basic concepts of leadership & health system management

7/27/2019 Basic Concepts of Leadership & Health System Management

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Basic Concepts of Leadership &Health Services Management:

An Overview

Dr Aderonke Manuwa-Olumide

WACP/CM Update Course on Leadership & Management, December 14th-18th,2009

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ManagementSome Definitions

Taking Responsibility for :

Getting things done through people

-concern for achievement of results

-concern for people

The efficient use of resources to achieveobjectives effectively

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Elements of the Managerial

Process Continuous decision-making Continuous problem-solving (after problem identification &

analysis)

Sequentialprocesses of

PlanningOrganising )Staffing ) ImplementationLeading(directing) )Controlling )

Evaluation

Continuous Communication


Basic Management Functions (1)

Planning: setting objectives & choosingalternative courses of action towardstheir attainment.

Organising: ensuring order in thedeployment of resources.

Staffing: ensuring that positions on the

organisational chart are filled withadequate no. of staff,with appropriateskills & attitudes.



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Leading : motivating personnel to work withsustained zeal towards organisationalobjectives.

Controlling : surveillance to ensure that thework is done according to plan.

Evaluating : assessing progress towards pre-determined objectives.



Management of human resources

Management of material resources,drugs& supplies

Management of financial resources



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Health Services Management

The process of mobilising and deployinghuman,material & financial resources forthe efficient provision of effective healthservices. It involves the planning,implementation & evaluation of healthprogrammes.


The Continuous Cycle of Management

Planning ( P )

Implementation (I )

Evaluaion ( E )

Slice 4

P

I



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A Simplified Open Systems

Approach to Management

Inputs

ManpowerMaterialsMoney

(3 Ms)

Outputs Outcomes

ExternalEnvironment (Opportunities &Political Constraints)

EconomicSocialCulturalLegal / RegulatoryTechnological, etc.

ManagerialTransformationProcess(Planning,organising,etc)

Re-energising the System


Levels of Management (1)

Top / Strategic Level

Middle / Tactical / Administrative Level

Lower / Operational / Supervisory Level



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Levels of Management (2)

A

B C

D E F G H

StrategicLevel

TacticalLevel

OperationalLevel


Major Functions at the StrategicLevel of Management

Formulation of corporate vision,mission,

goals & objectives

Corporate policy formulation

Strategic planning

Resource mobilisation

Corporate evaluation

Etc



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Major Functions at the Tactical

Level of Management Corp. policy translation,regional pol. formn

Regional planning & definition of tactics

Structuring of authority

Structuring of responsibility

Coordination of activities

Control & supervision of activities

Regional evaluation Etc


Major Functions at the OperationalLevel of Management

Policy implementation

Operational planning

Implementation of service operations & deliveryof service outputs

Utilisation of resources

Activity scheduling

Inventory control

Monitoring of performance

Etc



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Summary of Skills of the

Effective Manager Human skills : the ability to work effectively with people,tobuild cooperative effort & stimulate teamwork.Requires a deepperceptionof self,peers, subordinates & superiors as well associological, psychological & anthropological knowledge &intelligence.

Technical skills : knowledge,understanding & practicalprofeciency in the technical aspects of management.

Conceptual skills : ability to visualise the organisation as awhole,the interaction between its constituent parts as well as theimpact & the relationship of the organisation with its external

environment against the background of the organisations mission &vision.


DEFINITIONS OFLEADERSHIP (1)

The process by which an agent induces a subordinate tobehave in a desired manner

The presence of a particular influencerelationship between two or more persons

Directing and coordinating the work of a group of

members

An interpersonal relationship in which others complybecause they want to, not because they have to.

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DEFINITIONS (2)

Transforming followers, creating visions of goalsthat may be attained, and articulating for thefollowers the ways to attain those goals

The process of influencing an organisedgroup towards accomplishing its goals

Actions that focus resources to create desirable

opportunities

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Leadership

The essence of leadership is the exercise of

influence for a common cause Leadership

includes the capacity to scan, focus, influence,

inspire, rally, direct, encourage, motivate,induce, move, mobilize, and activate others to

pursue a common goal or purpose while

maintaining focus, commitment, momentum,

confidence, and courage (Myles Munroe)

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SIGNIFICANCE OF THE

DEFINITIONS Complexity of leadership Multitudes of factors involved

Different perspectives of leadership

Leadership is a social influence process sharedamong all members of a group.

Leadership is not restricted to the influenceexerted by someone in a particular position orrole

Followers are part of the leadership process

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NATURE OF LEADERSHIP

Lacks a universal meaning; is multifaceted& multidimensional

Complex phenomenon involving the

Leader, the Followers, and the Situation orEnvironment



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THE LEADERSHIP TRINITY

Leader

CContext

BFollowers


A

D

E

F

G

G = LeadershipEffectiveness

LEADERSHIP FRAMEWORK

Leader

Personality, Position, Expertise, Attitude

Followers

Values, Norms, Cohesiveness, Motivation,

Satisfaction

Situation Climate, Tasks, Stress, Resources,Environment, Culture, Personalities,

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EFFECTIVE LEADERSHIP

Leaders, followers, and the situationinteractively determine leadershipeffectiveness

Effective leadership is based on theeffectiveness of a leaders attitude andbehaviour in a particular context withparticular followers.

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TEN MOST COMMON CAUSES OFLEADERSHIP DERAILMENT

An insensitive, abrasive, or bullying style

Aloofness or arrogance

Betrayal of personal trust

Self-centered ambition

Failure to constructively face an obviousproblem

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TEN MOST COMMON CAUSES OFLEADERSHIP DERAILMENT

Micro-management

Inability to select good subordinates

Inability to take a long-term perspective -narrow vision

Inability to adapt to a boss with a differentstyle

Over-dependence on a sponsor ormentor

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LEADERS VERSUSMANAGERS

Managers do things right; leaders do theright things

Managers maintain; leaders develop

Managers control; leaders inspire and

empower Managers have a short-term view; leaders

have long-term visionary view

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LEADERS VERSUS

MANAGERS (2)

Managers ask how and when; leadersask what and why

Managers imitate; leaders originate

Managers accept and defend the statusquo; leaders challenge, destroy, refine,

and transform the status quo

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MANAGEMENT

Management involves keeping the currentsystem operating efficiently throughplanning, budgeting, organising, staffing,controlling, and problem solving (Kotter)



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LEADERSHIP

Leadership is scanning and focusing; thedevelopment of vision, systems, andstrategies; the passionate alignment ofrelevant people behind these systems andstrategies; the empowerment of individualsto be strategically divergent thinkers,creative and innovative; and inspiring or

influencing teams of followers to make thevision happen, despite all obstacles


LEADING AND MANAGING FRAMEWORK (1)

LEADING

SCANNING

Identify client and stakeholderneeds and priorities

Recognize trends, opportunities,and risks that affect theorganization

Look for best practices

Identify staff capacities andconstraints

Know yourself, your staff, andyour organization values,

strengths, and weaknesses

Organizational Outcome

Managers have up-to-date valid knowledge

of their clients, the organization, admitscontext, they know how their behaviouraffects others

MANAGING

PLANNING

Set short-term organizationalgoals and performance objectives

Develop multi-year and annualplans

Allocate adequate resources(money, people, and materials)

Anticipate and reduce risks


Organizational has definedobjectives, assigned resources,and an operational plan

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LEADING MANAGING

FOCUSSING

Articulate the organizationsmission and strategy

Identify critical challenges

Link goals with the overallorganizational strategy

Determine key priorities ofaction

Create a common picture ofdesired results


Organizations work is directedby well-defined missionstrategy, and priorities

ORGANISING

Ensure a structure that providesaccountability and delineatesauthority

Ensure that systems for humanresource management, finance,logistics, quality assurance,operations, information, andmarketing effectively support theplan

Strengthen work processes toimplement plan

Align staff capacities with plannedactivities


Organization has functional structures,

systems, and processes for efficientoperations: staff are organized and aware ofjob responsibilities and expectations.

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LEADING MANAGING

ALIGN/MOBILIZING

Ensure congruence of values,mission strategy, structure,systems, and daily actions

Facilitate teamwork

Unite key stakeholders around aninspiring vision

Link goals with rewards andrecognition

Enlist stakeholders to commitresources


Internal and external stakeholders

understand and support theorganization goals and have mobilizedresources to reach these goals

IMPLEMENTING

Integrate systems and coordinatework flow

Balance competing demands

Routinely use data for decision-making

Coordinate activities with otherprogrammes and sectors

Adjust plans and resources ascircumstances change


Activities carried out efficiently,and responsively

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LEADING MANAGING

INSPIRING

Match deeds to words

Demonstrate honesty ininteractions

Show trust and confidence instaff: acknowledge thecontribution of others

Provide staff with challenges,feedback, and support

Be a model of creativity,innovation, and learning


Organization displays aclimate of continuous learningand staff show commitmenteven when setbacks occur.

MONITORING AND EVALUATING

Monitor and reflect on progressagainst plans

Provide feedback

Identify needed changes

Improve work processes,procedures, and tools


Organization continuously updatesinformation about the status of

achievements and results andapplies on-going learning andknowledge

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LEADERSHIP AND MANAGEMENT

The point is not that leadership is good andmanagement is bad. They are simply different,serve different purposes, form parts of acontinuum, and are complementary.

The strategic needs of our health services are:

Visionary and credible leadership

Competent management

Effective management-leadership continuum

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WHAT DO LEADERS REALLY DO?

Challenge the Process and Status Quo Search, Experiment, Take Risks, Pay the Price

Inspire a Shared Vision Envision and Enlist Others

Enable Others to Act and Shine Foster and Strengthen Followers

Model and Mentor the Way Exemplary Behaviour, Commitment, Consistency

Encourage the Hearts to Perform Recognise, Reward, and Celebrate Outstanding

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ENVIRONMENT FOR BREEDINGLEADERS AND STRATEGIC MANAGERS

Leadership Style That Empowers

Mentoring, Delegating, and Team Building

Organising to Facilitate Empowerment

Incentive Systems

Succession Planning Transformation

Creativity and Innovation

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basic concepts of leadership & health system management

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