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Introduction to HSM

The document provides an introduction to health services management, outlining key concepts such as definitions of health, health services, and management. It discusses management functions, principles, and the roles and skills of managers at different levels. The session aims to equip students with the ability to define management terms, describe management functions, and understand the principles and roles of management in health services.

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Terecha Bekele
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0% found this document useful (0 votes)
5 views

Introduction to HSM

The document provides an introduction to health services management, outlining key concepts such as definitions of health, health services, and management. It discusses management functions, principles, and the roles and skills of managers at different levels. The session aims to equip students with the ability to define management terms, describe management functions, and understand the principles and roles of management in health services.

Uploaded by

Terecha Bekele
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 57

Introduction to Health

Services Management

Ayinengida Adamu (BSc , MPH)


Department of Health Economics,
Management and Policy
Jimma University

1
Presentation Outline

• Session Objectives
• Definitions
• What to manage?
• Management Functions/practices
• Principles of Management
• Managerial Levels, Skills and Roles

2
Session Objectives
At the end of this session students are
expected to be able to
– Define the Management and related terms
– Describe the functions of Management
– Explain the principles of management
– Differentiate the attributes of levels of
management
– Identify the roles and skills of management

3
Terms to discuss
• Health
• Health care Vs Health services
• HSOs/HS
• Management

• What meaning would these terms give for


you???
• Do you think that they are important to deal
with???
• How do we use the terms in our day to day
conversations?
4
Definitions of terms
Health
• Non health professionals
– The absence of disease.
• narrow definition
• WHO, (1975) defined:
• A state of complete physical, mental, and
social well-being, not merely the absence
of disease.
• Western societies:
• The maximization of the biological &
clinical indicators of organ function and the
maximization of physical, mental & role
functioning in everyday life. 5
Definitions of terms

Negative terms and narrow definitions


 Interventions- only in case of life
threatening traumas & illnesses
Positive terms & broad definitions
 A variety of significant interventions to enhance
organ functioning.

6
Definitions of terms
Health care
• Is the total societal effort, undertaken in the
private and public sectors, focused on pursuing
health.
Health services
• Are specific activities undertaken to maintain
or improve health or to prevent decrements of
health.
• Can be preventive, promotive, curative or
rehabilitative in nature.

7
Definitions of terms
Health service organizations (HSOs)
• Organizational structure within which the delivery
of health services is directed to consumers.
Health systems
• Are formally linked HSOs, possibly including
financial arrangements, joined together to provide
more coordinated & comprehensive health services

8
The six Building blocks of Health
systems

9
Definitions of terms

Management

• Old & universal practice.


– Chinese great wall, Egyptian pyramid, Axum

• However, no universal definition


• Strong underlying similarities among
definitions.

10
Definitions …..
 Getting things done – Shortest
definition
The underling principle of this definition is
'commitment to achievement',
• i.e. commitment to purposeful action, not to
action for its own sake
• “management is saying what one wants to be
done, and then getting it done “
So management ensures that objectives are
specified (i.e. states specifically what is to be
achieved) and then that they are achieved.
11
Definitions …..

 The process composed of interrelated


social and technical functions &
activities, occurring in a formal
organizational setting for the purpose
of accomplishing predetermined
objectives through the use of human
and other resources.

12
Definitions …..
 Peter F. Drucker, "management is an organ;
organs can be described and defined only
through their functions".
 Wagner and Hollenbeck defined management
as
“a process of planning, organizing,
directing, and controlling organizational
behaviors to accomplish a mission through the
division of labor”
• Good management is to organization what
health is to the body
– the smooth functioning of all its parts.
13
Common points
Is a process – a set of interactive &
interrelated ongoing functions and activities

Involves accomplishing organizational


objectives

Use of people human & other resources


But people are the most important
resource

Occurs in a formal organizational setting

14
Definitions …
 In conclusion, Management work
involves establishing organizational
objectives and creating organizational
environment in which the direct work,
aided by support work, can lead to the
accomplishment of predetermined
objectives.

15
What to manage?
• When managing health systems and
services, there is always a question. What
has to be managed?
• Three things to manage are:
A.Volume and coverage of services
(planning, implementation and evaluation)
B.Resources (e.g. staff, budgets, drugs,
equipment, buildings, information)
C.External relations and partners - including
users of services
16
Management
Functions/Practices
 They are group of activities with
common purpose
 The set of social and technical functions
inherent in the management process
includes:
o Planning
o Organizing
o Staffing
o Directing (motivating, leading & communicating)
o Controlling 17
Management Functions

18
Management functions
Planning
Is the function that determines in
advance what should be done.

It is looking ahead and preparing for


the future. It is the process of deciding
the organizational objectives and
charting out ways of attaining those
objectives.
19
Organizing
• It is the process of developing
intentional pattern of relationship
among people and other resources.
• The manager differentiates and
integrates the activities.
• By differentiation is the process of
departmentalization or segmentation of
activities.
• Integration is the process of achieving
unity of effort among various
departments.
20
Staffing
• It is the process of filling and keeping
filled all the organizational positions,
with right people at right places at the
right time.
• It includes several sub function like;
– Recruitment
– Selection
– Transfer and promotions
– Training

21
Leading
According to Keith Davis leadership is the
ability to persuade others to seek defined
objectives enthusiastically.

 It is the human factor which binds a group


together and motivates it towards goals.

22
Controlling
Is a process of,
Establishing performance standards based on
the HSO's objectives,
Measuring actual performance,
Comparing it with the intended result ,
And taking corrective action as necessary.

In other words, it is regulating activities


in accordance with the plan

23
Management functions Vs Levels of managers

• Planning is the most important function of top managers.


• Middle managers fulfill all four management functions
about equally.
• Directing is the most important function of supervisory
managers. 24
Principles of management
1. Management by objectives(MBO)
 A process in which specific performance
objectives are jointly set by subordinates and
their superiors.
 Progress towards objectives is periodically
reviewed and rewards are allocated on the
basis of progress.
 Each person’s major area of responsibilities is
clearly defined in terms of measurable
outcome

25
Principles of management by
objective (MBO)
 Cascading of organizational goals and
objectives
 Specific objectives for each member
 Participative decision making
 Explicit time period
 Performance evaluation and feedback

26
Principles of management
2. Learning from experience
 Any gap between objectives and obtained
results (achievements) →analysis → discover
causes of the gap
3. Division of labor
 Management attempts to bring about balance
of work among different people concerned.
 Assign the right proportion of each kind of
staff to the task at hand

27
Principles of management
4. Substitution of Resources
 when the resources normally used to provide
service become scarce or too expensive,
different resources may be used to deliver the
same service.
5. Convergence of work
 Working relations should contribute to the
success of each activity and so to the general
goal of the organization

28
Principles of management
6. Functions determine structure
 Determining the function & duties of individual
member is followed by working relations
(structure).
7. Delegation
 Assigning job activities and corresponding
authority to specific individuals within the
organization.

29
Principles of management

8. Management by exception
 Selectivity in handling information &
prioritized decision making
 ‘Don’t postpone decisions until they become
unnecessary.’

9. Short Decision path


 Decision must be made as closely as possible in
time and place to the object of decision and to
those affected by it.

30
Levels , Skills & Roles of Managers

Managers
• Are people formally appointed to
positions of authority in organizations or
systems who:
• enable others to do their direct or support work
effectively
• have responsibility for resource utilization
• are accountable for work results

31
Levels
Levels
– Three levels
– The primary difference between
levels of managers are the
 degree of authority and the
scope of responsibility .

32
Levels of management

33
Levels
Top level (senior) managers
 Have authority over and are responsible for
the entire organization
i.e. all staff, resources and
organizational results
 Are accountable to the governing body
 Establish operating policies and guide the
organization with its environment
 Include individuals with the title of
chairperson, president, chief executive
officer, executive vice president, vice
president, or chief operating officer. 34
Levels
Middle-level managers
• reporting to senior managers
• there are numerous middle level
managers than top managers
• have authority over & responsibility for
a specific segments of the
organization
• Terms such as director or manager
usually used for middle manager—
• e.g director of human resources or
western regional manager. 35
Levels
First-level (front line) managers
 Oversee the nonsupervisory employees.
 Spend the greatest amount of time actually
directing employees.
 Except for making small, on-the-job
adjustments, they seldom perform planning and
organizing activities.
 Instead, supervisory managers initiate the
upward flow of information that middle and top
managers use to control organizational
behavior.
36
Skills
 There are three distinct types of skills:
1. Conceptual skill
2. Human relation skill
3. Technical skills

37
Conceptual skills
• Reflect the mental abilities of managers to
visualize the complex interrelationships in a
work place .

• Permits managers to understand how the


various factors in particular situations fit
together & interact one another

• Cognitive ability to see the organization as a


whole and relationship among its parts

38
Human relations & communication
skills

• Are the abilities of managers to get along well


with other people, to understand them, & to
motivate & lead them in the work place
• The ability to motivate, facilitate, coordinate,
lead, communicate & resolve conflicts.

39
Technical skills

 Are abilities to use the methods,


processes, and techniques of
managing
 It includes:
• Methods & techniques
• Specialized knowledge
• Competent use of tools
• techniques to solve problems in that
specific discipline
40
Essential Managerial Skills

41
Managerial Roles

• Managerial role is the behavioral pattern


expected of someone within a functional
unit.
• All mangers have formal authority over
their organizational units & derive status
out of that position.
• The work of managers is viewed as a
series of three broad categories of roles,
(Henry Mintzberg).

42
cont…
1. Interpersonal roles
Figurehead
 Performs ceremonial & symbolic duties
such as greeting visitors, making
speeches at organizational events,
signing legal documents etc.
Leader (influencer)
 direct & motivate subordinates
 seek to motivate, inspire & set
examples through their own behavior
43
cont…
Liaison
 Allows managers in formal & informal
contacts both inside & outside their
organization to establish relationships
that will help them achieve organizational
objectives.
 Interpersonal roles provide managers with
opportunities to gather information.

44
cont…
2. Informational roles
Monitor role
 Managers gather information from
their network of contacts, including
those established in their liaison roles
.
 Filter the information, evaluate it and
decide whether to act as a result of
the information
45
cont…

Disseminator
 This role grows out of the managers’
access to information and his ability
to choose what to do with that
information
 Distributes information to those who
should receive it, both outside and
inside the organization

46
Cont…
Spokesperson
 Is related to the figurehead role
 Communicating the position of their
organizations to internal and external
stakeholders who affect their areas of
responsibilities
 transmit information to people outside
the work unit, keep supervisors informed
or representing the organization in
dealing with the external environment

47
cont…

3 . Decisional roles
 The authority granted by their
organization supported by their
interpersonal and informational roles
permits managers to play decisional
role.

48
Cont..
Entrepreneur
 are initiators and designers of changes
intended to improve performances in
their organizational domains
 act as change agents → initiate
improvement projects, identify new
ideas, delegate idea responsibilities to
others.

49
cont…

Disturbance handler
 detect wide variety of problems &
decides on and implements solutions
 takes corrective action during disputes
or crises and resolves conflicts among
subordinates
 the ability to make good decisions
about handling disturbances is and
important determinant of managerial
success.

50
cont…
Resource allocator
• Prioritize tasks and make decisions
regarding the use of limited resources
to meet conflicting needs to achieve
goals

51
cont…
Negotiator
 Interact and bargain employees, suppliers,
regulators, customers, clients and others.
 Represent departmental interests during
negotiations
 Negotiating includes deciding what
objectives to seek through negotiations
and how to conduct the negotiations.

52
Mintzberg’s 10 managerial roles.

53
Managers’ Jobs and the Roles They Fill

When top, middle, and supervisory managers were asked


about the importance of the roles they perform, their
answers provided the data illustrated graphically here.
54
• “What we think, know, or believe in is,
in the end, of little consequence. The
only consequence . . . is what we do.”
(Haines, 1995)

55
References
1. WHO, On Being In charge - A Guide for Middle
Level Management in PHC. Geneva
2. Nick Goodwin, Reinhold Gruen and Valerie
Iles, Managing Health services.

56
57

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