1.introduction To HSM
1.introduction To HSM
Services Management
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Session Objectives
At the end of this session you would be able
to:
• Define the Management and related terms
• Distinguish the difference between
management and administration
• Describe the functions of Management
• Explain the principles of management
• Differentiate the attributes of levels of
management
• Identify the roles and skills of manager
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Terms to discuss
• Management
• Administration
• What meaning would these terms give for you???
• Do you think that they are important to deal with???
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Definitions
• Some regard it as getting things done.
• Some others consider it the process of reaching
organizational goals by working with and through
people and other resources.
• Others consider it as "The process of directing,
coordinating, and influencing the operations of an
organization so as to obtain desired results and
enhance total performance“.
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Definitions
• It can also be defined as “the art of getting things
done by a group of people with the effective
utilization of available resources”
(T. Ramasamy 2003).
The definition of management is based on two principles:
• Commitment to achievement, and
• The importance of people and other resources.
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Definitions …..
Generally the definition of management concerned
about:
• It is a process – a set of interactive & interrelated
ongoing functions and activities
• It involves accomplishment of organizational goals
• It uses of human & other resources
• It occurs in a formal organizational setting.
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Administration Vs Management
• The term "Management" and "Administration" are
usually used interchangeably in government and
business organizations. However, there exists some
difference between them.
• Administration: means overall determination of
polices and major objectives whereas,
• Management: is essentially an executive function,
the active direction of human effort. It is the work
that a manager who seeks to get results through
other people.
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Cont……
• Functionally, administration is determinative and
management is essentially executive function.
• Yet the same person may perform both functions. But
as we go down the hierarchical ladder, the
administrative function became less and less and the
management functions more and more.
• The following figure clearly demonstrates this point.
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Cont…
• Management function became more and more
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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.
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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.
• It is in this function that managers distribute
authority to job holders.
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Cont’d…
• The manager differentiates and integrates the
activities
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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
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Directing /leading
is influencing people's behavior through
motivation, communication, group dynamics,
leadership and discipline
It is the human factor which binds a group together
and motivates it towards goals.
The purpose of directing is to channel the
behavior of all personnel to accomplish the
organization's mission and objectives.
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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.
In other words, it is regulating activities in
accordance with the plan
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• In addition to these five or three broad
sequential functions of management, the
following two functions of management are
crosscutting. These are:
• Communication and Decision-Making.
• They are called continuous Management
Functions.
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Communication function is necessary for sharing
ideas/information between the manager, staff, and
the community during the process of planning,
implementation and evaluation.
Decision making is employed during Planning,
implementation, and evaluation functions. Each
one of them requires decision making as an
essential task.
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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.
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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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2. Learning from experience
Analysis of the results between the objectives and
achievement made shows whether there is any gap
or not.
If any, the analysis helps to discover causes of the
gap & searching possible solutions for the
following period.
3. Division of labor
Assignment of the right proportion of each kind of
work to be done by the staff is essential for most
organizations.
This enhances team approach and specialization to
be developed in the organization.
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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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6. Functions determine structure
Determining the function & duties of individual member is
followed by working relations (structure).
The function and duties of the individual members of the
team are clearly defined and known to all; The working
relations (the structure) follow.
The exact nature of authority will be clearly delineated on
the structure.
7. Delegation
• It takes place when some body's authority is lent, so as to
enable that person to take responsibility when formally
assigned manager is absent.
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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.
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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.
Three levels
– The primary difference between levels of managers are
the
degree of authority and the scope of
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Levels of management
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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.
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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.
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First-level (front line) managers
Front-line managers are supposed to report to middle-level
managers.
They have authority over & responsibility for overseeing
specific work & a particular group of workers.
Spend the greatest amount of time actually directing
employees.
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Management functions Vs Levels of managers
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1.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.
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2.Human relations & communication skills
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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).
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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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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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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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Disseminator
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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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3 . Decisional roles
The authority granted by their organization supported by
their interpersonal and informational roles permits
managers to play decisional role.
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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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.
Resource allocator
Prioritize tasks and make decisions regarding the use
of limited resources to meet conflicting needs to
achieve goals.
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Negotiator
Interact and bargain employees, suppliers, regulators,
customers, clients and others.
Represent departmental interests during negotiations
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Mintzberg’s 10 managerial roles
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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.
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Management and Environment
• Health service organizations exist in the larger
environment.
• They can not be an isolated entity, because, they are
affected by the external environment and vice versa.
• This makes HSOs open systems because inputs are
– obtained from the external environment and
outputs go into the environment
• Management while performing its various functions
continually adopt itself to changes occurring in its
environment.
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Concepts in Mgt
Effectiveness
• Effectiveness is the degree to which a stated
objective is being achieved.
• It is something that management tries to
improve.
Efficiency
• It is concerned with the balanced use of
resources (money, material, human resource,
time, space and information)
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Effectiveness and Efficiency
Mg’t concepts
Effective Ineffective
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Reading Assignment
Management thoughts:
•Classical school
•Behavioral school
•quantitive,system and contingency schools
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