Management involves getting work done through efficient use of resources to achieve objectives. It includes functions like planning, organizing, leading, and controlling. Management is a process of directing organizational units towards goals and involves tasks like decision making, budgeting, staffing, and evaluating performance. Effective management requires skills such as communication, organization, supervision, coordination, guidance, monitoring, and planning. Different leadership styles can be adopted including autocratic, democratic, laissez-faire, bureaucratic, charismatic, task-oriented, transactional, and transformational. Transactional leaders focus on contingent rewards while transformational leaders provide vision and inspiration to empower followers. Leaders focus more on growth, change, attitudes and skills while managers focus more on
This document provides an overview of management concepts including definitions of management from different perspectives, the areas and functions of management, types and levels of managers, managerial roles, management skills, and organizational performance. It defines management as both an art and a process for achieving goals through planning, organizing, leading, and controlling resources. The key areas of management are general management of the overall organization and functional management of specific units. Managerial roles involve interpersonal, informational, and decision-making responsibilities. Skills required for effective management include interpersonal, communication, technical, conceptual, and human skills. Organizational performance depends on both efficiency and effectiveness in achieving goals.
Management involves planning, organizing, leading and controlling resources to achieve organizational goals. It includes utilizing human, financial, and material resources efficiently through processes like decision making, coordination, and budgeting. There are various branches of management like human resource management, operations management, and knowledge management. Effective management requires competencies such as self-management, strategic thinking, communication, teamwork, and leadership. Key aspects of leadership include vision, honesty, respect, and empowering followers through trust and collaboration.
The document discusses various managerial, interpersonal, and negotiation skills. It describes 10 roles managers play according to Mintzberg, including figurehead, leader, and monitor. Interpersonal skills like communication, listening, and conflict resolution are explained. Negotiation involves preparation, discussion, and seeking compromise. The key skills for trainers are technical knowledge, lesson planning, and interpersonal abilities. Marketing requires critical thinking, project management, and a holistic approach. Developing new skills involves communication, adaptability, research, and emotional intelligence.
Meaning of Organizational Power, Dimensions, factors behind positional power, sources of power, Tactics to obtain power, Impression Management, Tactics to generate a favorable, Need of Power for the Organisation impression
This document discusses team dynamics and effectiveness. It begins by defining teams and describing different types of teams. It then discusses the benefits and challenges of teams, and outlines a model of team effectiveness that includes task characteristics, team design, and team processes. The document describes stages of team development, norms, cohesion, and trust. It also discusses self-directed teams and virtual teams. Finally, it covers constraints on team decision making and structures to improve decision making.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document discusses leadership and the traits of effective leaders. It defines leadership as inspiring confidence in others to achieve goals, and distinguishes it from management which focuses on continuous improvement. Effective leadership requires both leadership and management skills. Leaders influence others through various tactics like leading by example, assertiveness, and building relationships. Key traits of effective leaders include drive, self-confidence, trustworthiness, intelligence, humor, and emotional intelligence. During crises, strong leaders make quick decisions, remain resilient and confident, communicate well, and lead with compassion.
The document discusses leadership and conflict. It defines leadership as a process of influencing others to attain goals. It outlines different leadership styles like autocratic, democratic, and laissez-faire. It also discusses sources of conflict like personality differences and competition. The document describes different approaches to conflict resolution such as avoiding, accommodating, competing, compromising, and collaborating. It emphasizes that leaders should model conflict resolution behaviors and create an environment conducive to resolving conflicts.
This document provides an overview of management concepts including definitions of management from different perspectives, the areas and functions of management, types and levels of managers, managerial roles, management skills, and organizational performance. It defines management as both an art and a process for achieving goals through planning, organizing, leading, and controlling resources. The key areas of management are general management of the overall organization and functional management of specific units. Managerial roles involve interpersonal, informational, and decision-making responsibilities. Skills required for effective management include interpersonal, communication, technical, conceptual, and human skills. Organizational performance depends on both efficiency and effectiveness in achieving goals.
Management involves planning, organizing, leading and controlling resources to achieve organizational goals. It includes utilizing human, financial, and material resources efficiently through processes like decision making, coordination, and budgeting. There are various branches of management like human resource management, operations management, and knowledge management. Effective management requires competencies such as self-management, strategic thinking, communication, teamwork, and leadership. Key aspects of leadership include vision, honesty, respect, and empowering followers through trust and collaboration.
The document discusses various managerial, interpersonal, and negotiation skills. It describes 10 roles managers play according to Mintzberg, including figurehead, leader, and monitor. Interpersonal skills like communication, listening, and conflict resolution are explained. Negotiation involves preparation, discussion, and seeking compromise. The key skills for trainers are technical knowledge, lesson planning, and interpersonal abilities. Marketing requires critical thinking, project management, and a holistic approach. Developing new skills involves communication, adaptability, research, and emotional intelligence.
Meaning of Organizational Power, Dimensions, factors behind positional power, sources of power, Tactics to obtain power, Impression Management, Tactics to generate a favorable, Need of Power for the Organisation impression
This document discusses team dynamics and effectiveness. It begins by defining teams and describing different types of teams. It then discusses the benefits and challenges of teams, and outlines a model of team effectiveness that includes task characteristics, team design, and team processes. The document describes stages of team development, norms, cohesion, and trust. It also discusses self-directed teams and virtual teams. Finally, it covers constraints on team decision making and structures to improve decision making.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document discusses leadership and the traits of effective leaders. It defines leadership as inspiring confidence in others to achieve goals, and distinguishes it from management which focuses on continuous improvement. Effective leadership requires both leadership and management skills. Leaders influence others through various tactics like leading by example, assertiveness, and building relationships. Key traits of effective leaders include drive, self-confidence, trustworthiness, intelligence, humor, and emotional intelligence. During crises, strong leaders make quick decisions, remain resilient and confident, communicate well, and lead with compassion.
The document discusses leadership and conflict. It defines leadership as a process of influencing others to attain goals. It outlines different leadership styles like autocratic, democratic, and laissez-faire. It also discusses sources of conflict like personality differences and competition. The document describes different approaches to conflict resolution such as avoiding, accommodating, competing, compromising, and collaborating. It emphasizes that leaders should model conflict resolution behaviors and create an environment conducive to resolving conflicts.
Robert Katz identified three essential managerial skills: technical skills which involve process knowledge, human skills which involve interacting with people, and conceptual skills which involve developing ideas. A manager's required skills depend on their level in the organization, with top managers needing strong conceptual skills, middle managers implementing goals, and supervisors directing work and needing technical skills. Supervisors play a critical keystone role by linking management to employees and ensuring goals are achieved.
Decision Making: An Essential Leadership Skillshinojos
This document discusses decision making as an essential leadership skill. It outlines various qualities leaders need for effective decision making, including accountability, risk tolerance, and adapting their values to benefit the organization. The document also examines different approaches to decision making, such as viewing it as an ongoing process rather than single events, and using inquiry versus advocacy. It notes obstacles that can arise, like disagreements preventing decisions or groups resorting to "groupthink". Effective leaders must be able to facilitate discussion but also make final decisions. Strategic decision making is emphasized as even more important than strategic planning for driving organizational change.
Leadership in Management - Styles, Approaches and TheoriesAMALDASKH
Leadership styles include autocratic, democratic, and free-rein. Autocratic leadership makes quick decisions but can reduce follower motivation and satisfaction. Democratic leadership involves follower consultation, giving them recognition and awareness but could allow them to dominate. Free-rein leadership maximizes follower talent and satisfaction but provides little leadership support and motivation. Effective leadership requires influencing followers, directing organizations towards success, and balancing decision-making and planning.
Staffing, training, directing, controlling, motivation, and coordination are key functions of management discussed in the document. It also discusses sources of recruitment, the selection process, types of training, leadership styles, and the need for coordination between organizational activities. Emerging issues covered include total quality management, technology management, knowledge management, leadership qualities, organizational change management, and the importance of corporate social responsibility.
Directing,principles of management,palanivendhanpalanivendhan
Directing involves instructing, guiding, and inspiring human factors in an organization to achieve objectives. It is performed at all levels of management as a continuous process with dual objectives of getting work done and providing opportunities. Leadership is an integral part of management that influences people to willingly strive towards group goals. Communication is the process of passing information from one person to another through defined channels, and it should be clear and understood by the receiver.
Kumpulan 5 - The Leader Follower Relationshipainull2
The document discusses the Leader-Member Exchange (LMX) Theory, which focuses on the quality of the relationship between leaders and individual followers. It goes through the key concepts of LMX Theory, including that leaders form different types of relationships - an in-group who receive more opportunities and an out-group who receive fewer opportunities. The document also outlines the stages of LMX Theory development, advantages in building high-quality relationships, and criticisms of the theory.
The document discusses key concepts around leadership. It defines leadership as influencing people toward achieving goals and notes that leadership style and effectiveness depend on the leader, subordinates, and situation. It contrasts managers, who focus on planning and controlling, with leaders, who inspire and motivate. Common leadership activities like goal setting, planning, organizing, and controlling are examined. Different leadership traits, styles, and approaches are outlined. The document provides guidance for new leaders on tasks like creating momentum, mastering visioning and coalition building, and managing oneself.
The document contrasts the differences between leaders and managers. Managers focus on work, seek comfort, and have an authoritarian style while using their formal authority to control resources and minimize risks. Leaders focus on inspiring people, have a charismatic style, seek long-term vision and risk, and strive for achievement through their passion and quest for truth. The key difference is that managers maintain stability through managing objectives and results in the short-term, while leaders influence people to guide them in a new direction through personal charisma and a transformational vision for the future.
Organizational Management & Sport Facilities (2010)Chrystal Porter
This document discusses key concepts in organization, management, and leadership in facility management. It defines organization as two or more people interacting to achieve a common goal and examines external factors like the general and task environments as well as internal factors that influence organizational behavior. The document also explores organizational theory, culture, governance, and the need for management to plan, organize, lead, and control. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, task-oriented, and people-oriented approaches.
Supportive leadership behaviors include being friendly, encouraging, and considerate towards followers. This satisfies followers' psychological needs and helps keep them engaged. Supportive leadership is most effective in situations where followers have low confidence, the work is stressful or dissatisfying, or the group is new. It can increase follower satisfaction, commitment, and performance while decreasing stress and turnover. However, supportive behaviors may be less impactful for large or opinionated groups, or those doing highly skilled work. The effectiveness also depends on situational factors and the characteristics of the followers and tasks.
This document outlines the objectives and content of a leadership skills training session. The session aims to define leadership, identify the traits and skills of effective leaders, examine key leadership theories, understand the role and responsibilities of a team leader as well as the limits of their authority. Participants will discuss examples of strong and weak leadership, analyze leadership traits and skills. The session explores various leadership theories and styles, the responsibilities of a team leader, and how to develop one's own leadership potential through reflection, feedback, experience and training.
This document discusses various managerial skills. Conceptual skills involve visualization, analysis, innovation, and problem identification. These skills are most important for top-level managers. Human relations skills include interpersonal skills, communication, motivation, and team building, which are crucial at all levels of management. Technical skills refer to using equipment and performing specific tasks, which are most important for operational-level managers.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
This document discusses various approaches to leadership including styles, theories, and important concepts. It defines leadership as influencing others towards common goals and outlines democratic, autocratic, and laissez-faire styles. Important leadership theories covered include trait theory, behavioral theory, contingency theory, the managerial grid, and situational leadership theory. Likert's four styles of leadership are also summarized, ranging from exploitive-authoritative to participative.
Importance of mintzberg managerial roles in professional lifeSatyam Joshi
Henry Mintzberg conducted research in the 1970s to study what managers actually do in their daily work. He identified 10 managerial roles that fell into three categories: interpersonal roles of figurehead, leader, and liaison; informational roles of monitor, disseminator, and spokesperson; and decisional roles of entrepreneur, disturbance handler, resource allocator, and negotiator. These roles help define the wide range of responsibilities managers have in planning, organizing, leading, coordinating, and controlling their organizations. Managers can use Mintzberg's framework to assess their own strengths and areas for improvement.
Group relationships can be understood from traditional, interpretive, and critical perspectives. The traditional perspective focuses on communication competence in groups and views groups as organizational subsystems like quality circles, focus groups, and task forces. The interpretive perspective sees groups as social constructs defined by permeable boundaries and interdependence with contexts. Groups develop norms that influence conformity and sense-making around values and decision-making. The critical perspective, like Giddens' structuration theory, sees social structures as both enabling and constraining human action in a reciprocal relationship.
A useful distinction between managers and leadersAcquate
The words manager, leader, executive, and administrator are often used as if they were more or less interchangeable. Yet there is a vast difference in talent and skill set implied between calling someone a “real leader” or “a manager.” But what is it that determines such a distinction, and could it help identify critical competencies and clarify vital responsibilities?
In this session we will have a look at some important and useful distinctions between the capabilities and talents needed by administrators, managers, executives and leaders in order to be successful.
The document discusses the differences between a group and a team. It provides examples of using colored stickers to label the days of the week and describe their meanings. The colors are associated with different feelings and concepts. For example, red represents sacrifice and sex, blue represents nobility and tranquility. It also lists the rainbow colors in order and what they stand for.
A team is defined as a small group of consistent people committed to a shared purpose with complementary skills and a common approach. Effective teams have clear goals, competent members, shared commitment, collaboration, standards of excellence, and principled leadership. Team building activities aim to ensure the right people work together effectively by clarifying roles and responsibilities, communicating well, and resolving conflicts. The key characteristics of effective teams include shared objectives, shared leadership, trust, resource utilization, control procedures, problem solving, evaluation, and interpersonal communication.
Robert Katz identified three essential managerial skills: technical skills which involve process knowledge, human skills which involve interacting with people, and conceptual skills which involve developing ideas. A manager's required skills depend on their level in the organization, with top managers needing strong conceptual skills, middle managers implementing goals, and supervisors directing work and needing technical skills. Supervisors play a critical keystone role by linking management to employees and ensuring goals are achieved.
Decision Making: An Essential Leadership Skillshinojos
This document discusses decision making as an essential leadership skill. It outlines various qualities leaders need for effective decision making, including accountability, risk tolerance, and adapting their values to benefit the organization. The document also examines different approaches to decision making, such as viewing it as an ongoing process rather than single events, and using inquiry versus advocacy. It notes obstacles that can arise, like disagreements preventing decisions or groups resorting to "groupthink". Effective leaders must be able to facilitate discussion but also make final decisions. Strategic decision making is emphasized as even more important than strategic planning for driving organizational change.
Leadership in Management - Styles, Approaches and TheoriesAMALDASKH
Leadership styles include autocratic, democratic, and free-rein. Autocratic leadership makes quick decisions but can reduce follower motivation and satisfaction. Democratic leadership involves follower consultation, giving them recognition and awareness but could allow them to dominate. Free-rein leadership maximizes follower talent and satisfaction but provides little leadership support and motivation. Effective leadership requires influencing followers, directing organizations towards success, and balancing decision-making and planning.
Staffing, training, directing, controlling, motivation, and coordination are key functions of management discussed in the document. It also discusses sources of recruitment, the selection process, types of training, leadership styles, and the need for coordination between organizational activities. Emerging issues covered include total quality management, technology management, knowledge management, leadership qualities, organizational change management, and the importance of corporate social responsibility.
Directing,principles of management,palanivendhanpalanivendhan
Directing involves instructing, guiding, and inspiring human factors in an organization to achieve objectives. It is performed at all levels of management as a continuous process with dual objectives of getting work done and providing opportunities. Leadership is an integral part of management that influences people to willingly strive towards group goals. Communication is the process of passing information from one person to another through defined channels, and it should be clear and understood by the receiver.
Kumpulan 5 - The Leader Follower Relationshipainull2
The document discusses the Leader-Member Exchange (LMX) Theory, which focuses on the quality of the relationship between leaders and individual followers. It goes through the key concepts of LMX Theory, including that leaders form different types of relationships - an in-group who receive more opportunities and an out-group who receive fewer opportunities. The document also outlines the stages of LMX Theory development, advantages in building high-quality relationships, and criticisms of the theory.
The document discusses key concepts around leadership. It defines leadership as influencing people toward achieving goals and notes that leadership style and effectiveness depend on the leader, subordinates, and situation. It contrasts managers, who focus on planning and controlling, with leaders, who inspire and motivate. Common leadership activities like goal setting, planning, organizing, and controlling are examined. Different leadership traits, styles, and approaches are outlined. The document provides guidance for new leaders on tasks like creating momentum, mastering visioning and coalition building, and managing oneself.
The document contrasts the differences between leaders and managers. Managers focus on work, seek comfort, and have an authoritarian style while using their formal authority to control resources and minimize risks. Leaders focus on inspiring people, have a charismatic style, seek long-term vision and risk, and strive for achievement through their passion and quest for truth. The key difference is that managers maintain stability through managing objectives and results in the short-term, while leaders influence people to guide them in a new direction through personal charisma and a transformational vision for the future.
Organizational Management & Sport Facilities (2010)Chrystal Porter
This document discusses key concepts in organization, management, and leadership in facility management. It defines organization as two or more people interacting to achieve a common goal and examines external factors like the general and task environments as well as internal factors that influence organizational behavior. The document also explores organizational theory, culture, governance, and the need for management to plan, organize, lead, and control. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, task-oriented, and people-oriented approaches.
Supportive leadership behaviors include being friendly, encouraging, and considerate towards followers. This satisfies followers' psychological needs and helps keep them engaged. Supportive leadership is most effective in situations where followers have low confidence, the work is stressful or dissatisfying, or the group is new. It can increase follower satisfaction, commitment, and performance while decreasing stress and turnover. However, supportive behaviors may be less impactful for large or opinionated groups, or those doing highly skilled work. The effectiveness also depends on situational factors and the characteristics of the followers and tasks.
This document outlines the objectives and content of a leadership skills training session. The session aims to define leadership, identify the traits and skills of effective leaders, examine key leadership theories, understand the role and responsibilities of a team leader as well as the limits of their authority. Participants will discuss examples of strong and weak leadership, analyze leadership traits and skills. The session explores various leadership theories and styles, the responsibilities of a team leader, and how to develop one's own leadership potential through reflection, feedback, experience and training.
This document discusses various managerial skills. Conceptual skills involve visualization, analysis, innovation, and problem identification. These skills are most important for top-level managers. Human relations skills include interpersonal skills, communication, motivation, and team building, which are crucial at all levels of management. Technical skills refer to using equipment and performing specific tasks, which are most important for operational-level managers.
A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
Materials sources: John Kotter's publication on HBR, "Essentials of Organizational Behavior" by Timothy Judge, and "Fundamentals of Management" by Ricky W. Griffin.
This document discusses various approaches to leadership including styles, theories, and important concepts. It defines leadership as influencing others towards common goals and outlines democratic, autocratic, and laissez-faire styles. Important leadership theories covered include trait theory, behavioral theory, contingency theory, the managerial grid, and situational leadership theory. Likert's four styles of leadership are also summarized, ranging from exploitive-authoritative to participative.
Importance of mintzberg managerial roles in professional lifeSatyam Joshi
Henry Mintzberg conducted research in the 1970s to study what managers actually do in their daily work. He identified 10 managerial roles that fell into three categories: interpersonal roles of figurehead, leader, and liaison; informational roles of monitor, disseminator, and spokesperson; and decisional roles of entrepreneur, disturbance handler, resource allocator, and negotiator. These roles help define the wide range of responsibilities managers have in planning, organizing, leading, coordinating, and controlling their organizations. Managers can use Mintzberg's framework to assess their own strengths and areas for improvement.
Group relationships can be understood from traditional, interpretive, and critical perspectives. The traditional perspective focuses on communication competence in groups and views groups as organizational subsystems like quality circles, focus groups, and task forces. The interpretive perspective sees groups as social constructs defined by permeable boundaries and interdependence with contexts. Groups develop norms that influence conformity and sense-making around values and decision-making. The critical perspective, like Giddens' structuration theory, sees social structures as both enabling and constraining human action in a reciprocal relationship.
A useful distinction between managers and leadersAcquate
The words manager, leader, executive, and administrator are often used as if they were more or less interchangeable. Yet there is a vast difference in talent and skill set implied between calling someone a “real leader” or “a manager.” But what is it that determines such a distinction, and could it help identify critical competencies and clarify vital responsibilities?
In this session we will have a look at some important and useful distinctions between the capabilities and talents needed by administrators, managers, executives and leaders in order to be successful.
The document discusses the differences between a group and a team. It provides examples of using colored stickers to label the days of the week and describe their meanings. The colors are associated with different feelings and concepts. For example, red represents sacrifice and sex, blue represents nobility and tranquility. It also lists the rainbow colors in order and what they stand for.
A team is defined as a small group of consistent people committed to a shared purpose with complementary skills and a common approach. Effective teams have clear goals, competent members, shared commitment, collaboration, standards of excellence, and principled leadership. Team building activities aim to ensure the right people work together effectively by clarifying roles and responsibilities, communicating well, and resolving conflicts. The key characteristics of effective teams include shared objectives, shared leadership, trust, resource utilization, control procedures, problem solving, evaluation, and interpersonal communication.
This document outlines the roles and expectations for Health Systems Strengthening Officers (HSSOs) in Myanmar. It provides background on 14 HSSOs and their assigned townships. It then details the key responsibilities of HSSOs, which include conducting health assessments, facilitating township health plans, supporting supervision, and research. HSSOs are expected to strengthen planning, service delivery, financing, human resources, management, and infrastructure. They will receive training and provide training to others on topics like management, research, and evaluation tools. The overall goal is for HSSOs to help strengthen township health systems through improved planning, management, and monitoring over a four-year period using GAVI HSS funding.
1) The document presents the results of a data quality assessment conducted in 20 townships in Myanmar to evaluate the consistency and accuracy of health data from health facilities and registers compared to data collected from home visits.
2) The assessment found inconsistencies between facility reports and registers in some areas, though not all were statistically significant. Home visits also identified discrepancies with register data.
3) Service quality for antenatal care, immunizations and treatment of childhood illnesses was evaluated. Coverage of key services varied, and knowledge of danger signs and appropriate care seeking was limited in places.
This document summarizes the health supervision activities carried out by U Htun Lwin, a health assistant at Ngaphyugalay Rural Health Center in Thayarwaddy, Myanmar. It describes the supervisor's visits to 4 subcenters between January and June 2012 to monitor infrastructure, services, and community participation. The supervision identified areas for improvement like sanitation facilities and midwife collaboration. It also led to rebuilding a subcenter and holding health education sessions. The supervision strengthened midwife motivation and data quality but had weaknesses in technical skills and follow-up.
MacGregor's Theories X and Y provide contrasting views of employee motivation. Theory X assumes people dislike work and must be closely controlled, while Theory Y believes people can exercise self-direction and commitment toward organizational goals. Maslow's hierarchy of needs proposes that people are motivated to fulfill physiological, safety, love, esteem and self-actualization needs. Herzberg's two-factor theory distinguishes between job satisfiers like achievement that motivate employees and job dissatifiers like company policy that cause dissatisfaction. Sources of motivation can be intrinsic, from enjoyment of work itself, or extrinsic, from rewards and punishments. Praise is an effective motivator when sincere, specific and not overused.
The document discusses sex and gender. It defines sex as the biological differences between males and females determined at birth, such as reproductive organs and ability to bear children, which do not change. Gender is defined as the social and cultural roles, behaviors, and attributes placed on males and females in a society, which can change over time and vary between cultures. The document provides examples of sex characteristics like menstruation and voice changes during puberty. Gender roles and expectations like career choices, household duties, and parenting roles are influenced by societal and cultural norms. The document outlines how gender influences health across the lifecycle from birth through adulthood and old age due to both biological and social factors.
This document discusses Myanmar's sanitation progress and strategies. It provides an overview of the country's demographics and sanitation indicators. It then outlines Myanmar's sanitation approaches over time, shifting from supply-driven to demand-driven and introducing Community-Led Total Sanitation (CLTS) in 2011. The document details CLTS implementation methods and activities in Myanmar and pilot results in some townships. It recognizes challenges around sustainability and open defecation rates. The conclusion emphasizes continued efforts through the National Sanitation Campaign to achieve total sanitation coverage by 2015.
This document discusses several concepts related to coordination, collaboration, and strengthening health systems. It defines coordination as organizing different people or activities to achieve goals. Collaboration is working together to achieve a shared goal through knowledge sharing and consensus building. Cooperation is working harmoniously together, unlike competition. Community refers to a group sharing something in common and community participation involves empowering individuals and communities through ownership and involvement in health services. Health systems strengthening involves coordination of inputs, partnerships, and links between the health system and socioeconomic factors to improve efficiency, equity and effectiveness.
This document provides an orientation on quality maternal health care services in Myanmar. It discusses the global and national situations regarding pregnancy and childbirth, highlighting key maternal and neonatal mortality statistics. It outlines Myanmar's progress toward achieving Millennium Development Goals related to improving maternal health. The document defines essential reproductive health services, including safe motherhood, post-abortion care, birth spacing, sexually transmitted infections/HIV, and adolescent reproductive health. It emphasizes the need for skilled birth attendance and emergency obstetric care to reduce maternal and newborn deaths. The document also discusses focused antenatal care and the basic and comprehensive emergency obstetric care services required.
This document discusses effective drug supply management through quantification, which is estimating how much of each drug is needed. It describes the components of an effective system including selection, quantification, procurement, distribution, and use. Poor quantification can be seen through chronic shortages and surpluses, inequity between facilities, inadequate cost-effectiveness, irrational adjustments, and suppressed demand. The two main quantification methods described are the morbidity method based on standard treatments and episodes, and the consumption method based on past usage.
Here are the key points to get the most out of this guide:
- User 1 provides the most comprehensive approach to planning and delivering a full KS methods and tools workshop.
- The guide does not prescribe a set agenda, but rather provides options to choose from based on needs and objectives. This allows for customization.
- Getting familiar with the KS entry points, methods and tools presented will help in selecting appropriate options for different contexts.
- The workshop preparations section covers important considerations for effective planning such as needs assessment, learning styles, facilitation roles.
- Tips are provided throughout to support implementation of different sections of the workshop.
- Users 2 and 3 sections can also be referred to for ideas
Management involves efficiently using resources and people to achieve objectives. It is a systematic process that includes planning objectives, taking action through people, and assessing the effects of actions. The key aspects of management are planning, organizing, leading, and controlling. An organization transforms inputs into outputs through various activities and processes. Management has many branches that can be applied in different contexts such as technology management, human resource management, and logistics management.
This document discusses concepts of essential medicines. It begins by addressing some common misconceptions about essential medicines, such as them only being for poor people or mild diseases. It then provides the WHO definition of essential medicines as those that meet the priority health needs of most of the population and should be available and affordable. The rest of the document outlines three key concepts of essential medicines - access, quality, and rational use. It also discusses methods for quantifying medicine needs, including using morbidity data and adjusted consumption, and explains why quantifying needs is important for ensuring availability of quality medicines.
The document discusses management of type 2 diabetes patients in primary care. It notes that the majority of diabetic patients receive care from primary care physicians rather than specialists. A large study found little advantage for patients under the care of endocrinologists compared to family practitioners, except for improved foot care and lower infection risk. Overall health status and mortality were similar between the two groups. Effective management of type 2 diabetes requires addressing multiple factors including glycemic control, blood pressure, lipids, weight, and lifestyle changes.
The document discusses essential characteristics of effective national health plans. It outlines that national health planning has evolved from being led by health ministries to becoming more multidisciplinary and multi-sectoral. Key aspects of effective national health plans include the country context, the planning process, and plan content. The planning process should involve situation analysis, consultation, implementation, monitoring and evaluation. Plan contents should include vision, policies, strategies, programs and services to achieve universal health coverage. Challenges include weak health information systems, limited multi-sector engagement and financing gaps.
This document outlines the goals and objectives of Myanmar's National Immunization Program, including reducing under-5 mortality from vaccine-preventable diseases and reaching routine immunization coverage targets. It discusses strategies to strengthen routine immunization through the RED approach, which focuses on re-establishing outreach services, supportive supervision, community linkages, monitoring data use, and resource planning and management at the township level. Proper vaccine and equipment supply management, cold chain maintenance, and adverse event monitoring are also covered to help ensure vaccine quality and safety.
The document summarizes capacity building efforts of the USAID-funded Innovations in Family Planning Services (IFPS) Project in India from 1992-2012. The project focused on building capacities at individual, institutional, and societal levels. At the national level, it collaborated with the National Institute of Health and Family Welfare to conduct training courses and supported the creation of the National Health Systems Resource Center. In the states of Uttar Pradesh, Uttarakhand, and Jharkhand, the project strengthened state health institutes, implemented quality assurance programs, established mechanisms for decentralized planning, and built capacities of organizations implementing public-private partnerships for family planning services. Overall, the IFPS Project worked to develop sustainable
Trainers have to understand adult learning principles20 julyThurein Naywinaung
Trainers must understand adult learning principles to effectively teach adults. Some key principles include:
- Adults retain more information when they are actively involved through activities like role plays and discussions rather than passive listening.
- Learning should be relevant to adults' real-life needs and experiences.
- Adults learn best when new concepts are connected to their existing knowledge through techniques like questioning before providing answers.
The document discusses the concepts and functions of human resource management, including planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the different levels of management from top to low-level managers and their roles. The roles and responsibilities of human resource professionals in establishing procedures, developing methods, and advising managers on human resource activities are also covered.
This document discusses key concepts in management including definitions, nature, scope, and functions. It defines management as a process of getting work done through others to achieve organizational goals effectively and efficiently. The nature of management is described as a universal process, a factor of production, goal-oriented, and a system of authority. The scope of management covers the tasks, roles, functional areas, and its application in non-business sectors. Management functions include basic functions like planning, organizing, and controlling as well as dynamic functions such as decision-making, innovation, and administration.
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
This document discusses the concepts of management, organization, and the manager's job. It defines management as the process of planning, organizing, leading, and controlling organizational resources to efficiently achieve goals. Management is needed in all types of organizations. The key functions of management are planning, organizing, staffing, leading, and controlling. Management occurs at three levels: top level managers set strategy, mid-level managers implement plans, and lower-level managers supervise workers. Effective managers require technical, human relations, and conceptual skills. Finally, the document outlines several features of management, such as being goal-oriented and integrating human and physical resources.
This document discusses participative leadership. It defines participative leadership as involving followers in the decision-making process by describing problems, developing alternative solutions, and asking for input. It identifies two key participative behaviors as asking for opinions on alternatives and obtaining information from followers. Effective participative leadership requires skills like listening, self-monitoring, and conflict management. It can benefit followers through increased satisfaction, motivation and performance, while benefiting groups through improved decision-making and implementation. However, participative leadership also has disadvantages like being time-consuming and potentially frustrating employees if their ideas are not implemented.
Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is defined as the art of getting work done through others. Key functions of management include planning, organizing, staffing, directing, coordinating, reporting and budgeting. Management differs from administration in that administration determines overall policy while management focuses on executing policy. Effective management is important for organizations as it allows them to accomplish goals, utilize resources efficiently, coordinate activities, tackle problems, and adapt to changes.
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
This document provides an overview of classical management theories including scientific management, bureaucracy, and general administrative theory. It discusses the key contributors and principles of each approach. Scientific management, developed by Frederick Taylor, emphasized increasing efficiency through dividing work into tasks, implementing incentive pay, and adopting a scientific approach. Max Weber's bureaucracy theory described an ideal type of organization with division of labor, hierarchy, rules, and impersonal relationships. Henri Fayol's general administrative theory identified functions of management as planning, organizing, commanding, coordinating and controlling. While providing a foundation for modern management, the classical theories took a narrow view of organizations and overemphasized economic rewards and rules. However, some of their techniques related to work analysis and productivity improvements
This document discusses key concepts related to management and managing organizations. It defines management as planning, organizing, leading, and controlling resources to achieve goals efficiently and effectively. Managers are responsible for supervising resources including people, skills, knowledge, equipment, and finances. Organizational performance is measured by efficiency and effectiveness in satisfying customers and achieving goals. The four main managerial functions are planning, organizing, leading, and controlling. The document also outlines types of managers, areas of management, changing hierarchies, empowerment, self-managed teams, managerial roles and skills, competencies, and challenges for management in a global environment.
This document discusses key concepts in management including:
- Management is defined as working with and through others to achieve organizational objectives efficiently in a changing environment.
- Managers at different levels (top, middle, first-line) and in different functions (general, functional, project) play various roles in planning, organizing, leading, and controlling resources.
- Successful managers demonstrate skills like communication, conceptual thinking, initiative, and the ability to adapt to changing business needs and environments.
- The role and skills required of managers is evolving as organizations grow in size and complexity and business environments become more global and technology-driven.
This document discusses management concepts and provides definitions of key terms. It summarizes Armenia's positions related to management in the Global Competitiveness Report, and defines management, organization, and manager. It also outlines the management process including planning, organizing, leading, and controlling. Effectiveness and efficiency are discussed as important criteria for measuring management. The roles and skills required of managers are summarized.
This document discusses leadership and motivation. It defines leadership as a social influence process that causes others to achieve organizational goals. Effective leadership involves creating a vision, communicating that vision, and setting an example to inspire others. The document compares managing, which focuses on tasks, to leading, which focuses on gaining commitment. It examines different leadership styles and approaches, including trait, behavioral, power-based, situational, empowering, and transformational leadership. The document also defines motivation and discusses Maslow's hierarchy of needs and McClelland's theory of achievement, power, and affiliation needs as approaches to motivate employees.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
General Management Course - 16th -27th February 2015Donald Donald
This document provides an overview of a general management course taking place from February 16-27, 2015 in Otjiwarongo, Namibia. The course objectives are to define management, differentiate leadership and management, and develop positive management skills. It discusses why management skills are needed, common causes of business failure, and the roles, principles, and functions of management. It also covers various branches of management including human resources, project, operations, and strategic management. Finally, it outlines the development of management theory and schools of thought on management.
principles and practices of management final ppt (1).pptYeziehalemDamtie
Managerial competencies are sets of knowledge, skills, behaviors, and attitudes that contribute to personal and managerial effectiveness. They include communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management abilities. Understanding managerial competencies is important for organizations to develop successful leaders, address weaknesses, and improve performance. Material management aims to obtain the right quality and quantity of materials at the right time, place, and cost through techniques like forecasting, purchasing, storage, inventory control, and supplier relationship management. It helps organizations achieve goals in a cost-effective manner.
Management involves planning, organizing, staffing, directing, and controlling organizational activities to achieve goals. Managers play an activating role and are responsible for the success of an organization. A manager is defined as the person responsible for planning and directing the work of individuals, monitoring their work, and taking corrective actions. There are typically three levels of management in a large organization: senior/top management who make strategic decisions, middle management who carry out top-level decisions, and lower management who ensure plans are carried out. The key functions of a manager include planning work, making decisions, delegating tasks, solving problems, coordinating activities, setting targets, guiding subordinates, and controlling deviations from plans.
This document provides an introduction to management. It discusses that management involves five key functions - planning, organizing, staffing, directing and controlling - to achieve organizational goals efficiently using resources like people, money, machines and materials. Each function is described in detail, with planning covering determining objectives, types of planning, principles and steps. Organizing discusses division of work, assigning tasks, developing hierarchies and coordination techniques. Staffing, directing and controlling are also defined. The document also covers managerial skills, roles, types of managers and decision making.
Leadership development Leadership developmentRafikulRaheman1
The document discusses leadership development and provides information on various leadership topics. It begins by defining leadership and distinguishing between leaders and managers. It then discusses different leadership styles, the benefits of becoming a leader, and steps someone can take to develop leadership skills. These include self-awareness, continuous learning, effective communication, building confidence, and leading through service. The overall document serves as a guide for understanding leadership concepts and developing strong leadership abilities.
The document discusses the principles of management, including defining management as the process of planning, organizing, leading, and controlling people and resources to meet organizational goals. It explains the primary functions of management and different types of managers, their roles, and how managing people well can provide advantages like a competitive edge through a stable, reliable workforce.
This document outlines the training management cycle used by a health organization. It includes 5 components: 1) Needs assessment to identify gaps, 2) Annual training plan development, 3) Implementation of individual trainings following preparation, planning, and implementation steps, 4) Assessment of trainings through short and long-term evaluations, and 5) Recording and reporting on training outcomes to inform future planning. The needs assessment uses various methods like questionnaires, reports and discussions. Individual trainings are implemented according to a curriculum and involve lectures, practice, and assessment. Evaluations are conducted before, during, and after training to assess knowledge and skills.
The document discusses several issues related to health workforce planning, production, and management in developing countries. Some key points include:
1) Health workforce planning seeks to ensure the appropriate number, distribution, skills, and motivation of health workers to deliver healthcare.
2) Issues like mismatched training and jobs, lack of rural positions, and emigration of physicians hamper effective health workforce management.
3) Factors like education, management, financing, policy, partnerships, and leadership influence a country's ability to develop, sustain, and optimize its health workforce.
The document discusses health care financing in Myanmar. It outlines the goals of a health system to provide good health outcomes, responsiveness, and fairness in financing. It then describes the various methods of health care financing in Myanmar including tax-based public financing, user fees, social security benefits, out-of-pocket payments, donor funding, health insurance, and community-based health insurance. It notes that Myanmar aims to explore alternative financing systems to augment roles of other providers and strengthen universal coverage while protecting people from financial hardship due to illness.
This document provides an overview of health systems and their development and strengthening. It defines a health system and its key goals of good health outcomes, responsiveness, and fairness in financing. The six building blocks of a health system are described as service delivery, health workforce, information, medical products/vaccines/technologies, financing, and leadership/governance. Health system strengthening is defined as initiatives that improve one or more of these functions to enhance access, coverage, quality or efficiency. The document discusses challenges faced by health systems and some opportunities to address them.
This document outlines a health system development programme in Myanmar from 2006-2011. It had three main objectives: 1) Promote health systems research to improve performance; 2) Explore sustainable health financing mechanisms; 3) Expand international cooperation. The programme included three projects: 1) Health systems research; 2) Developing alternative financing; 3) International health cooperation. It identified strengths like disseminating research and developing tools, but also weaknesses like lack of funding and dissemination of findings. The programme aimed to address gaps in service delivery, coordination, and human resources to improve access to essential health services.
This document outlines a health system development programme in Myanmar from 2006-2011. It had three main objectives: 1) Promote health systems research to improve performance, 2) Explore sustainable health financing mechanisms for equitable services, and 3) Expand international cooperation in line with their long term health plan.
The programme consisted of three projects: 1) A health systems research and development project, 2) A project developing alternative health financing mechanisms, and 3) An international health cooperation project.
Key strengths identified for health systems research included disseminating research skills and developing tools for strengthening the health system. Strengths for health financing included initiating assessments and exploring new financing schemes. Weaknesses identified lack of funding support for research
This document discusses sex and gender as they relate to health. It defines sex as the biological differences between men and women determined at birth, while gender refers to the social roles, behaviors, and attributes placed on men and women within a culture. It describes how gender influences health across the lifespan, with women facing greater health burdens due to biological and social factors like childbearing, gender-based violence, and lack of autonomy over healthcare decisions. The document presents a framework for measuring access to quality, gender-sensitive healthcare that considers the comprehensiveness of information provided, services offered, respect for human rights, technical competence, and healthcare infrastructure and facilities.
This document discusses gender differences in tobacco use patterns and how the tobacco industry markets differently to women and men. It notes that while smoking rates have peaked in men, they are still rising in women. The tobacco industry uses gender stereotypes and images of independence and beauty in advertisements targeted towards women in magazines. Protecting both women and men from gendered tobacco marketing and ensuring gender-sensitive tobacco control policies are important aspects of reducing tobacco use worldwide.
1) The document discusses the differences between sex and gender, where sex refers to biological differences while gender refers to roles and identities that are socially constructed.
2) It explains that gender roles and expectations can lead to inequalities in areas like power, decision making, assets, and freedom between men and women.
3) The roles and responsibilities assigned to men and women are context specific and can change over time across cultures and societies.
This document summarizes CEDAW-related health implementations in Myanmar. It discusses how Myanmar aims to eliminate health discrimination against women through gender-specific services for pregnancy and implementing General Recommendations 14, 15, 19, and 24 of CEDAW. This includes combating HIV/AIDS through prevention and treatment programs, addressing gender-based violence, harmful traditional practices, and women's reproductive health and rights. The Ministry of Health collaborates with various partners to provide healthcare in line with international commitments like CEDAW and MDGs.
The document discusses gaps in Myanmar's health system that hinder progress on MDG goals related to child mortality. It identifies gaps in service delivery, program coordination, and human resources. The Health Systems Strengthening goal is to improve essential health services for mothers and children by strengthening coordination, planning, and human resources management. Key activities include expanding service access in remote areas, developing guidelines for coordinated township health plans, researching effective health financing schemes, and ensuring adequate staffing levels according to national standards. Outcomes will be measured by coverage indicators like DTP3 and skilled birth attendance rates.
This document outlines a framework for measuring women's access to quality, gender-sensitive health services. The framework includes 5 components: 1) Comprehensiveness of information, 2) Comprehensiveness of women's health services, 3) Respect for women's human rights, 4) Technical competence of providers, and 5) Infrastructure and facilities. Each component contains several indicators to assess gender equality and women's human rights in health services, such as availability of women providers, informed consent practices, integration of related services, and infrastructure meeting gender needs. The framework aims to evaluate health services based on women's experiences and promote equitable, rights-based care for women.
- The document discusses the implementation of a Maternal and Child Health (MCH) Voucher Scheme and Hospital Equity Fund (HEF) in Myanmar to improve access to essential maternal and child health services for poor families.
- The MCH Voucher Scheme will provide vouchers to cover costs of antenatal care, delivery, and postnatal care services for poor pregnant women. The HEF will cover costs of emergency transport, procedures, and hospital stays for poor mothers and children requiring emergency or life-saving care.
- Initial data on expenditures through May-July 2012 from several pilot townships shows that the funds are being used to cover costs of services, drugs, transportation, and accommodations for beneficiaries
This document summarizes the implementation of a package tour by midwives to provide health services in remote villages in Myanmar. The midwife describes traveling long distances by public bus, cycle taxi, and walking for 7 hours to reach Bawgahta subcenter. Health services like antenatal care, immunizations, weighing children, and health education are provided through group activities. Strengths include providing multiple services in one visit and reaching unserved villages. Constraints include the time needed to gather communities, lack of cooperation from village authorities, difficult travel during rainy season, inadequate supplies, and missed deliveries while traveling between villages.
The document summarizes activities conducted as part of the GAVI-HSS assessment in Bhamaw and Shwegu townships. Eight system areas were surveyed including health management, human resources, finance, and data quality. Hard to reach villages were identified for package of health services including immunization, MCH care, nutrition, and health education. Status updates on implementation of package of services show progress made in visiting identified villages, as well as coverage indicators like ANC and SBA rates. Challenges faced and areas for improvement are also discussed.
The document describes a Coordinated Township Health Plan (CTHP) being implemented in 20 townships in Myanmar. The CTHP focuses on system planning for maternal and child health, immunization, nutrition and environmental health. It establishes monitoring and evaluation frameworks and develops RHC plans with sub-RHC participation. Initial results from January to June 2012 show the CTHP delivered services to 63.4% of the planned population across the 20 townships. The CTHP addresses gaps like a lack of coordination, access to health services, and operational financing. It provides a package of essential drugs and equipment to health centers. Expansion to additional townships is proposed.
This document summarizes the sources of financing for township health systems in 20 townships in Myanmar in 2012. It finds that the main sources of overall financing were government contributions (67%), projects (5%), and community trust funds (29%). However, when only considering operational financing, government contributions made up 79% while projects and community sources each contributed less than 2%. It also notes that while most townships had mechanisms to exempt the poor from costs, not all mechanisms covered all poor residents.
The document summarizes infrastructure conditions at rural health centers (RHCs) in 20 townships based on HSS assessments. It finds that of 120 RHCs:
- 33 need renovation
- 7 need new construction
- 117 midwife stations have no building
- 60 RHCs have labour rooms and 23 have electricity from EPC
It describes specific infrastructure issues in townships like Mudon, Pyinmana, Shwegu, Yedashe, Bamaw, Thaton, and Hsipaw. In conclusion, infrastructure is needed to motivate midwives, prioritization is required to address the most urgent needs first, and the HSS program can renovate some facilities while other donors are asked
This document summarizes health system assessments conducted in 20 townships in Myanmar between 2010-2011. It identifies several health system gaps including a lack of integrated township health planning, irregular supervision, and challenges in service delivery to hard-to-reach areas. Barriers to access included physical barriers like poor infrastructure, as well as economic barriers due to high transportation costs, and social barriers such as language and traditional beliefs. Maps were created to identify over 1,100 hard-to-reach villages across the townships. The assessments aimed to establish a baseline and inform the development of coordinated township health plans.
The document outlines a health systems strengthening proposal and implementation plan for Myanmar. It discusses 3 key gaps in service delivery, program coordination, and human resources. The proposal aims to address these gaps through strengthening essential health services, improving coordinated township health planning, and better distribution and skills of health workers, especially in hard to reach areas. Key activities include developing guidelines, training, infrastructure improvements, and strengthening management and financing. The goal is to improve coverage of maternal and child health services and immunizations to support reductions in under-5 mortality. Implementation will focus on 180 townships selected based on low coverage criteria over 4 years. Monitoring indicators track health system capacity and coverage outcomes.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Mgt&leadership
1.
2. Management
What is Management?
Management is getting things done.
Management is getting thing done through
people.
Management is efficient use of resources.
Management is getting people to work
harmoniously together and to make
efficient use of resources to achieve
objectives.
Management is to make decision
3. Management
Management is a set of functions that help the
organization to work cohesively and achieve its
objectives.
Management is about getting results.
It is an organized process that guides the utilization of
various resources such as human, financial and material
in order to meet a desired organizational goal taking into
consideration consumers’ demands (clients’ needs), and
the political and economic situation (emphasis on goal)
Management is referred to the tasks and activities
involved in directing an organization or one of its units
4. Management
• Planning, organizing, leading and controlling: the art
of getting things done by and through people
Planningdefining
organizational GOAL
ControllingConsciously monitoring
performance & take
corrective actions
Organizing- Process of
creating a structure
Leading-Getting others
to perform the tasks
necessary to achieve the
organizational goal
5. The Organization and its environment
• An organization exists to perform work.
• This is achieved by activities which transform
(process) inputs into outputs:
• Environment-Internal/External
ORGANIZATION
O
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PROCESS
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6. TMOs are Managers
TMOs are
leaders of township health teams
providing shared vision and direction
managerial responsibilities include
planning,
overseeing the budget and
ensuring that programme activities
organized and implemented smoothly on a daily basis
TMOs know
roles and responsibilities of BHS
optimize and consolidate the effective and efficient use of available
resources
identify leadership and managerial roles.
7. Evolvement of Management
Managers Administer-The managers and staff are seen more
as machines
Managers Manage-The manager has somewhat of a heroic
role. He or she is expected to know the
answers to questions, to find the solution to problems, and to
take decisions, especially the important ones
Managers Lead- The manager's role shifts from the
independent, heroic, 'knowing' and problem solving, to the
interdependent facilitator of problem solving and decision
making processes.
10. Te
chn
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Branches of Management
Hu
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11. Branches of Management applied to daily life
Facility
Behavioral Mgt
Fin
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12. Knowledge Management
• Is about creating an exciting environment
within the organization that will promote the
creation and transfer of knowledge
(Kermally 2002)
It involves changing the organizational
culture to one of sharing
Requires…
visionary leadership
motivated staff
process and practices that
will facilitate this sharing
13. Knowledge Management
Knowledge could be better optimised if we could
capture information not normally captured.
Some knowledge related to experience,
wisdom and empathy of one’s own ....
usually are not documented.
Knowledge management is therefore
about how to capture that information
related to how individuals reason and
make their expertise available
...video conferencing, e-mails, networks
14. Four stages of knowledge conversion
• Socialization – by sharing experience & on-thejob learning: at meetings to discuss work related
projects and problems (tacit knowledge)
• Externalization – describing this knowledge
in the forms of metaphors/analogies
• Combination – taking theoretical or explicit
knowledge & integrating with metaphors or
analogies
•Internalization– information is taken &
followed to gain further knowledge and
understanding. This information is modified
as people learn by doing- refined
15. Continue Learning of PEOPLE
Sk
ills
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ge
ed hy t
wl ,w
Competent (how
n o t to
t o)
K a
wh
(
Desire
(want to)
Individual learning
Team Learning
Organization Learning
16. Managerial Skills
1. Communication skills -these include
leading meetings, facilitation,
negotiation, conflict resolution public
speaking, effective writing, crosscultural communication...
2. Organising skills-which may cover
planning, monitoring, problem-solving,
evaluation, co-ordination, programme
management, decision making, time
management...
3. Supervising skills-such as delegation,
motivation, performance management,
coaching and developing staff...
17. Managerial Competencies
1. Self Management
2. Strategic Action
3. Global Awareness
4. Team Work
5. Planning and Administration
6. Communication Competency
18. Self Management
• Self awareness
• Self identification of strengths/weaknessdevelopmental needs ….in leadership
….in motivation
….in ethics
….in many other areas
• Continued self assessment
• Integrity and ethical conduct
• Personal drive and resilience
• Balancing work and life demands
19. Self Management
We are measured
• not by what we are, but by the
perception of what we seem to be,
• not by what we say, but how we are
heard; and
• not by what we do, but how we
appear to do it.
20. Strategic Action Competency
• Developing broad strategies that can be
translated into clear goals and practical action
plans
• Proactive vs Reactive
• Formulation of contingency plans to minimize
risks
• Understanding the organization
• Taking strategic actions
21. Global Awareness Competency
• Staying abreast of important global trends that
have significant impact on the organization
• Recognition of global trends
organization's plans and growth
on
the
• Being sensitive to key cultural differences and
understanding the consequences of cultural
differences for the organization
22. Teamwork Competency
• Creating a supportive environment
• Trust/ Productive management conflicts
• Collaboration and constant information sharing
• Problem solving/ decision making
(Forming, Storming, Norming, Performing, Adjourning)
• Managing team dynamics
• Ability to cultivate an active network of relationships
and relate well to others
23. Planning & Administration Competency
• Information gathering, analysis & problem
solving
• Setting clear and challenging goals
• SWOT analysis
• Adequate control & clear guidance
& Swift decision making
• Planning and organizing projects
• Time management
24. Communication Competency
• Informal communication
• Formal communication
• Negotiation (an agreement)
• Free flow of information upward, downward and
laterally (feedbacks)
• Listening and informing others
• Fostering open channels and negotiating with
others
25. Feedbacks
• Not an end it itself
• Increases communication links
• Gives information on site overall strengths
and weaknesses
• Gives insight on what we can do differently to increase
effectiveness
• Focus on skills and behavior, not on personality or
style
• Improve performance
29. LEADERSHIP
• Leadership is the key factor differentiating the
“average” from the “excellent”
• Leadership is action or a process, not position
• The activity of leading a group of people or organization
or the ability to do this
• Leadership is creating a vision
• Leadership is the process of influencing and activities of
a group in efforts towards goal achievement in a given
situation
• the process of persuasion and example by which an
individual (or leadership team) induces a group to take
action that is in accord with the leader’s purpose, or the
shared purposes of all
30. When asked, “what is leadership”, people tended to
answer in one of the four main categories.
• Power: the ability to have people follow your
agenda.
• Persuasion: the means to motivate.
• Vision: a leader provides the vision.
• Empowerment: a leader enables and empowers
others to do their request
31. Power
The potential or ability of the leader to effect
particular desired subordinate behaviours.
(French and Raven, 1968)
32. Main Sources of Power
• Reward Power – derived from the belief of individuals that
compliance brings rewards: the ability to distribute rewards
contributes considerably to the extent of a leader’s power.
• Coercive Power – making it plain that non-compliance will
bring punishment.
• Expert Power – exercise by people who are popular or admired
and with whom the less powerful can identify.
• Legitimized Power – power conferred by the position in an
organization held by the leader.
• Charismatic Power – power is given to the leader because the
user wants to be liked.
• In some cases others are attracted to the leader by virtue of
33. Authority-empowers
• Is legitimacy, as perceived by subordinates in which
subordinates accept and obey the will of the leader
because they perceive that he or she has the right to
command and they have an obligation to obey.
(Weber cited by Gerth and Mills, 1946)
34. Influence-Vision
Is the act of controlling and effecting a
particular subordinates behavior.
(French and Raven, 1968)
37. Critical success factors of effective
leadership
•
•
•
•
•
•
•
Ability and commitment to motivate people
Excellent interpersonal skills
Ability to learn on the job
Hard work and working smarter
Linking strategic planning to implementation
Facilitating teamwork
Facilitating organizational development.
38. Leadership Styles
1. Autocratic leadership
•
•
•
•
•
All authority centering in the leader
Leader has absolute power over their workers or team
Staff and team members have little opportunity to make suggestions
Leader makes decisions and announces them to staff
Communication seems to be one way from leader to follower
Advantage
Disadvantage
• Fast speed with which decisions can
Most people tend to resent
being be made, for instance in case of
treated this way, effects on
emergency- Style saves time
group morale
•
Decision is usually clear and final
Other, better options may
not be considered
39. Leadership Styles
2. Democratic leadership
• Leader takes suggestions and wishes of all members
• All members of the team are seen as important contributors to the
final decision
• Participation is required to encourage members’ commitment to the
decision
Advantage
Disadvantage
• Increased morale and support of the
Slower decisions, diluted
team members- Staff feel involved
accountability for decisions
and may not always be the
best solution
• It increases job satisfaction and also
Participation takes time
helps to develop people’s skills
and can take more time to
get final result
40. Leadership Styles
3. Laissez faire leadership
• The French phrase means “leave it be"
• Leader attempts to exercise very little control or influence over
group members
• Leader leaves team members to work on their own
Advantage
Disadvantage
• Gives opportunity for individual
Lack of group unity and
development
consistency towards
achieving organizational
goals
• Can be effective when individual
team members are well experienced
and skilled self-starters
41. Leadership Styles
4. Bureaucratic leadership
• Leader works “by the book”
• Follows rules strictly
• Leader ensures team members to follow procedures precisely
Advantage
Disadvantage
• Appropriate for specified jobs involving Can become bored
serious and safety risks Eg: where they
have to work with machines in handling
toxic substances or where large sum of
money is involved-such as handling cash
42. Leadership Styles
5. Charismatic leadership
• Charismatic leadership is when a person assumes or is given the role
of leader based on his or her charisma or charm
• Leader stimulates a lot of enthusiasm in his team and very energetic
in driving others forward
• Leader tends to believe more in himself than in his team
• His influence derives mainly from his personality
Advantage
Disadvantage
• Followers love him and look only The entire organization into his
face
might collapse if the leader leaves
• People who follow that leader
will ensure goals are achieved
out of respect for the leader
Can be subject to corruption as the
leader knows that the people will
likely follow no matter what
43. Leadership Styles
6.Task-Oriented leadership
• Focus on getting the job done
• Leader tends to be quite autocratic, actively defining the work and
roles required, put structures in place, plan, organize and monitor
• Leader does not think much about the well-being of his team
Advantage
• Finish job in time
Disadvantage
Less motivated staff
More turnover of staff
44. Leadership Styles
7. Transactional leadership
• Transaction is usually the organization paying the team members in
return for their effort and fulfillment of job
• Leader can punish team members if the work does not meet the predetermined standard
• Team members agree to obey their leader totally in accepting the job
Advantage
• Good to practice for short term task
Disadvantage
This is more like a type of
management than a true
leadership style
Limitations for knowledge
based or creative work
45. Leadership Styles
8. Transformational leadership
• Leader has integrity, sets clear goals & clearly communicates a vision
• Transformational leadership was found to influence team
performance and team potency.
• Leader challenges each person to be all that they can be and more
• Leader sets a good example and expects the best from the team,
encouraging productivity and innovation
• Leader encourages, supports and influences attitude of staff
• Inspires and focus more on team’s interests and needs
Advantage
Disadvantage
• Development of whole organization
NONE
• If the leader leaves it is likely a new
one will step into place and the work
will continue until completion.
46. Transactional and Transformational Leaders
Transactional Leaders
• Contingent reward – contracts
exchange of rewards for effort,
promises
rewards
for
good
performance,
recognizes
accomplishments.
• Management by exception (active) –
watches and searches for deviations
from rules and standards, takes
corrective action.
• Management by exception (passive)
– intervenes only if standards are not
met.
• Laissez-faire – lacks responsibilities,
avoids decision-making.
Transformational Leaders
• Charisma – provides vision and a
sense of mission, instills pride, gains
respect and trust.
• Inspiration – communicates high
expectations, uses symbols to focus
efforts,
expresses
important
purposes in simple ways.
• Intellectual
stimulation
–
promotes intelligence, rationality
and careful problem solving.
• Individualized consideration – gives
personal attention, treats each
employee individually, coaches and
advises.
47. Managers v Leaders
Change
Leadership
• Emphasis on growth &
change/acceptable risk
• Peacemaker, conflict
risked as inevitable to
growth
• Emphasis on attitudes
• Emphasis on skills
• All can win through
• Win-loose power orientation
expansion
• Administers
• Innovates
Traditional Management
• Focus on stability, avoiding
risk
• Peacemaker, avoidance of
conflict
48. Managers v Leaders
Focus
Traditional Management
• Extrinsic motivation (stick or
carrot)
• Today
• Short-term task
• You serve me
• Hierarchical
• Low involvement
Leadership
• Intrinsic motivation (the
extra mile)
• Day after tomorrow
• Longer-term process
• I serve you
• Partnership
• Empathy
49. Managers v Leaders
SELF
Traditional Management
• Externalizes responsibilities,
tendency to “wait and see”
• Them (tendency to blame,
premise of incompetence in
others)
• Linear thinking, intellect
dominates
• Positional power
emphasized
Leadership
• Assumes responsibility to
change
• Me and them (trust in
innate desire to learn)
• Systems thinking, balance
between intellect and
passion
• Competence emphasized
52. 10 Easy steps to develop Leadership skill
1. Humility: be humble to people
• Be genuinely interested in them and listening to them.
• Then they will naturally be interested in you and listen to what you
have to say.
2. SWOT Yourself:
• useful key to gain access to self-knowledge, self remembering, and
self-honoring
• List all your Strengths- including accomplishments
Weakness-including fear, anxieties & doubts
Opportunities-available to you for using your strengths
Threats-obstacles that are currently blocking you
53. 10 Easy steps to develop Leadership skill
3. Follow Your Bliss
• Always take time to do what you love doing regardless of how busy
you are, reading, jogging, painting, ----2-3 hr per wk.
• If videotape yourself, will be shocked to see how much time goes to
waste!
4. Dream big
• Write down your One Biggest Dream the one that excites you the
most.
• Remember, don’t be small and realistic, but be bold and unrealistic!
• Go for Gold, the Nobel, the Oscar, the highest you can possibly
achieve in your field.
• After you’ve written down your dream, list every single reason why
you CAN achieve your dream instead of worrying about why you
can’t.
54. 10 Easy steps to develop Leadership skill
5. Vision
• Without a vision we perish
• Visualize what it would be like accomplishing your dream. See it,
smell it, taste it, hear it, feel it in your gut.
6. Perseverance
• Victory belongs to those who want it the most and stay in it the
longest.
• Now that you have a dream, make sure you take consistent action
every day.
• I recommend doing at least 5 things every day that will move you
closer to your dream.
55. 10 Easy steps to develop Leadership skill
7. Honor your word
• Every time you break your word, you lose power.
• Successful leaders keep their word and their promises.
• You can accumulate all the toys and riches in the world, but you only
have one reputation in life.
• Your word is gold. Honor it.
56. 10 Easy steps to develop Leadership skill
8. Get a Mentor
• Find yourself a mentor.
• Preferably there is someone who has already achieved a high
degree of success in your field.
• Don’t be afraid to ask. You’ve got nothing to lose.
• You can even find suitable mentor through a website by filling your
profile.
57. 10 Easy steps to develop Leadership skill
9. Be Yourself
• Use your relationships with mentors and great leaders as models
but do not copy or imitate them like a parrot.
• Everyone has vastly different leadership styles.
• Be yourself, your best self, always competing against yourself and
bettering yourself, and you will become a first rate YOU instead of a
second rate of somebody else.
58. 10 Easy steps to develop Leadership skill
10. Give
• Finally be a giver. Leaders are givers.
• By giving, you activate a universal law as sound as gravity: “life
gives to the giver, and takes from the taker.”
• The more you give the more you get.
• If you want more love, respect, support, and compassion give love,
give respect, give support and give compassion.
• As a leader, the only way to get what you want is by helping enough
people get what they want first.
• Sir Winston Churchill once said: “We make a living by what we get,
we make a life by what we give.”
59. As a leader do you?
• Articulate and share a vision with staff and
invite them to share, comment upon, or
critique this vision?
• Reduce barriers, territoriality, and other
obstacles to creative collaboration,
coordination, and communication?
☛ Assess issues and factors that could make
you a more effective leader.