Table of Contents

1.​ The Need for Managers in Health Care (Page 1)

○​ Overview of healthcare as an expansive industry
○​ Complexity and dynamic nature of healthcare organizations
○​ Role of managers in providing leadership, supervision, and coordination
○​ Importance of managers in achieving organizational goals and resource
management
2.​ Management (Page 2)
○​ Introduction
■​ Universal nature of management
■​ Definitions of management (e.g., "getting things done through people")
■​ Management as a process (planning, organizing, controlling, motivating)
■​ Health Service Management (HSM) and teamwork
○​ Key Aspects of Management
■​ Flexibility in management
■​ Avoiding "red tape" (bureaucratic breakdowns)
■​ Information flow between subordinates and supervisors
■​ Control of resources (4 M’s: Manpower, Material, Money,
Movement/Time)
■​ Challenges with manpower availability
○​ Historical Context
■​ Management since the beginning of civilization
■​ Examples of collective work in communities
3.​ Commonly Used Concepts in HSM (Page 3)
○​ Effectiveness
■​ Definition and measurement
■​ Example: Hospital achieving high-quality healthcare
○​ Efficiency
■​ Definition and measurement
■​ Importance of minimizing waste
■​ Examples of efficient vs. inefficient resource use
○​ Equity
■​ Access to basic healthcare as a right
■​ Causes of health inequalities (socioeconomic status, education,
geography, ethnicity)
4.​ Qualities of a Good Manager (Page 3)
○​ Flexibility and situational awareness
○​ Accountability and transparency
○​ Consultation and collaboration
○​ Politeness and knowledge-sharing
○​ Up-to-date knowledge
5.​ Problems in Management (Page 4)
 ○​ Biasness
○​ Lack of knowledge and skills
○​ Inadequate resources (money, equipment, manpower)
○​ Environmental hazards (e.g., blocked toilets, no water)
○​ Lack of cooperation from colleagues
○​ Poor communication (verbal, written, lack of transport)
○​ Bureaucracy
○​ Competition and conflicts among managers
6.​ Management as a Collective Effort (Page 4)
○​ Roles of various managerial positions in healthcare
○​ Examples of management positions:
■​ Ward In-charge
■​ Special Clinic In-charge
■​ Outreaches Coordinator
■​ Director of Medical Reports
■​ Senior/Principal Nursing Officer
7.​ Principles of Management (Pages 4–6)
○​ Henri Fayol’s 14 Principles:
■​ Authority with corresponding responsibility
■​ Specialization/division of labor
■​ Discipline
■​ Unity of command
■​ Unity of direction
■​ Subordination of individual interest to organizational interest
■​ Staff remuneration
■​ Scalar chain of command/line of authority
■​ Order
■​ Equity
■​ Stability of tenure
■​ Initiative
■​ Centralization/delegation
■​ Team spirit (Esprit de corps)
8.​ Functions of Management (Pages 7–8)
○​ Planning
■​ Setting long-term and short-term objectives
■​ Deciding actions to achieve objectives
○​ Organizing
■​ Providing resources (raw materials, tools, capital, personnel)
■​ Dividing labor and assigning authority
○​ Leading or Directing
■​ Supervising and leading workers
■​ Activities: Communication, delegation, supervision, coaching,
problem-solving, conflict resolution, motivation
○​ Controlling
 ■​ Monitoring performance against standards
■​ Setting and communicating standards
■​ Providing feedback and corrective action
9.​ Management Skills (Page 8)
○​ Conceptual Skills
■​ Analyzing and solving complex problems
○​ Technical Skills
■​ Expertise in specific tasks (e.g., designing monitoring tools)
○​ Interpersonal Skills
■​ Effective communication with peers, supervisors, and subordinates
10.​Skills versus Organizational Hierarchy (Management Levels) (Page 9)
○​ Lower Level Management
■​ Importance of technical skills
■​ Role in daily management and clinical supervision
○​ Middle Level Management
■​ Balance of technical, interpersonal, and conceptual skills
■​ Supervision of first-level managers
○​ Top Level Management
■​ Emphasis on conceptual and interpersonal skills
■​ Strategic planning and goal-setting
11.​Managerial Roles (Page 10)
○​ Interpersonal Roles
■​ Figurehead
■​ Liaison
■​ Inspiration
○​ Informational Roles
■​ Disseminator
■​ Spokesperson
○​ Decisional Roles
■​ Resource allocation
■​ Negotiator
■​ Entrepreneur
■​ Problem-solving
12.​Nursing Leadership (Page 11)
○​ Roles of nurses in leadership and management
○​ Advocacy for patient care, working environment, and community well-being
○​ Situational roles (e.g., ward in-charge, nursing supervisor)
○​ Definition of leadership and its interpersonal process
13.​Leadership Styles (Pages 11–13)
○​ Authoritarian (Directive/Autocratic)
■​ Characteristics: Strong control, one-way communication, punitive criticism
■​ Examples and applications
■​ Advantages and disadvantages
○​ Democratic (Participative)
 ■​ Characteristics: Shared decision-making, open communication,
constructive criticism
■​ Advantages and disadvantages
○​ Charismatic
■​ Characteristics: Emotional commitment, loyalty, and enthusiasm
■​ Role of leader’s behavior and expectations
○​ Laissez-Faire (Non-Directional)
■​ Characteristics: Full decision-making power to workers, minimal leader
involvement
■​ When to use and when to avoid
■​ Advantages and disadvantages
14.​Traits/Qualities of a Good Leader (Page 14)
○​ Honesty
○​ Competence
○​ Forward-looking
○​ Inspiring
○​ Intelligent
○​ Fair-minded
○​ Broad-minded
○​ Courageous
○​ Straightforward
○​ Delegation
○​ Communication
○​ Imaginative
15.​Human Resource Management (Page 15)
○​ Definition and importance
○​ Complexity of managing staff
○​ Functions: Planning, organizing, directing, controlling human activities
○​ Focus on employee well-being and organizational success
16.​Management Responsibilities of an In-Charge of a Health Unit (Page 16)
○​ Monitoring staff performance (quantity, quality, punctuality)
○​ Allocating staff duties
○​ Managing revenue and resources
○​ Ensuring drug and supply availability
○​ Timely reporting and record-keeping
○​ Planning and following up activities
○​ Building community relationships
○​ Improving preventive service coverage
○​ Patient care responsibilities
17.​Staffing (Pages 16–20)
○​ Introduction
■​ Definition and importance
■​ Placing the right person in the right job
○​ Importance/Benefits/Advantages of Staffing
 ■​ Efficient workforce
■​ Improved performance and productivity
■​ Future staffing planning
■​ Succession planning
■​ Leadership development
■​ Optimal use of human resources
○​ Characteristics of Staffing
■​ People-centered
■​ Responsibility of managers
■​ Human skills
■​ Continuous function
○​ Process of Staffing
■​ Manpower planning
■​ Recruitment (internal and external)
■​ Selection (application review, interviews, testing)
■​ Placement/Employment (job offer, preparation)
■​ Orientation and induction
■​ Training and development (types: technical, quality, skills, soft skills, team
training)
■​ Retaining (positive work culture, performance appraisal, career
management, compensation)
18.​Job Descriptions (Pages 21–23)
○​ Definition and Purpose
■​ Defining tasks, authority, and responsibilities
■​ Setting performance standards
○​ Uses of Detailed Job Descriptions
■​ Clarifying roles
■​ Preventing conflicts
■​ Identifying training needs
■​ Evaluating performance
○​ Content of a Job Description
■​ Job title
■​ Date
■​ Job summary
■​ Duties
■​ Relations (supervisor and supervisees)
■​ Qualifications
■​ Training and development
■​ Review and appraisal
○​ Example of a Job Description
■​ Job Title: Staff Nurse
■​ Duties: Ward management, operation theater tasks, patient care
19.​Teamwork/Team Building (Pages 24–29)
○​ Definition
 ■​ Team as a group with complementary skills
■​ Team building process
○​ Benefits of Teamwork
■​ Problem-solving
■​ Faster task completion
■​ Healthy competition
■​ Developing relationships
■​ Leveraging unique qualities
■​ Improved morale
○​ Dangers of Teamwork
■​ Hostility toward managerial goals
■​ Social loafing
○​ How to Improve Teamwork in the Workplace
■​ Recognizing individual contributions
■​ Encouraging decision-making involvement
■​ Minimizing rank importance
■​ Balancing workloads
■​ Building trust and respect
■​ Maintaining open communication
■​ Providing resources
■​ Ensuring accountability
○​ Stages of Team Building or Development
■​ Forming
■​ Storming
■​ Norming
■​ Performing
■​ Adjourning
20.​Motivation (Pages 30–34)
○​ Definition
■​ Psychological drive for goal-directed behavior
○​ Intrinsic and Extrinsic Motivation
■​ Intrinsic: Internal interest and enjoyment
■​ Extrinsic: External rewards and punishments
○​ Maslow’s Hierarchy of Needs
■​ Levels: Basic needs, social needs, personal satisfaction
■​ Principles of need satisfaction
○​ Importance/Advantages of Motivation
■​ Higher productivity
■​ Reduced turnover and absenteeism
■​ Improved nurse-patient relationships
■​ Employment security
■​ Readiness for change
○​ Disadvantages of Motivation
■​ Potential distraction
 ■​ Difficulty in determining rewards
■​ Ineffectiveness over time
■​ Need for varied approaches
○​ Tips for Motivating Employees
■​ Job security
■​ Good pay
■​ Perks and incentives
■​ Continuing education programs
■​ Opportunities for growth
■​ Recognition
○​ Intrinsic Motivators
■​ Sense of meaningfulness
■​ Sense of choice
■​ Sense of competence
■​ Sense of progress
○​ Signs of Demotivation
■​ Increased sick leave, absenteeism, lateness
■​ Decreased work quality
■​ Poor communication and attitude
○​ Demotivating Factors
■​ Negative experiences
■​ Poor working conditions
■​ Low remuneration
■​ Lack of recognition
■​ Heavy workload
■​ Limited development opportunities
21.​Challenges Faced by Nurse Managers (Page 35)
○​ Rapidly changing environment
○​ Negativity from subordinates
○​ Low staff commitment
○​ Poor working conditions
○​ Lack of teamwork
22.​Staff Development Program & Methods (Page 36)
○​ Definition
■​ Activities to develop skills and competencies
■​ Dual focus on individual and organizational development
○​ Benefits of Staff Development
■​ Performance improvement
■​ Handling unexpected situations
■​ Attracting and retaining employees
■​ Developing leaders
■​ Improving engagement and motivation
■​ Enabling organizational flexibility
23.​Effective Communication With All Visitors (Page 115)
 ○​ Guidelines for greeting and assisting visitors
○​ Prompt acknowledgment
○​ Politeness and clarity
○​ Handling waiting times
○​ Providing general information
○​ Adapting to special communication needs
24.​Importance of Maintaining a Professional Attitude Towards Visitors & Customers
(Page 116)
○​ Demonstrating importance of visitors
○​ Setting organizational standards
○​ Encouraging professional behavior
○​ Recognizing potential problems
○​ Inspiring confidence
25.​Organizational Structure of Health Services in Uganda (Pages 117–122)
○​ The National Health Care System
■​ Public sector (MOH, Defense, Internal Affairs, Local Governments)
■​ Private sector (PHPs, PNFPs, Traditional Health Practitioners)
○​ Sector Organization, Function, and Management
■​ MOH leadership and responsibilities
■​ Decentralization to districts and Health Sub-Districts (HSDs)
■​ Health service levels (Health Centre I–VII)
○​ The Ministry of Health and National Level Institutions
■​ Core functions: Policy formulation, planning, quality assurance, resource
mobilization
■​ National autonomous institutions (e.g., Uganda Cancer Institute, National
Drug Authority)
○​ Hospitals
■​ Types: General, Regional Referral, National Referral
■​ Roles: Referral services, training, research
○​ District Health System
■​ Responsibilities: Planning, budgeting, service delivery, human resource
management
○​ Health Sub-District
■​ Planning, budgeting, and management roles
■​ Oversight of health activities
○​ Functions of Health Centres (HC IV, III, II)
■​ HC IV: Preventive, curative, referral services
■​ HC III: Basic care, supervision, referral
■​ HC II: Outpatient care, community outreach
○​ Village Health Teams (HC I)
■​ Roles: Health promotion, resource mobilization, community linkage
○​ The District Health Officer and District Health Management Team
■​ Roles: Planning, supervision, training, clinical work
■​ Team members (e.g., Biostatistician, Nursing Officer)
26.​Uganda National Minimum Health Care Package (Pages 123–126)
○​ Overview
■​ Focus on effective interventions and high-morbidity diseases
■​ Four clusters:
■​ Health Promotion, Disease Prevention, and Community Health
Initiatives
■​ Maternal and Child Health
■​ Prevention and Control of Communicable Diseases
■​ Prevention and Control of Non-Communicable Diseases
○​ Cluster 1: Health Promotion, Environmental Health, and Community Health
Initiatives
■​ Health promotion and education
■​ Environmental health
■​ Control of diarrhea
■​ School health
■​ Epidemic and disaster preparedness
■​ Occupational health
○​ Cluster 2: Maternal and Child Health
■​ Sexual reproductive health and rights
■​ Newborn health and survival
○​ Cluster 3: Communicable Diseases Control
■​ Focus on HIV/AIDS, TB, malaria
○​ Cluster 4: Prevention and Control of NCDs, Disabilities, and Injuries
■​ NCDs (e.g., hypertension, diabetes)
■​ Injuries, disabilities, and rehabilitative health
■​ Gender-based violence
■​ Mental health and substance abuse
■​ Integrated essential clinical care
■​ Oral health
■​ Palliative care
27.​Sustainable Development (Pages 127–146)
○​ Definition
■​ Meeting present needs without compromising future generations
■​ Link to 2030 Agenda and SDGs
○​ Sustainable Development Goals (SDGs)
■​ Goal 1: No Poverty
■​ Targets: Eradicate extreme poverty, social protection systems
■​ Goal 2: Zero Hunger
■​ Targets: End hunger, address malnutrition, sustainable agriculture
■​ Goal 3: Good Health and Well-Being
■​ Targets: Reduce maternal and child mortality, end epidemics,
universal health coverage
■​ Goal 4: Quality Education
 ■​ Targets: Free primary/secondary education, vocational training,
teacher supply
■​ Goal 5: Gender Equality
■​ Targets: End discrimination, violence, and harmful practices
against women
■​ Goal 6: Clean Water and Sanitation
■​ Targets: Universal access to water and sanitation, improve water
quality
■​ Goal 7: Affordable and Clean Energy
■​ Targets: Universal energy access, renewable energy, energy
efficiency
■​ Goal 8: Decent Work and Economic Growth
■​ Targets: Economic growth, decent work, eradicate forced labor
■​ Goal 9: Industry, Innovation, and Infrastructure
■​ Targets: Resilient infrastructure, sustainable industrialization,
innovation
■​ Goal 10: Reduce Inequalities
■​ Targets: Income growth, social inclusion, equal opportunity
■​ Goal 11: Sustainable Cities and Communities
■​ Targets: Affordable housing, sustainable transport, disaster
resilience
■​ Goal 12: Responsible Consumption and Production
■​ Targets: Sustainable resource use, reduce waste, sustainable
practices
■​ Goal 13: Climate Action
■​ Targets: Climate resilience, policy integration, awareness
■​ Goal 14: Life Below Water
■​ Targets: Reduce marine pollution, protect ecosystems, regulate
fishing
■​ Goal 15: Life on Land
■​ Targets: Conserve ecosystems, combat desertification, halt
biodiversity loss
■​ Goal 16: Peace, Justice, and Strong Institutions
■​ Targets: Reduce violence, promote rule of law, combat corruption
■​ Goal 17: Partnerships for the Goals
■​ Targets: Finance, technology, capacity building, trade,
partnerships