2. Definition of Management
ﻣﺤﺘﻮﯼ ﭘﻴﺸﮑﺶ
Functions of Management
Effectiveness and Efficiency
Definition of Planning
Why planning ?
Scarcity and Choice
Types of Planning and their differences
Basics of planning and planning cycle
Situation analysis
Stake holder analysis
Problem analysis
Objective analysis
Strategy analysis
Action plan
2
3. ﻣﺪﻳﺮﻳﺖ ﭼﻴﺴﺖ؟
ﻣﺪﻳﺮﻳﺖ ﻋﺒﺎرت از ﭘﺮوﺳﻪ ﭘﻼﻧﮕﺬارﯼ ، ﺳﺎزﻣﺎﻧﺪهﯽ ، رهﺒﺮﯼ و
ﮐﻨﺘﺮول ﻧﻤﻮدن ﺗﻼش هﺎﯼ اﻋﻀﺎﯼ ﻳﮏ ﻣﻮﺳﺴﻪ و اﺳﺘﻔﺎدﻩ از
دﻳﮕﺮ ﻣﻨﺎﺑﻊ ﻣﻮﺳﺴﻪ ﺑﺼﻮرت ﻣﻮﺛﺮ و ﻣﻔﻴﺪ ﺟﻬﺖ ﺑﺪﺳﺖ اوردن
اهﺪاف ﻣﻮﺳﺴﻪ ﻣﯽ ﺑﺎﺷﺪ
Management is the process of planning ,
organizing, leading and controlling the efforts of an
organization members and using other
organizational resources efficiently and effectively
to achieve the stated organizational goals
P . Drucker
.ﻣﺪﻳﺮﻳﺖ ﻋﺒﺎرت از اﻧﺠﺎم وﻇﻴﻔﻪ از ﻃﺮﻳﻖ ﻣﺮدم اﺳﺖ
Getting job done through the people
3
4. ﻣﺪﻳﺮﻳﺖ ﭼﻴﺴﺖ؟
در ﺗﻌﺮﻳﻒ و ﺗﻮﺿﻴﺢ ﻣﺪﻳﺮﻳﺖ ﺳﻪ اﺻﻞ را ﺑﺎﻳﺪ در ﻧﻈﺮ
داﺷﺖ:
ﻣﻨﺎﺑﻊ ﻳﺎ Resources
ﻓﻌﺎﻟﻴﺖ هﺎ Activities
ﻧﺘﺎﻳﺞ و ﻳﺎ اهﺪاف Results
ﭘﺲ ﻣﺪﻳﺮﻳﺖ ﻋﺒﺎرت از ﺑﮑﺎر ﺑﺮدن ﻣﻮﺛﺮ و ﻣﺜﻤﺮ ﻣﻨﺎﺑﻊ از
ﻃﺮﻳﻖ ﻓﻌﺎﻟﻴﺖ هﺎﯼ ﺗﻨﻈﻴﻢ ﺷﺪﻩ ﺟﻬﺖ ﺣﺼﻮل اهﺪاف ﻳﮏ
ﺳﺎزﻣﺎن ﻣﻴﺒﺎﺷﺪ.
4
5. ﺳﻄﻮح ﻣﺪﻳﺮﻳﺖManagement Levels
First-line Managers: responsible for day-to-day
operation. They supervise the people
performing the activities required to make the
good or service.
Middle Managers: Supervise first-line managers.
They are also responsible to find the best way
to use departmental resources to achieve goals.
Top Managers: Responsible for the performance
of all departments and have cross-departmental
responsibility. They establish organizational
goals and monitor middle managers.
5
6. Three Levels of Management
Top
Managers
Middle
Managers
First-line Managers
Non-management
6
7. ﻣﻬﺎرت هﺎﯼ ﻣﺪﻳﺮﻳﺖManagerial Skills
1. Conceptual skills: the ability to
analyze and diagnose a situation and
find the cause and effect.
2. Human skills: the ability to
understand, alter, lead, and control
people’s behavior.
3. Technical skills: the job-specific
knowledge required to perform a task.
Common examples include marketing,
accounting, and manufacturing
7
8. 1-22
Skill Type Needed by Manager Level
Top
Managers
Middle
Managers
Line
Managers
Conceptual Human Technical
8
9. وﻇﺎﻳﻒ ﻋﻤﺪﻩ ﻣﺪﻳﺮﻳﺖ ﻳﺎ
Functions of Management
Planning
Choose Goals
Controlling Organizing
Monitor & measure Working together
Leading
Coordinate
9
10. Planningﺑﺮﻧﺎﻣﻪ رﻳﺰﯼ ﻳﺎ ﭘﻼﻧﮕﺬارﯼ
ﭘﻼﻧﮕﺬارﯼ ﻋﺒﺎرت از ﺗﺼﻤﻴﻢ ﻓﻌﻠﯽ ﺑﺮاﯼ ﻋﻤﻠﮑﺮد اﻳﻨﺪﻩ
ﻣﯽ ﺑﺎﺷﺪ .
ﺑﺮﻧﺎﻣﻪ رﻳﺰﯼ ﻋﺒﺎرت از ﭘﺮوﺳﻪ اﻳﺴﺖ ﮐﻪ ﺗﻮﺳﻂ ﻣﺪﻳﺮان
ﻳﮏ ﻣﻮﺳﺴﻪ ﺟﻬﺖ ﺗﻌﻴﻴﻦ و ﺗﺸﺨﻴﺺ اهﺪاف ﻣﻨﺎﺳﺐ
وﻳﮏ ﺳﻠﺴﻠﻪ اﯼ از ﻓﻌﺎﻟﻴﺖ هﺎ ﺑﺨﺎﻃﺮ ﺣﺼﻮل اهﺪاف
ﻣﻮرد اﺳﺘﻔﺎدﻩ ﻗﺮار ﻣﻴﮕﻴﺮد.
Planning is the process used by managers to
identify and select appropriate goals and
.courses of action for an organization
01
22. Indicators of health-care resources and needs
Health planning for developing countries by Andrew Green
Countries Health expenditure per Child Mortality Life Expectancy
capita and per year , (US Rate per 1000 live rate at birth for
$ )2002 births (under five ) female born (years )
Estimates for 2003 2003
Afghanistan 4-6 ١٩١ 45
Tajikistan 6 118 74
Nigeria 19 198 46
Zambia 20 182 39
Indonesia 26 41 68
India 30 87 63
China 63 37 73
Iran 104 39 72
UK 2031 6 81
USA 5274 8 80
22
24. Planning types
Corporate-level: decisions by top managers.
Considers on which businesses or markets to be in.
Provides a framework for all other planning.
Business-level: details divisional long-term goals
and structure.
Identifies how this business meets corporate goals.
Shows how the business will compete in market.
Functional-level: actions taken by managers in
departments of manufacturing, marketing, etc.
These plans state exactly how business-level
strategies are accomplished.
24
25. Planning types
Time horizon: refers to how far in the future
the plan applies.
Long-term plans are usually 5 years or more.
Intermediate-term plans are 1 to 5 years.
Corporate and business level plans specify long
and intermediate term.
Short-term plans are less than 1 year.
Functional plans focus on short to intermediate
term.
Most firms have a rolling planning cycle to
amend plans constantly.
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26. Types of Plans
Standing plans: for programmed decisions.
Managers develop policies, rules, and standard
operating procedures (SOP).
Policies are general guides to action.
Rules are a specific guide to action.
Single-use plans: developed for a one-time,
nonprogrammed issue. Usually consist of
programs and projects.
Programs: integrated plans achieving specific
goals.
Project: specific action plans to complete programs.
26
27. Strategic framework
Vision Picture of future
Mission Why an organization exist?
Goals Broad, long term statement of
intend that define a desired result
Results of specific activities or
Objectives outcome to be achieved over a
stated time.
Strategies Set of actions to achieve goals
27
28. Visions that changed the world
“By the end of the
decade we will put a
man on the moon”.
ﻣﺎ اﻟﯽ ﺧﺘﻢ اﻳﻦ دهﻪ اﻧﺴﺎن را در
. ﻣﻬﺘﺎب ﭘﻴﺎدﻩ ﺧﻮاهﻴﻢ ﻧﻤﻮد
J.F Kennedy, 1960
Men landed on the
Moon in 1969
28
29. Visions that changed the world
I have a dream…
I have a dream that my
four children will one day
live in a nation where
they will not be judged
by the color of they skin
but they content of
character .
ﻣﻦ ﻳﮏ ارﻣﺎن دارم ، ﮐﻪ ﭼﺎر ﻓﺮزﻧﺪم ﻧﻪ
ﺑﺮاﺳﺎس رﻧﮓ ، ﺑﻠﮑﻪ ﺑﺮاﺳﺎس
ﺷﺨﺼﻴﺖ ﺷﺎن ﻣﻮرد ﻗﻀﺎوت ﻗﺮار
. ﮔﻴﺮد
Washington 1963
Martine Luther king
Law for ending discrimination
voted in 1965
29
30. دﻳﺪﮔﺎﻩ ﻣﻬﺎﺗﻤﺎ ﮔﺎﻧﺪﯼ
دﻣﻮﮐﺮاﺳﯽ ، ﮐﻪ ﻣﻦ ﺧﻴﺎل دارم ، ﻳﮏ
دﻣﻮﮐﺮاﺳﯽ اﺳﺖ ، ﮐﻪ ﺑﺮاﺳﺎس ﻋﺪم
ﺧﺸﻮﻧﺖ اﻳﺠﺎد ﺷﻮد و در ان هﻤﻪ ﺁزاد
ﺑﺎﺷﺪ و هﺮ ﻧﻔﺮ ﻣﻌﻠﻢ ﺧﻮد ﮔﺮدد . در
ﺻﻮرت ، ﮐﻪ ﻣﺎ ﺑﻪ اﻳﻦ ﺑﺎور ﺷﻮﻳﻢ ،
ﺗﻔﺎوت ﺑﻴﻦ هﻨﺪو و ﻣﺴﻠﻤﺎن را
ﻓﺮاﻣﻮش ﻧﻤﻮدﻩ و ﺗﻨﻬﺎ ﺧﻮد را
هﻨﺪوﺳﺘﺎﻧﯽ ﻓﮑﺮ ﻣﯽ ﻧﻤﺎﻳﻢ و در ﻳﮏ
ﻣﺒﺎرزﻩ ﻣﺸﺘﺮﮎ ﺑﺨﺎﻃﺮ اﺳﺘﻘﻼل
ﻣﺒﺎرزﻩ ﺧﻮاهﻴﻢ ﻧﻤﻮد.
2491 ,Mahatma Gandhi
03
31. دﻳﺪﮔﺎﻩ ﭼﻴﺴﺖ ؟
دﻳﺪﮔﺎﻩ ﻋﺒﺎرت از ﻳﮏ ﺗﺼﻮر اﻟﻬﺎم ﺑﺨﺶ از ﺁﻳﻨﺪﻩ دﻟﺨﻮاﻩ و
ﻣﻤﮑﻨﻪ ﻣﯽ ﺑﺎﺷﺪ ، ﮐﻪ ﻳﮏ ﺟﺎﻣﻌﻪ ﺟﻬﺖ ﺑﺪﺳﺖ ﺁوردن ان
ﺗﻼش ﻣﻴﻮرزﻧﻨﺪ
Dream
Ideal Situation
Social related
Inspiration of your team and organization
?What will success look like
13
32. ﻣﺜﺎل ﻳﮏ دﻳﺪ ﮔﺎﻩ ﻳﺎ Vision
ﻣﺎ ﻣﺒﺎرزﻩ ﻣﯽ ﻧﻤﺎﻳﻢ ، ﮐﻪ ﻳﮏ ﺟﺎﻣﻌﻪ را ﺑﻤﻴﺎن اورﻳﻢ ،ﮐﻪ در ان
هﺮ ﺑﺎﺷﻨﺪﻩ ان ﺣﻖ ﻣﺴﺎوﯼ دﺳﺘﺮﺳﯽ ﺑﻪ ﻣﺮاﻗﺒﺖ هﺎﯼ ﺻﺤﯽ ﺑﺎ ﮐﻴﻔﻴﺖ
داﺷﺘﻪ ﺑﺎﺷﺪ و در ﻳﮏ ﻣﺤﻴﻂ زﻧﺪﻩ ﮔﯽ ﻧﻤﺎﻳﻨﺪ ، ﮐﻪ ﮐﻴﻔﻴﺖ ﺻﺤﺖ را
از ﻃﺮﻳﻖ دﺳﺘﺮﺳﯽ ﺑﻪ اب ﺻﺤﯽ ، ﻏﺬا ﺻﺤﯽ و ﻣﺴﺎﻳﻞ ﺑﻬﺪاﺷﺘﯽ
ﺣﻤﺎﻳﻪ ﺷﺪﻩ ﺑﺘﻮاﻧﺪ
ﺻﺤﺖ ﺑﻬﺘﺮ ﺑﺮاي ﮐﺎﻓﻪ ﻣﺮدم اﻓﻐﺎﻧﺴﺘﺎن ﺑﻪ ﻣﻨﻈﻮر اﻧﮑﺸﺎف ﺑﻬﺘﺮ
اﻗﺘﺼﺎدي و اﺟﺘﻤﺎﻋﻲ ﮐﺸﻮر
Better health for all afghans in order to contribute to
economic and social development
23
33. What are values? ارزش هﺎ ﭼﻴﺴﺖ
ارزش هﺎ ﻋﺒﺎرت از ﻋﻘﺎﻳﺪ اﺳﺖ ، ﮐﻪ اﻋﻀﺎﯼ ﻳﮏ ﻣﻮﺳﺴﻪ ﺑﺎ اﻧﻬﺎ
ﺑﺎور دارﻧﺪ و اﻧﺮا در ﻋﻤﻞ ﺗﻄﺒﻴﻖ ﻣﯽ ﻧﻤﺎﻳﻨﺪ
Your organizational values will determine
your strategies and your operational
principles.
For example:
If one of your value is emphasizing doing things “with”
than rather than “for” people, then you are likely to
involve beneficiaries, or potential beneficiaries closely
in your planning process.
Values are also useful in communicating the
reasoning behind decision-making.
33
34. Example of some planning values
Equity Accessibility
Effectiveness Community
Efficiency participation
Quality Stewardship
Excellence Collaboration
Accountability Integration
Transparency Gender sensitivity
Solidarity Discipline
Flexibility Quality
Competition Teamwork
Competency Innovativeness
34
35. ارزش هﺎﯼ وزارت ﺻﺤﺖ ﻋﺎﻣﻪ
ﺣﻖ زﻧﺪﻩ ﮔﻲ ﺳﺎﻟﻢ
Right to
ﺷﻔﻘﺖ و ﺗﺮﺣﻢ
healthy life
)(Compassion
Compassion
ﺻﺪاﻗﺖ و ﺷﺎﻳﺴﺘﮕﻲ ﮐﺎري
Honesty and
ﺗﺄﻣﻴﻦ اﺻﻞ ﻋﺪاﻟﺖ در ﻋﺮﺿﻪ
competence
ﺧﺪﻣﺎت
Equity
ﺣﻤﺎﻳﺖ از ﻧﻮاﺣﻲ روﺳﺘﺎﺋﻲ
Pro-rural
53
36. رﺳﺎﻟﺖ و ﻳﺎ ﻣﺎﻣﻮرﻳﺖ
ﻣﺎﻣﻮرﻳﺖ ﻋﺒﺎرت از ﻣﻘﺼﺪ ﻣﻮﺟﻮدﻳﺖ ﻳﮏ ﻣﻮﺳﺴﻪ ﻣﯽ
ﺑﺎﺷﺪ ، دﻟﻴﻠﯽ ﮐﻪ ﺑﻴﺎن ﻣﯽ ﻧﻤﺎﻳﺪ ﮐﻪ ﭼﺮا ﻳﮏ ﻣﻮﺳﺴﻪ
ﺑﺎﻳﺪ وﺟﻮد داﺷﺘﻪ ﺑﺎﺷﺪ
A mission statement should answer to
following questions:
What do we do (product or services delivering)?
How do you do it in broad terms, what methods
are used?
With whom and for whom do we do it?
36
37. Example of mission statement
We are a School-based group working
in the Rural area. We aim to improve
the conditions in which elderly people
in our society live. We do this
providing people over the age of 65
who have limited resources with
transport, meals and the opportunity
to socialize.
37
38. دﻳﺪﮔﺎﻩ وزارت ﺻﺤﺖ ﻋﺎﻣﻪ
وزارت ﺻﺤﺖ ﻋﺎﻣﻪ ﺑﺎ ﻓﺮاهﻢ ﺁوري ﻣﺮاﻗﺒﺖ ﺻﺤﻲ ﺑﺎ
ﮐﻴﻔﻴﺖ ﺑﻪ ﺗﻤﺎم اﻓﻐﺎﻧﻬﺎ ، ﺑﻪ وﻳﮋﻩ زﻧﺎن واﻃﻔﺎل و
ﻣﻨﺎﻃﻖ از ﮐﺸﻮر ﮐﻪ ﺗﺎ ﺣﺎل از ﺧﺪﻣﺎت ﺻﺤﻲ ﺑﻬﺮﻩ
ﻣﻨﺪ ﻧﻴﺴﺘﻨﺪ ، از ﻃﺮﻳﻖ ﮐﺎر ﻣﺆﺛﺮ ﺑﺎ اﺟﺘﻤﺎﻋﺎت
وهﻤﮑﺎران وزارت ﺻﺤﺖ ﻋﺎﻣﻪ ﻣﺘﻌﻬﺪ اﺳﺖ.
83
39. ﻣﺮام ﻳﺎ هﺪف Goal definition
هﺪف ﻋﺒﺎرت از ﺑﻴﺎن وﺳﻴﻊ وﻃﻮﻳﻞ اﻟﻤﺪت ﻳﮏ ﻗﺼﺪ ﺗﻌﺮﻳﻒ
ﺷﺪﻩ و ﻳﺎ ﻧﺘﻴﺠﻪ ﻣﺘﻮﻗﻌﻪ ﻣﻴﺒﺎﺷﺪ. ﻳﺎ ﺑﻌﺒﺎرﻩ دﻳﮕﺮ ﻧﺘﻴﺠﻪ ﻣﻄﻠﻮب
واﻧﺠﺎم ﻣﻮﻓﻖ ﻳﮏ ﭘﺮوﮔﺮام ﻳﺎ ﻓﻌﺎﻟﻴﺖ اﺳﺖ. ﻣﻌﻤﻮﻻ در ﻗﻴﺪ زﻣﺎن
ﻧﺒﻮدﻩ و ﺑﻪ ارﻗﺎم اراﻳﻪ ﻧﻤﻴﺸﻮد.
ﺑﻬﺒﻮد ﺣﺎﻟﺖ ﺻﺤﯽ ﻣﺮدم اﻓﻐﺎﻧﺴﺘﺎن
رﻳﺸﻪ ﮐﺮدن ﻣﺮض ﺗﻮﺑﺮﮐﻠﻮز از ﮐﺸﻮر
ﮐﺎهﺶ ﻣﺮگ و ﻣﻴﺮ ﻣﺎدران و اﻃﻔﺎل
اﻳﺠﺎد ﻳﮏ ﺳﻴﺴﺘﻢ ﮐﺎرﯼ ﺑﺮاﯼ اﮐﻤﺎل ﺗﺨﺼﺺ در وزارت
ﺻﺤﺖ ﻋﺎﻣﻪ
93
40. ﻣﻘﺎﺻﺪ ﻳﺎ objectives
ﻋﺒﺎرت از ﻣﻘﺎﺻﺪﯼ اﻧﺪ ﮐﻪ در ﻗﻴﺪ زﻣﺎن ﺑﻮدﻩ و ﺑﻪ ارﻗﺎم اراﻳﻪ ﺷﺪﻩ ﻣﻴﺘﻮاﻧﺪ.
ﻣﻌﻤﻮﻻ ﺟﻬﺖ ﺣﺼﻮل ﻳﮏ هﺪف ﺑﺎﻳﺪ ﭼﻨﺪﻳﻦ ﻣﻘﺼﺪ را ﻗﺒﻼ اﻧﮑﺸﺎف دادﻩ
ﺑﺎﺷﻴﻢ.
اهﺪاف ﮐﻮﺗﺎﻩ ﻣﺪت را targetﮔﻮﻳﻨﺪ
ﻣﻘﺼﺪ ﺑﺎﻳﺪ ﮐﻪ داراﯼ ﻣﺸﺨﺼﺎت ذﻳﻞ ﺑﺎﺷﺪ. SMART
Specific
Measurable
Achievable
Relevant- result focused
Time related
ﺳﻄﺢ ﭘﻮﺷﺶ واﮐﺴﻴﻦ ﺳﺮﺧﮑﺎن را اﻟﯽ ﺳﺎل ۵١٠٢ در اﻓﻐﺎﻧﺴﺘﺎن ﺑﻪ ٠٩
ﻓﻴﺼﺪ ﻣﻴﺮﺳﺎﻧﻴﻢ
ﻣﻴﺰان ﺳﻮاد اﺷﺨﺎص ﺑﺎﻟﻎ را در ﮐﺸﻮر اﻟﯽ ﺳﺎل ۵١٠٢ﺑﻪ ۵٧%
ﻣﻴﺮﺳﺎﻧﻴﻢ 04
45. ﻣﻘﺎﺻﺪ و ﻧﺘﺎﻳﺞ ﺗﺤﻠﻴﻞ اوﺿﺎع
داﻧﺴﺘﻦ و درﮎ ﺑﻬﺘﺮ و ﻳﮑﺴﺎن از ﻣﺤﻴﻂ ﺑﻮاﺳﻄﻪ ﺗﻤﺎم Stakeholder
هﺎ
ﺗﺸﻮﻳﻖ ﻧﻤﻮدن ﮐﺎر هﺎﯼ ﺗﻴﻢ وار و اﺳﺘﻔﺎدﻩ اﻋﻈﻤﯽ از ﺗﻤﺎم ﻇﺮﻓﻴﺖ هﺎ
اﻳﺠﺎد روﺣﻴﻪ ﺗﻌﻬﺪ و ﻣﺎﻟﮑﻴﺖ
ﺑﻤﻴﺎن اوردن ﻳﮏ ﻧﻘﻄﻪ اﺑﺘﺪاﺋﯽ و ﻣﺴﺘﻨﺪ ﺑﺮاﯼ ﻗﺪﻣﻪ هﺎﯼ ﺑﻌﺪﯼ ﭘﻼﻧﮕﺬارﯼ
ﺑﺨﺼﻮص Monitoring & Evaluation
ﺑﻤﻴﺎن اوردن ﻳﮏ ﭘﺲ ﻣﻨﻈﺮ ﺟﻬﺖ اﻧﺘﺨﺎب اوﻟﻮﻳﺖ ﺑﺮاﯼ ﭘﺮوﺳﻪ ﭘﻼﻧﮕﺬارﯼ
ﻧﺘﺎﻳﺢ ﺗﺤﻠﻴﻞ اوﺿﺎع ﻋﺒﺎرت از:
ﺗﺸﺮﻳﺢ ﺣﺎﻟﺖ ﻓﻌﻠﯽ ازﻧﮕﺎﻩ ﺣﺎﻟﺖ ﺻﺤﯽ و ﺧﺪﻣﺎت ﺻﺤﯽ
ﺷﻨﺎﺳﺎﺋﯽ و ﺗﺤﻠﻴﻞ Stakeholderهﺎ
ﺷﻨﺎﺳﺎﺋﯽ اوﻟﻮﻳﺖ هﺎ و ﭘﺮاﺑﻠﻢ هﺎ
ﺷﻨﺎﺳﺎﺋﯽ ﻓﮑﺘﻮر هﺎﯼ داﺧﻠﯽ و ﺧﺎرﺟﯽ ، ﮐﻪ ﺗﻄﺒﻴﻖ Project / Programرا
ﺳﺮﻋﺖ ﺑﺨﺸﻴﺪﻩ و ﻳﺎ ﻣﺎﻧﻊ ﻣﻴﮕﺮدد
54
46. Scope of Health Situation analysis
1. Geography and physical features of the area
2. Population characteristics
Demography : size, density, breakdown
• Socio-economic profile: economic activities, household
income, basic services, group at risks…
• Socio-cultural profile : religious, educational , and
cultural characteristics, gender issues
3. Policy and political environment
Overall national policies
Existing health policies
Political environment
46
47. ...اداﻣﻪ
4. Stakeholders characteristics
5. Health status
Health indicators ( morbidity , mortality,
disability….)
6. Health services: public and private (profit
and non profits)
Service facilities, referral system
Service utilization and performance
Health service organizational arrangement
47
48. ...اداﻣﻪ
7.Health needs
• Medical perceived needs
• Community perceived health needs
8.Management system which support
provision of services
• Structure : PPHD and contracting out
• Financial management
• Transport
• Drug and vaccine supply
• Communication
• Health information
• Human resource
• Equipment
• Building, land
48
49. ...اداﻣﻪ
10. Health institutional support
11. Other sectors interventions
Education
Women affairs
Water & sanitation
Agriculture
Transport
Community development
Public workers
Industrial and mining sectors
49
50. از ﮐﺠﺎ و ﭼﻄﻮر ﻣﻌﻠﻮﻣﺎت را ﺟﻤﻊ اورﯼ ﻧﻤﺎﻳﻢ ؟
ﭘﺎﻟﻴﺴﯽ هﺎ ، اﺳﺘﺮاﺗﻴﮋﯼ هﺎ ، ﭘﻼن هﺎ ، ﭘﺮوﺳﻴﺠﺮ هﺎ ،
ﻣﻘﺮرات وزارت ﺻﺤﺖ ﻋﺎﻣﻪ و stakeholderهﺎ و دﻳﮕﺮ
ﺳﮑﺘﻮر هﺎﯼ ﻣﺮﺗﺒﻂ ﺑﻪ ﺻﺤﺖ
اﺣﺼﺎﺋﻴﻪ هﺎﯼ روزﻣﺮﻩ : HMIS
اﺣﺼﺎﺋﻴﻪ ﻣﺮﮐﺰﯼ
راﭘﻮر هﺎﯼ ﺳﺮوﯼ هﺎ و ﺗﺤﻘﻴﻘﺎت
راﭘﻮر هﺎ و اﺳﻨﺎد اداراﯼ ، ﻣﺎﻟﯽ و ﺗﺨﻨﻴﮑﯽ ) ﻣﺮﮐﺰ وزارت ﺻﺤﺖ
ﻋﺎﻣﻪ ، ﺳﻄﻮح وﻻﻳﺘﯽ ، ﻣﺮاﮐﺰ ﺻﺤﯽ ، ﭘﺮوژﻩ هﺎ و ﭘﺮوﮔﺮام هﺎ ،
ﻣﻮﺳﺴﺎت ﻣﻠﻞ ﻣﺘﺤﺪ ، ﺳﮑﺘﻮر ﺧﺼﻮﺻﯽ ...(
ﺗﺠﺮﺑﻪ ﺷﺨﺼﯽ ﺷﻤﺎ ﺑﻪ ﺻﻔﺖ ﮐﺎرﻣﻨﺪ ﺻﺤﯽ و ﻳﺎ ﻣﺴﻮل ﺻﺤﯽ
دﻳﮕﺮ هﺮ ﻣﻨﺒﻊ ﻣﻌﻠﻮﻣﺎت ﻣﺮﺗﺒﻂ
05
53. Who is Stakeholder?
: دﺳﺖ اﻧﺪرﮐﺎر ﻋﺒﺎرت از هﺮ ﻓﺮد و ﻳﺎ ﻣﺮﺟﻊ ﻣﯽ ﺑﺎﺷﺪ ﮐﻪ
در ﻧﺘﻴﺠﻪ ﭘﺮوژﻩ ﺑﺼﻮرت ﻣﺜﺒﺖ و ﻳﺎ ﻣﻨﻔﯽ ﻣﺘﺎﺛﺮ ﺷﺪﻩ ﺑﺎﺷﺪ و ﻳﺎ ﻣﺘﺎﺛﺮ ﺷﻮد
(affect)
و ﻳﺎ ﻗﺎدر ﺑﺎﺷﻨﺪ ،ﮐﻪ ﺑﺼﻮرت ﻣﺜﺒﺖ و ﻳﺎ ﻣﻨﻔﯽ ﭘﺮوژﻩ ﻳﺎ ﭘﺮوﮔﺮام را ﺗﺤﺖ ﻧﻔﻮذ
influence ﺧﻮد ﻗﺮار دهﻨﺪ
:دﺳﺖ اﻧﺪرﮐﺎران ﺑﻪ اﻧﻮاع ذﻳﻞ ﺗﻘﺴﻴﻢ ﺷﺪﻩ ﻣﻴﺘﻮاﻧﻨﺪ
Key Stakeholders : Influence or are important to the
success.
Minor Stakeholders : Have less influence and are less
important to the success
Primary: Ultimately affected by a activity either as
beneficiaries or dis-beneficiaries
Secondary: Indirectly have a interests
53
55. Stakeholders Analysis ﺗﺤﻠﻴﻞ دﺳﺖ اﻧﺪرﮐﺎران و ﻳﺎ
High
High power High power
P Low interest High interest
O
W Advocacy Partnership
E
R Low interest High interest
Low power Low power
Awareness Capacity building
Low
Low High
INTEREST
55
59. اﻧﮑﺸﺎف Problem tree
ﻳﮏ ﭘﺮاﺑﻠﻢ ﻋﻤﺪﻩ ﻳﺎ Focal problemرا از ﻟﺴﺖ ١.
اﻧﺘﺨﺎب ﻧﻤﻮدﻩ و دﻳﮕﺮ ﭘﺮاﺑﻠﻢ هﺎ را ﺑﻪ ان ﻣﺮﺗﺒﻂ ﺳﺎزﻳﺪ
در ﺻﻮرﺗﯽ ﮐﻪ ﻳﮏ ﭘﺮاﺑﻠﻢ از ﺳﺒﺐ ﭘﺮاﺑﻠﻢ ﻋﻤﺪﻩ ﺑﺎﺷﺪ، اﻧﺮا ٢.
در زﻳﺮ ﭘﺮاﺑﻠﻢ ﻓﻮﮐﺎل ﻗﺮار ﺑﺪهﻴﺪ
در ﺻﻮرت ، ﮐﻪ ﻳﮏ ﭘﺮاﺑﻠﻢ از ﺗﺎﺛﻴﺮ ﭘﺮاﺑﻠﻢ ﻋﻤﺪﻩ ﺑﺎﺷﺪ ، ٣.
اﻧﺮا در ﺑﺎﻻﯼ ﭘﺮاﺑﻠﻢ ﺷﺮوع ﮐﻨﻨﺪﻩ ﻗﺮار دهﻴﺪ
ﻧﻈﻢ ﻣﻨﻄﻘﯽ ﻳﺎ Logical orderﭘﺮاﺑﻠﻢ هﺎ را ﭼﮏ ﻧﻤﺎﻳﻨﺪ ۴.
در ﺻﻮرت ﺿﺮورت ﭘﺮاﺑﻠﻢ هﺎ را دوﺑﺎرﻩ ﺗﻌﺮﻳﻒ ﻧﻤﻮدﻩ ، ۵.
ﺣﺬف و ﻳﺎ ﻋﻼوﻩ ﻧﻤﺎﻳﺪ
95
60. Problem Tree
Income insufficient
to meet basic needs
Farmers cannot market
their perishable( ) ﺗﺮﮐﺎرﯼgoods in time
Effects
People are late at work Passengers injured
Focal Problem
Frequent bus accident
Causes
Bad conditions Drivers not
Bad conditions
of vehicles careful enough
of roads
Vehicles Insufficient Driving period Little knowledge
are old maintenance is too long of traffic rules
60
64. Steps of problem prioritization
Stage 1 : developing criteria
Some main criteria:
Magnitude :
Severity/danger:
Vulnerability to intervention (technical and
economic feasibility)
Cost effectiveness of the intervention to solve
-
the problem
Political will
Demand of the community
List is not exhaustive
64
65. Steps of problem prioritization
Stage 2. Weighting
Some criteria are more important than others.
Weight should be assigned to reflect their
importance
On a scale of 1 to 3 ( 3 = most important, 2 = very
important, 1= important), decide which criteria will
be weighted 1, 2 or 3.
Stage 3. identifying,
Review problem tree and decide if all problems are
have to be considered
65
66. Prioritization of problems
Stage 4. Ranking ( use the prioritization matrix)
Criteria 1 Criteria 2 Criteria 3 Total
Problem1
Problem
2
Problem
3
All members of the group should fill out the grid
66
67. Prioritization of problems
Stage 5. Summarizing
Ask participants to give their facilitator their final score
on each problem
Add up t the total scores for each problem
Rank the problems in order of score
Stage 6. reaching consensus
Ask the group if they agree with the ranking
Raise the issue of disparate scores and determine
why people have strong differences of opinion
Reach a consensus at least acceptance by the group
through discussion
67
71. Problem tree and Objective tree
Objective tree
Problem tree
shows shows
cause and effect the means-end
relationship relationship
between problems
between objectives
71
72. Problem Tree
Income insufficient
to meet basic needs
Farmers cannot market
their perishable goods in time
Effects
People are late at markets Passengers injured
Focal Problem
Frequent bus accident
Causes
Bad conditions Drivers not
Bad conditions
of vehicles careful enough
of roads
Vehicles Insufficient Driving period Little knowledge
are old maintenance is too long of traffic rules
72
73. Objective tree
Income sufficient
to satisfy basic needs
Perishable goods are marketed in time
Ends
Arrival of passengers at scheduled time Passengers injury rate decreases
Objective
Frequency of bus accident reduced
Means
Conditions Drivers
Roads conditions
of vehicles is good careful enough
improved
Old vehicles Maintenance
regularly Driving work schedules Drivers are taught
regularly
replaced are followed meticulously On traffic rules
undertaken
73
74. ﺗﺤﻠﻴﻞ اﺳﺘﺮاﺗﻴﮋﯼ هﺎ ﻳﺎ ﺗﺤﻠﻴﻞ ﺑﺪﻳﻞ هﺎ
Strategy analysis or
analysis of alternatives
82. ﻣﺮاﺣﻞ ﺗﺮﺗﻴﺐ ﻳﮏ ﭘﻼن ﮐﺎرﯼ وﻳﺎ ﻓﻌﺎﻟﻴﺖ
ﻣﺮﺣﻠﻪ اول : ﻟﺴﺖ ﻧﻤﻮدن ﻓﻌﺎﻟﻴﺖ هﺎﯼ ﻋﻤﺪﻩ
ﻣﺮﺣﻠﻪ دوم : ﺗﺠﺰﻳﻪ ﻧﻤﻮدن ﻓﻌﺎﻟﻴﺖ هﺎﯼ ﻋﻤﺪﻩ ﺑﻪ ﻓﻌﺎﻟﻴﺖ هﺎﯼ
ﮐﻮﭼﮏ
ﻣﺮﺣﻠﻪ ﺳﻮم : وﺿﺎﺣﺖ ﺗﺴﻠﺴﻞ و واﺑﺴﺘﮕﯽ هﺎ
sequence : in what order should related
?activities be undertaken
dependencies : is the activity dependent on
the start-up or completion of any other
?activity
28
83. اداﻣﻪ...
ﻣﺮﺣﻠﻪ ﭼﻬﺎرم : ﺷﺮوع ، دوام و ﺧﺘﻢ ﻓﻌﺎﻟﻴﺖ هﺎ را ﺗﺨﻤﻴﻦ
ﻧﻤﺎﻳﺪ
ﻣﺮﺣﻠﻪ ﭘﻨﺠﻢ : ﺗﻘﺴﻴﻢ اوﻗﺎت ﺑﻨﺪﯼ ﻓﻌﺎﻟﻴﺖ هﺎﯼ ﻋﻤﺪﻩ را ﺧﻼﺻﻪ
ﻧﻤﺎﻳﺪ
ﻣﺮﺣﻠﻪ ﺷﺸﻢ :ﻓﺮﺳﺦ هﺎﯼ ﻗﺎﺑﻞ ﺷﻤﺎر و ﻳﺎ Milestoneرا
ﺗﻌﺮﻳﻒ و واﺿﻴﺢ ﻧﻤﺎﻳﻴﺪ
ﻣﺮﺣﻠﻪ هﻔﺘﻢ : ﻣﻬﺎرت هﺎﯼ ﻣﺴﻠﮑﯽ را ﺗﻌﻴﻦ ﻧﻤﺎﻳﺪ
ﻣﺮﺣﻠﻪ هﺸﺘﻢ : ﻓﻌﺎﻟﻴﺖ هﺎﯼ ﮐﻮﭼﮏ را ﺑﻴﻦ اﻋﻀﺎﯼ ﺗﻴﻢ ﺗﻘﺴﻴﻢ
ﻧﻤﺎﻳﺪ
38
84. ﭘﻼن ﻓﻌﺎﻟﻴﺖ را ﭼﻄﻮر ﻧﻤﺎﻳﺶ ﻣﻴﺪهﻴﻢ
1. Simple activity schedule
2. Gantt Chart
3. PERT ( Program Evaluation and Review
Technique )
84
87. ﻣﺮاﺣﻞ ﺗﻬﻴﻪ ﭼﺎرت ﮔﺎﻧﺖ
1. List activities in the plan
For each task estimate:
Time of starting
Length of time to complete it
If tasks are parallel or sequential
2. Put the task onto the Gantt chart
Schedule activities according to their sequence
Draw programming and duration of the activity as a bar
Show progression of each activity by shading the bar as
progress are made
87
