Introduction to HSM
Introduction to HSM
Services Management
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Presentation Outline
• Session Objectives
• Definitions
• What to manage?
• Management Functions/practices
• Principles of Management
• Managerial Levels, Skills and Roles
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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
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Terms to discuss
• Health
• Health care Vs Health services
• HSOs/HS
• Management
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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.
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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
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The six Building blocks of Health
systems
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Definitions of terms
Management
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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.
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Definitions …..
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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.
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Common points
Is a process – a set of interactive &
interrelated ongoing functions and activities
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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.
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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
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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
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Management functions
Planning
Is the function that determines in
advance what should be done.
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Leading
According to Keith Davis leadership is the
ability to persuade others to seek defined
objectives enthusiastically.
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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.
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Management functions Vs Levels of managers
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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
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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
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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
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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.
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Principles of management
8. Management by exception
Selectivity in handling information &
prioritized decision making
‘Don’t postpone decisions until they become
unnecessary.’
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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
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Levels
Levels
– Three levels
– The primary difference between
levels of managers are the
degree of authority and the
scope of responsibility .
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Levels of management
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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.
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Skills
There are three distinct types of skills:
1. Conceptual skill
2. Human relation skill
3. Technical skills
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Conceptual skills
• Reflect the mental abilities of managers to
visualize the complex interrelationships in a
work place .
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Human relations & communication
skills
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Technical skills
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Managerial Roles
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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
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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.
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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
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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
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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
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cont…
3 . Decisional roles
The authority granted by their
organization supported by their
interpersonal and informational roles
permits managers to play decisional
role.
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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.
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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.
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cont…
Resource allocator
• Prioritize tasks and make decisions
regarding the use of limited resources
to meet conflicting needs to achieve
goals
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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.
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Mintzberg’s 10 managerial roles.
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Managers’ Jobs and the Roles They Fill
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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.
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