will facilitate this sharing
  10. 10. Knowledge Management Knowledge could be better optimised if we could capture information not normally captured. Some knowledge related to experience, wisdom and empathy of one’s own .... usually are not documented. Knowledge management is therefore about how to capture that information related to how individuals reason and make their expertise available ...video conferencing, e-mails, networks
  11. 11. Four stages of knowledge conversion • Socialization – by sharing experience & on-thejob learning: at meetings to discuss work related projects and problems (tacit knowledge) • Externalization – describing this knowledge in the forms of metaphors/analogies • Combination – taking theoretical or explicit knowledge & integrating with metaphors or analogies •Internalization– information is taken & followed to gain further knowledge and understanding. This information is modified as people learn by doing- refined
  12. 12. Continue Learning of PEOPLE Sk ills o) ge ed hy t wl ,w Competent (how n o t to t o) K a wh ( Desire (want to) Individual learning Team Learning Organization Learning
  13. 13. Managerial Competencies 1. Self Management 2. Strategic Action 3. Global Awareness 4. Team Work 5. Planning and Administration 6. Communication Competency
  14. 14. Self Management • Self awareness • Self identification of strengths/weaknessdevelopmental needs ….in leadership ….in motivation ….in ethics ….in many other areas • Continued self assessment • Integrity and ethical conduct • Personal drive and resilience • Balancing work and life demands
  15. 15. Self Management We are measured • not by what we are, but by the perception of what we seem to be, • not by what we say, but how we are heard; and • not by what we do, but how we appear to do it.
  16. 16. Strategic Action Competency • Developing broad strategies that can be translated into clear goals and practical action plans • Proactive vs Reactive • Formulation of contingency plans to minimize risks • Understanding the organization • Taking strategic actions
  17. 17. Global Awareness Competency • Staying abreast of important global trends that have significant impact on the organization • Recognition of global trends organization's plans and growth on the • Being sensitive to key cultural differences and understanding the consequences of cultural differences for the organization
  18. 18. Teamwork Competency • Creating a supportive environment • Trust/ Productive management conflicts • Collaboration and constant information sharing • Problem solving/ decision making (Forming, Storming, Norming, Performing, Adjourning) • Managing team dynamics • Ability to cultivate an active network of relationships and relate well to others
  19. 19. Planning & Administration Competency • Information gathering, analysis & problem solving • Setting clear and challenging goals • SWOT analysis • Adequate control & clear guidance & Swift decision making • Planning and organizing projects • Time management
  20. 20. Communication Competency • Informal communication • Formal communication • Negotiation (an agreement) • Free flow of information upward, downward and laterally (feedbacks) • Listening and informing others • Fostering open channels and negotiating with others
  21. 21. Feedbacks • Not an end it itself • Increases communication links • Gives information on site overall strengths and weaknesses • Gives insight on what we can do differently to increase effectiveness • Focus on skills and behavior, not on personality or style • Improve performance
  22. 22. Leader Adviser Follower Peacemaker Entertainer
  23. 23. Independent Self directed Productive, Trust Low control Dependent Controlled Directed, Low Trust Close Supervision
  24. 24. LEADER Vision nd U ta n e rs ng di Purpose Character Action
  25. 25. er od hip Go ers it w e ad no e se Le ek w it. W en nd ce wh a n ie p ex
  26. 26. Critical success factors of effective leadership • Ability and commitment to motivate people • Excellent interpersonal skills • Ability to learn on the job • Hard work and working smarter • Linking strategic planning to implementation • Facilitating teamwork • Facilitating organizational development.
  27. 27. Managers v Leaders • • • • • • • • • Follow vision Use rules Look at the job Process oriented Focus on system structure Is a copy Asks how and when Maintains Do things right • • • • &• • • • • Shape and share vision Use broad concepts Look at the big picture Concentrate on context Focus on people Is an original Asks what and why Develops Do the right thing
  28. 28. Shared vision Honesty Respect Openness ks ris e ak Connected ot t ed low Al Collaboration io n n it g co Re t us Tr Care about each other