The document discusses key concepts in health planning and management. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. It also defines the main functions of management as planning, organizing, leading, and controlling. Finally, it explains the differences between effectiveness (achieving intended results) and efficiency (achieving maximum results with minimum wasted effort or expense).
“Follow the money” in order to better understand the framework for global health governance: this presentation by Dr. Tim Mackey employs IHME-coordinated research while teaching the evolution of global health financing.
The Basics of Monitoring, Evaluation and Supervision of Health Services in NepalDeepak Karki
This presentation has made to health workers who have more than two decades of experience of managing/implementing public health programs in Nepal, especially at district level and below.
Human resource situation analysis in Nepal.pptxJagat Upadhyay
This presentation is prepared as part of the Course assignment of "HSM 614 Development and Management of HRH” for the Master's Degree of Public Health (MPH), Pokhara University and can be used as reference materials.
This slide describes the overall concepts, evolution, and the background of two earlier national health policies. Also, there is analysis of national health policy 2017.
“Follow the money” in order to better understand the framework for global health governance: this presentation by Dr. Tim Mackey employs IHME-coordinated research while teaching the evolution of global health financing.
The Basics of Monitoring, Evaluation and Supervision of Health Services in NepalDeepak Karki
This presentation has made to health workers who have more than two decades of experience of managing/implementing public health programs in Nepal, especially at district level and below.
Human resource situation analysis in Nepal.pptxJagat Upadhyay
This presentation is prepared as part of the Course assignment of "HSM 614 Development and Management of HRH” for the Master's Degree of Public Health (MPH), Pokhara University and can be used as reference materials.
This slide describes the overall concepts, evolution, and the background of two earlier national health policies. Also, there is analysis of national health policy 2017.
Health administration
health care planing
health care management and planning
Objective of health planning
element of health planning
health planing cycle
The slides contain a brief review of NACP 1 through 4.
Key achievements and challenges of NACP Phase 4 have been mentioned. Further, Key strategies of national strategic plan for elimination of HIV/AIDS 2017-2024 has been discussed.
"Medical Doctors are Poor Managers". This presentation has tried to do brainstorming for them how to operate as better Health Managers. Leaders lead from the Front. Managers control from the Behind. A Doctor in a facility needs to play the role of both Leader as well as Manager.
Health administration
health care planing
health care management and planning
Objective of health planning
element of health planning
health planing cycle
The slides contain a brief review of NACP 1 through 4.
Key achievements and challenges of NACP Phase 4 have been mentioned. Further, Key strategies of national strategic plan for elimination of HIV/AIDS 2017-2024 has been discussed.
"Medical Doctors are Poor Managers". This presentation has tried to do brainstorming for them how to operate as better Health Managers. Leaders lead from the Front. Managers control from the Behind. A Doctor in a facility needs to play the role of both Leader as well as Manager.
This is a short presentation to accompany a collection of case studies and evaluations I did while pursuing my MBA.It covers a VERY brief description and comparison of the management aspect of healthcare and healthcare sciences.
EMR (Electronic Medical Record) is computerized legal medical record created in an organization that delivers care such as Hospital or doctor’s clinic. EMR will provide to improve the quality of life by reducing costs. The use of the system will help to centralize the medical information.
Planning is making current decisions in the light of their future effects.
Health planning is a process culminating in decisions regarding the future provisions of health facilities and services to meet health needs of the community.
*
Chapter 10
Leadership for Performance Excellence
*
OutlineDiscuss the importance of leadership for qualityDescribe the role of leaders in performance excellence,Provide some examples of leaders who have inspired their organizations Provide examples of leadership practicesCompare the TQ view of leadership to several prominent leadership theories
*
Simon Sinek, leadership expert, speaks at ASQ's 2012 World Conference on Quality and Improvement
https://youtu.be/ifqD69oVyHc
Importance of Leadership Deming’s 14 Points
Point 1. Create and publish to all employees a statement of the aims and purposes of the company or other organization. The management must demonstrate constantly their commitment to this statement.
Point 7. Teach and institute leadership.
Point 8. Drive out fear. Create trust. Create a climate for innovation.
Point 12. Remove barriers that rob people of pride in workmanship.
Point 14. Take action to accomplish the transformation.Driver of performance excellence in the Baldrige Award criteria
*
Steve Jobs on Continuous Improvement
https://youtu.be/Wc6bI16xuko
*
Leadership PerspectivesVision that stimulates hope and mission that transforms hope into realityRadical servanthood that saturates the organizationStewardship that shepherds its resourcesIntegration that drives its economyCourage to sacrifice personal or team goals for the greater community goodCommunication that coordinates its effortsConsensus that drives unity of purposeEmpowerment that grants permission to make mistakes, encourages the honesty to admit them, and gives the opportunity to learn from themConviction that provides the stamina to continually strive toward business excellence
*
*
Executive LeadershipDefining and communicating business directionsEnsuring that goals and expectations are metReviewing business performance and taking appropriate actionCreating an enjoyable work environmentSoliciting input and feedback from customersEnsuring that employees are effective contributorsMotivating, inspiring, and energizing employeesRecognizing employee contributionsProviding honest feedback
*
*
Roles of a Quality LeaderEstablish a visionLive the valuesLead continuous improvement
*
*
Leadership SystemThe leadership system refers to how leadership is exercised, formally and informally, throughout an organization. These elements include how key decisions are made, communicated, and carried out at all levels. It includes
structures and mechanisms for decision making
selection and development of leaders and managers
reinforcement of values, directions, and performance expectations
mechanisms for leaders’ self-examination and self-improvement
*
Bringing our Core Values to life: Quality – 2:10
https://youtu.be/Ln7qbwXKVJk
Leadership Theory –
Mintzberg’s ModelInterpersonal roles
Figurehead
Leader
LiaisonInformational roles
Monitor
Disseminator
Spokesperson
*Decisional rolesEntrepreneurDisturbance handlerResource allocatorNegotiator
*
...
SMU DRIVE SPRING 2017 MBA101– Management Process and Organizational Behavio...rahul kumar verma
ASSIGNMENT
Drive
SPRING 2017
Program
MBA
Semester
1
Subject code & name
MBA101– Management Process and Organizational Behaviour
Book ID
B1621
NUMBER OF ASSIGNMENTS, CREDITS & MARKS
2, 4 Credits, 30 marks each
Note –The Assignment is divided into 2 sets. You have to answer all questions in both sets and submit as one document. Average of both assignments marks scored by you will be considered as your IA marks. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.
Q. No
Assignment Set I
Questions
Marks
Total Marks
1
Explain the Definition and Importance of ‘management’.
Definition of Management
3
10
Importance of Management
7
2
Explain the steps involved in Planning process.
Discuss any 5 importance of Organizing.
The steps involved in Planning process
5
10
Importance of Organizing
5
3
Explain the following:
a) Definition pf Leading.
b) Importance of Leading.
Definition of Leading
3
10
Explanation of the importance of Leading
7
Q. No
Assignment Set II
Questions
Marks
Total Marks
1
Define the term Controlling? What are the prerequisites of effective control?
Definition of controlling
2
10
Pre-requisites of effective control
8
2
Explain the components and functions of attitude.
Explanation of the components of attitude
5
10
Explanation of the functions of attitude
5
3
Define leadership. Write a brief note on ‘Contingency Theories of Leadership’.
Definition of leadership
3
10
Contingency Theories of Leadership
7
Introduction to Management MANG2401WEEK – 6 Chapter.docxmariuse18nolet
Introduction to Management MANG2401
WEEK – 6
Chapter 6
Strategy Lecture
Dr Jarrod Haar
Introduction to Management MANG2401
Introduction to Management MANG2401
Strategy & Competitive AdvantageStrategyIs a comprehensive action plan that identifies long-term direction and guides resource utilization to accomplish an organization’s mission and objectives with sustainable competitive advantage. Competitive advantageOperates with an attribute or combination of attributes that allows it to outperform its rivals. For example Wal-Mark, one source of such advantage is IT that allows the retailer to quickly track sales and monitor inventories.
Introduction to Management MANG2401
إستراتيجية هي عبارة عن خطة عمل شاملة تحدد التوجيه على المدى الطويل وتوجه استخدام الموارد لإنجاز مهمة المؤسسة وأهدافها مع ميزة تنافسية مستدامة.
ميزة تنافسية تعمل مع سمة أو مجموعة من السمات التي تسمح لها بالتفوق على منافسيها. على سبيل المثال ، فإن Wal-Mark ، أحد مصادر هذه الميزة هو تكنولوجيا المعلومات التي تسمح لمتاجر التجزئة بتتبع المبيعات ومراقبة المخزون بسرعة.
Introduction to Management MANG2401
Introduction to Management MANG2401
Introduction to Management MANG2401
Strategy & Competitive Advantage
The Strategic Management ProcessStrategic management is the process of formulating and implementing strategies that create competitive advantage and advance an organization’s mission and objectives. عملية الإدارة الإستراتيجية الإدارة الاستراتيجية هي عملية صياغة وتنفيذ الاستراتيجيات التي تخلق ميزة تنافسية وتعزز مهمة وأهداف المؤسسة.
Introduction to Management MANG2401
Introduction to Management MANG2401
Strategy & Competitive Advantage
The Strategic Management Process
Peter Drucker associates this process with a set of five strategic questions:Strategy formulation What is our business mission?Who are our customers?What do our customers consider value?What have been our results?What is our plan?Strategy implementation Putting plans into action
Introduction to Management MANG2401
عملية الإدارة الإستراتيجية يربط بيتر دركر هذه العملية بمجموعة من خمسة أسئلة استراتيجية: صياغة الاستراتيجية ما هي مهمتنا التجارية؟ من هم عملائنا؟ ماذا ينظر عملاؤنا إلى القيمة؟ ماذا كانت نتائجنا؟ ما هي خطتنا؟ تنفيذ الإستراتيجية وضع الخطط موضع التنفيذ
Introduction to Management MANG2401
Introduction to Management MANG2401
Mission, Values and ObjectivesThe mission or purpose of any organization may be described as its “reason” for existence as a supplier of goods and or services to society. The best organizations have a clear and compelling mission.A good mission statement is precise in identifying the domain in which the organization intends to operate.يمكن وصف مهمة أو غرض أي منظمة بأنها "سبب" وجودها كمورد للسلع أو الخدمات للمجتمع. أفضل المنظمات لديها مهمة واضحة وجذابة. إن بيان المهمة الجيد دقيق في تحديد المجال الذي تنوي المنظمة العمل فيه.
Introduction to Management MANG2401
Mission Statements- Examples“At Microsoft, we work to help people and businesses throughout the world realize th.
Symposium 2016 : Workshop 104 Brain and LeadershipPMI-Montréal
This innovative, one-of-a-kind workshop will present some of the most recent findings about the brain together with implications for managing and leading employees. The workshop will challenge many current management practices by presenting relevant research on the social and emotional nature of the brain.
Biography
Robert has developed a reputation as a pioneer in using neuroscience-supported tools and processes that challenge current management practices that date back over 50 years.
Robert Paris is one of the first and very few professionals in Canada who have earned their Certificate in the Foundations of Neuroleadership from the Neuroleadership Institute led by Dr. David Rock. Robert has 35 years combined practical management and consulting experience that spans 5 continents. He has 15 years of results-oriented management experience at blue chip companies such as Johnson & Johnson and has an established track record of successfully designing and facilitating management, leadership, team-building and coaching programs that give organizations a long term, sustainable competitive advantage. Robert is an exceptionally engaging executive coach whose advice is highly valued by CEOs, other C-Suite executives, middle managers and first-time supervisors. Robert has 25 years teaching experience at McGill University. He currently lectures at McGill’s School of Continuing Studies and is certified in the Foundations of Neuroleadership, Points of You™ Leadership & Coaching, Whole Brain Thinking™ and Simplexity™ Complex Problem-Solving. Robert’s dynamic personality, business and academic experience and use of 21st century leadership and coaching tools place him among the leaders in corporate training and development programs.
Chapter 1Managers & ManagingWhat is ManagementS.docxcravennichole326
Chapter 1
Managers & Managing
What is Management?Supervise the use of organizational resources to achieve organizational performance.Organizational ResourcesHuman ResourcesAssetsMachineryCash, etc.
Organizational PerformanceEfficiency – how productively resources are used to achieve a goal.Minimizing the amount of inputs needed to create a good or service.EffectivenessAppropriateness of goals selected for the org.Degree to which the goals are achieved.
Figure 1.1
Why Study Management?Being effective and efficient is importantPersonally & ProfessionallyManagerial skills help non-managers interact with:ManagersCo-workers / Team members Many career paths result in management positions.
Four Management FunctionsPlanningOrganizing LeadingControlling
PlanningDeciding which goals to pursueDeciding what courses of action to employ in order to achieve those goalsDeciding how to allocate resources to attain those goalsOutcome: StrategyLow cost vs. DifferentiationPlanning impacts organizational performance
OrganizingEstablishing a structure of working relationshipsCreating rules for how people will interact as they attempt to accomplish goalsAuthority and Responsibility are assignedOutcome: Organizational StructureHierarchy, departments, etc.
LeadingCommunicate a vision to employeesMotivate employeesEnable employeesEncourage employees to perform at a high levelOutcome: Motivation & Commitment
ControllingEvaluate the organization’s performanceCollect information on relevant factorsCreate control systems to keep critical processes in check.
Types of ManagersFirst-line managers (supervisors)Supervise non-managersMiddle managersSupervise first-line managersRelay information between first-line & topTop ManagersEstablish organizational goalsResponsible for org. performance
Relative Amount of Time That Managers Spend on the Four Managerial Functions
Current Trends in HierarchiesRestructuringEliminating jobsSurvivor syndromeOutsourcingContract with another company to perform certain tasks
Current Trends in HierarchiesEmpowermentIncrease employee’s knowledge & responsibilitiesSelf-Managed TeamsGroup of employees are responsible for supervising themselves
Mintzberg’s Managerial RolesDecision RolesInformational RolesInterpersonal Roles
Mintzberg’s Decision RolesEntrepreneur – deciding which projects to do / how to grow the business.Disturbance Handler – manage the unexpectedResource Allocator – allocate org. resources Negotiator – Get resources from internal & external sources
Mintzberg’s Informational RolesMonitor – evaluate performanceDisseminator – communicate with employeesSpokesperson – promote the organization
Mintzberg’s Interpersonal RolesFigurehead – Symbolize the organizationLeader – provide an example for employees & give commandsLiaison – coordinate across departments / establish alliances
Competitive AdvantageThe ability of an organization to outperform its competitorsIncreased EfficiencyIncrea ...
Ebola progress preparedness in AfghanistanIslam Saeed
Status of Ebola Preparedness based on WHO checklist. Dr. Islam Saeed, Director for Surveillance/DEWS in ANPHI-MoPH is part of Ebola Control Task Force for developing and implementation of Ebola Action Plan
Overview of International Health Regulaiton - IHR 2005, AfghanistanIslam Saeed
International Health Regulation and its implementation in Afghanistan was prepared by Dr. islam Saeed, Director for Surveillance/DEWS in MoPH Afghanistan
Epidermiologic pattern of viral hepatitis in afghanistanIslam Saeed
Epidemiology of Viral Hepatitis in Afghanistan. The presentation is prepared by Dr. Islam Saeed, Director for Surveillance/DEWS at Afghan National Public Health Institute (ANPHI), MoPH
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Factory Supply Best Quality Pmk Oil CAS 28578–16–7 PMK Powder in Stockrebeccabio
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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.
25
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
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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
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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
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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
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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
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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
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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
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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
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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
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71. Problem tree and Objective tree
Objective tree
Problem tree
shows shows
cause and effect the means-end
relationship relationship
between problems
between objectives
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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
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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
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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
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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
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84. ﭘﻼن ﻓﻌﺎﻟﻴﺖ را ﭼﻄﻮر ﻧﻤﺎﻳﺶ ﻣﻴﺪهﻴﻢ
1. Simple activity schedule
2. Gantt Chart
3. PERT ( Program Evaluation and Review
Technique )
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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
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