HSM Chapter two part one.pptx.............

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ST. LIDETA COLLEGE OF HEALTH SCIENCE AND
BUSINESS
HEALTH SERVICE MANAGEMNT
Course code: Comh 3181
Pharmacy
CREDIT HR : 3
SEYOUM SHIFERAW ( HO & MAPMP)

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CHAPTER two
Part one
THE MANAGEMENT FUNCTIONS

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-The management functions are
1.PLANNING ----------- ------P(planning)
2.ORGANIZING -------
3.STAFFING------------ I(Implementation)
4.LEADING ------------
5.CONTROLLING ------------E( Evaluation )
- DISCISON MAKING AND COMMUNICATION ARE
CONTIUATION FROM MANAGEMENET FINCTION .

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PLANNING
DEFINITIONS OF PLANNING
Planning is deciding in advance what is to be done
it is projected course of action for the future.
a process that lays the base for future action.

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CONT…
 Health Planning:- is the process of defining community
health problems, identifying needs and resources, establishing
priority goals, and setting out the administrative actions
needed to reach those goals:
The important components of this and other similar definitions
are concepts of:-
Where are we going?(objectives)
With what? (Resources)
How? (efficient and appropriate implementation)
When? (future)

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CONT….
THE RATIONALE FOR PLANNING:
it helps for:-
Coping with future uncertainty and change
Focusing attention on objectives
obtaining economical operations
Providing performance standards and facilitates control
foreseeing and identifying potential risks.
TYPES OF PLANNING
Based on time/duration covered by the plan
Short term – 1 to 2 years
Medium term – 3 to 4 years
Long term – 5 years or more
Based on scope of activities
Strategic plan and Operational/Tactical plan

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CONT…
1- STRATEGIC PLANNING
Long term planning, usually for 5 or more years
It is finding the best future for your organization and the best
path to reach that destination.
It is often used in place of long range planning.

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CONT…
2. TACTICAL/OPERATIONAL PLANNING
Short-range planning that emphasizes the current
operations of various parts of the organization.
a type of planning extending only for about one year or less
into the future.
Managers use tactical/operational planning to outline what
the various parts of the organization must do for the
organization to be successful at some point one-year or
less into future.

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CONT…
STEPS OF PLANNING
In the planning process, there are six steps:
Situational analysis
Selecting priority problems
Setting objectives and targets
Identifying potential obstacles and limitations
Designing the strategies
Writing the plan

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CONT…
1 - SITUATIONAL ANALYSIS
The purpose of situational analysis is to provide a broad basis of
understanding.
This is for two reasons:-
It provides a common reference point for the rest of the planning process
It allows the selection of priority areas of concern for planning
Content of situational analysis
Population characteristics
Review area characteristics and infrastructure
Policy and political environment
Analysis of health needs
Analysis of health services
Analysis of resources
Review past implementation experience

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CONT…
It is useful to group problems under common headings example:
Environmental problems:-Poor sanitation, overcrowding, Lack
of safe drinking water
Disease or Health problems:- Malaria , Malnutrition,
Respiratory Diseases, Diarrhoea
Socio-Economic Problems:- Low per capital in come,
Illiteracy ,Poor equity in distribution of health
services ,Cultural and religious habits
Health service problems:-In sufficient drugs and
materials ,Lack of qualified personnel, Difficulty in visiting
outlying areas

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CONT…
SWOT Analysis of planning
SWOT (strengths, weakness, opportunities and threats)
Is a strategic planning tool that matches internal organizational
strengths and weakness with external opportunities and threats. .
E g. in the health sector;
strengths………….availability of resources and trained human
power.
Weakness………...lack of managerial talent and obsolete facilities.
Threats……………adverse cultural believes towards modern
medical practice and growing cost of essential drugs.
Opportunities……..clear and supportive government policies and
presence of a functional health committee in the communities.

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CONT…
2 - SELECTING CRITICAL PRIORITY PROBLEMS
Setting priority is, perhaps the most critical and hardest planning stage and
yet cannot be avoided.
This is because we cannot solve all the problems simultaneously as our
resources are scare. The selection criteria for priority settings are:
Magnitude of the problem
Degree of severity (consequent suffering and disability)
Feasibility-in terms of cost effectiveness and social acceptability of
intervention.
Sustainability in terms of resources and organizational capacity
Community concern
Political and social acceptability with consideration of equity
Consistence with multi--sectoral approach
Consistence with governmental planning and budgetary system
etc

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CONT…
Ranking/likert scale of the identified problems most important
& can be done by using criteria on five point scale
5 points-very high
4 points-high
3 points-moderate
2 points-low
1 point-very low

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CONT…
3 -SETTING OBJECTIVES AND TARGETS
Let us first define some related terms a clear understanding of which is
important for a rationale planning.
WHAT IS
 Goals:- Are broad statements. There is generally one goal for a service.
e.g :' Health for all by 2000 and beyond.
 Aims:- There are a number of aims relating to the goal. They are specific to
particular health problems.
e.g. to raise the nutritional status of women and children.‘
 Objective:- For each programme aim, there may be a number of objectives
which are specified in measurable terms. An objective for the above aim might
be:
To ensure that 95% of children are adequately nourished by 2005

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CONT…
Objectives must be SMART:-
S = Specific
M = Measurable
A = Achievable
R = Realistic
T = Time specific/Time framed
Example- By the end of 2002, 90% of eligible children will be vaccinated
against six target diseases in Bole sub city Woreda 12
 Targets:- for each objective, there may be various targets which specify
various points on the way to the attainment of the objective. They are
defined in relation to a point in time. For example, a target for the above
objective might be:
By the end of 2001, 70% of eligible children will be vaccinated against six
target diseases in Bole sub city Woreda 12
By the end of 2002, 20% of eligible children will be vaccinated against six
target diseases in Bole sub city Woreda 12.'

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CONT…
4- IDENTIFYING OBSTACLES AND LIMITATIONS
After setting objectives and targets, the planner should ask
himself/herself about the presence of any obstacle/limitation.
The limitations/obstacles may be:
1 Resources:-People, Equipment, Money, Time, Information,
2 Environmental obstacles:-Geographical features, Climate, Technical
difficulties, Social factors
5 - DESIGNING THE STRATEGIES
Choosing the best strategy again entails analyzing resources available and
needed for each strategy.
The potential strategies often include
technology to be applied,
procedures to be used and
defining the role of communities and other sectors.

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CONT…
6- WRITING THE PLAN
The purposes of writing the plan are:-
To request funds or resources from the government or funding agencies
For monitoring and evaluating the implementation process by all
concerned
A plan can be written in several ways. Some organizations may require plans
to be written on specific way.
An outline of writing a plan:
1. cover page
2. content
3. Introduction
4.Detail planning process

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LEADING
Learning objectives
Define leadership
Discuss on the differences between leaders and managers
Discuss on contemporary views and approaches to leadership
Discuss on the skills for effective leadership

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Definition: Leadership is a process of directing and influencing
the task-related activities of group members.
Is the process through which an individual attempts to
intentionally influence another individual or a group in order
to accomplish a goal.
It is one of the most important things managers do.
The means by which things are accomplished in organizations

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A LEADER
believes that working in concert with others, can make a difference
creates something of value that did not exist before
exhibits positive energy
actualizes
welcome changes

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LEADERSHIP STYLES:
The leaders’ behaviors were divided into three distinct patterns
called leadership styles:
authoritarian
Democratic
laissez-faire.

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The authoritarian leader maintains strong control over people in the
group.
Authoritarian leaders give orders and expect group members to obey
these orders.
Directions are given as commands, not suggestions.
The leader alone, not by the group, does decision making
Authoritarian leadership is particularly suitable in an emergency
situation when clear directions are the highest priority.
It is also appropriate when the entire focus is on getting the job done or
in large group when it is difficult to share decision making for some
reason.

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IN CONTRAST, DEMOCRATIC LEADERSHIP IS BASED ON THE FOLLOWING PRINCIPLES:
1. Every group member should participate in decision-
making.
2. Freedom of belief and action is allowed within reasonable
bounds that are set by society and by the group.
3. Each individual is responsible for him self or her self and for
the welfare of he group.
4. There should be concern and consideration for each group
member as a unique individual

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Democratic leadership is much more participative and far less
controlling than authoritarian leadership. however. The
democratic leader actively stimulates and guides the group
toward fulfillment of the principles listed and toward
achievement of the group's goals.
Democratic leadership is particularly appropriate for groups of
people who will work together for an extended time, when
interpersonal relationships can substantially affect the work of
the group. It is often called supportive or participative leadership
today

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The laissez faire leader is generally inactive, passive, and non-
directive. The laissez- faire leader leave virtually all of the control
and decision making to the group and provides little or no
direction, guidance, or encouragement . Laissez faire leaders offer
very little to the group : few commands, questions, suggestions, or
criticism. They are very permissive, set almost no limits, and
allow almost any behavior.

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Some laissez faire leaders are quite supportive of individual group
members and will provide information or suggestions when
asked. The more extreme laissez faire leader, however, will turn
such a request back to the group When the laissez faire style
becomes extreme, no leadership exists at all
In most situations, however, laissez faire leadership is
unproductive, inefficient, and unsatisfactory.

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COMPARISON OF AUTHORITARIAN, DEMOCRATIC, AND
LAISSEZ-FAIRE LEADERSHIP STYLES

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ORGANIZING
Organizing
Is deciding what work needs to be done and
deals with formal assignment of tasks , authority ,
coordination and arranging them into a decision-
making framework

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Organization/s:
A pattern of relationship through which people pursue to achieve common goals.
are groups of people, with ideas and resources, working toward common goals.
next step after planning.
A key issue in accomplishing the goals identified in the planning process:
structuring the work of the organization.
The purpose is:
to make the best use of the organization's resources to achieve organizational
goals.
to make the organization a stable place for employees

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Organizational Principles
following principles should be applied
Command: Each group of tasks must have one person in charge
Responsibility: The person in charge of a team is responsible for the
performance of its members.
Authority: subordinates must be given authority over resources needed for
task accomplishment.
span of control: No person in charge expected to control more than six to
ten other people

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CHARACTERISTICS OF ORGANIZATIONS:
Whatever their purpose, all organizations have four characteristics:
1. coordination of effort
2. common goal or purpose
3. division of labor, and
4. hierarchy of authority.

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 Organizational Design
The determination of the organizational structure that is most appropriate for the
strategy, people, technology and tasks of the organization.
Organization design is the creation of an organization's structure, the overall
layout of departments, positions and interrelationships
Matching goals ,strategic plan, capabilities with environment.

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 Organizational Structure
The way, in which an organization’s activities are divided, organized
and coordinated.
Is the formal decision-making framework by which job tasks are
divided, grouped, and coordinated

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 Organization charts
The formal organization can be seen and represented in chart form.
An organization chart
 displays the organizational structure and shows job titles,
lines of authority, and relationships between departments.
 is helpful for managers as it is an organizational blue print for
deploying human resource.

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Dimensions of Organization charts
Representing the organization's structural skeleton, organization
charts have dimensions representing
 vertical hierarchy and
 horizontal specialization.
Vertical hierarchy is the chain of command.
Horizontal specialization involves the division of labor.

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Functional Steps in Organizing
The four building blocks are:
 Division of work
 Departmentalization
 Hierarchy
 Coordination

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1. Division of work / Division of labour/ work specialization
is the degree to which tasks in an organization are divided into separate jobs.
is breaking of a complex task into components
 Individuals are responsible for a limited set of activities instead of the
entire task.
Work process requirements and employee skill level determine the degree of
specialization
Placing capable people in each job ties directly with productivity improvement.

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2. Departmentalization
Departmentalization is the basis on which work or individuals are
grouped into manageable units.
An organization chart shows the formal relationships
 Each single box in an organizational chart represents
departments
 Number and type of departments vary in each organization

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VARIOUS DEPARTMENTALIZATION FORMAT

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3. Hierarchy
a concept that how many could be effectively handled
a pattern of multiple levels of an organizational structure
at the top the senior-ranking manager
bottom - low-ranking managers located at various levels

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 Span of management or span of control
The number of people/departments directly reporting to a given manager.
After work is divided, departments created and span of control chosen decide
on chain of command.
 Narrow spans of control foster tall organizations with many
organizational/managerial layers.
 wider spans of control or Flat organizations
Is There an Ideal Span of Control?
The right span of control efficiently balances too little and too much
supervision.

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CHAPTER TWO
PART TWO
 CONTROLING
 COMMUNICATION
 DECISION MAKING

HSM Chapter two part one.pptx.............

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HSM Chapter two part one.pptx.............