This document provides an introduction to organizational management. It discusses several key concepts: - Whole system thinking, which emphasizes examining interrelationships within an organization and how parts influence the whole. - The differences between administration and management, including the principles of division of work and unity of command. - Managerial roles based on Fayol's theory of forecasting, planning, organizing etc. and Mintzberg's model of interpersonal, informational and decisional roles. - A comparison of the similarities and differences between public and private health care management, such as different aims and levels of bureaucracy. - Key aspects of new public management reforms for the health sector like reorganizing into autonomous units,

1. Introduction to
Organizational Management
Dr. Amjad Idries

2. Stop and think
• It is not a management as science, it is a
accumulated behaviour and knowledge lead
to dynamics of best systems to operate.

3. Being a manager of organization !!
• From non-management background (is it good
or bad?)
• All sciences were from personal experience.
• Self-development concept.
• What are the basic/essential managerial
activities?

4. Whole system thinking:
• Used to reduce the potential of unintended
adverse effects;
• Assume that any activity within the
organization resulted in a range of influences
and changes on other elements of the system;

5. Whole system thinking:
• It emphasizes the idea of interrelationships
rather than linear cause-effect chains;
• It looks for examining the properties that exist
upon combining parts into the whole rather
than breaking the whole into parts;

6. Whole system thinking:
Accordingly:
(1) system is made up of interrelated and related
parts (whole);
(2) system is linked to the environment;
(3) change happened for equilibrated system by
applying energy;
(4) players within the system have different
views about functions and purpose of the
system;

8. Difference between administration
and management?

9. (1) Division of work;
(2) Authority;
(3) Discipline;
(4) Unity of command;
(5) Scalar principle;
(6) Unity of direction;
(7) Interest subordination;

10. ‫التشابه‬ ‫أوجه‬ ‫هي‬ ‫ما‬
‫وظيفتي‬ ‫بين‬ ‫واإلختالف‬:
‫الصحة‬ ‫وزارة‬ ‫عام‬ ‫مدير‬
‫و‬
‫ريفي؟‬ ‫صحي‬ ‫مركز‬ ‫مدير‬

11. Manager role (Fayol’s theory)
1. Forecasting;
2. Planning;
3. Organizing;
4. Commanding;
5. Coordinating;
6. Controlling;

12. Managerial roles (Mintzberg’s model)
1. Interpersonal role;
2. Informational role;
3. Decisional role;

13. ‫التشابه‬ ‫أوجه‬ ‫هي‬ ‫ما‬
‫وظيفتي‬ ‫بين‬ ‫واإلختالف‬:
‫الصحة‬ ‫وزارة‬ ‫عام‬ ‫مدير‬
‫و‬
‫ريفي؟‬ ‫صحي‬ ‫مركز‬ ‫مدير‬

14. Comparison:
Public Versus Private
Health Care Management

15. What are the Differences?
• Aim;
• Legislations;
• Managing people;
• Bureaucracy;

16. What are the Similarities?
• Need for effectiveness and efficiency
• Clarification of aim and objectives;
• Designing suitable structure;
• Doing essential administrative functions;

17. New public management and health
sector reforms
1. Reorganizing the public sector into more
autonomous corporatized units.
2. Introduction of market elements with
contract-based competitive provision.
3. Cooperation with the private sector and
privatization.

18. New public management and health
sector reforms
4. Private-sector styles of management
practice.
5. Explicit use of measurable standards and
measures of performance.
6. Greater emphasis on outcomes.