Management may be seen as generic skills that shall be fitted to everyday life.

1. Dr. Dalia El-Shafei
Assist.Prof., Community Medicine Department, Zagazig University
http://www.slideshare.net/daliaelshafei

2. LEARNING OBJECTIVES:
By the end of this unit the student will be able to:
 Define administration, management and management cycle.
 Define situation analysis and problem priorities.
 Identify the quick steps for strategic planning and know
how to start a health program.

3. Management may be seen as generic skills that shall be fitted to
everyday life.

4. WHO stated that effective leadership & management are
essential to scaling up the quantity & quality of health
services and to improving population health.

5. AIM OF HEALTH MANAGEMENT
Improving population health.
Scaling up the quantity & quality of health
services according to the perceived needs and
demands of the community.

6. SCOPES OF HEALTH MANAGEMENT
Mapping
community
health profile
& policy.
Running &
improving
health services
(PHC units,
Hospital,
clinic).
Introduce new
health
services, ttt,
protocol… etc.
Running a
health
program or a
project.
Conducting a
research,
thesis, survey
…etc.

7. MANAGEMENT DEFINITION
A continuous dynamic process to effectively
getting things done.
Effectively achieving the identified objectives in
right way, right time with the least available
resources (Manpower, Money, Material …..etc.)

8. MANAGEMENT VS ADMINISTRATION
Administration
Frames the policies
& goals of an
organization.
The top level with
the decisive
functions
Management
Implements these
policies & goals
A middle level
activity with
executive function

10. THE MANAGEMENT CYCLE
Sequence of steps that must be followed to reach the identified goals.
Planning
ImplementationEvaluation

11. Preparatory
phase (Planning
to Plan)
Situational
analysis
Identify needs or
problems
Planning
Implementation
Evaluation
Communication
Re-planning &
decision making
Management Functions and Strategic Planning (Quick references to
Manage or Plan a Program):
NB. The sequences may be
changed by (Experience,
personal preference or the
required level
(administration,
management, planning).

12. 1- Preparatory phase (Planning
to Plan)
• Assignment of team & team leader
• Term of references of planning (objectives,
resources, time allocated).
2- Situational analysis
• Health & demographic data.
• Health services (government – private)
• Needs & demands
3- Identify needs or problems
• Identify health problems or needs
• Setting priorities or needs
4- Planning
• Vision & mission
• Goal & objectives
• Strategies.
• Organizing (hierarchy & Units).
• Resources
• Implement (Action Plan).
• Evaluation
5- Implementation
• Organizing
• Staffing
• Directing
• Coordination
• Reporting
• Supervision
• Time table
6- Evaluation
• Key performance indicators (KPI)
• Monitoring & supervision
7- Communication
• Stakeholders “Internal&External”
8- Re-planning & decision
making
• Achieving the goals
• Cost effectiveness
• Health & social Impact
• Customers satisfactions

13. 1- PREPARATION FOR PLANNING
Preparation for planning is the 1st step towards the development of
a good plan. The objective is to ensure that planning process can be
carried out smoothly.

14. 2- SITUATIONAL ANALYSIS (WHERE ARE WE NOW?):
Study of the nature, distribution, importance & contributing factors
of the problems we are interested in.
Data collection SWOT analysis Formulate problem
statement

15. 3- IDENTIFY COMMUNITY NEEDS OR PROBLEMS ACCORDING
TO SITUATIONAL ANALYSIS
Criteria for selecting priority problems on community basis:
Extent of the
problem
Seriousness of the
problem
Economic cost
Feasibility of
solution
Within community
priority policy

16. 4- PLANNING (HOW CAN WE REACH THE OBJECTIVES?):
It is a systematic process of identifying the desirable
future goals, outlining appropriate courses of action and
determining the resources required to achieve them.
WHO definition: a process of organizing decisions and
actions to achieve particular ends, set within a policy.

17. Types of plans:
Stepping stones to achieve
organizational goals.
• Action (Operational) plans are
necessary to attain tactical plans
• Tactical plans lead to the
achievement of strategic plans.
• Contingency plan that plans to
backup plans that fail.
Action Tactical
Strategic Contingency

18. Formulation of vision , mission, goals and objectives:
Vision
Statement that the organizations use to
describe its dream, their end goals for
the future.
What they hope to achieve if they
successfully fulfill their organizational
mission.
Expresses a hoped-for future reality
Mission
Statement that the organization uses to
describe its purpose or reason for
existing & major organizational
commitments & activities.
It answers questions as why are we
here? What they do? why they do it?
Declares the major actions needed to
reach this vision

19. Goal
Broad statement of
what we are going to
accomplish.
1 Goal needs >1
Objective.
Objective
Specific statement of
desired future.
It details how the goal
will be achieved.
Objective must be
SMART

21. I will ↓ my body weight by 2.5 Kg during the next 60 days
One example for SMART objective:

22. Planning horizons:
Long-term
3-5 years
Most of strategic
plan.
Medium-term
1-3 years
Short-term
≤ 1 year
Like most district
health plan.

23. 5- ACTION PLAN (OPERATIONAL PLAN OR
IMPLEMENTATION PLAN):
Perform the task in right way & time by right persons with
minimal resources:

24. 6- EVALUATION (DO WE REACH OUR OBJECTIVES?):
Evaluation is a continuous process to ensure program success and ongoing
improvement to achieve the predetermined goals and objectives.
It can be done all through processes, at mid or at end of the program.
Evaluation methods: Key Performance Indicators, Indicators
calculation - expert opinion - customer opinion - job owner opinion
ALL aspects should be evaluated: Goals, plan, performance, time, effort,
cost-benefit, and sustainability.

25. • Maintenance of regular checking of ongoing activities or programs with respect to
the defined objectives.
• To:
• Record what the system is actually doing at present
• Detect possible deviations from the decided course of action.
• Where there are deficiencies, control and correction decisions and measures must
follow.
Monitoring
• Making sure that the staff performs their duties effectively with competency to keep
the work standards.
• To:
• Maintain the quantity & quality of health team work.
• Assess the performance of team members.
• Identify causes of work deficiency.
• Resolve dispute among team members
• Help in personal problems solving.
• Train: (on job training)
• Methods: observation- check lists- records- report review
Supervision

26. 7- COMMUNICATION AND REPORTING PLAN
• All stakeholders must participate in the planning process as
necessary.
• Internal stakeholder (as staff): for appropriate planning &
to assure that everybody shall adopt the plan.
• External stakeholder (as community leaders): to get their
support especially financial aid.
Communication
• To related stakeholder (monthly, quarterly, annually ….).
Reporting

27. 8- RE-PLANNING AND DECISION MAKING:
Planning is continuous & cyclical process.
Evaluation of the results against the pre-identified goals
and objectives may reveal some deviations or failure.
Re-planning may be necessary to correct the implementation
or even to make a backup plan to achieve the goals.