Lecture 1_Introduction_Revised

Management Definition

  • Management is a process comprising interrelated social and technical functions and activities within a formal organizational context aimed at achieving predetermined objectives by utilizing human and other resources.

Management Functions

Key Management Functions

  • Planning

  • Organizing

  • Directing

  • Controlling

  • Decision-Making

  • Problem Solving

  • Staffing

The 4 Basic Management Functions

  • Planning

  • Organizing

  • Directing

  • Controlling

Interrelationship of Management Functions

  • Decision-making and problem-solving are central functions interconnected with all other management functions.

  • Planning establishes standards utilized in controlling, and these two functions are linked as planning informs controlling, while controlling provides feedback for planning.

Detailed Management Functions

  • Decision-Making: Selecting the best alternative solution from various options.

  • Planning: A technical function to address current situations and anticipate future needs within a health service organization.

  • Organizing: Arranging human and non-human resources systematically to achieve organizational objectives.

  • Staffing: Involves recruiting and retaining qualified personnel.

  • Directing: How leaders lead and guide others in the organization.

  • Controlling: Involves measuring and correcting performance to align with goals.

Managers Defined

  • Managers are appointed individuals who direct others' work efforts, allocate resources, and are accountable for specific results.

Leadership Defined

  • Leadership encompasses qualities that influence others' behaviors, rooted in a person's character.

Managers as Leaders

Essential Qualities for Effective Managers

  1. Ability to earn respect through competence and common goals.

  2. Strong communication skills, both oral and written.

  3. Capacity to motivate team members to achieve objectives.

Levels of Managers

  • Differentiation is based on the degree of authority, responsibility, and the scale of organizational activities.

  • Managerial skill utilization varies by managerial level.

The Three Levels of Managers

  1. High-Level Managers

  2. Middle-Level Managers

  3. Lower-Level Managers

Managerial Skills

1. Cognitive Skills

  • Mental processes to analyze situations and inform decision-making, increasingly important at higher managerial levels.

2. Affective and Communication Skills

  • Skills for cooperation, collaboration, and motivating individuals, often diminishing in importance as managers rise in rank.

3. Psychomotor and Technical Skills

  • Practical abilities in managing processes, budgets, and organizational planning, which tend to reduce in significance as managers advance.

Managerial Roles

A. Interpersonal Roles

  1. Figurehead: Engages in ceremonial and symbolic activities.

  2. Liaison: Makes formal connections beyond the organizational hierarchy, both internally and externally.

  3. Influencer: Involves motivating and providing leadership.

B. Informational Roles

  1. Monitor: Collects information from various sources within and outside the organization.

  2. Disseminator: Distributes required information to relevant parties while handling confidentiality.

  3. Spokesman: Represents the organization externally and addresses regulatory bodies.

C. Decision-Making Roles

  1. Change Agent: Seeks to improve work processes in response to external and internal environmental changes.

  2. Disturbance Handler: Makes decisions to address crises and unexpected situations.

  3. Resource Allocation: First-line managers are tasked with allocating resources efficiently.

  4. Negotiation for Resources: Essential activity to secure necessary materials and personnel and navigate decision-making processes.

First-Line Managers Responsibilities

  • Communicating with middle managers and executives.

  • Directing team tasks and workflow.

  • Reviewing and evaluating team member performance.

  • Scheduling, hiring, and training new employees.

  • Problem-solving and ensuring organizational efficiency.

  • Managing budgets and operational inventory.

Management Model

  • Input: Human and non-human resources.

  • Process: Connection between human and non-human resources to achieve goals.

  • Outcome: Performance metrics like mortality and morbidity rates.

The Process in Management Model

  • Resources are transformed into outputs through management processes.

  • The health service organization facilitates this conversion, with managers acting as catalysts for success.

External and Internal Environmental Factors

Environmental Forces

  • External: Legal, political, cultural, economic influences, and competition.

  • Internal: Staffing, budgeting, quality control, technology, and patient satisfaction.

Conclusion

  • Understanding the dynamics of management and its roles within health services enhances organizational efficiency and effectiveness.