Management

What is Management?

Management is getting things done. Management is getting thing done through

people. Management is efficient use of resources. Management is getting people to work

harmoniously together and to make efficient use of resources to achieve objectives.

Management is to make decision

Management

An organized process that guides the utilization of various resources

human, financial and material to meet a desired organizational

goal taking into consideration consumers’ demands (clients’ needs), and the political and economic situation (emphasis on goal).

Planning- defining organizational GOAL

Leading-Getting others to perform the tasks necessary to achieve the organizational goal

Controlling-

Consciously monitoring

performance & take

corrective actions

Organizing- Process of creating a structure

Management

• Planning, organizing, leading and controlling: the art of getting things done by and through people

The Organization and its environment

• An organization exists to perform work.• This is achieved by activities which transform

(process) inputs into outputs:• Environment-Internal/External

ORGANIZATIONO

N B I O O IE J N U U ME E P PROCESS T T PD C U P C AS T T U O C

I S T M TV S EE SS

Management function

• Planning• Organizing• Recording and reporting• Staffing• Supervising

Managerial functions

• Coordination• Guiding• Monitoring• Ordering and storing• Budgeting• Evaluation

Human Behavioral

Management

Financ

ial

Man

agem

ent

Logistics Management

Knowled

ge

Man

agem

ent

Health Information

Management

Human

Resource

Management

Facility

Management

Technology Management

Branches of Management

Data, register,

referral

Information

Mgt

Technology

Managem

ent

Ultrasound,

ECG, CT, ,LabHuman

Behavioral Mgt

Interpersonal

communicationFacility

Management

Hospital, clinic

ambulance

Knowle

dge

Man

agem

ent

Applic

ation

&

carry

ove

r

Health staff of

all categoryHuman

Resource

Mgt

Fina

ncia

l M

anag

emen

t

Sala

ry, i

n/ou

t

Fund

,

Logistics Mgt

Medicines, others

Branches of Management applied to daily life

Knowledge Management

• Is about creating an exciting environment within the organization that will promote the creation and transfer of knowledge

(Kermally 2002)

It involves changing the organizational culture to one of sharing

Requires… visionary leadershipmotivated staffprocess and practices that will facilitate this sharing

Knowledge Management

Knowledge could be better optimised if we could capture information not normally captured.

Some knowledge related to experience, wisdom and empathy of one’s own .... usually are not documented.

Knowledge management is therefore about how to capture that information related to how individuals reason and make their expertise available

...video conferencing, e-mails, networks

Four stages of knowledge conversion

• Socialization – by sharing experience & on-the-job learning: at meetings to discuss work related projects and problems (tacit knowledge)• Externalization – describing this knowledge in the forms of metaphors/analogies• Combination – taking theoretical or explicit knowledge & integrating with metaphors or analogies•Internalization– information is taken & followed to gain further knowledge and understanding. This information is modified as people learn by doing- refined

Competent

Desire

(want to)

Knowledge

(what to

,why to)

Skills(how to)

Continue Learning of PEOPLE

Individual learning Team Learning Organization Learning

Managerial Competencies

1. Self Management

2. Strategic Action

3. Global Awareness

4. Team Work

5. Planning and Administration

6. Communication Competency

Self Management

• Self awareness• Self identification of strengths/weakness-

developmental needs ….in leadership ….in motivation ….in ethics ….in many other

areas• Continued self assessment• Integrity and ethical conduct• Personal drive and resilience• Balancing work and life demands

Self Management

We are measured • not by what we are, but by the

perception of what we seem to be,

• not by what we say, but how we are heard; and

• not by what we do, but how we appear to do it.

Strategic Action Competency• Developing broad strategies that can be

translated into clear goals and practical action plans

• Proactive vs Reactive

• Formulation of contingency plans to minimize risks

• Understanding the organization

• Taking strategic actions

Global Awareness Competency

• Staying abreast of important global trends that have significant impact on the organization

• Recognition of global trends on the organization's plans and growth

• Being sensitive to key cultural differences and understanding the consequences of cultural differences for the organization

Teamwork Competency• Creating a supportive environment

• Trust/ Productive management conflicts

• Collaboration and constant information sharing

• Problem solving/ decision making(Forming, Storming, Norming, Performing, Adjourning)

• Managing team dynamics

• Ability to cultivate an active network of relationships and relate well to others

Planning & Administration Competency• Information gathering, analysis & problem

solving

• Setting clear and challenging goals

• SWOT analysis

• Adequate control & clear guidance & Swift decision making

• Planning and organizing projects• Time management• Budgeting and financial management

Communication Competency

• Informal communication

• Formal communication

• Negotiation (an agreement)

• Free flow of information upward, downward and laterally (feedbacks)

• Listening and informing others

• Fostering open channels and negotiating with others

Feedbacks

• Not an end it itself

• Increases communication links

• Gives information on site overall strengths and weaknesses

• Gives insight on what we can do differently to increase effectiveness

• Focus on skills and behavior, not on personality or style

• Improve performance

LeaderLeader AdviserAdviser

EntertainerEntertainerPeacemakerPeacemaker

FollowerFollower

IndependentIndependent

Self directed Self directed

Productive, TrustProductive, Trust

Low controlLow control DependentDependent

ControlledControlled

Directed, Low TrustDirected, Low Trust

Close SupervisionClose Supervision

Purpose

Vision

Character

Understan

ding

LEADER

Action

Good

Leadership

We know it

when we see

and

experience it.

Critical success factors of effective leadership

• Ability and commitment to motivate people

• Excellent interpersonal skills

• Ability to learn on the job

• Hard work and working smarter

• Linking strategic planning to implementation

• Facilitating teamwork

• Facilitating organizational development.

Managers v Leaders

• Follow vision• Use rules• Look at the job • Process oriented• Focus on system &

structure• Is a copy• Asks how and when• Maintains• Do things right

• Shape and share vision• Use broad concepts• Look at the big picture• Concentrate on context• Focus on people

• Is an original• Asks what and why• Develops• Do the right thing

Shared Shared visionvision

TrustTrust

HonestyHonesty

OpennessOpenness

RespectRespect

Care about Care about each othereach other

CollaborationCollaboration

Recognitio

n

Recognitio

n

ConnectedConnected

Allowed to

take

risks

Allowed to

take

risks