Managment function(Planning, Organizing, staffing...pdf

Cha- 2
FUNCTIONS OF MANAGEMENT
By: Eyasu B. (MPH)
Failing to plan is planning to fail!!

Management functions
1. Planning ………………………………..………P
2. Organizing
3. Staffing I
4. Leading/directing
5. Controlling ……………………………..……...E

 Planning is deciding in advance:
what to do
how to do
who will do it and
with what to do it.
 Planning bridges the gap between where we are and where we
want to go in the future.

Planning…
 Compiling & analyzing information in order to arrive at a
decision about what should be done.
 Planning is the process of establishing a suitable course of actions
for organizational objectives .
 Continuous process which involves choice among alternative
ways of using available resources to achieve goals in the future

Health planning
 Health planning is the process of:
Defining community health problems
Identifying needs and resources
Establishing priority problems and goals
Setting administrative action to reach at those goals

Components of definitions of planning
Important components include:
 where are we going (objectives)
 with what (resources)
 how (efficient & appropriate implementation)
 when (future)
 A degree of formalization (method ) about the process

Purpose of planning
 Provides direction
 To reach the objectives of the organization
 Minimize risk by reducing uncertainties
 Increase the degree of organizational success
 Minimizes waste and redundancy
 Sets standards to facilitate control

Types of plans
Plans can be classified based on:
 Repetitiveness
Time dimension, and
 Scope/breadth dimension

Cont..
Classification of Plans Based on Repetitiveness
I. Standing Plans:
 That can be used again and again
 That are followed each time a given situation encountered
 Include policy, procedure, method, and rule.
II. Single-use Plans:
 Plans that are not used once the objective is accomplished
 Used only once
 Include programs, projects and budgets

Classification of Plans Based on Time
I. Long-range planning
 The time may range usually from 5 - 10 years
II. Intermediate-range planning
 Ranges between long & short- range plans
 Ranges for 2-3years
III. Short-range planning
 Ranges < 2 years

Cont…
Classification of Plans Based on Scope
I. Strategic Planning
II. Operational ( tactical) plans
III. Contingency plans

I. Strategic Planning
 is a long-term planning that involves all the organization’s
management areas and
 includes goals, objectives, strategies, and measurable results.
 It asks and answers four questions:
– Where are we now?
– Where do we want to go?
– How will we get there?
– How will we know whether we are getting there?

Strategic Planning:
 Are designed by high-ranking managers & define the broad
goals for the organization.
 The making of decision as to how resources should be spent
 It is an allocative planning
Example: GTP, MDG, SDG

II. Operational ( tactical) plans:
 Contain details for implementing those strategic plans in day to
day life.
 Short term plan that emphasize on current operation of parts of
the organization.
 Setting of monitorable timetables & schedules for the
implementation of pre - set activities
 It is an activity planning.
Example: course plan, weekly action plan

III. Contingency plans
 Alternative plan that can be implemented when the original
plan is inadequate because of changing circumstances.
 Events beyond a manager’s control may cause even the most
carefully prepared plan to go awry.

Differences b/n strategic and tactical plan
Areas of difference Operational
(Tactical ) plans
Strategic plans
Experts involved Developed by low-
level management.
Developed by upper
level management
Time horizon Covers short period
(1 week to 1 year)
Covers relatively
longer period (five
years or more)
Scope Narrow range of
operations
Wide range of goals
Degree of detail Detail & specific
activities
general

Steps in Health Planning
1. Situational analysis
2. Priority setting
3. Setting objectives & Targets
4. Identifying obstacles and limitations
5. Designing the strategies
6. Writing Plan of action

1) Situational analysis
 It is a process of gathering and analyzing of data to provide
information about a particular situation at a given point in time.
 Examine the current and projected health situation, and
demographic pattern
 Analysis of present and future health needs of the population
 SWOT analysis

SWOT analysis framework
Internal external
Positive Strength Opportunities
Negative Weakness Threats

Opportunity
•Organization & tech
development
•Participation of local leaders
•Coordination with NGO
•Improved safety system
•Telemedicine for speciality
•Revised measure , indicators
Weaknesses
•No speciality, primary service
•Lack of funds
•Unequip lab , no instrument
•Loss of key staff,understaffed
•No transport, off located
•Patient load: lifestyle
•Lack of technology
Strengths
•Local & creative approach
•Experienced physician
•Trained ,adequate staff
•Resources : lab,instrument
•Central location
•Strong commitment & funds
•Transportation
Threats
•No Govt budget, inflation
•Workforce strike, nurse,doctor
•Small semi urban nursing home
•Patient prefer them
•Loss of alliances , NGO
•Misinformation
•Competitors has new products
S W
T
O
Weaknesses
•No speciality, primary service
•Lack of funds,salary
•Unequip lab , no instrument
•Loss of key staff,understaffed
•No transport, off located
•Patient load
•Lack of technology
Opportunity
•Organization & tech
development
•Participation of local leaders
•Coordination with NGO
•Improved safety system
•Telemedicine for speciality
•Strong referral system

2) Priority setting
 All problems cannot be solved with limited resources we have
in hand.
 Criteria's used to set priority problems:
Magnitude
Severity
Feasibility
Community concern
Political concern

Problems should be ranked on five point scale
5 points –very high
4 points –high
3 points –moderate
2 points –low
1 point –very low

Example
S.N Problems
magnitude
severity
Feasibility
Comm.
Con.
Political
con
con.
Total
1
Absence of latrine 1 3 2 3 4 15
2
Low immunization 4 2 3 2 5 22
3
High home delivery 4 4 4 3 5 24
4
Low FP usage 5 3 3 1 4 19
5
High malaria
prevalence
2 3 3 4 4 18

3) Setting objectives and targets
 Vision, mission, Goals, and objectives should be clearly defined.
Vision:
 is a picture of a desired future which describes where the
organization wants to be.
 It includes an image that you can see in your mind.
Example: To see healthy and productive population of district X.

con..
Mission:
 States why the organization exists.
E.g., To reduce mortality, morbidity and disability of people of
district X through providing a comprehensive package of
promotive, preventive, curative and rehabilitative health service.
Goal:
 Are broad statement
 There is generally one goal for a service
Example: Health for all by 2000 and beyond

Objectives
 For each a program there may be a number of objectives which
are specified by measurable terms
 Objective should be ‘’SMART’’
S –specific
M –measurable
A –achievable/Attainable
R –realistic
T –time specific
E.g., By the end of 2013, 90% of eligible children in chiro town
will be vaccinated against all vaccine preventable disease.

4)Identifying obstacles
 Obstacles and root causes are determined through root cause
analysis
 The are different Techniques of identifying obstacles/root
cause
Fishbone technique
The Five Whys Technique

5) Designing the strategies
• Strategy is courses of action to achieve organizations, vision/mission and
goals.
• The Challenge Model is a tool that you can use to improve the
performance of any group.”

6) Plan of action
At a minimum, an action plan should identify:
• The actions or activities that will be implemented;
• Who will be responsible for carrying out each action;
• The human, financial, and material resources needed to
implement the actions;
• A timeline showing when the actions will be carried out.

Why plans fail?
Planning is not integrated into the total management system
Lack of understanding of the different steps of the planning
process
Concerned parties not participated or contributed in the planning
process
Too much attempted at once
Unforeseen (unexpected) changes in the environment
Management expects that plans will be realized with little effort
32

 Organizing is the process by which managers establish working
relationships among resources.
 Organization is collection of two or more people working together
in a coordinated fashion to achieve goals.
Organizational structure:
 The process of arranging jobs within an organization to achieve the
mission.
 Formal system of task and reporting relationship.
33

Elements of Organization structure
– The most important elements of organization structure are
• Division of labour
• Decentralization
• Delegation
• Chain of command
• Span of control
• Authority
34

Division of labour
Dividing operating work into manageable units
The Concept of depart mentation.
Reasons and benefit
– Take advantage of specialization
– Facilitate control
– Aid Coordination
– Secure adequate attention
– Reduce expenses
35

Steps during division of lobour
• Divide the whole work in to manageable jobs
• Group similar jobs in to sections
• Combine related sections together
• Assemble related sections into department
• Assign head to each department
• Grant responsibility to the person in charge
• Allocates organizational resources.
36

Decentralization:
• refers to systematic and purposeful dispersal of managerial
authority among all levels of management
• Dividing managerial work among the various executives in order to
reduce pressured from the top and secure quick decisions on the
spot
• Decision-making is pushed down to the managers who are closest
to the action.
37

Delegation
Sharing some or whole parts of works or management to others,
normally to immediate subordinates.
Actions during delegation
1. Assign duty to subordinate
2. Grant sufficient authority
3. Make him feel that he has obligation
4. Explain to others that he/she had delegated
5. Give support and follow up

Chain of Command
 Continuous line of authority from top to bottom of an
organization, clarifies who reports to whom.
 Tells you who your boss is, where to go for help.
Authority
– The right of a manager to do something or to tell people
what to do.
– The right of taking decision due to position
39

Span of control
 When a manager manages a small number of subordinate it is
called narrow span of control.
 When a manager manages large number of subordinate it is called
wide span of control.
 There is no specific limit to decide the span of management as it
varies from organization and situation to situation.
40

 The management function that deals with recruitment, selection,
placement, training and development of organization members.
 It involves filling the organization structure through proper and
effective personnel.
 Staffing means filling and keeping filled positions in the
organisation structure.

Basic Activities of staffing
 Staffing includes seven basic activities.
1. Human resource planning
2. Recruitment
3. Selection
4. Socialization (Orientation)
5. Training and Development
6. Performance Appraisal
7.Promotions,Transfers, Demotions, discipline and Separations.

I. Human resource planning
 Human resource planning is a process by which an organization
identifies its human resource need and decide to bring the right
number and kinds of people.
 Planning for future balance (number needed versus present).
II. Recruitment
 The development of a pool of job candidates in accordance with a
human resource plan
 Once an organization identifies its human resource needs through
employment planning, it can begin the process of recruiting
potential candidates.

Recruitment includes...
• Job description: a written description of a non-
management job
• Position description: a written description of a
management position
• Hiring specification: a written description of the
education, experience, and skills needed

Principles of recruitment
• Prohibiting discrimination
• Equal employment opportunity
• Affirmative action
• Equal Pay: like pay for like jobs
• Comparable worth

III. Selection
 Selection is the process by which an organization
chooses a person who best meet the selection criteria
from applicants.
 The organization decides whether or not to make job
offer and the candidate decides whether or not to accept
it.

Steps in the Selection Process
1. Preliminary Screening
2. Employment Test
3. Employment Interview
4. Background and Reference Checks
5. Job offer
6. Physical Examination

Difference between Recruitment and
Selection
Recruitment
It is an activity of establishing contact
between employers and applicants.
It encourages large number of
Candidates for a job.
The candidates have not to cross over
many hurdles.
It is a positive approach.
It proceeds selection.
Selection
It is a process of picking up more
competent and suitable employees.
It attempts at rejecting unsuitable
candidates.
Many hurdles have to be crossed.
It is a negative approach.
It follows recruitment.
28-02-2024 48

IV. Socialization/Orientation
 After the best applicant is selected and offered a job, it is necessary
to introduce the new employee to the philosophy, rules and polices,
etc. of the organization.
 It is a program designed to help employees to fit into the
organization smoothly.
 Types of information provided
– General information
– About the organization
– Services /products expected
– Detailed presentation  policies, rules...

V. Training and Development
 Training begins the very first day, which is
designed to improve the person’s skills and
knowledge to do the current job at high level.
 Development refers to the organizations efforts to
help employee’s acquire knowledge, skills and
behavior that improve their ability to meet
changes in job requirements and customer needs.

Approaches of training
On-the-job training
 Job rotation
 Internship: Combined classroom teaching
 Apprenticeship: training under guidance of skilled co-
worker
Off- the-job training
 Vestibule training: training on realistic job
setting or equipment
 Behaviorally experienced training:
simulation exercises, cases, games, role-
playing (done outside the organization)

Promotion, Transfer, Demotion and Separation
A. Promotion
 Moving to a higher position and responsibility
 based on outstanding performance
B. Transfers:
 Shift to other positions
 For poor performance, separation is better than letting the
employee stay on the job.

Discipline, Demotion and Separation
C. Discipline: when the organization’s policy is violated
 Steps:
 Warning
 Reprimand
 Probation
 Suspension
 Disciplinary transfer
 Demotion
 Discharge

Session Objectives
 Describe essence of leadership and management
 Differentiate between leader and manager
 Identify the key leading and managing practices
 Basic concept and practice of governance
 Apply leading and managing practices for results

Definitions of concepts
Leadership
The process in which one engages others to set and achieve a
common goal, often an organizationally defined goal (Robbins &
Judge, 2010).
Management
The process of accomplishing predetermined objectives through
the effective use of human, financial, and technical resources
(Longest Jr., Rakich, & Darr, 2000).

Differences between a Manager & a leader
A Manager is a formally appointed and authorized
individual in an organization to direct and support
others to do their work effectively and oversee
resource utilization
A Leader is an individual in a team capable of
influencing the team towards goal formulation
and achievement.

Differences (Managers versus leaders)
Manager Leader
 A copy
 Control
 Maintains
 Seek Objectives
 Reactive
 Appeal to head
 Prevent risk/ make rule
 Do thing right/efficient
 An original
 Inspire
 Develops
 Set Vision
 Proactive
 Appeal to heart
 Accept risk/break rule
 Do the right thing

Major Functions of Leadership and Management
Leadership functions
• Commitment
• Motivate people
• Good interpersonal skills
• Ability to learn on the job
• Working smarter
• Developing vision
• Facilitating teamwork
• Creativity
Management functions
 Planning
 Organizing
 Staffing
 Directing (motivating, leading &
communicating)
 Controlling

Theories of leadership
1.The trait Theory:
• Identifies the personal characteristics of leaders
such as skill to lead, self confidence and
intelligence.
• “leaders are born but not made”
2. The behavioral Theory
• studied behavioral characteristics of leaders
• “ leaders are made but not just born”

Theories of leadership cont…
3. The contingency approach:
• Convinced that no one best style of leadership exists, vary with
the situation or circumstances.
• Successful leadership occurs when the leader’s style matches
with the situation
4. Transactional Leadership theories
• motivated by rewards and punishments.
• instructions and commands of the leader is the primary goal.
• Subordinates need to be carefully monitored to ensure that
expectations are met

5. Transformational Leadership
A leadership style focused on effecting revolutionary change in
organizations through commitment to the organization's vision.
Transformational leaders are visionaries who challenge people to
achieve high level of performance.
Effectively communicate that vision
Inspire others to willingly make it a reality

Transformational vs Transactional Leadership
Transactional leader Transformational leader
 Contingent rewards Idealized influence
 Management by exception Inspirational motivation
 Task centered Intellectual stimulation
 Bargains, comfortable Empower, emotional for work
 Short tem focus Long term focused
 Laissez faire Individualized consideration

Who is a leader?
 Leaders are:
 Agents of change
 Has a vision
 Influence others to realize vision.
 Inspire and challenge people to take action.
Examples of great leaders: N. Mandela, M. Gandhi, M.
Luther King, A. Lincoln.

Leadership styles
1. Autocratic/dictatorship
• Keep authority and control in their own hand
• Expect employees to follow their orders
• No Participation of employees
• Traditional, unilateral
• They says “Do just what I say”

Leadership style…
2.consultative:
 Subordinates are consulted and their feedback taken into
consideration in the decision making process
 They says “This is my decision , improve it before you take it”
3. Democratic/participatory:
• Encourages full employees participation, even though the leaders
make the final decision
• Members encouraged to demonstrate initiative & creativity and
interest
• They says “Let’s do together”

Leadership style…
4. Laissez- faire or anarchic or free- reign
• The leader is just a figure head and does not give any direction
• Lets the subordinates plan, organize and develop their own
techniques for accomplishment of organizational policies
• The leader becoming one of members
• They say “do as you like” and used as remote control

Leading and managing practices
Leading practices:
Scan: assessing conditions that influences result
Focus: directing attention to priority actions
Align and mobilize: motivating stakeholders
to mobilize resources to reach goals
Inspiring: creating a climate of continuous
learning and staff show commitment

Managing practices:
 Plan: preparing a set of activities, timeline, resources
 Organize: developing structures, systems and
processes to support the plan
 Implement: Activities are carried out efficiently,
effectively and Responsively
 Monitor and evaluate: continuously tracking about the
status of achievements and results

Governance practice
Cultivate Accountability
Engage Stakeholders
 Set Shared Direction
Steward Resources

1. Cultivate Accountability:
Foster a facilitative decision-making environment
based on systems and structures that support
transparency and accountability.
2. Engaging Stakeholders:
Identify, engage and collaborate with diverse
stakeholders representing the full spectrum of
interested parties.

3. Set Shared Direction:
Develop a collective vision of the ‘ideal state’ and
designing an action plan with measurable result.
4. Steward Resources
Allocating sufficient and sustainable resources and
creating accountability for Efficiency utilization

Integrated leading and managing process
 Leading and managing don’t form distinct,
sequential processes
 The leading practices are not independent of the
managing practices
 Effective managers move fluidly between leading
and managing to support their teams
 That is why managers who lead is advocated

• Decision: is a choice made between available
alternatives.
• Decision Making: is the process of developing
and analyzing alternatives and choosing from
among them.

Decision Making
• Decisions in response to opportunities
– occurs when managers respond to ways to improve
organizational performance
• Decisions in response to threats
– events inside or outside the organization are
adversely affecting organizational performance

Decision making as a cycle
Verify the
problem
Identify
potential
alternatives
Analyze the
alternatives
Select the best
alternative
Implement
the Decision
Evaluation
Problem

How To Make Better Decisions
 Increase Your Knowledge
– Ask questions
– Get experience
– Use consultants
– Do your research
 Use Your Intuition/judgement
– makes a decision based on your accumulated
knowledge and experience.

How To Make Better Decision…
 Weigh the Pros and Cons
 Don’t Overstress the Finality of Your Decision
– Remember that few decisions are forever.
 Make Sure the Timing Is Right

• Control refers to the task of ensuring that activities are
producing the desired results.
• Controlling is determining what is being accomplished
and if necessary, applying corrective measures so that
performance takes place according to plan.
• It ensures that the overall directions of individuals are
consistent with short and long range plan.

Forms of management control
There are three forms of management control.
1. Monitoring:
Monitoring is the routine collection and analysis of
information to track progress against set plans and check
compliance to established standards.
Is a continuous, systematic and critical review of a
project/program/activity with the aim of checking progress.

Example: EPI monitoring chart
2/28/2024
82

Information collected for monitoring
83
HSM
NOTES
FOR
MPH
STUDENTS
must be:
• Useful and relevant
• Accurate
• Regular
• Acted upon
• Shared
• Timely

2/28/2024
84
HSM
NOTES
FOR
MPH
STUDENTS

2. Evaluation
• is a methods that systematically investigate a achievement of a
program’s results
Types of evaluation
 Formative evaluations: occur during programme implementation
to improve performance and assess compliance.
 Summative evaluations: occur at the end of programme
implementation to assess effectiveness and impact.

Evaluation terminology
 Input –resources used in the program. They include financial,
human and material resources.
 Activity—program procedures that are implemented to obtain the
desired effect.
 Output—are the immediate consequence of the inputs utilized and
the program activities performed.
 Outcomes--- effects upon target population that can lead to the
intended ultimate goal of a program. The effects include several
types and may focus on awareness, attitude, behavior, utilization, etc

Cont..
 Impact - are related to long term accumulative effects of a
program.
 Indicators: are variable that provides a simple and reliable basis
for assessing achievement, change or performance
• a marker of change over time
• Are markers of progress toward your desired result.
• It allow you to measure whether any change occurs as a
result of your leading and managing practices
87

What Is a Good Indicator?
• Valid: Measures the effect it is supposed to measure
• Reliable: Gives same result if measured in the same way
• Precise: Is operationally defined so people are clear about what they are
measuring
• Timely: Can be measured at an interval that is appropriate to the level of
change expected
• Comparable: Can be compared across different target groups or project
approaches

Monitoring
• Data collected on
program activities
• Ongoing, routine
• Focus on activities and
output, compared to
target
Are we doing the work
we planned?
Evaluation
• Data collected to answer
specific questions
• Periodic
• Focus on outcome,
impact
How effective were our
activities?
Monitoring versus Evaluation

3. Supervision
• Supervision is defined as a process of guiding, helping, training,
and encouraging staff to improve their performance in order to
provide high-quality health services
• Supervision is a helping process it is not an inspection

Managment function(Planning, Organizing, staffing...pdf

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