Understand basic decisions that happen during implementation
Be able to organize and coordinate activities/resources in health service organizations
Be able to apply monitoring and supervision as a tool for improvement of health service organizations
2. Objectives of the session
2
By the end of this session, students should:
Understand basic decisions that happen during
implementation
Be able to organize and coordinate
activities/resources in health service
organizations
Be able to apply monitoring and supervision as
a tool for improvement of health service
organizations
2
4. Definition
4
Definition:
Implementation is one of the broad managerial
functions involving the process of putting planned
activities in a specific program or intervention into
action.
Managers are required to perform three
interrelated activities under this function:
Organizing and coordinating resources and
activities
Monitoring the performance and quality of health
services
Provision of support to subordinates
(supervision, coaching, mentoring, etc)
5. Organizing
5
Organizing is assigning the tasks developed
during planning to various individuals or groups
within the organization thereby creating a
mechanism to put plans into action.
It deals with all those activities that result in:
The formal assignment of tasks and authority
Coordination of effort
Differentiation and integration of tasks
Purpose:
To make the best use of organizational
resources to achieve organizational goals
6. Organizing Cont…
6
Benefits of organizing
Assuring more efficient use of organizational
resources through maximal utilization of
individuals’ skills
Improving employees understanding of job
duties and responsibilities
Improving employee morale
Providing a sense of direction for each of the
organization’s functional areas.
8. Organizational Structure
8
Organizations are networks of people, with ideas
and resources, working towards common goals.
Two types of organizations
Formal:A relatively stable set of the organizational
structure and the rules that make up the organization
which arises from the firm’s authority structure.
Informal:is a network of social interactions among an
organization’s employees (unrelated to the firm’s formal
authority or structure)
9. Organizational Structure Cont…
9
Organizational structure
Is the formal decision-making framework by
which job tasks are divided, grouped, and
coordinated
Usually represented in a chart form called an
Organizational Chart
An organization chart displays the organizational
structure and shows:
Job titles
Lines of authority
Relationships between
departments/units/processes
10. Organizational Structure Cont…
10
Reading Assignment
Read on different types of organizational
structure
Mechanistic structure
Organic structure
Contingency organization
11. Organizational Design
11
Organizational design refers to the process of
coordinating the structural elements of
organizations in the most appropriate manner.
It is about the decisions and actions that result in
organizational structure.
Organizational design is the creation of an
organization's structure, traditionally classified as:
Functional organization
Divisional organization
Matrix structures
12. 1. Functional organization
12
Authority is determined by the relationships
between group functions and activities.
Functional structures group similar or related
occupational specialties or processes together.
Examples of functions
Finance
Human Resource Development
Production/Service Provision
Advantage:
Facilitates specialization
Disadvantage:
Risk of losing sight of overall organizational
interest while focusing on departmental goals
13. 2. Divisional organization
13
Corporate divisions operate as relatively
autonomous businesses under the larger
corporate umbrella.
Divisional structures are made up of self-contained
strategic business units that each produces a
single product.
A central headquarter, focusing on results,
coordinates and controls the activities, and
provides support services between divisions.
Divisions accomplish their own division goals.
Weakness: the tendency to duplicate activities
among divisions is very high.
14. 3. Matrix structures
14
In a matrix organization, teams are formed and
team members report to two or more managers
which utilize functional and divisional chains of
command simultaneously in the same part of the
organization.
It is more applicable to:
Develop a new product
Ensure the continuing success of a product to
which several departments directly contribute
Solve a difficult problem requiring the
involvement of different departments
15. Matrix structure cont…
15
By superimposing a project structure upon the
functional structure, a matrix organization allows
the organization to take advantage of new
opportunities.
The matrix concept facilitates working on
concurrent projects by creating a dual chain of
command, the project (program, systems, or
product) manager and the functional manager.
Project managers have authority over activities
geared toward achieving organizational goals
while functional managers have authority over
promotion decisions and performance reviews.
16. Matrix structure cont…
16
Advantage:
Matrix organizations are particularly appealing to
firms that want to speed up the decision-making
process.
Weaknesses:
It may not allow development of long-term working
relationships.
Using multiple managers for one employee may
result in confusion as to manager evaluation and
accountability.
The matrix system may elevate the conflict
between product and functional interests.
18. Departmentalization
18
After reviewing plans, usually the first step in
the organizing process is
departmentalization.
Once jobs have been classified through work
specialization, they are grouped so that
common tasks can be coordinated.
Departmentalization is the basis on which
work or individuals are grouped into
manageable units.
19. Departmentalization cont…
19
Methods for grouping work activities
Departmentalization by function
Departmentalization by product
Departmentalization by geographical regions
Departmentalization by process
Departmentalization by customer
20. Departmentalization by
function
20
Organizes by the functions to be performed
Functions reflect the nature of the work.
The advantage of this type of grouping is
obtaining efficiencies from consolidating similar
specialties and people with common skills,
knowledge and orientations together in common
units.
21. Departmentalization by
product
21
Assembles all functions needed to make and
market a particular product/service under one
executive.
For instance, a pharmaceutical company’s
stores can be structured around product
groups such as:
Vaccines
Antibiotics
Vitamins
Hormones
Others
23. process
23
Groups jobs on the basis of product or customer flow.
A patient preparing for an operation would first engage in
preliminary diagnostic tests, then go through the admitting
process, undergo a procedure in surgery, receive post
operative care, be discharged and perhaps receive out-
patient attention.
This approach tries to bring different activities in a process to
be performed under the sight of a process owner.
BRR in the current Ethiopian health system is trying to
establish this type of organization at all levels.
An example for a hospital service:
Registration
Consultation
Investigation
Treatment
24. Departmentalization by customer
24
Groups jobs on the basis of a common set of
needs or problems of specific customers.
For instance, a hospital may group its
patients as:
Emergency patients
Stable patients
Follow up cases
26. Organizing Cont…
26
What can be read from an organizational chart?
Responsibilities of individuals
Formal reporting relationships, level of hierarchy,
or chain of command/ communication
How individuals are grouped into sections or
departments
Span of control
Decentralization and centralization
What organizational chart doesn’t show
human factors (motivation, dissatisfaction)
Relationship among individual organizational
members
27. How to design organizational chart?
27
Review activities planned to achieve
objectives (Plan document)
Group similar activities
Identify the proper personnel for each activity
Create a network of relationships among
each activity
Create a chain of command among each
level
28. Organizational structure cont…
28
Changes in an organizational structure may
occur as a result of:
Changes in government policy regulations and
system
Changes in the organizational objectives
Expansion and contraction of the organization
Change of the management body
Inefficiency which may be due to:
Improper decision
Conflicts
Poor relationship
29. Some important terms in Organizing (reading
assignment)
29
Work Specialization
Chain of Command
Authority, Responsibility, and Accountability
Delegation
Span of Management
Tall vs. Flat Structure
Centralization, Decentralization, and Formalization
30. Work Specialization
30
The degree to which organizational tasks are sub-
divided into individual jobs
Also called division of labor
With too much specialization, employees are
isolated and do only a single, tiny, boring job.
Solution:
Enlarge jobs to provide greater challenges
Assign workers to tasks that are rotated
With too little specialization, employees may not
develop the appropriate skills.
31. Chain of Command
31
An unbroken line of authority that links all
individuals in the organization and specifies who
reports to whom.
Two important concepts
Unity of Command - one employee is held
accountable to only one supervisor (sometimes
not applicable – in mixed structure)
Scalar principle - clearly defined line of authority
in the organization that includes all employees
32. Authority, Responsibility, and
Accountability
32
Authority - formal and legitimate right of a
manager to make decisions, issue orders, and
allocate resources to achieve organizationally
desired outcomes.
Responsibility - duty to perform, the task or
activity an employee has been assigned
Accountability - the fact that the people with
authority and responsibility are subject to
reporting and justifying task outcomes to
those above them in the chain of command
33. Delegation
33
Delegation is the process managers use to
transfer authority and responsibility to
positions below them in the hierarchy
Organizations today tend to encourage
delegation from highest to lowest possible
levels
Can improve flexibility to meet customers
needs and adaptation to competitive
environments
34. Span of Management
34
Is the size of subordinates/supervisees working under a
manager
Larger span of management is required when:
Work performed by subordinates is stable and routine.
Subordinates perform similar work tasks.
Subordinates are concentrated in a single location.
Subordinates are highly trained and need little direction in
performing tasks.
Rules and procedures defining task activities are available.
Support systems and personnel are available for the
managers.
Little time is required in non supervisory activities such as
coordination with other departments or planning.
Managers' personal preferences and styles favor a large
span.
35. Tall vs. Flat Structure
35
Tall - A management structure characterized by an
overall narrow span of management and a relatively
large number of hierarchical levels.
Tight control
Delays decision making
Flat - A management structure characterized by a
wide span of control and relatively few hierarchical
levels.
Loose control
Facilitates delegation
Facilitates timely decision making
36. Centralization, Decentralization, and
Formalization
36
Centralization
The location of decision making authority
near top organizational levels.
Decentralization
The location of decision making authority
near lower organizational levels.
Formalization
Availing written documentation used to
direct and control employees.
38. Coordination
38
Is bringing activities into proper relation with
each other.
Makes rule that everything that needs to be
done is done and no two individuals are trying to
do the same work (i.e., avoiding gaps and
overlaps).
A process by which team leaders achieve
integrated pattern of group and individual
efforts.
39. Monitoring and Redirecting
39
Monitoring: is a continuous, systematic and critical review of a
program or any of its components with the aim of checking
progress towards achievement of targets and taking timely
corrective actions.
It is an ongoing collection and analysis of information to see if:
Required resources are being availed and utilized
Key activities are being carried out as planned
Planned changes are happening at the target population
level
Is important to:
Identify problems
Take corrective actions
Assess trends
Is the base for effective evaluation and it guarantees
efficiency.
40. Purpose of monitoring
40
The main purpose of monitoring is to maintain work
standard by:
Measuring performance and identify deficiencies
in set standards
Tracing the cause of work deficiencies
(technical, administrative, personal or
organizational)
Monitoring
Helps to take early and timely correction if
deficiencies are encountered
Provides guidance about how projects/programs
can be modified
Identifies issues for evaluation or research
41. Steps in monitoring
41
1. Determine what to monitor – Key areas and purpose
2. Determine how to monitor
Monitoring Plan, formats, data collection, sampling
techniques, reporting
3. Have standards to see if activities are completed as
planned (time frame specified, budget spent, quality
of care standards, management and work process)
4. Measure performance and compare with the
standard
5. Identify performance gaps
6. Investigate performance gaps to identify root causes
7. Look for potential solutions, prioritize and implement
corrective measures
42. Information sources for monitoring
42
Information sources for monitoring include
but are not limited to:
Reports and records
On job supervision
Checklists to observe performance
Meeting and discussion with the staff
Community/client surveys
Complaints
44. Monitoring activities cont…
44
Monitoring of inputs ensures that
Staff is available (in accordance with the
assignment)
Space, equipments, furniture and consumables
are available
Resource consumption and costs are within
planned limits
The required information is available
Community groups or individuals are mobilized
as expected
45. Monitoring activities cont…
45
Monitoring of process ensures that the
Expected activities performed in accordance with
quality standards
Meetings are held as planned
Communication takes place as necessary
Decisions are timely and appropriate
Trainings are conducted as scheduled
Conflicts are controlled
46. Monitoring activities cont…
46
Monitoring of outputs ensures that the
The number/amount of products and
services are in line with planned targets
Number of children receiving vaccines
Number of patients treated
47. Monitoring activities cont…
47
Monitoring of outcomes and impacts
ensures that the
Expected program effects are being
achieved at the target population level
Knowledge of people on Tuberculosis
Prevalence of HIV
Incidence of malaria
48. Supervision
48
Supervision is a process of guiding, helping,
training, and encouraging staff to improve
their performance in order to provide high-
quality health services.
It is the overall range of measures to ensure
that personnel and their organization carry out
their activities effectively and become more
competent at work.
It helps to maintain and improve the quality of
health care
49. Styles of supervision
49
Supervision could be conducted in three
different styles each having their own
strengths and weaknesses.
Autocratic
Democratic
Anarchic
50. Styles of supervision cont…
50
Autocratic – characterized by the supervisors
approach “Do what I say!”
Communication is usually one way – the
supervisor speaks and supervisee are expected
to listen
Improvement actions are forwarded as orders
rather than agreed upon recommendations
When applied to the health sector, it is
humiliating and dries up workers initiatives.
Workers feel insecure
51. Styles of supervision cont…
51
Democratic – characterized by the supervisors
approach “Let us agree on what we are going to do”
Two way communication and participation of
supervisee in problem assessment and
improvement planning are its characteristics
Helps people to grow, become responsible, and
show initiatives
Recent recommendations for different health
systems with the name “Supportive/Facilitative
Supervision”
52. Styles of supervision cont…
52
Anarchic – characterized by the supervisors
approach “Do what you like”
Applicable to supervisees who are highly
skilled and responsible regarding their work.
The choice of style should depend on the:
Kind of work – complexity, difficulty, the need
for quick decision
Kind of staff – Skill, reliability, experience, their
willingness to accept responsibility
53. schedule
53
Decide how often it should be done and to which
area it is most needed
In health systems practicing integrated supervision,
different departments/working units should be
involved in deciding how frequently and when to do
supervision
Frequency of visits will depend on
Nature of programs for supervision
Level of expertise among supervisee
Stage of the program development
Availability of transport, personnel and other
resources
54. Preparation for supportive supervision
54
Reading assignment
For better results, supervision should be
preceded by adequate preparation both by the
supervisor and supervisees.
Preparations by supervisor
Preparations by supervisee
55. Preparation by Supervisor
55
Before each visit, the supervisor should:
Review reports from previous supervisions
Review routine reports for the reporting period prior to the
supervision to see performance gaps.
Discuss with relevant experts on observed performance gaps
and actions to be taken
Collect helpful publications, materials, and supplies for the
health facility.
Prepare updates and/or refresher training to present during the
visit.
Prepare a supervision checklist to be used during field work
Arrange the necessary transport and logistics for the
supervision visit.
Communicate with supervisee on the actual date of supervision
visit
56. Preparation by Supervisee
56
In preparation for supervision, supervisees should:
Review the previous supervisory report and
associated action plan developed during the last
supervision
Review reports sent to the supervisor after the
previous supervision
Review actions taken following recommendations
from previous supervision
Conduct self-assessment on performances related
to areas for supervision
Make sure that all relevant experts will be available
for the supervisory visit.
57. Conducting supervision
57
Conducting supportive supervision involves the
application of different techniques with the
purpose of:
Identifying gaps as compared to performance
and quality standards
Motivating workers and creating common
vision for improvement
Taking actions to build on strengths and correct
identified problems
The supportive attitude of supervisors determines
the results achieved from supervision.
Supervisors must always remember that
supervision is a helping process.
58. Steps in supportive supervision for health care
facilities
58
Supervision to health care providing facilities
involves the following steps:
1. Introduction to the Process of Supervision Visit
2. Interview Appropriate Staff at Supervisee Level
3. Quality of Clinical Care Review
4. Review of performance reports
5. Referral System Review
6. Administration Review
59. Steps cont…
59
7. Community Involvement Review
8. Local Priority Health Issues and Related
Problems
9. Discussions and Problem Solving
10.Providing Constructive Feedback
On site verbal feedback
On site written feedback
Immediate verbal feedback to other levels
60. Supervisory competences
60
Technical competence in the field
Supervisors must have solid technical knowledge
for the duties they are to perform and must know
how and where to gain access to additional
support.
Quality improvement skills
Team leading capacity
joint problem solving, with full staff participation
and using simple, practical tools, will foster the
quality-improvement process
Communication skills
Supportive attitude and facilitative styles of
communication
61. Causes of Poor
Implementation
61
Changes in priorities or policies from those
originally agreed
A resistance to changes inherent in the plan
Lack of necessary resources (personnel, funds,
relevant resources, poor timing of inputs)
Lack of clear guidelines
lack of appropriate organizational structure
lack of appropriate managerial skills
Unforeseen circumstances