This OR This

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 HEALTH MANAGEMENT
Session 1

S.Hina Rizvi
18-sept-2023
Learning Objectives
• Tell who managers are and where they work.
• Know how to manage your time.
• Explain why managers are important to
organizations.
• Describe the functions, roles, and skills of
managers.
• Develop your skill at being politically aware.
• Describe the factors that are reshaping and
redefining
• the manager’s job.
• Explain the value of studying management
 WHAT IS
MANAGEMENT?
It is not easy to define management. Many definitions have been suggested, for example
Management is

● Getting things done.

● Saying what needs to be done and getting it done
● Getting people to work harmoniously together and making efficient use of resources to
achieve objectives.
● Planning, organising, directing and controlling: the art of getting things done by and
through people (WHO, 1993: 5).
● A systematic process of using resources with judgement, to achieve objectives.
● “Good management is to organisation what health is to the body – the smooth
functioning of all its parts !” (McMahon et al, 1992: 3)
Task
Defining management
a) Which definition do you prefer and why do you like it?
b) Write your own definition of management that applies to your situation.
c) Think about your job and identify the things you do which involve management.
Use the definitions to guide you.

The WHO definition, “getting things done through people”, is used as a

theme throughout this health management module. This definition was
chosen because we want to emphasise that management consists of two
equally important concepts:

While it is necessary to ensure that things get done, the manager should never forget that
without people, nothing will get done!
Health Managers
 14

Who Are Managers

• Managers are the executive function of the organization
• Building and coordinating the entire system
• Create systems and conditions that enable others to perform those
tasks
• Create the right systems and environment, managers ensure that the
department or organization will survive and thrive
• Recognize the key role of people

“The art of getting things done through people” –Mary

Parker Follett
“Give direction to their organization, provide leadership,
and decide how to use organizational resources to
accomplish goals” -Peter Drucker
Where Do Manager Work?
• ORGANIZATION:
• A systematic arrangement of people brought together to
accomplish some specific purpose; applies to all
organizations.
• Where managers work (manage).
• Common Characteristics of Organizations
• Distinct purpose and goals
• People
• Systematic structure
EXHIBIT 1–1 Common Characteristics of Organizations

Organization is a social entity that is goal directed and

deliberately structured
People Differences
• Operatives
• People who work directly on a job or task and have no
responsibility for overseeing the work of others.
• Managers
• Individuals in an organization who direct the activities of others.
EXHIBIT 1–2 Organizational Levels
Identifying Managers
• First-line Managers
• Supervisors responsible for directing the day-to-day activities of
operative employees- staff nurses ,HOs, technicians
• Middle Managers
• Individuals at levels of management between the first-line manager
and top management- incharge wards, Incharge ICU
• Top Managers
• Individuals who are responsible for making decisions about the
direction of the organization and establishing policies that affect all
organizational members- MS hospitals
Management is the attainment of organizational goals in
an effective and efficient manner through planning,
organizing, leading, and controlling organizational
resources.

Efficiency
Doing the thing correctly; refers to the
relationship between inputs and outputs; seeks
to minimize resource costs
Effectiveness
Doing the right things; goal attainment
Efficiency and Effectiveness
Management Processes/Functions
P-O-L-C
• Planning
• Includes defining goals, establishing strategy, and developing plans
to coordinate activities
• Organizing
• Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
Management Processes/Functions
P-O-L-C
• Leading
• Includes motivating employees, directing the activities of others,
selecting the most effective communication channel, and resolving
conflicts
• Controlling
• The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations
The Process of Management
 General Skills for Managers

Skills of Successful
Managers

Political
Conceptual Interpersonal Technical skills
Skills skills skills
 26

Management Skills
Conceptual Skills – cognitive ability to see the
organization as a whole system
Human Skills – the ability to work with and through other
people
Technical Skills – the understanding and proficiency in the
performance of specific tasks
Relationship of Skills
to Management
 28

When Skills Fail

• Management skills are tested most during
turbulent times
• Many managers fail to comprehend and adapt to the
rapid pace of change in the world
• Common failures include:
✔ Poor Communication
✔ Failure to Listen
✔ Poor Interpersonal Skills
✔ Treating employees as instruments
✔ Failure to clarify direction and performance
expectations
 29

Management Types
• Vertical Differences
• Top Managers • Top Manager
• Middle Manager
• Middle Managers • First Line Manager
• First-Line Managers

• Horizontal Differences
• Functional departments like advertising, manufacturing, sales
• Include both line and staff functions
• Perform the core activities and contribute to its business directly. Eg. manufacturing and marketing
• Perform the support function and contribute
indirectly to the business ASSIST and ADVICE.
• M.D.
• Advertising
• Manufacturing
• Sales
 30

Management Levels in the Organizational

Hierarchy
 32

Mintzberg’s Manager Roles

 How Does Management Relate
To Other Disciplines?

Sociology

Political Science Psychology

Management

Economics Philosophy

Anthropology
The Transition to
a New Workplace

Today’s best managers give up their command-and-control

mind-set to focus on coaching and providing guidance,
creating organizations that are fast, flexible, innovative,
and relationship-oriented.
The Transition to
a New Workplace

• A successful Manager requires

• A blend of
• formal learning (science)
• practice (art)