The document is a short note from Michael Shadow. It does not provide any details about Michael Shadow or contain any other substantive information beyond identifying the author.
Decision making and operations researchAmjad Idries
This document discusses decision making and operations research. It defines key concepts like logic, rationality, evidence and models. Models are simplified representations of systems or situations used to improve understanding or decision making. The document notes that operations research is useful for problems involving strategic management decisions, multiple options with different consequences, uncertainty, and risk. Areas that benefit from operations research include investment and return decisions, setting appropriate capacity levels, and fixing issues related to system flow. The document prompts choosing an example problem to discuss and illustrates understanding the problem and potential solutions.
The document discusses how organizational structure impacts organizational culture. It outlines that structure should define tasks, roles, accountability, and performance measures. Three main structures are described: line structure with direct vertical reporting; staff structure with advisory roles without authority; and functional structure where line managers take orders from staff departments. Matrix structures with dual reporting are also discussed. The document contrasts uniformity, centralization and standardization with diversity, decentralization and specialization. It notes the advantages and disadvantages of centralization versus decentralization. Finally, it briefly introduces networks and virtual organizations.
Total Quality Management (TQM) seeks to create a culture where employees continually examine and improve the organization to satisfy customers. TQM has key components including viewing customers as defining quality, using teamwork to unify goals, and making decisions based on data collection and analysis using the Deming cycle of plan-do-study-act. For TQM to be successful, factors like training, developing teamwork, having structures that support quality, setting common targets, and using assessment standards are important.
The document discusses several theories of leadership:
1. Trait theories focus on innate qualities and personality traits of leaders.
2. Style theories examine how a leader's guidance style (authoritarian, democratic, laissez-faire) impacts follower performance.
3. Contingency theories propose that a leader's effectiveness depends on how well their style fits the particular situation, based on relationships, task structure, and power.
4. Situational theory emphasizes that a leader's style should match followers' readiness level for the task.
5. The best fit approach argues a leader's optimal style is influenced by multiple factors and depends on situating and context. No single approach is best in
Diplomacy in health has evolved from focusing on negotiating infectious disease threats to addressing broader global health issues. Health diplomats now work on multilateral agreements and collaborate with public health experts to balance scientific and diplomatic priorities. While health diplomacy dates back to the 19th century, the field faces ongoing challenges around capacity building and defining its goals within international relations.
This document provides an introduction to management concepts. It discusses whole system thinking, defining management as planning, organizing, leading and controlling work to achieve goals. It compares administration and management, and managerial roles based on Fayol and Mintzberg's models. The document also compares public and private healthcare management, noting their aims, legislations, managing people, and bureaucracy can differ or be similar. Finally, it outlines reforms in new public management for the health sector, including reorganizing into autonomous units, introducing market elements, cooperation with private sectors, and greater emphasis on measurable performance standards and outcomes.
Decision making and operations researchAmjad Idries
This document discusses decision making and operations research. It defines key concepts like logic, rationality, evidence and models. Models are simplified representations of systems or situations used to improve understanding or decision making. The document notes that operations research is useful for problems involving strategic management decisions, multiple options with different consequences, uncertainty, and risk. Areas that benefit from operations research include investment and return decisions, setting appropriate capacity levels, and fixing issues related to system flow. The document prompts choosing an example problem to discuss and illustrates understanding the problem and potential solutions.
The document discusses how organizational structure impacts organizational culture. It outlines that structure should define tasks, roles, accountability, and performance measures. Three main structures are described: line structure with direct vertical reporting; staff structure with advisory roles without authority; and functional structure where line managers take orders from staff departments. Matrix structures with dual reporting are also discussed. The document contrasts uniformity, centralization and standardization with diversity, decentralization and specialization. It notes the advantages and disadvantages of centralization versus decentralization. Finally, it briefly introduces networks and virtual organizations.
Total Quality Management (TQM) seeks to create a culture where employees continually examine and improve the organization to satisfy customers. TQM has key components including viewing customers as defining quality, using teamwork to unify goals, and making decisions based on data collection and analysis using the Deming cycle of plan-do-study-act. For TQM to be successful, factors like training, developing teamwork, having structures that support quality, setting common targets, and using assessment standards are important.
The document discusses several theories of leadership:
1. Trait theories focus on innate qualities and personality traits of leaders.
2. Style theories examine how a leader's guidance style (authoritarian, democratic, laissez-faire) impacts follower performance.
3. Contingency theories propose that a leader's effectiveness depends on how well their style fits the particular situation, based on relationships, task structure, and power.
4. Situational theory emphasizes that a leader's style should match followers' readiness level for the task.
5. The best fit approach argues a leader's optimal style is influenced by multiple factors and depends on situating and context. No single approach is best in
Diplomacy in health has evolved from focusing on negotiating infectious disease threats to addressing broader global health issues. Health diplomats now work on multilateral agreements and collaborate with public health experts to balance scientific and diplomatic priorities. While health diplomacy dates back to the 19th century, the field faces ongoing challenges around capacity building and defining its goals within international relations.
This document provides an introduction to management concepts. It discusses whole system thinking, defining management as planning, organizing, leading and controlling work to achieve goals. It compares administration and management, and managerial roles based on Fayol and Mintzberg's models. The document also compares public and private healthcare management, noting their aims, legislations, managing people, and bureaucracy can differ or be similar. Finally, it outlines reforms in new public management for the health sector, including reorganizing into autonomous units, introducing market elements, cooperation with private sectors, and greater emphasis on measurable performance standards and outcomes.
The document discusses two perspectives on organizational culture - the managerial perspective and the social perspective. The managerial perspective views culture as something objective that can be clearly defined, integrated, and managed by leaders. The social perspective sees culture as something subjective, symbolic, and made up of various subcultures. It focuses more on power dynamics and interactions between groups. The document also outlines four types of organizational culture: power culture, role culture, task culture, and person culture. Each has different characteristics around power, structure, and flexibility.
This document discusses several theories of motivation:
- Maslow's hierarchy of needs describes human needs in a hierarchy from basic physiological needs to self-actualization. It proposes that lower needs must be satisfied before higher needs can motivate.
- Expectancy theory suggests that motivation depends on expectations of preferred outcomes from actions. It takes into account psychological factors and individual decision making.
- Herzberg's two-factor theory separates motivators like achievement and responsibility from maintenance factors like pay and security. It advocates for job enrichment through incorporating motivators.
- Theory X and Y describe contrasting management styles - Theory X assumes people need to be controlled while Theory Y believes people can be motivated and self-directed given the right conditions
Financial management for health managersAmjad Idries
This document provides an overview of financial management concepts for health managers. It outlines topics like management accounting, pricing decisions, financial accounting, and financial reporting. Key points include understanding financial statements to assess organizational health and make decisions. Financial management is important for health managers to understand the bigger picture, participate in financial discussions, and advise on issues like expanding services or opening new facilities.
This document discusses elements of leadership development. It emphasizes that leadership is a learning journey where leaders strive to create learning communities. Effective leaders understand themselves and how to develop others. They reflect on their strengths and weaknesses in order to create learning agendas for personal growth.
Organizational behavior is the study of how individuals and groups act within organizations. It aims to improve human, organizational, and social outcomes through better relationships. An organization's culture is shaped by its leadership philosophy, values, and goals, and in turn influences leadership styles, communication, and group dynamics. There are four main models of organizational culture: autocratic, custodial, supportive, and collegial. Culture encompasses shared beliefs and practices that influence behavior. It can be viewed from managerial and social perspectives, with the managerial view seeing culture as something objective that can be managed, while the social view sees it as subjective and continuously evolving.
This document discusses managing health information systems and the information systems pyramid. It describes three levels of the pyramid: executive information systems at the top level which provide strategic tools for analysis; management information systems at the mid level which provide periodic operational summaries to help managers monitor performance; and operational information systems at the base level which provide day-to-day transactional data. The document emphasizes that information is power for management and a well-designed information system with reliable data collection tools is key to effective management.
This document provides an overview of research methodology. It defines research as a systematic process used to increase understanding through answering questions. The document outlines key aspects of research including: defining and describing research; differences between research and other activities; the process of research from question to interpretation; reliability and validity; and types of research designs. It emphasizes that research requires a scientific approach and should aim to improve understanding and inform practice.
Knowledge management at public health instituteAmjad Idries
PHI celebrates four years of sharing and transferring knowledge through various strategies like knowledge mapping, communities of practice, and storytelling. PHI aims to provide strong links between public health research and policy/decision-making by establishing knowledge transfer projects and information sharing. PHI works to increase its credibility through knowledge production and providing consultancy, forums, and advice. It also aims to support evidence-based decision-making through its Evidence for Health Program and Knowledge-plus unit by increasing access to evidence and knowledge for health care and public health decision makers. PHI believes networking is an excellent strategy for knowledge sharing and hopes to create learning organizations and public-private partnerships to diversify knowledge.
This document discusses different types of research methodologies including subject-matter research, problem-solving research, descriptive research, and analytic research. Subject-matter research draws on multiple disciplines to provide general knowledge and policy applications on various issues. Problem-solving research is designed to solve a specific problem for a decision maker. Descriptive research attempts to determine or identify something, while analytic research establishes why or how something occurs. Studies can also be quantitative and either descriptive or experimental in design.
The supplies management cycle involves four key steps: planning, procurement, storage, and distribution. Planning involves forecasting supply needs, procurement involves acquiring supplies through purchasing or other means, storage involves receiving and inventorying supplies in warehouses or other facilities, and distribution involves delivering supplies to their final destinations as needed. Effective execution of each step is important for cost-effectively ensuring that necessary supplies are available when and where they are needed.
This document discusses performance management in organizations. It defines performance management as translating goals into results for individuals, teams, processes, and the entire organization. There are two types of organizational performance management: intra-organizational and extra-organizational. The key purpose of organizational performance management is to introduce systematic controls like planning, monitoring, and review to guide activities and ensure objectives are met. Public agencies also must comply with complex rules while defining and measuring results. The document asks how to align performance expectations with goals, incorporate different perspectives, improve recognition, help employees understand appraisals, and enhance accountability.
Systems thinking is an approach to problem solving that views problems as parts of an overall system, rather than reacting to individual parts or events in isolation. It involves understanding the linkages, relationships and interactions between system components. Some key aspects of systems thinking include viewing a system as self-organizing, constantly changing, tightly linked, governed by feedback, nonlinear, history dependent, counterintuitive and resistant to change. Systems thinking helps provide context, anticipate consequences of changes, and identify points of control within the overall system.
The document outlines the typical project management life cycle which includes 4 phases: project initiation, planning, execution, and closure. In the initiation phase, the project is defined and a team is assembled. In planning, detailed documents are created to guide the project. Execution involves producing deliverables while managing time, costs, risks, and other factors. Finally, closure releases the deliverables, ends contracts, and reviews lessons learned.
Introduction to organizational managementAmjad Idries
This document provides an introduction to organizational management. It discusses several key concepts:
- Whole system thinking, which emphasizes examining interrelationships within an organization and how parts influence the whole.
- The differences between administration and management, including the principles of division of work and unity of command.
- Managerial roles based on Fayol's theory of forecasting, planning, organizing etc. and Mintzberg's model of interpersonal, informational and decisional roles.
- A comparison of the similarities and differences between public and private health care management, such as different aims and levels of bureaucracy.
- Key aspects of new public management reforms for the health sector like reorganizing into autonomous units,
This document discusses time management techniques. It recommends visualizing your goals by writing them down and posting them in a place you will see daily. Specific techniques mentioned include prioritizing tasks, scheduling tasks for the current day and week, limiting distractions, taking regular breaks, and reviewing your progress. Good time management is presented as key to achieving goals efficiently.
The document discusses two perspectives on organizational culture - the managerial perspective and the social perspective. The managerial perspective views culture as something objective that can be clearly defined, integrated, and managed by leaders. The social perspective sees culture as something subjective, symbolic, and made up of various subcultures. It focuses more on power dynamics and interactions between groups. The document also outlines four types of organizational culture: power culture, role culture, task culture, and person culture. Each has different characteristics around power, structure, and flexibility.
This document discusses several theories of motivation:
- Maslow's hierarchy of needs describes human needs in a hierarchy from basic physiological needs to self-actualization. It proposes that lower needs must be satisfied before higher needs can motivate.
- Expectancy theory suggests that motivation depends on expectations of preferred outcomes from actions. It takes into account psychological factors and individual decision making.
- Herzberg's two-factor theory separates motivators like achievement and responsibility from maintenance factors like pay and security. It advocates for job enrichment through incorporating motivators.
- Theory X and Y describe contrasting management styles - Theory X assumes people need to be controlled while Theory Y believes people can be motivated and self-directed given the right conditions
Financial management for health managersAmjad Idries
This document provides an overview of financial management concepts for health managers. It outlines topics like management accounting, pricing decisions, financial accounting, and financial reporting. Key points include understanding financial statements to assess organizational health and make decisions. Financial management is important for health managers to understand the bigger picture, participate in financial discussions, and advise on issues like expanding services or opening new facilities.
This document discusses elements of leadership development. It emphasizes that leadership is a learning journey where leaders strive to create learning communities. Effective leaders understand themselves and how to develop others. They reflect on their strengths and weaknesses in order to create learning agendas for personal growth.
Organizational behavior is the study of how individuals and groups act within organizations. It aims to improve human, organizational, and social outcomes through better relationships. An organization's culture is shaped by its leadership philosophy, values, and goals, and in turn influences leadership styles, communication, and group dynamics. There are four main models of organizational culture: autocratic, custodial, supportive, and collegial. Culture encompasses shared beliefs and practices that influence behavior. It can be viewed from managerial and social perspectives, with the managerial view seeing culture as something objective that can be managed, while the social view sees it as subjective and continuously evolving.
This document discusses managing health information systems and the information systems pyramid. It describes three levels of the pyramid: executive information systems at the top level which provide strategic tools for analysis; management information systems at the mid level which provide periodic operational summaries to help managers monitor performance; and operational information systems at the base level which provide day-to-day transactional data. The document emphasizes that information is power for management and a well-designed information system with reliable data collection tools is key to effective management.
This document provides an overview of research methodology. It defines research as a systematic process used to increase understanding through answering questions. The document outlines key aspects of research including: defining and describing research; differences between research and other activities; the process of research from question to interpretation; reliability and validity; and types of research designs. It emphasizes that research requires a scientific approach and should aim to improve understanding and inform practice.
Knowledge management at public health instituteAmjad Idries
PHI celebrates four years of sharing and transferring knowledge through various strategies like knowledge mapping, communities of practice, and storytelling. PHI aims to provide strong links between public health research and policy/decision-making by establishing knowledge transfer projects and information sharing. PHI works to increase its credibility through knowledge production and providing consultancy, forums, and advice. It also aims to support evidence-based decision-making through its Evidence for Health Program and Knowledge-plus unit by increasing access to evidence and knowledge for health care and public health decision makers. PHI believes networking is an excellent strategy for knowledge sharing and hopes to create learning organizations and public-private partnerships to diversify knowledge.
This document discusses different types of research methodologies including subject-matter research, problem-solving research, descriptive research, and analytic research. Subject-matter research draws on multiple disciplines to provide general knowledge and policy applications on various issues. Problem-solving research is designed to solve a specific problem for a decision maker. Descriptive research attempts to determine or identify something, while analytic research establishes why or how something occurs. Studies can also be quantitative and either descriptive or experimental in design.
The supplies management cycle involves four key steps: planning, procurement, storage, and distribution. Planning involves forecasting supply needs, procurement involves acquiring supplies through purchasing or other means, storage involves receiving and inventorying supplies in warehouses or other facilities, and distribution involves delivering supplies to their final destinations as needed. Effective execution of each step is important for cost-effectively ensuring that necessary supplies are available when and where they are needed.
This document discusses performance management in organizations. It defines performance management as translating goals into results for individuals, teams, processes, and the entire organization. There are two types of organizational performance management: intra-organizational and extra-organizational. The key purpose of organizational performance management is to introduce systematic controls like planning, monitoring, and review to guide activities and ensure objectives are met. Public agencies also must comply with complex rules while defining and measuring results. The document asks how to align performance expectations with goals, incorporate different perspectives, improve recognition, help employees understand appraisals, and enhance accountability.
Systems thinking is an approach to problem solving that views problems as parts of an overall system, rather than reacting to individual parts or events in isolation. It involves understanding the linkages, relationships and interactions between system components. Some key aspects of systems thinking include viewing a system as self-organizing, constantly changing, tightly linked, governed by feedback, nonlinear, history dependent, counterintuitive and resistant to change. Systems thinking helps provide context, anticipate consequences of changes, and identify points of control within the overall system.
The document outlines the typical project management life cycle which includes 4 phases: project initiation, planning, execution, and closure. In the initiation phase, the project is defined and a team is assembled. In planning, detailed documents are created to guide the project. Execution involves producing deliverables while managing time, costs, risks, and other factors. Finally, closure releases the deliverables, ends contracts, and reviews lessons learned.
Introduction to organizational managementAmjad Idries
This document provides an introduction to organizational management. It discusses several key concepts:
- Whole system thinking, which emphasizes examining interrelationships within an organization and how parts influence the whole.
- The differences between administration and management, including the principles of division of work and unity of command.
- Managerial roles based on Fayol's theory of forecasting, planning, organizing etc. and Mintzberg's model of interpersonal, informational and decisional roles.
- A comparison of the similarities and differences between public and private health care management, such as different aims and levels of bureaucracy.
- Key aspects of new public management reforms for the health sector like reorganizing into autonomous units,
This document discusses time management techniques. It recommends visualizing your goals by writing them down and posting them in a place you will see daily. Specific techniques mentioned include prioritizing tasks, scheduling tasks for the current day and week, limiting distractions, taking regular breaks, and reviewing your progress. Good time management is presented as key to achieving goals efficiently.
A scientific approach to research involves:
1. Justifying your methods and approach based on scientific principles.
2. Understanding research topics conceptually before applying techniques to improve understanding and inform practice.
3. Selecting and applying established research methods and techniques applicable to your topic in a way that contributes to the discipline.
The art and craft of writing successful proposalsAmjad Idries
The document provides guidance on writing successful grant proposals. It discusses important elements like clearly outlining the proposal idea, needs statement, objectives, budget, and following guidelines. Key recommendations include starting with a good idea aligned with funder priorities, improving packaging through logical organization and clear writing, and obtaining feedback from others. Common mistakes involve poorly addressing reviewer criteria, inconsistent sections, and weak justification. The document emphasizes conveying a proposal's significance and developing specific, measurable goals to convince reviewers of its merits.
This document discusses groups and teams in organizations. It describes the functions of formal and informal groups, as well as factors that determine group effectiveness such as skills, relationships, and size. It also covers considerations for tasks and environments. The document introduces theories on team roles and the differences between teams and groups. Finally, it outlines the life cycle of teams and discusses the concept of groupthink.
This document discusses different types of organizational structures and their key characteristics. It describes line, staff, and functional structures, as well as formal and informal structures. Matrix structures are discussed as being complex with dual reporting relationships that can cause conflicts. The document also covers topics like uniformity vs. diversity in structures, centralization vs. decentralization of power and authority, and different types of networks.
This document provides an introduction to organizational management. It discusses that management is based on accumulated behavior and knowledge that lead to effective systems, rather than a strict science. It asks the reader to consider whether management experience or a non-management background is better to lead an organization. Finally, it introduces the 7-S framework as a tool to diagnose and enable change within an organization's strategy, systems, structure, skills, staff, style, and shared values.
Globalization and International HealthAmjad Idries
The document discusses the topics of international health and global health. It defines international health as dealing with health across national boundaries, emphasizing public health. It outlines the history of international health organizations like the UN and WHO. Key points included the WHO's role in coordinating global health initiatives and formulating public health policies. Major international health initiatives were also summarized like the International Health Regulations. Globalization's impact on health through factors like diet and lifestyle changes were highlighted.
The document discusses various strategies for fundraising. It begins by explaining why fundraising is important to support activities like workshops, projects and promotional materials. While fundraising involves asking for money, it is ultimately about raising funds for an important cause. Effective fundraising requires understanding what donors want and treating them like customers. Key strategies discussed include identifying funding needs and sources, planning how to approach donors, documenting the fundraising strategy, and following up with donors. Personal contact is identified as one of the most effective approaches. The document emphasizes that fundraising is about building relationships over time.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
When you are speaking to a group of people or listening to an individual, what can you do to give each “mode” in your audience what it needs so that they will understand your message?
Learn best by seeing things
Respond to color, shapes, and language that reflects this
Influenced by body language, eye contact, and facial expressions
Learn best by hearing things
Respond to an organized and well paced delivery of information
Influenced by the tone, pitch, and volume of someone’s voice
Learn while active: touch, feel, do!
Respond to activities where they move and experiment, or alternatively, language that is inspires the idea of movement
Influenced by the tactile aspects of learning: “hands on approach”
Given that most people learn in multiple modes, we must work to include a variety in how we communicate with others
To be understood, we must tailor our speech and hearing to the mode of the listener