2. Learning objectives
At the end of the chapter the learner shall be able
to:
• Define staffing as part of management function
• Mention steps involved in acquisition of
human resource
• List issues in human resource planning
• Define health care financing
• Components of health care financing reform
• Describe budgeting
• Mention the budget sources for health sectors 2
4. Introduction
Resources may be:
Material (such as buildings or other capital goods
and the income they generate),
Human (staff and their expertise and the availability
of external skills) or
Non-material assets such as time, data,..
Both governments (including ministers of health and
finance) and NGOs must use resources carefully.
4
5. Resource Management can be classified in to:
•Human Resource for Health Management
•Financial Management
•Material resource Management
•Management of Health Information
•Managing Time
•Management of space
5
7. What is HR?
• Is the set of individuals who make up the workforce of the
organization
7
8. What is HRM?
Definition:
• HRM is concerned with the people dimension in
management.
• The process of accomplishing organizational objectives by:
Acquiring, Developing, Retaining and Properly Using human
recourses in the organization
• Acquisition of human resource includes: Human resource
planning, recruitment, selection and orientation
• Retention activities include performance appraisal,
placement, training and development, discipline and
corrective counseling, compensation and benefit
administration and safety and health.
8
9. HRM cont’d...
HRM includes seven basic activities:
1. Human resource planning
2. Recruitment
3. Selection
4. Socialization/Orientation/induction/
5. Training and Development
6. Performance Appraisal
7. Promotions, Transfers, Demotions, and Separations.
9
10. 1.Human Resource Planning
• Is process of forecasting an organization's future
demand for, and supply of, the right type of people in
the right number that help the organization achieve its
overall objectives.
• Steps in the planning process:
1. Assessing current human resources
2. Assessing future human resources needs and developing a
program to meet those needs
3. taking into account analysis of both internal and external
factors.
4. Planning for recruiting & development of employees
10
11. 2. Recruitment
• Recruitment is the process of attracting people to apply
for a job.
• It involves searching for and attracting potential
employees either from within the organization or outside
the organization
• It is the process of making applicants available for
selection.
11
12. Recruitment cont’d...
• Recruitment includes:
Job description: A document that identifies a particular job,
provides a brief job summary, and lists specific
responsibilities and duties of the job including its location on
the organization chart.
It specifies what is done, where is done, and how is done
It describes the job and not the employee
It is prepared for the job, irrespective of who is placed on it.
Note: Every employee should be provided with a job
description.
12
13. Recruitment cont’d...
Example: Woreda Health Manager
• Duties may include hiring, training, and
Supervising health posts’staff, administrative
staff, rating employees, and reporting to top
mangers
13
14. Recruitment cont’d...
Job specification: Job Specification specify
the kind of person needed to fill the job that
you have just described
To be as precise as possible about the skills,
knowledge, qualifications and
attributes/experiences that are required for
the job
It is essential for setting minimum standard
14
15. 3. Selection
It is the process of choosing individuals who can
successfully perform a job from available candidates
It is a critical process in management and requires
constant attention, interest and concern of
management.
What are the selection tools?
The three sources of information used in selection
are application forms, testing and pre-employment
interviews
15
16. Activity
What are the advantages of selecting the right
person at the first time?
16
17. Comment
The right person is more productive.
The right employee learns faster.
The right person requires less supervision
and training.
The right employee is more likely to stay on
the job.
17
18. 4. Introduction (Socialization)
• When the candidates or the best applicant is selected
and offered a job, it is necessary to introduce the new
employee to the philosophy, rules and polices, etc. of
the organization.
• Thus, before the employee begins his/ her work, he/she
should be assimilated to job and organizational
environment.
• It is a program designed to help employees to fit into
the organization smoothly
• Enables the new employees to become familiar with the
entire organization as well as their own work area and
department
18
20. Socialization cont’d…
Employee’s concerns:
• Anxious/ worry (new environment)
• Perception of the tasks and performance
• Experience in relation to job &organization
• How to go along with other employee
• Personal and family problems.
Solutions Socialization programs
20
21. Activity
In pairs;
• Reflect your experience when you arrived at your work
place for the first time.
• List what the organization/supervisor has done for you
with regard to the work environment.
• Have you faced any challenge? How did you resolve it?
21
22. 5. Training and development
Training begins the very first day, which is
designed to improve the person’s skills and
knowledge to do the current job at high level.
Designed to provide learners with the
knowledge and skills needed for their present
jobs
Is short term, task oriented and targeted on
achieving a change of attitude, skills and
knowledge in a specific area.
Development: Involves learning that goes
beyond today's job – more long-term focus
22
23. Training Vs Development…
Training
Focuses Current job
knowledge & skill
Limited to job related
knowledge & skill
Is short term in nature
Is for better performance
in current job
Development
Focuses Future job tasks
knowledge & skill
An overall growth
Long term
Is for better performance
in future jobs
23
25. 6. Performance Appraisal….
The process by which an employee’s contribution to
the organization during a specified period of time is
assessed.
It is the process through which a manager measures
employees’ activities and output against
organizations objectives.
It involves measuring actual performance of an
employee and providing information about his/her
strengths and weakness
It is systematic, periodic review and analysis of
employees’ performance.
25
26. Performance Appraisal cont’d…
Purpose:
• To give feedback,
• To recognize outstanding performance,
• To locate the need for additional training
• To identify candidates for promotion
26
27. Performance Appraisal
Types: informal appraisal and formal systematic
appraisal
• Formal appraisals: A systematic feedback about
performance (semi-annually or annually)
• Purpose: to give feedback, to recognize
outstanding performance, locate the need for
additional training and identify candidates for
promotion
• Informal appraisals
– Informal appraisal:-Feedback on day-to-day
performance (strength/weaknesses)
27
28. Who Appraises Performance?
• Self
– Self appraisals can supplement manager view.
• Peer appraisal
– Coworkers provide appraisal; common in team
settings.
• 360 Degree
– A performance appraisal by peers, subordinates,
superiors, and clients who are in a position to
evaluate a manager’s performance
28
30. 7.Promotion, Transfer, Demotion & Separation
Promotion
• Moving to a higher position and responsibility
• Recognize outstanding performance
• Should be fair (merit-based)
Transfer
Shift to other positions without change in status or pay.
• For experience
• To fill gap
• To keep promotion ladders open
• To keep individuals interested in the job sometimes,
for those with inadequate performance
30
31. Demotion and Separation cont’d… w
Demotions occur when an employee is moved from one job
to another that is relatively lower in pay, responsibility
and/or organizational level.
When the organization’s policy is violated.
Steps:
– Counseling/Advising
– Warning
– Probation/experimentation
– Suspension
– Disciplinary transfer
– Demotion&
– discharge separate
• “For poor performance, separation is better than letting the
employee stay on the job”.
31
33. Introduction
• Sub-Saharan African countries strive to
achieve the MDGs and now they set the post-
MDG agenda for sustainability of the
national health targets
• Despite their efforts, however, health systems
are facing challenges of;
Rapid population growth,
Increasing burden of chronic diseases,
and
Natural& man made catastrophes
33
34. Introduction ……
• These are placing an additional burden on
the already stretched health systems, and
inequity
• Due to these factors (Rapid population
growth, increasing burden of chronic
diseases, and Natural& man made
catastrophes), the cost of health care has
been rising
34
35. Introduction ……
• Though the establishment of universal
health care coverage would bring the MDGs
& SDGs a lot closer, it requires strong health
financing systems
• Thus, there is a need to discuss better ways
of financing health care so as to achieve
universal health coverage, equity, and
efficiency
35
36. What is Health Care financing?
• Health care financing is a mechanism that deals
with mobilization, allocation and utilization of
health resources to meet the health service needs
of the people. Or
• It is a process of revenue collection, risk pooling,
and purchasing of goods and services for the
purpose of improving the population health.
• Thus, an organized health care financing is
important because the universal health care
coverage and the sector as a whole is resource
intensive.
36
37. What is Health Care financing…
Basic function of a health financing:
Collecting revenue,
Pooling risks and
Resource distribution
37
38. What is Health Care financing…..
1. Revenue collection: A means by which a health
system collects money from individuals, households
or external sources.
• In Ethiopia, revenues are collected by health care
providers – including hospitals and health centers,
in the form of user fees for services
38
39. What is Health Care financing…..
2. Risk pooling: the process of creating a common pool of money
so that the financial risks entailed by certain high-risk individuals
are mitigated by money from lower risk individuals.
Risk pooling cross-subsidizes from those of low risk to high risk
and from rich to poor
Risk pooling is a mechanism that ensures more equitable
outcomes
Q. Think about the relation between risk pooling and nation`s
solidarity.
For instance, assume in country `A` there is high solidarity and in
country `B` low solidarity. In which country is risk pooling more
difficult to achieve ?
39
40. What is Health Care financing…..
3. Resource allocation: a process of distributing the revenues
collected for the purpose of health care to competing
interests.
There are two basic criteria for allocating resource to health:
incremental and need-based criteria.
i. Incremental resource allocation/budgeting: considers the
overall increase or decrease in the health care budget at the
national level, which is then reflected at state (region) and
local (woreda) budgets.
40
41. What is Health Care financing…..
ii. Need based resource allocation/budgeting: uses
subjective or objective indicators of health needs
such as population size, age, sex, level of poverty, and
other sources of health care funding as a basis for
resource allocation.
41
42. EXERCISE
What will be the budget implication of each indicator
in case of need-based criteria
• Large Population Size,
• Age (very young, adults, and very old),
• Sex (male and female),
• High level of poverty,
• Having other sources of health care funding,
42
43. SOURCES OF NATIONAL HEALTH CARE FINANCING
There are many sources of revenue for health care
1. Public sources:
a) Direct government budgeting
Direct tax revenues/ income tax, payroll tax etc
Indirect taxes /value-added tax, sales tax, excise
tax on alcohol and tobacco and import duties.
Non-tax revenues/ from state-owned companies
b) Social health insurances sponsored or mandated
by the government
c) Community health insurances
43
44. SOURCES OF NATIONAL HEALTH CARE FINANCING …
2. Private sources
Private insurance
Direct payment by households/ out-of-pocket
payments
Private voluntary contributions
3. External financing
Foreign governments and companies Aid/Loan
Grant /Aid from development partners
Donations from bilateral/multi-laterial
international NGOs
44
46. SOURCES OF NATIONAL HEALTH CARE
FINANCING…
In Ethiopia, the main sources of revenue are:
Development partners (40% of total revenue),
Private out-of-pocket (37%),
Government(21%) and Private employers (2%)
46
47. Collection mechanisms
• Numerous revenue collection mechanisms, including
taxation, voluntary /compulsory insurance, out-of-
pocket payments, medical savings accounts and
grants/loans
• Taxes can be direct – paid by individuals to an
authority based on income or assets, usually to the
government – or
• indirect taxes – paid by consumers each time they
purchase a good as end users.
• Indirect taxes/sale tax/ increase the price of goods and
include the value added tax
47
48. Collection mechanisms….
• Grants and donations are the main collection
mechanisms in Ethiopia.
• Most of these come from abroad in the form of foreign
aid.
• Out-of-pocket payments are second as the main
mechanism of revenue collection in Ethiopia.
• The government encourages hospitals and health
centers to revise and collect user fees and all of them
are doing so.
48
49. Collection mechanisms….
• Medical savings accounts are the least significant
form of collecting revenue.
• It is a mechanism by which individuals save money
during their productive years and use that money to
buy health care in their old age.
• It has been used by China, the USA, Singapore and
South Africa (WHO, 2010).
49
51. Health Care Financing Reform in Ethiopia….
• Health care financing reform in Ethiopia began with
a strategy document in 1998 , with implementation
following in 2004.
• Reform was necessary because up until then, all
revenue collected by health facilities was
transferred to the finance bureaus and Ministry of
Finance.
• This meant that any fees collected from the health
facilities could potentially have no direct benefit to
the health delivery institutions themselves.
51
52. Introduction …..
• Health facilities also suffered from shortage of essential drugs
and supplies, and out-of-pocket spending on health was very
high for most Ethiopians.
• All of these deficiencies demanded the introduction of new
health care financing reforms.
• In June 1998 the council of ministries of the FDRE approved the
Ministry of Health proposed health care and financing reform
strategy, which established a new policy of health care
financing.
• The strategy sought to spread the cost of health care to
multiple financing mechanisms, thereby making funding more
sustainable
52
53. Health Care Financing Reform in Ethiopia…
Health Care Financing Reform is an alternative
arrangement for mobilizing and managing health
resources in order to
increase efficiency,
promote equity and improve access, and
improve quality of health services in a
sustainable manner.
53
54. Health Care Financing Reform components
1. Revenue retention and utilization
2. Systematizing fee waiver system
3. Standardizing exemption services
4. Outsourcing of nonclinical services in public
hospitals
5. User fee setting and revision
6. Initiation of health insurance
7. Establishment of a private wing in public hospitals
8. Health facility autonomy through establishment of
governing bodies
54
55. Health Care Financing Reform Components….
1. Revenue Retention and Utilization
Ethiopia follows a revenue collection and budgeting system in
which all public institutions that are collecting revenue are
supposed to channel their revenue to the central treasury
And receive their operational funding in the form of a
government budget.
Similarly, in the health sector, health facilities were channelling
all revenue that they had been generating internally to the
treasury.
This caused a lack of sense of ownership by health facility staff
and health facilities,
55
56. Revenue Retention and Utilization……..
• Besides, the health facilities faced a serious
shortage of resources to cover their operational
costs.
oResulted in poor quality of health care.
• In response to this problem, the health care
financing strategy, allowed health facilities to retain
and use their revenue for health service quality
improvements
• The collected revenue is supposed to be used only
for quality improvement as stated in the legal and
operational frame work of the regions.
56
57. 2. Systematizing Fee Waiver System
Ethiopia institutionalized mechanisms for providing
services to the poor free of charge
through a fee-waiver system, as well as
through free provision of selected public health
services (through exemption)
• However, a strong need existed to systematize and
standardize these services
57
58. 2. Systematizing Fee Waiver System…
For instance, local authorities had been issuing (and is still
issuing in some regions) fee waiver certificates to the poor
as verified through local social justice systems at the time
of sickness.
This resulted in cumbersome procedures that caused
delays in the poor’s ability to access care.
This was not the case for individuals in higher income
categories, and the system therefore created health care
inequities.
58
59. 3. Standardizing Exemption Services
In the Ethiopian health system, some public health
services have been provided to all citizens free of charge
regardless of level of income.
This has occurred because of the nature of these activities
and because of the need to promote use of certain health
care services.
Although exemption services were more standardized
across regions, some services needed standardization by
government.
59
60. 3. Standardizing Exemption Services cont’d…
Services that were provided free of charge in some public
health facilities were not free in others.
In addition, there was no clear distinction between the
financing and service provision.
Health facilities were providing free services without
budgetary/funding support for these activities.
In general to the above services current exempted services in
our country include;
ART services, HIV testing, FP services, epidemic controls . . .
60
61. 4. Outsourcing of Nonclinical Services in Public Hospitals
Hospital management was spending considerable time and
resources on
routine administration and management of human and
material resources that are meant for provision of
supportive services for these health facilities.
When managed by hospitals, these services tend to be
inefficient and expensive.
61
62. 4. Outsourcing of Nonclinical Services in Public Hospitals cont’d…
This includes services such as:
catering,
laundry,
cleaning,
gardening,
security, and
maintenance.
In view of this, the health care financing strategy considered
outsourcing nonclinical services to improve efficiency, reduce
spending, and reduce the burden on hospital management.
62
63. 5. User Fee Setting and Revision
The health care financing strategy clearly stipulated that
user fees needed to be revised to reflect the costs of
delivering health care services,
But also underscored that individuals should be charged
according to their ability to pay.
Cost sharing between the government and users was one
of the principles of the health care financing strategy.
For example patients could be asked to pay 100% of the
drugs &direct services but the gove’t covers for staff
salary, buildings, exempted services, fee waiver costs,
vehicles, ....
63
64. 6. Initiation of Health Insurance
Direct payment at the time of sickness is considered
“unsuited,”
Because it could inhibit access, especially for the poor, and
because of “the risk of impoverishment or hardship,”.
Thus, the government is in the process of initiating health
insurance schemes,
Social health insurance for the formal sector,
Community-based health insurance for citizens in the informal
and agriculture sectors.
Private health insurance for private sectors
64
65. 7. Establishment of A Private Wing in Public Hospitals
In most regions and at the federal level, public hospitals
are allowed to open and operationalize a private wing with
the primary objective of
Improving health workers’ retention,
Providing alternatives and choices to private health
service users, and
Generating additional income for health facilities.
65
66. 8. Health Facility Autonomy through Establishment of
Governing Bodies
Before the introduction of health financing reform, Ethiopian
health facilities experienced cumbersome and ill-timed
communications regarding major executive decisions from
RHBs and woreda health offices.
These decision makers were also physically detached from the
health facilities and were not responsive to day-to-day client
health service needs.
The need for health facility autonomy through establishment of
a health facility governing body was critical,
involving appropriate representatives from the local
administration, the health facility, and the local community.
66
67. Role of government in health care
For every country to establish the best and fairest
health system possible , the health of the people must
always be a national priority
Financing
Delivery
Regulation
Guideline setting
67
69. Management of finance
- FM is the process of planning, organizing, directing
and controlling of the financial activities of the
organization.
- Could not implement our plans with out
finance.
- Needs to be handled and managed properly.
- Managers are more responsible to use it more
effectively and efficiently.
- Given in the form of budget.
69
70. Budget
- An estimate of income and expenditure for a set
period of time.
- Budget is a plan for the allocation of resources and
a control for ensuring that the results comply with
the plans.
The results are expressed in quantitative terms.
Budgeting – Is the process of planning and
controlling future operations by comparing actual
results with planned expectations.
70
71. The Overall Budget Category
A. Revenues
Tax revenues
Non Tax revenues
Grants
B. Expenditures
Recurrent Expenditures
Capital Expenditures
71
72. Budget cont’d . . .
The budget for both recurrent and capital will be
presented by line items (or code of expenditures).
• Line item budget has a number of advantages:
• It promotes control since the budget is detailed
down to particulate expenditure items.
• The use of the budget of one line item for another
may require the verification of both the finance
and health office.
72
74. Budgeting cont’d…
• There are two types of budgeting
1. Program budgeting
• used by large organizations
• money can be used in areas of importance in the organization
• flexible decisions
• usually obtained from aids and funds
2. Line – item system of budgeting
• a fixed amount of money is allocated to a given item
• And expenditure above the allocation, is impossible without
prior request and authorization from government
• It is provided to you in the form of breakdown
74
75. Coding the line item budget
The Ethiopian government prepares its
revenue and expenditure budgets using Line
item budgeting.
In line-item budgeting a fixed amount of
money is allocated to a given item.
There are three major line item Coding
• 1000: Revenue items
• 6000: Items for recurrent budget: expenditures
• 8000: Item for capital budget
75
76. A. Line items for revenue budget(1000)
There are 7 major items for revenue budgets
• 1100-1300: tax revenues
• 1400:None tax revenues
• 1500: capital revenues
• 1600:regional & woreda budget supports
• 1700:Municipal revenues
• 1800:treasury
• 1900:internal revenues
Eg.
• 1436:drug &medical supplies
• 1437:laboratory&other medical services
76
77. B. line item for expenditures
B1:Capital budget, there are 4 major items
• 8100: Surveying, surveillance, design and
engineering works
• 8200: Building construction and related works
• 8300: Labor and running expenses
• 8400: capital transfer
• Any government organization is expected to sort its
expenses by items of expenditure monthly.
77
78. Coding the line item cont’d . . .
B2:Recurrent budget, there are 6 major items
• 6100: Expenditure for social services e.g. salary,
pension . . . for civil Servants
• 6200: Non-social contract based services e.g.
electricity, stationery, telecomm., water, post .. . .
• 6300: Expendable goods and equipments e.g. fuel
• 6400: Support and contribution
• 6500: Purchase of vehicles and machines
• 6600: Military construction works and equipment
78
79. 6000: recurrent budget cont’d. . .
6111: Salary for civil servants
6211: uniform
6214:medical supplies
6231: per diem
6232: Transport
6253: Information advertisement and publication
6244: Equipment, building and fence maintenance
6205: Repair and maintenance of vehicles
6271: training
79
80. • Summary of the financial position of a
company at a particular date
• Assets: cash, accounts receivable, stock, land,
buildings, equipment and intangible items
• Liabilities: accounts payable& notes payable
• Owners’ Equity: net assets after all obligations
have been satisfied
• Assets = Liabilities + Owners’ Equity
The Balance Sheet
80
82. Material resource
• The objectives of materials management is to have
the right materials at the right place at the right time.
• Material/Equipment/Items can be divided into:
• Expendable /consumable/ recurrent:
• Are those materials/items that should be regularly
kept in stock for production purposes or maintenance
and are used within a short time, e.g. cotton,
laboratory stains, paper, syringes, etc.
82
83. • Non-expendable/ capital/ non-recurrent:
• Are those materials/items that are required only
for specific purposes or jobs and which are not to
be automatically recouped and lasts for several
years and needs care and maintenance, e.g.
microscopes, vehicles, capital equipment, etc.
83
84. • The following four activities generally came
within the sphere of materials management.
1. Ordering Equipment
2. Purchasing
3. Storing Equipment
4. Issuing Equipment
84
85. 1.Ordering Equipment
• This is obtaining equipment from stores or shops.
• Only some people are authorized to order. Ordering requires :
• Listing requirements, from a knowledge of past,
• Some resources are always limited so should be used
economically.
• Balancing requirements with available funds. Cost-estimate
must be made before completing the order-form.
• make a cost-estimate, the items required, the quantity, price
per unit, and total price should be listed in tabular form.
85
86. 2. Purchasing
• It is the procuring of raw materials, components,
and services that the organization needs to
achieve its goals.
• The function of the Purchase Section is to
procure materials against purchase requisitions
received from stock control or other
departments.
86
87. Purchasing Principles
• The essentials of efficient purchasing are right quality,
right quantity, right time, right price, right source and
delivery at the right place.
Source of Supply
• The selection of the right source of supply is an
important factor in obtaining the desired quality,
quantity, price and service
87
88. 3. Storing Equipment
• Store keeping is the function of receiving, storing and
issuing materials.
• In the stores materials are properly stored until drawn by
the various using departments.
• Materials are equivalent to money and great attention has
to be paid.
• The stores also maintain a set of records called bin cards.
• It is also the responsibility of this section to send a report
when an item is exhausted or if shortage of an item exists.
88
89. 4.Issuing Equipment
• After equipment has been ordered,
received, and recorded in the stock-book
or ledger, it is issued for use when it is
needed.
89
90. 2.5.2.2.Managing material resources
(include Ethiopian context)
• The Ethiopian Context
• In most of the Government sectors receiving and
issuing of materials/ equipment /items is carried
out using different “Model” developed and
distributed by Ministry of Finance.
90
91. • These “Models” are know/differentiated by numbers.
Each “Model” has its own function and can not be used
interchangeably. Some of these “Models” that are
being used now are:
• Model 19:Model for confirming delivery of items/drugs
• Model 20:Model for requesting items/drugs
• Model 22:Model for issuing items/drugs
91
93. Basic concepts
• Data: – is the raw material that gives information after
being analyzed.
• Information: - is a meaningful collection of facts/data
• data combined according to time period, place of
occurrence and person (population) so as to allow
gaining knowledge or making conclusion.
• Knowledge: - when information is communicated, it
becomes knowledge.
• Data Information Knowledge
• In order to be useful, data must be changed to
information
93
94. Basic concepts…
• Information system (IS): the organized collection,
processing, transmission, and dissemination of
information in accordance with defined procedures
94
95. Basic concepts…
• Health Information System: A system that integrates
data collection, processing, reporting, and use of the
information necessary for improving health service
effectiveness and efficiency through better management
at all levels of health services.
• Management Information System (MIS): a system
designed by an organization to collect and report
information on a program and which allows managers
to plan, monitor and evaluate the operations and the
performance of the program
• A Health management Information System (HMIS): is a
management information system that is directed
towards health.
95
97. Desired characteristics of information in health services
• Correctness; implies free-of-error.
• Completeness; shows the proportion of the necessary values
that are formally registered.
• Timeliness ;reflects how up-to-date the data is with respect to
the task it is used for.
• Appropriateness: relevance of information in relation to
objectives of the organization
97
98. Basic concepts…
Current problems of HMIS data sources
• Emphasis on data collection rather than on data analysis & use.
• Quality of data is often poor
• Data is not processed in a timely manner and infrequent
feedback from higher level.
• Inadequately trained personnel and capacity to process and
utilize data collected
• Information from private health facilities and NGOs missing
• Inadequate writing materials, computers and other supplies
98
100. Time
• It is a non-renewable resource
• No event can take place unless there is time for it.
• Using time efficiently requires managerial skills.
• Time can not be stored
• Time is equally shared to people
100
101. Time management
It is a skill that can be learnt& practiced
It is a skill that everyone needs
It is not a way to make you work harder and longer, but a
means to help you work smarter to accomplish your
work more easily and rapidly.
Not feeling guilty when saying no
101
102. Time management Cont’d…
• Time management can be seen as “self
management”,
• the skill of making smart decisions about how
to allocate your time in order to accomplish
set goals.
– It is about working “smart” and not just “hard”
– Strategically determining how you use your time
in order to succeed
102
103. The Benefits of Time Management
Yes!
You are more productive.
You reduce your stress.
You improve your self-esteem.
You achieve balance in your life.
You feel more confident in your
ability to
get things done.
You reach your goals.
What is Time Management?
Simply, making the most of your time and energy
for smart activities ! 103
104. Strategies to Effective TM
1. Set Goals
2. Set priorities
3. Scheduling yourself
4. Avoid Procrastination
5. Delegation
104
105. • What should your goals be?
• Start big, then set smaller goals
designed to achieve the large goal
– Make your goals specific and concrete.
• Set both long-term goals and short-term ones
to support them.
• Set a deadline for your goals.
• Integrate your goals: school, personal and
career.
• Realize that goals change, but know which
goals to stick to!
Go for the
goal!
Where to start?
1. Set Goals!
105
106. • What’s important and what isn’t?
• What order do things need to be done?
• Based on your priorities, plan out a
schedule for the time period
• Planning may seem hard at first, but the
more you do it, the easier and more
natural it gets.
2. Set priorities.
106
107. 3. Make a Schedule/time planning
Begin with blocking/portion/ all activities.
Office Work, field work, social work
religious, meetings and so on…
Highlight all project due dates.
Identify routine work days.
107
108. Make a Schedule cont’d…
Planning time arrangements for work
• what will be done (list of activities), where it
will be done (place), who will do it, and when it
will occur?
• There are common ways of time plan
arrangement.
• Time table: - used for daily/weekly recurring and
regular events e.g. staff meeting, classes...
• Schedule: - for intermittent, irregular or variable
events, including details of where the events take
place. E.g. visit to peripheral health centers
108
109. 4. Avoid Procrastination
• “Procrastination is the thief of time” – it is a
time waster.
• It is the act of postponing tasks that could have
been done now.
• Doing things at the last minute is much more
expensive than just before the last minute
• Deadlines are really important: establish them
yourself!
109
110. 5. Delegation
• You can accomplish a lot more with help
• Delegation is not dumping/discarding tasks.
• It is granting authority with responsibility.
• Treat your people well by delegating for tasks
• Graduate students, subordinates, secretaries,
families, colleagues . . .are member’s to be
delegated; they should be treated well!
110
111. Time management Matrix
Urgent Not Urgent
I
M
P
O
R
T
A
N
T
I
Crisis
Pressing problems
Deadline-driven projects,
meetings, preparations
vital programs/schedules
II
Preparation
. Prevention
. Values clarification
. Planning
. Relationship building
. True re-creation
Not
I
M
P
O
R
T
A
N
III
• Interruptions, some phone calls
• Some mail, some reports
.Some meetings
. Many popular activities- breaking
news
IV
Irrelevant talks
Some Time wasters
Irrelevant e-mail, chat
Excessive TV
Long fictions/novels
111
112. Quadrant I
• Represents things that are both “urgent” and
“important” – we need to spend time here.
• This is where we manage, we produce, where
we bring our experience and judgment to bear
in responding to many needs and challenges.
• Many important activities become urgent
because we don’t do enough prevention and
planning
112
113. Quadrant II
Includes activities that are “important, but not
urgent”- Quadrant of Quality
Here’s where we do our long-range planning,
anticipate and prevent problems, empower
others, broaden our minds and increase our
skills
Ignoring this Quadrant feeds and enlarges
Quadrant I, creating stress, burnout, and deeper
crises for the person consumed by it
Investing in this Quadrant shrinks Quadrant I
113
115. Quadrant III
Includes things that are “urgent, but not
important”
Quadrant of Deception/misleading.
The noise of urgency creates the illusion of
importance.
Actual activities, if they’re important at all, are
important to someone else.
Many phone calls, meetings and interruptions
fall into this category
115
116. Quadrant IV
Reserved for activities that are “not urgent, not
important”- Quadrant of Waste.
Reading addictive novels, watching mindless
television shows, or gossiping and talking at
office would qualify as Quadrant IV time-
wasters.
Prioritize, and do the most important things
first
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