Health Service Management

PubH611 Credit hour: 3

By Desalegn Bekele
(MPH, Assistant Prof.)
MWU, 2021
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 COURSE Contents
Unit one: Management functions
2.1 Planning
 Definition of Planning
 The essential of planning
 The process of planning
 Strategic and other types of planning
 Health planning
2.2. Organizing and Organizations
 The process of organizing
 Organizational structures
 Organizational effectiveness
Unit Five: Conflict Management
 Definition of conflict and conflict management
 Conflict Theory
 General causes of conflict
 Effects of conflict in organization
 Methods and steps to deal with conflicts 2
Aim of the Module
At the end of this module, students will be able to
apply principles and methods of management and
leadership for effective and efficient management
of the Ethiopian healthcare system
To help students have a firm foundation in the
principles and tools of management as applied to
health.
 Thus the emphasis is on
the knowledge, skills and attitude needed to lead
and manage health services and organizations.

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 INTRODUCTION
What is management?
Management
 is a process of reaching organizational goals by
working with and through people and other
organizational resources.
 is a process of utilizing efficiently the available
resource to achieve organizational goals.

 art of getting things done through people (Mary Parker

Follet).
 The process of planning, organizing, staffing, leading,
and controlling the work of organization members and
of using all available organizational resources to reach
stated organizational goals (George R. Terry) 4
Introduction of management into health care system is even
a very recent story ( i.e. 3 - 4 decades)
The early management theory
– The Scientific Management Theory
– The Classical Organizational Theory
– The Behavioral School
– The Management Science
Contemporary theories
– The systems Approach
– The Contingency Approach
– The attributes of excellence Approach

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Administration
 Means overall determination of polices and major objectives.
Functionally
 It is the laying down of the general purpose of the
organization.
 The framing of its major polices.
 The formulation of general plan of procedure.
 The inauguration of broad programme.
 Approval of specific major projects that fall within the
general programme.

 As we go down the hierarchical ladder, the administrative

function became less and less and the management function
more and more.
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Concepts and Principles in Management
 In the process of fulfilling his/her managerial duties the
manager would apply the following concepts and
principles.
Efficiency:
 The ability to minimize the use of resources in
achieving organizational objectives.
 Doing things right.
Effectiveness:
 the ability to meet organizational objectives.
 is the degree to which a stated objective is being
achieved
 Doing the right thing.
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 Organizational Effectiveness
 Organizational effectiveness can be defined
as the efficiency with which an
association is able to meet its objectives.
 This means an organization that produces a
desired effect or an organization that is
productive without waste.

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Principles
Management by objectives
 Management sees that objectives are specified and then
that they are achieved. The objective should state:
 What is to be accomplished
 How much of it
 Where it is to be done
 When it is to be completed.
 Therefore, a clear statement of objectives makes it
possible to evaluate how effective one is in approaching
and reaching the objectives.

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Learning From Experience
 Analysis of the results between the objectives and
achievement made. For better performance there should
be feedback to learn from the experience gained.
Division of Labour
 Management attempts to bring about balance of work
among the different people concerned.
Substitution of resources
 Often when the resources that are normally used to
provide service became scarce or too expensive,
different resources may be used to provide the intended
results.

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Convergence of Work
 Working relations should contribute to the success of
each activity and so to general effectiveness.

Functions determine structure

 When the work is defined i.e. the function and duties of
the individual members of the team are clearly defined ,
then the structure follows.
 The exact nature of authority will be clearly delineated
on the structure.

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Management by Exception
this means two things:-
1. Don't be overloaded with the routine, unnecessary
information, be selective.
2. Make BIG decision first.
- selectivity in information
- priority in decision
Shortest Decision-Path
This principle deals with issue
 Who should make which decision?
 When and where?
 Decision must be made as soon as possible in time and
place

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Types of managers and managerial roles

A. Classification by management level

 First-line (or first/ low level)
 Responsible for the work of operating and do not
supervise other managers
 have authority and responsibility for overseeing a
specific type of work and a particular group of workers.
 Like supervisory managers
 Middle managers
 Managers in the midrange of the organizational
hierarchy
 They are responsible for other managers and sometimes
for some operating employees
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 They report to more senior managers
 Top/ senior managers
 Managers responsible for the overall management of
the organization
 They establish operating policies and guide the
organization’s interaction with its environment.
 Small in number

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Exercise
 List types of managers for the three levels by choosing
one organization.
 Are there different names for a manager? List.
B. Functional and general manager
Classification based on scope of activities
 Functional Manager: Responsible for one
organizational functional area/activity e.g. finance
 General Manager: Responsible for all functional
activities e.g. a company

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 Do both functional and general managers perform the
four management functions?
 Yes, the difference is in the scope of activities they
oversee.
 The primary differentiation between levels of managers
is the degree of authority and scope of responsibility and
organizational activity; the rest is similar.

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C. Management level and skills
Three basic types of skills for successful management
(technical, human and conceptual)
1. Technical skill:
 the ability to use procedures, techniques and
knowledge of a specialized field
 Using specialized knowledge and expertise in
executing work related techniques and procedures.
2.Human skill :
 the ability to work with, understand and motivate other
people as individuals.

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 builds cooperation among the team, working with
people : attitude, communication
3. Conceptual skill:
 Ability to see the organization as a whole.
 A manager with this skill has the ability or better
understands how various functions of the organization
complement one another;
 The relationship of the organization to its environment;
 How changes in one part of the organization affect the
rest of the organization.

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 Managerial Roles
 Managerial roles categorize managers' actual behaviour.
 Three managerial role categories, according to
Mintzberg, are interpersonal, informational, and
decisional.
1. Interpersonal Roles
 The three interpersonal roles managers play are as:-
Figurehead
 they engage in activities that are ceremonial and
symbolic in nature
 as a symbol of legal authority, attending ceremonies,
signing documents, etc.

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Liaison
 involves formal and informal contacts beyond the vertical
chain of command (inside and outside).
 links in horizontal as well as vertical chain of
communications
Influencer
 includes motivating and leadership.

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2. Informational Roles: The three informational roles
are:
Monitor
 serving as a focal person for all types of
communications
 filter, evaluate and choose to act or react to that
information.
Disseminator
 involves choosing to disseminate the information.
 communicating selected information to subordinates
Spokesperson
 represent and speak on behalf of the organization,
communicating selected information to outsiders

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3. Decision-Maker Roles: There are four decision maker
roles:
Entrepreneur
 designing and initiating changes within the organization
Disturbance Handler
 They handle both internal and external disturbances.
 They anticipate disturbances and resolve conflicts.
Resource allocator
 managers decide who gets what based on priority setting.
Negotiator
 managers choose how to interact with their superiors, peers,
and subordinates.
 negotiating with other parties representing organizational
interests
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1. Management Functions
A. Planning
B. Implementing (Organizing, Staffing & Directing)
C. Controlling (Supervision, M & E)
2. Principles of Management
3. Organizational Performance & Managerial Roles

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 1. Management Functions

 Function is a broad area of responsibility composed of many

activities aimed at achieving a predetermined objective.
 Different experts have classified functions of management
differently
 But the most widely accepted functions of management given by
KOONTZ and O’DONNEL: Planning, Organizing, Staffing, Directing
and Controlling.

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 Management Functions…

It can be classified as: PIE (Planning, Implementation & Evaluation )

1. Planning Planning (P)

2. Organizing
3. Staffing Implementing (I)

4. Directing
5. Controlling Evaluation (E)

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 Management Functions…

 In addition to five sequential functions, two functions of mgt

are:

 Communication: it is necessary for sharing information

b/n manager, staff & community during the process of
planning, implementation and evaluation.

 Decision-making: is employed during the steps of

planning, implementation and evaluation because each one
of them require decision making as task
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 A. Planning
 A systematic method of setting objectives and determining
a course of action for achieving those objectives through
the efficient and appropriate use of resources.
 It represents the cognitive (thinking) function of
management.

 It requires an emphasis on creativity, innovation, vision, and

thinking “outside of the box”.

 Determining how we can get where we want to go

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 Planning cont…

 Planning is a process that is essential to:

Make advanced rational decisions about the future.
Anticipate and react positively to changes.
Analyze information and make improvements.
Reduce ambiguity and anxiety among staff.
Accomplish goals and objectives in a timely and
efficient manner.
Remain competitive and cost effective.
Be proactive rather than reactive.
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 Planning cont…

 To determine more precisely the type of decision to be

made in each of the above areas, it is useful to go through
the following questions
 What to do?
 When to do?
 How to do?

 With what?
 What is expected at the end?

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 Planning cont…

 Therefore health planning is the process of

defining community health problems,

identifying needs and resources,

establishing priority goals and setting out

actions needed to reach those goals.

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 Features of Planning
1. A good plan should give
 A clear vision/mission, goal & objectives (SMART)
 A clear picture of the task should be accomplished
 Proper usage of resource.
2. Planning takes place at all levels
 A large programme at national level
 A small one at village level
3. Planning must be collective under taking:
 Professionals (from health & other sectors)
 Community/NGO
 Government/Party

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 What a plan is not

 A true plan should not be a static document

 Should be dynamic, evolving with the changing environment.

 A plan does not provide the ultimate solution but offers the
mechanism for finding the solution.
 A true plan is not a cookbook with step-by-step instructions
for reaching a specified point in the future.
It should embody the principles necessary for achieving
the goals.
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 Brain Storming

What makes planning in health sector

unique/difficult compared to other sectors?
Think about (3 Minutes)
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 Unique Features
 Health services providers are often dealing with life-and-death
situations with a number of dimensions
 Needs multi-sectorial collaboration

 Healthcare also is characterized by a wide variety of different

customers and the nature of these customers varies
 End-user may not make the consumption decision or pay for
the service provided
 Uncertain about the outcome of consumption of health care

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 Types of Planning

1. Tactical Planning- Operational/Activity Planning

 It covers a short to medium term period of time, usually 1 year.

 It focuses on specific activities

2. Strategic Planning –Allocative /Long Range Planning

 Planning covers a period of five to ten years that includes setting

goal, strategies and objective for your program.

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 Major differences between strategic and tactical planning

Area of differences Strategic planning Tactical planning

Indidividuals involved Developed mainly by Developed mainly by
upper level lower level
management management
Facts on which to base Facts are generally Facts are generally
planning difficult to gather easy to gather
A mount of details in Plans contain relatively Plans contain
plans little detail substantial amount of
detail
Length of time plains Plans cover long Plans cover short
cover periods of time periods of time

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 Steps in Planning

There are 6 steps in planning

1. Situational Analysis

2. Selecting Priority Problems

3. Setting Objectives & Targets

4. Identifying Potential Obstacles & Limitations

5. Designing Strategies

6. Writing the Plan

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 Step 1: Situational Analysis

 Assessing the present situation of an area

 Includes:

Gathering information from the community

Extract information from records

Analyze and interpret information

Review existing health work

Collect information on resources

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 Step 1: Situational Analysis…
 Involves assessment of:
1. Population Characteristics
 Target group, population size & growth rate, socio-
demography
2. Review area characteristics
 Geographical and topographical situation
 Infrastructure
 Socio economic situations
 Public & private sector situation
3. Analyzing health services
 structure & functioning & of health Service utilization

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 Step 1: Situational Analysis…
4. Policy & Political Environment
 Consider national health policy & programmes and relate to actual
situation in the area
 Political stability & social security
5. Analyzing Health Needs
 Can be assessed through
- Medical indicators,
- Community perceptions of needs,
6. Analyze resources
7. Review past implementation experience
 Success & Failure /short comings

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 Step 2: Selecting Priority Problems

 The 2nd stage sets priorities in the light of competing needs

& limited resources
This step is used to :
 Select important problems according to criteria,
 Recognize problems which are the responsibility of other
agencies outside the health service

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 Step 2: Selecting Priority Problems…

 It is useful to group problems under common headings.

Helps seeking common solutions.
 Environmental problems E.g. poor sanitation, over crowing, lack
safe drinking water
 Disease or health problems E.g. Malaria, RTI, Diarrhea…
 Socio- Economic problems E.g. Low per capita in come, Illiteracy,
inequity, cultural and religious habits

 One way to determine problem priorities is to set criteria.

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 Step 2: Selecting Priority Problems…

The selection criteria for priory setting are:-

 Magnitude of the problem
 Degree of severity (suffering and disability)

 Feasibility
 Community concern
 Political acceptability

 Consistencies with multi- sector approach

 Clear defined system with donors ( if linkage exists )

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 Example of Criteria ranking
Disease Magnitude Severity Feasibility Sustainability Community
concern

Child with
measles
4 4 2 2 2

Teenagers
with malaria
3 3 3 2 3

Unvaccinat 3 3 3 2 2
ed child

Child with 3 3 3 1 1
Kwashiorko
r

Note: Add up values allocated to each disease conditions

horizontally for total score to set priority problems.
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 Step 3 : Setting Objectives & Target
 Describes the desired direction of service
 Goal: Are broad statement.
' Health for all by the year 2000 and beyond.'
 Aims: There are a number of aims relating to the goal.
'To raise the nutritional status of women and children’.
 Objectives: Each programme aim may have a number of objectives
' To ensure that 95% of children are adequately nourished.'
 Targets:- For each objective, there may be various targets
to the attainment of the objective.
' To ensure that 75% of children are adequately nourished
by 2021’

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 Step 3 : Setting Objectives & Target…

 Clear objective is essential to a definite plan and it enables results to

be evaluated.
 Objectives must be SMART.
S -Specific
M -Measurable
A -Achievable
R -Realistic
T -Time specific/Time framed

Example
 By the end of 2021, 90% of eligible children will be vaccinated against
targeted diseases in Goba Woreda.
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 Step 4 Reviewing obstacles and limitations
 After objectives have been set, ask: "what prevents the achievement
of the objectives?

 Review limitation of resources (people, equipment, information,

money and time)

 Revise obstacles in the geographical, climatic, technical and social

environment

 Analyze obstacles-to what extent they can be removed or reduced

 Revise objective accordingly

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 Step 5: Designing the Strategies

 A set of activities to meet objectives and targets is sometimes called

a strategy

 Once objectives and targets are set, the planner assesses the

different ways (strategies) for achieving them.

 The potential strategies often include technology to be applied,

procedures to be used and defining the role of communities and

other sectors.

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 Step 6: Writing the Plan

 The purposes of writing the plan are:-

– To request funds or resources from the

government/funding agencies
– For monitoring and evaluating the implementation
process by all concerned
 A plan can be written in several ways. Some organizations
may require plans to be written on specific way.

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 Planning steps cont…
An outline of writing the plan may include:

1. Summary: Gives a clear idea of what is going to be done

2. A problem statement: explanation of the problem to be dealt with

3. Objectives and targets

4. Strategies and activities: responsibilities should be allocated for
each activities
5. Resources needed

6. Monitoring and evaluation: periodic and end of programme

assessment, how, by whom, when, indicators of effectiveness

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GANTT CHART-FOR CONDUCTING A SURVEY
Activities Responsible Jan Feb Mar Apr May Jun
Officer
Briefing of District leaders MR A *……………….*
Briefing of Villagers MR B
Design of survey MRS X *………*
Selection and Training of Staff MR Y *………..*
Conduct of survey MR C *………..*
Analysis of report MR D
Provision of transport and logistic MR E *……………*
support
*….
*………………………………………
……* 52
 SWOT Analysis

 It is a strategic planning tool that matches internal

organizational strength and weakness with external

opportunities and threats

 By reviewing strengths, weaknesses, opportunities and

threats a useful strategic for achieving objectives will

become evident.

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 SWOT Analysis
 Strengths :Those things that you do well

 E.g. availability of resources, and trained human power.

 Weaknesses: Those things that prevent you from doing what you really need
to do
 E.g. lack of managerial talent and obsolete facilities

 Opportunities: Potential areas for growth and higher performance

 E.g. clear and supportive government polices and presences of a

functional health committee in the communities
 Threats: Challenges confronting the organization

 E.g. adverse cultural believes towards modern medical practice and

growing cost of essential drugs. 54
 Why a Plan Fails?

 When it is not integrated to the total mgt system

 Lack of understanding of the different steps of the

planning process
 When the concerned parties are not participated

 When mgt expects that plans will be realized with little

effort
 When too much attempt at once
 Unforeseen/unexpected change in the environment 55
 Planning…

Summary

 “ If you fail to prepare, you prepare to fail “

 “ If you don’t know where you are going, no road

will get you there “

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 B. ORGANIZING

 Is one of the four functions of management performed

after planning.
 Focuses on the structure and process of allocating jobs
so that common objectives can be achieved.
 It involves:
Assigning tasks

 Grouping tasks

Allocating resources
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 Organizing…
Benefits of Organizing
 Clarify the work environment
 everyone understands what to do

 Creates a coordinated environment

 confusion minimized and obstacles removed
 Achieves the principles of unity of direction and command
 the establishment of one authority figure for each designated task of the
organization
 Establishes chain of command

 unbroken line of reporting relationships

 Delegation, balanced responsibility and authority 58
 Organizing…

Functional elements of organization structure

The four building blocks

1. Division of work

2. Departmentalization

3. Hierarchy

4. Coordination

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 Organizing…
1) Division of work
 It is the degree to which tasks in an organization are divided in
to separate jobs
 It is a breaking of a complex task in to components.

2) Departmentalization
 It is the grouping of related jobs or processes into major
organizational units.
 Overcomes some of the effect of fragmentation
 Permits coordination (integration) to be handled in the least
costly manner.

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 Organizing…
3) Hierarchies
 A pattern of multiple levels of organizational structure:
 senior- ranking manager at the top and
 low-ranking mangers located at various levels below.
 The concept behind hierarchy is how many could be effectively
handled (Span of management control)
Span of management control:
 The number of people/departments directly reporting to a given
manager.
 Refers to the number of people one supervisor should be in charge
of.
 The type of span can affect the speed of decision making
 Two types:

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 Organizing…
a) Too Wide Span of Control:
 create flat hierarchies (fewer management levels
between the top and the bottom)
The implications are:
 Overburdened manager
 Little guidance or control of employee
 Overlooking or ignore serious issues
 decision making is faster

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 Organizing…
b) Too Narrow Span of Control :
 Create tall hierarchies with many organizational
/managerial layers
the implications are:
 Managers are underutilized
 Inefficient
 Decision making is delayed
 Wide spans of control are appropriate for departments where
many workers work close together and do the same job.
 Narrow spans of control are best suited for departments
where the work is complex and/or the workers are widely
dispersed.
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 Organizing…
4. Coordination
 Is the process of integrating tasks and resources to meet
objectives.
 It is arranging the work so that right things are done, in
the right place, at the right time, in the right way, by
the right people.
 A coordinated activity is orderly, harmonious, efficient
and successful.
 When an activity is not coordinated, it is liable to fail in
its objective

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 C. Staffing

 The management function that deals with the

following basic activities:
1. Human Resource Planning

2. Recruitment, selection and socialization

3. Training and development

4. Performance appraisal

5. Promotion, transfers, Demotions and

separations

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 Staffing…

1. Human Resource Planning:

 Planning for future personnel needs of an organization

2. Recruitment, Selection and Socialization:

 Recruitment: includes;
– Job description: a written description of a non-management job,
covering title, duties, and responsibilities

– Position description: a written description of a management position,

covering the title, duties and responsibilities

– Hiring specification: a written description of the education, experience,

and skills needed to perform a job or fill a position effectively
66
 Staffing…

 Selection: The organization decides whether or not

to make job offer and the candidate decides whether
or not to accept it.
 Socialization: orientation/information after job offer

3. Training and Development: to maintain or

improve current performance

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 Staffing…
4. Performance Appraisal: two types
a) Informal Appraisal:
 Feedback on day-to-day performance
(strength/weaknesses)
b) Formal Systematic Appraisal:
 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.

68
 Staffing…
5. Promotions, transfers, and Discipline
 Promotion: Moving to a higher position & responsibility
– To recognize outstanding performance
 Transfers: Shift to other positions
– For experience
– To fill vacancies
– To keep promotion ladders open
– To keep individuals interested in the job
– Sometimes, for those with inadequate performance
 Discipline: when the organization’s policy is violated

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 D. Leading or Directing

 Is a process of directing and influencing the task-related

activities of group members.

 is the process through which an individual attempts to

intentionally influence another individual or a group in
order to accomplish a goal.

 It is one of the most important things managers do.

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 E. Controlling
 Control is the process of ensuring that actual activities
conform to the planned activities.
 Managers monitor the effectiveness of the
management functions: planning, organizing, directing,
and decision-making.
 Without systematic control, a manager has no assurance
that all elements of the origination will work toward
meeting the goals.
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 Controlling…

Forms of Management Control

 There are three basic forms of management control:

1. Supervision

2. Monitoring &

3. Evaluation

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 Controlling…
1. Supervision

 Is learning process with feedbacks

 Success, work experience and failure can be assessed to

determine whether planned activities are being

performed or not .

 It is directed to the individual who are doing the work

73
 Controlling…
Responsibility of supervisors
 Share the knowledge and experience
 Not be fault finder rather motive and appreciate the
performance of workers
 Develop a sense of team spirit
 Advise about work methods ,procedures and schedules
 Listen to complaints and give solutions
 Arrange training facility
 Act as model for the subordinate

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 Controlling…

2. Monitoring:

 is the systematic and ongoing collection, analysis,

interpretation and use of data on key aspects of an
intervention and/or its expected results
 Answers the following questions:
Which resources do we have for the program?
What are we doing?
Where are we now?

Are we on the right track or not?……

75
 Controlling…
3. Evaluation
 A systematic process of data collection and analysis
about activities and/or effects of a program, looking
to answer an evaluation question.
 Determines the merit or the value of the program and
explains the relationship between the program and
its effects.
 “Evaluation is not to prove, it is to improve”

76
 Controlling…
Evaluation answers
– What is the program’s achievement?

– How do we explain the achievement?

– What factors affect the observed level of

implementation?

– Do the program has any contribution?

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 Monitoring vs. evaluation
Monitoring Evaluation
Continuous: Ongoing Periodic: important milestones (Episodic)
process

Documents progress In-depth analysis of achievements (How and

why?)

Answer questions: Answer questions:

What are we doing? Do the program has any contribution? how?
Why?

Conducted by program staff Can be done by internal or external experts

Not costly Sometimes costly

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 Conflict Management

Conflict management

-is the use of strategies and tactics to move all parties

toward resolution, or at least containment of dispute,
in a manner that avoids escalation and the destruction
of relationships. (Carol A. Aschenbrener, MD)

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 Conflict Resolution
• Conflict is when two or more values, perspectives
and opinions are contradictory in nature and haven't
been aligned or agreed.
or
• It is the perceived incompatible differences that
result in interference or opposition.

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 Cont….
• Conflict exists in situations where goals, interests or
values of people are incompatible and they block
other’s efforts to achieve their goals.
• It is natural and inevitably arises
 Conflict is often needed ,because it:-
a. helps to raise and address problems.
b. energizes work to be on the most appropriate issues.
c. helps people to "be real", for example, it motivates
them to participate.
d. helps people learn how to recognize and benefit
from their differences.
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• conflict isn't a problem , It will be a problem when it is poorly
managed.

• Conflict is a problem when it:

1. Hampers productivity.
2. Lowers morale.
3. Causes more and continued conflicts.
4. Causes inappropriate behaviors.

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Types of conflict

1. Interpersonal Conflict: between individuals based

on differing goals or values.
2. Intra-group Conflict: occurs within a group or team.
3. Intergroup Conflict: occurs between 2 or more
teams or groups.
-Managers play a key role in resolution of this conflict
4. Inter organizational Conflict: occurs across
organizations.
-Managers in one firm may feel the other is not
behaving ethically.

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• What are sources of Conflicts??

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Sources of conflict
1. Different goals and time horizons:
– different groups have differing goals.
– Production focuses on efficiency; Marketing focuses on sales.
2. Overlapping authority:
-two or more managers claim authority for the same activities.
3. Task Interdependencies:
– one member of a group fails to finish a task that another depends
on. This makes the worker that is waiting fall behind.
4. Incompatible evaluation or reward system: workers are
evaluated for one thing, but are told to do something different.
5. Scarce Resources: managers can conflict with scarce allocation of
resources.
6. Status inconsistencies: some groups have higher status than
others; leads to managers feeling that others are favored.
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 Conflict Resolution Approaches

1. Avoid differences - select people from workers and do

compromise
2. Repress or delay differences - two methods
The manager can emphasize harmony and team work
Or bring dispute parties together only under highly controlled
circumstances
3. Problem solving - bring the disputing parties together ,getting
them a chance to air their differences or act as a mediator
4. Traditional approach - people selected outside institute

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5. The modern approach ( Filly's categories)
a) Win-Lose method
– Is based on force
– Personal goals are satisfied at another experience through the
use of authorities
b) Lose-Lose Method
– Neither party being truly satisfied
– With no clear winner

c) Win - Win method

– The most constructive resolution but most difficult to reach.
– Finally settle the most mutually beneficial solution

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 Conflict resolution styles

Competitor Collaborator
High
Assertiveness

Compromiser

Avoider Accommodator

Low
Social interaction High

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Conflict resolution Styles
1.Avioder/withdrawal/
– Low assertiveness(expression of opinion) and social interaction
“ it is ok, I will sit alone in the dark’’
Avoiding/inaction
The goal is to do nothing or delay
• Denial of the existence of conflict or unwillingness to deal with the
issues
• “No way

You may be using this style if you:

1. Avoid situations that create tension
2. Avoid controversy
3. Avoid open discussions of issues or concerns
4. Postpone difficult negotiations

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 Avoiding/Inaction…..

Advantages: Disadvantages:
– Reducing stress – Missed opportunities to clarify
– Saving time issues or relationships
– Steering clear of danger – Issues not clarified often
– Setting up more trigger additional conflict later
favorable conditions – Others may doubt your
courage
– May be perceived as a “push
over” if over-used

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 2. Accommodator
• Low assertiveness but high social interaction
– “Let’s all sit together in the dark’’
Accommodating or Obliging
The goal is to let the other party win
• Giving the other side what they ask or demand
• “Your way”

You may be using this style if you:

1. Focus on other parties concerns more than your own
2. Trying to help the other party even when it means giving something up
3. Trying to keep the other party happy
4. Trying not to hurt the other parties feelings

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 Accommodating/Obliging….
Advantages: Disadvantages:
– Helping someone out – Overuse may foster
– Restoring harmony dependency
– Building relationships – You may become an enabler
– Choosing a quick ending – Overuse may create the
perception that you will go
along or can be ignored

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3.Collaborator/problem solving
– High assertiveness and high social interaction
– “ Let’s change the light bulb together’’
Collaborating or Integrating
• The goal is to find a win/win solution
• An open problem-solving approach to meet everyone’s interests to
greatest extent possible
• “Our way”

You are negotiating with a collaborating style if you:

1. Bring issues into the open.
2. Issues are important to both parties.
3. Looking for creative solutions.
4. Seek to build trust and satisfy both parties.
5. Exchange information and ideas freely
6. Issues are complex and multiple resources are needed.

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 Collaborating/Integrating…..
Advantages :
– High quality decisions
– Learning and communication
– Resolution and commitment
– Strengthening relationships
Disadvantages:
– Time and energy required
– Parties must be wiling to
listen and learn
– Requires reflection
– Vulnerability risk
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 4.Competitor
• High assertiveness and low concern for social
acceptance
– “ My room is better, let them yours’’

You are negotiating with a collaborating style if :

1. Issue is trivial or important to you.
2. Speedy decision is needed or only short term goals
are present.
3. Unpopular course of action is implemented.
4. Necessary to overcome assertive subordinates.
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 Advantages:
– Asserting your position
– Possibility of a quick victory
– Self-defense
– Testing assumptions

Disadvantages:
– Sets a pattern about use of power
– May increase power differential, harm relationships
– Doesn’t build ownership, may create resistance
– Possible escalation and deadlocks

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5. Compromiser/ Sharing
– Combines qualities of the above

– “ Today we will sit in the dark, tomorrow

we will sit in the light ”

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 Compromising…

The goal is to find a middle ground

• A pragmatic approach of trading concessions to make
a deal
• “Half way”

You may be using this style if you are:

1. Splitting the difference.
2. Giving up something for something in return.
3. Taking an intermediate position
4. Engaging in give and take

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 Compromising….

Advantages: Disadvantages:
– Focus may shift to positions and
– Pragmatism/practical not core issues
– Speed and expediency – Very difficult to balance so that
– Fairness all parties feel they have faired
equally
– Maintaining – Superficial understandings ,may
relationships not learn what is important to
continuing relationship

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• In conclusion, 3 factors that influence which
leadership style to use.
1. The manager’s personal background: What
personality, knowledge, values, ethics, and
experiences does the manager have. What does he or
she think will work?
2. Staff being supervised: Staff with different
personalities and backgrounds; The leadership style
used will vary depending upon the individual staff
and what he or she will respond best to
3. The organization: The traditions, values, philosophy,
and concerns of the organization influence how a
manager acts
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• No one best style - leaders must adjust their
leadership style to the situation as well as to
the people being led

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