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. Management functions, skills,
techniques, styles, leadership,
Time mgt and Meetings
By
MASTULAH NAKALULE

2. Course outline
1) Management functions
2) Management Skills
3) Management Techniques
4) Management styles
5) Leadership
6) Time management
7) Holding meetings

3. MANAGEMENT
‘FUNCTIONS’
 Planning
 Organizing
 Staffing
 Controlling
 Directing
 Decision-making

4. MANAGEMENT
‘FUNCTIONS’
Planning
• Setting direction
on what is to be
done/accomplish
ed, setting
priorities &
determining
performance
targets
Organizing
• The overall
design of the
organization/
specific divisions
• The manager is
responsible for
designing
patterns of
interaction,
determining
positions,
teamwork and
distribution of
authority
Staffing
• Refers to acquiring &
retaining human
resources
• Developing/maintaining
the work force through
various strategies &
tactics

5. MANAGEMENT
‘FUNCTIONS’
Controlling
• Refers to
monitoring staff
activities &
taking
appropriate
actions for
corrective action
to improve
performance
Directing
• Focus is on
initiating action
in the
organization
though effective
leadership &
motivation &
communication
with
subordinates.
Decision-making
• This is very
critical to all the
aforementioned
functions &
means making
effective
decisions based
on
consideration of
benefits &
drawbacks of
alternatives

6. Other management ‘functions’
 Motivating: Stimulating individuals to
put effort in their work
 Coordinating.
 Reporting.
 Budgeting.

7. MANAGEMENT SKILLS
In order to carry out the above
management functions, the manager
needs the following key skills.
Conceptual skills: The ability to critically
analyze & solve complex problems.
Technical skills: The experience/ ability
to perform a specific work/task
Interpersonal skills: The ability to
communicate well with other individuals
regardless of whether they ere peers,
supervisors/subordinates

8. MGT SKILLS;
 Conceptual skills
 Problem solving
 Analytical/diagnostic skills
 Strategic/ creative & Critical
thinking
 Decision making
 Planning & prioritizing
 Organizing
 Inter-personal Skills
 Communication skills
 Negotiation & Conflict resolution
 Collaboration & Coordination
 Team building
 Social skills
 Leadership skills
 Monitoring & supervision
 Delegation
 Motivation & inspiration
 Multitasking & task shifting
 Technical Skills
 Perform specialization
 Executing solutions
 Project MGT
 Technical writing/ Recording/
Reporting
 Data analysis
 Programming, designing &
operating

9. MANAGEMENT
TECHNIQUES
1. Management by objectives(MBO)-
Peter Drucker
2. Management by wandering
around(MBWA)-Tom peters.
3. ROM (Result oriented management)-
Jan schouten & wim-van beers
4. Result oriented management &
Advocacy- ( ROMA)
5. The Pareto principle

10. 1. Management by
objectives(MBO)
 Involves defining objectives for each
employee, directing & monitoring their
performance to those objectives.
 Improves organizational performance by
matching individual performance objectives
with the organizational goals.
 Was the first to introduce “SMART”
objectives.
 Good because 90% of employees do not
know their performance objectives.
 However, what is done outside the set
objectives is not considered or rewarded &
this can be demotivating.

11. 2. Management by wandering
around(MBWA)
 Here managers are genuinely interested in their work and
that of their employees .Employees see managers as always
willing to listen to them
 It some requires follow up with employees
 Remain open & responsive to questions & concerns.
 Observe, listen & let every one see you do it.
 Make certain that your visits are spontaneous & un planned
but avoid immediate blaming.
 Talk with employees about their passion e.g. family, hobbies,
Vacations, sport, etc
 Spend equal amount of time in all areas of your organization.
 Catch your employees doing something right & recognize
them publicly.
 Convey image of a coach and not an inspector.
 Encourage employees to show you how the real work of the
company gets done

12. 3. Result oriented management-
(ROM)
 The manager involves employees in
setting the goals & determining
priorities.
 Avails resources needed, time,
money, & capacity.
 The employee provides time,
knowledge & ability & indicates under
what circumstances he can deliver the
results.
 The manager takes responsibility for
facilitation, support, monitoring &

13. 4. Result oriented management
& Advocacy- ( ROMA)
 It is a management practice that incorporates the use of
outcomes/ results into the administration, management
& operation of human services.
 Agencies must focus on out put & outcomes.
 Outputs: are immediate results of the program &
service which allow assessment of the progress so far,
in achieving goals.
 Out comes: Are benefits to individual families,
Organizations, communities derived from participation
in a program or service.
 Outcomes should translate into improved living
standards, longer life expectancy, healthier life styles
etc.
 This is eventual & real accountability because social
services exist to make a difference in lives of people.

14. 5.The Pareto principle
 Known as the 80-20 rule, Law of the
vital few principle.
 It states that for many events, roughly
80% of the effects come from 20% of the
causes.
 Applies to economics, business,
management etc.
 80% of nation’s wealth is owned by 20%
of the population, 80% of the sale comes
from 20 of clients.
 Hence mgt priority should focus on the
20% greatest factors that can cause
Maximum impact.

15. MANAGEMENT STYLES
1. Autocratic
2. Democratic
3. Partanalistic
4. Laissez-faire style.

16. MANAGEMENT STYLES
1. Autocratic
• Manager dictates
orders to the staff &
makes decisions
without any
consultation.
• Decisions are
quicker because of
not consulting &
tasks completed on
time.
• It can decrease
motivation of staff
2. Democratic
• A manager
encourages staff to
make decisions &
consults them.
• Decisions are made
based on the
majority view and
there is likelihood of
support from the
manager.
• The style tends to be
slow in decision
making & may not be
good for business.
3. Paternalistic style
• Managers give more
attention to the
social needs of
subordinates & are
interested on how
happy the workers
are & wants to act as
a father figure.
• They consult
workers/ employees
and listen, but will
make the actual
decision in what they
believe is the best
interest since they
believe workers
need direction.

17. 4. Laissez-faire style/ Free-style:
 Managers sets tasks & gives freedom to staff
to complete the tasks as they wish & seem fit
to accomplish.
 There is minimum involvement of the
manager, how ever he acts as a coach,
Answers qns & gives information where
needed.
 Staffs get motivated but some may feel lost
& may not reach the goal
 He delegates work to subordinates and all
that he wants at the end are results.
 He only assists where there are major
problems

18. Leadership
 A dynamic process where one individual
influences others to contribute voluntarily to
the achievement of group tasks in a given
situation
 A leader encourages employees to produce
the best work in order to improve the
performance
 A leader:
1. Plans
2. Makes policies
3. Organizes
4. Controls
5. Coordinates

19. Types of leaders
1. Charismatic leader: Has influence due to the
strength of personality e.g. Napoleon, Hitler,
Churchill etc
2. Traditional leader: By birth or inheritance
3. Situational leader: Provides temporary
leadership- being at the right place at the right
time.
4. Appointed leader: Influence arises from his
position in the hierarchy e.g. managers,
supervisors
5. Functional leader: Acquires leadership by what
he does. Determined by the expertise or skills
6. Informal: chosen by the group i.e. social group,
church, political party, etc
7. Formal: appointed or chosen

20. Leadership approaches
The quality approach
• Qualities suggested
are;
• Good personality
• Intelligent.
• Self confident.
• Courage.
• Initiative.
• Imaginative
The situational
approach
• This suggests that
authority flows from
one who knows.
• A person with
appropriate ability
for group’s task is
likely to make a
better leader
The functional
approach
• The leadership
process is a
function of the
leader, the followers
and the situations.
• Therefore the basic
elements of
leadership are:
• The leader- skills,
knowledge,
personality
• Tasks or goals of
the organization.
• Group members i.e.
subordinate- skills
and motivation.
• The environment or
situation

21. Qualities of a leader
 Self confidence with a sense of identity.
 Strong drive for responsibility.
 Ability to complete a task.
 Energy
 Willingness to accept consequences of decisions and
actions.
 Acceptance of interpersonal stress.
 Tolerance of frustration and delay.
 Ability to influence behavior.
 Ability to structure social interactions to accomplish
purpose.
 Originality.
 Excessive initiative in social situations.

22. By Louis Lundberg:
People will follow the leader who
they feel;
 Knows where they are going and how to get
there.
 Exercises courage and persistence even in
the face of danger, opposition or
discouragement
 Do not exploit others for personal advantage.
 Makes goals seem important, attainable and
exciting.
 Instills confidence in workers.
 Is articulate.
 Maintains morale

23. AUTHORITY & POWER
 Leadership in an organization requires authority
and power to influence thoughts and actions of
other people
 Authority is the legitimate right to give
commands, in the interest of an organization, it
can be delegated.
 Power is the ability to impose the will of one
person or group to bring about certain behaviors
in other persons or groups.
 Power can originate from a variety of sources
 Responsibility- is an obligation to perform certain
functions on behalf of the organization. Commonly
called accountability, it can be delegated

24. Power which generally makes an
effective leader
 Legitimate power: Power given to the manager by the
organization due to his position in the hierarchy e.g.
director.
 Expert power: Most professionals rely on this power.
Derived from superior ability, skills & knowledge
demonstrated by an individual.
 Reward power: A leader gives rewards such as money,
praise, promotion to subordinates.
 Referent power: Based on certain attractiveness or
appeal of one person to another e.g. one who is able to
influence others easily to agree with his or her views.
Also based on a person’s connection or relationship
with another powerful individual
 Coercive power: Gives the leader ability to discipline
subordinates or punish for non-compliance with mgt

25. COMPARISON BETWEEN
LEADERS AND MANAGERS
LEADERS MANAGERS
May or may not be appointed Appointed officially
Have power to enforce decisions as
Long as followers are willing to be
led
Have power and authority to enforce
Decisions
Influence others toward goal setting
Either formally or informally
Carry out predetermined policies,
rules,
and regulations
Interested in risk taking and
exploring new ideas
Maintain an orderly control, rational
and equitable structure
Relate to people personally in an
empathic manner
Relate to people according to their
role
Feel rewarded from personal
achievement
Feel rewarded when fulfilling
organizations mission or goal
May or may not be successful
as managers
Are managers as long as the
appointment hold

26. Time management
 It is an enabling technique for managerial
effectiveness and efficiency based on time,
allocation and utilization of resources by
scheduling and prioritizing the factors to
accomplish better results, goals and
objectives of the individual and the
organization.
 It is about making time and using it
productively.
 Taking time to think more clearly about the
job, analyze it and set priorities.
 It is a unique resource that you cannot hire,
rent, buy or otherwise obtain

27. The concepts of Time mgt
 The purpose is to improve the quality of
your life while improving your
productivity.
 The principle of time mgt relies on the
concept of efficiency and effectiveness
which requires knowing your personal
goals and work goals, setting the
priorities needed to reach them and
having the discipline to reach them and
the discipline to stick to the priorities.
 Time utilization and reduction of time
wasted are the key aspects of time
management

28. How can managers improve time
utilization
1. Personal priority & action
planning:
 Develop personal priorities and means
for achieving them.
 Identify time- wasting activities.
 Set targets for self and staff and focus
on parts of the job that matter
2. Delegation: Manager transfers
legitimate authority to subordinates or
team members without giving up
ultimate responsibilities

29. How can managers improve time
utilization
3. Personal effectiveness:
 Be proactive.
 Put first things first.
 Think of win-win situation i.e. all can benefit.
 Understand first before being understood.
 Personal renewal and reflection.
4. Assertiveness: The capacity to express ideas,
opinions or feelings openly and directly without putting
down ourselves or others
 5. Personal communication skill
 Faster reading skills.
 Report writing.
 Handling meetings

30. Time wasters
 Prolonged or unnecessary meetings.
 Interruptions from own staff, colleagues, or the boss.
 Idle conversations and over socializing.
 Unnecessary memos and other paperwork.
 Misplaced materials
 Procrastination(delay)
 Management by crisis.
 Conflicting policies.
 Over concern with details.
 Poor information and communication.
 Inability to say “no”
 Poor delegation.
 Traveling between jobs and department

31. Guidelines for Time mgt
 Know how you spend your time.
 Learn why your time goes where it goes.
 Delegate.
 Sort out what needs to be done now
from what can wait until later.
 Cut down on time wasting activities.
 Be ruthless about distractions or
interruptions.
 Beat the procrastination habit.
 Use other people’s time to your
advantage.

32. When to hold meetings
 When conveying the same message to everyone at
once and expecting feedback.
 When seeking new ideas.
 When identifying and solving other problems.
 When gaining support or commitment.
Meeting arrangements
 Arrangements should be made in advance.
 Decide who is to attend the meeting according to
purpose of the meeting i.e. individuals with decision-
making authority may be important for the meeting.
 Arrange for physical comfort e.g. room, seating
arrangements, writing materials, refreshments, parking
space, security etc.
 Develop and distribute the agenda

33. SKILLS FOR MANAGING
MEETINGS
Planning an agenda: The agenda should:
 Itemize the main points of business.
 Arrange them in order according to priorities
and time needed.
 Notify those who will be responsible for
presenting information.
 Allows members to know what to expect.
Importance of Agenda:
 Enables members to prepare.
 Provides order for dealing with issues.
 Facilitates responsibility for members to
attend.
 Allows responsibilities to be delegated

34. Thank you