public health administration and management
TRANSCRIPT
-
8/13/2019 Public Health Administration and Management
1/68
Public Health
Administration and
Management
Maribel U. Cruz M.D.
-
8/13/2019 Public Health Administration and Management
2/68
Session Objectives
At the end of the session the studentsshould be able to:
1. Define the following terms:
Organization ManagementGoal Manager
Administration
2. Enumerate and explain the functions
or concerns of an agency
3. Explain the functions of management
-
8/13/2019 Public Health Administration and Management
3/68
Session Objectives
4. Discuss the management levels,
roles and skills
5. Discuss the general principles of
management
6. Discuss the Organizational Chart to
include the following;
a. Definitionb. Kinds of Organizational charts
c. Guidelines in designing an
organizational chart
-
8/13/2019 Public Health Administration and Management
4/68
-
8/13/2019 Public Health Administration and Management
5/68
-
8/13/2019 Public Health Administration and Management
6/68
Definition of Terms
Administration
Overall governing power of an
organization/enterprise responsible forthe policy and major decisions
concerned with the political, economic/
financial matters as well as the well-
being of the organization and its people
(popularly known as the management)
-
8/13/2019 Public Health Administration and Management
7/68
-
8/13/2019 Public Health Administration and Management
8/68
Functions or Concerns of
an Agency1. Technical function
2. Commercial function
3. Financial function
4. Security function
5. Accounting function
6. Management function
-
8/13/2019 Public Health Administration and Management
9/68
Functions or Concerns of
an Agency The Technical Function
A particular functional area which is
peculiar to or identifies an agency fromothers
If this functional area is satisfied, it will
result in the fulfillment of the mandate or
charge given to the agency
-
8/13/2019 Public Health Administration and Management
10/68
Functions or Concerns of
an Agency The Commercial Function
Identifies what goods are in demand and
take the needed steps to promote thesale of these goods
Attempt to identify the health problems in
the community and to match them with
services from the resources it possesses
-
8/13/2019 Public Health Administration and Management
11/68
Functions or Concerns of
an Agency The Financial Function
The need for capital
An enterprise must possess someassets which can be converted into
capital goods and money to support it
-
8/13/2019 Public Health Administration and Management
12/68
-
8/13/2019 Public Health Administration and Management
13/68
Functions or Concerns of
an Agency
The Security FunctionThe agency head would be concerned
with the following:
1. Legitimization of operations
2. Protection of the plant/building from illegal
human intrusion and catastrophies
3. Safeguarding agency interest from
unfavorable policy changes
4. Creation of a good image of the agency
-
8/13/2019 Public Health Administration and Management
14/68
-
8/13/2019 Public Health Administration and Management
15/68
The Management Function
Management
The art of getting things done through
people by proper allocation and choice
of human resources, materials, funds
and methods (Heilregel and Slocum)
The Ms of Management
Man, Money, Materials, Methodsand Mission
-
8/13/2019 Public Health Administration and Management
16/68
The Management Function
Management
Process involving the coordination of
human and material resources towardsaccomplishment of objectives
Group within an organization that has
the legal authority to direct and control
the organization
-
8/13/2019 Public Health Administration and Management
17/68
The Management Function
Manager
The person who allocates human andmaterial resources, and directs the
operations of an organizationPlans for the future and tries to determinethe most efficient way to achieve objectives
Find ways to motivate employees and to
increase the agencys overall efficiencyand effectiveness to achieve higher levelsof productivity
-
8/13/2019 Public Health Administration and Management
18/68
The Functions of Management
In 1926, Henry Fayol wrote that thefunctions of a manager are to planorganize, command, coordinate, andcontrol.
These functions are often modified,however the original list of Fayol remains
as the basic outline for managementfunctions. Some authors want to bemore detailed, while others combine thefunctions in one entity.
-
8/13/2019 Public Health Administration and Management
19/68
Planning } Planning}
Implementing} P I E Organizing}
Evaluation} Leading} POLCEControlling}
Planning} Evaluating}
Organizing} POAE
Actuating} Planning} Planning } PM
Evaluating} Organizing} Management }
Staffing}
Planning} Directing} POSDCORBE
Organizing} POMA Coordinating}
Managing} Reporting}Appraisal} Budgetting}
& Control Evaluation}
-
8/13/2019 Public Health Administration and Management
20/68
The Functions of Management
Planning
Formulation of the steps to be taken by
an agency at some future period to
achieve a desired state which theprocess itself specifies as its objective(s)
Having decided on the objective(s), the
agency formulates the policies,
strategies, programs, procedures, rulesneeded for their accomplishments and
resource requirements are spelled out
-
8/13/2019 Public Health Administration and Management
21/68
The Functions of Management
Organizing
Concerned with division of labor and
corresponding assignment of duties, andthe establishment of lines of authority
and of communication
-
8/13/2019 Public Health Administration and Management
22/68
The Functions of Management
Staffing
Involves manning and keeping mannedthe positions provided for by theorganization structure.
It thus necessitates defining manpowerrequirements for the job to be done andincludes inventorying, appraising, andselecting candidates for positions;compensating and training anddeveloping employees to accomplishtheir tasks effectively.
-
8/13/2019 Public Health Administration and Management
23/68
The Functions of Management
Directing
Initiates and maintains actions towards
the objectives of the agencyEffective directing requires delegation,communication, training and motivation
Motivation aims to get maximum quality
production or service from the staff andto achieve maximum individual jobsatisfaction for the staff
-
8/13/2019 Public Health Administration and Management
24/68
The Functions of Management
Directing
For better acceptance the term has just
been changed to leading and directingLeadingis influencing people so that
they will contribute to group goals
-
8/13/2019 Public Health Administration and Management
25/68
The Functions of Management
Coordinating
The administrator should see to it thatevery activity within the organization fits
effectively and efficiently into the wholescheme of operation
Synchronization of activities towardswell-established goals
Results from good planning, organizing,directing and controlling
-
8/13/2019 Public Health Administration and Management
26/68
The Functions of Management
Monitoring and Control
Monitoring- keeping tract of the work ofan agency, to find out if it is being carried
out the way it should be in accordancewith the standards of quality and quantityagreed upon, at the proper time and atthe costs previously determined
Controllingthe process of ensuringthat actual activities conform to plannedactivities
-
8/13/2019 Public Health Administration and Management
27/68
The Functions of Management
Monitoring and Control
It is dependent on feedback mechanism
through an established informationsystem for the agency
Tool in monitoring: a plan of work with
indicators of milestones based on which
progress in time will be determined
-
8/13/2019 Public Health Administration and Management
28/68
The Functions of Management
Actuating
The act of setting things into motion and
overseeing the activities as they areundertaken
Includes motivating, directing, monitoring
and controlling
-
8/13/2019 Public Health Administration and Management
29/68
The Functions of Management
Reporting
Written recording is made by
management of every important aspectof the project
-
8/13/2019 Public Health Administration and Management
30/68
The Functions of Management
Budgeting
Is the formulation of plans for a given
future period in numerical terms.As such they are statements of
anticipated results in financing in
financial terms , as in revenue and
expense and capital budgets
-
8/13/2019 Public Health Administration and Management
31/68
The Functions of Management
Evaluating
Systematic way of learning from
experience and using the lessons
learned to improve current activity andpromote better planning by careful
selection of alternatives for future action
Its basic concept is to improve healthprograms and structures in the delivery
of health.
-
8/13/2019 Public Health Administration and Management
32/68
Management Levels
First-line Manager
One under whom is placed the staff who
performs the service of the unit.
Also called unit head, lead person,foreman, supervisor
Technically highly qualified and can
provide the necessary guidance/training,and technical leadership to the workers
under him
-
8/13/2019 Public Health Administration and Management
33/68
Management Levels
First-line Manager
Quality controller
Channel of communication between therank and file and the middle and top
management
-
8/13/2019 Public Health Administration and Management
34/68
Management Levels
Intermediate or Middle Managers
Direct the activities of lower level
managersThey interpret in clear operational terms
the policies, strategies and broad
directives of the agency
-
8/13/2019 Public Health Administration and Management
35/68
Management Levels
Intermediate or Middle Managers
Communicate with the first level
managers and top managersAttend meetings called by the top
manager and preside over meetings with
the first-level managers
Conduct supervisory visits
-
8/13/2019 Public Health Administration and Management
36/68
Management Levels
Top-level Managers
Also called executives with titles of CEO,
president and vice presidentManagers responsible for the overall
management of the organization
Establish operating policies and guide
the organizations interactions with its
environment
-
8/13/2019 Public Health Administration and Management
37/68
Management Levels
Top-level Managers
It is not necessary for them to have in-
depth technical expertise relevant to theagencys function
Must have high degree of conceptual,
communication and interpersonal skills
-
8/13/2019 Public Health Administration and Management
38/68
Management Level and Skills
Technical Skill: the ability to use the
procedures, techniques and knowledge
of a specialized field
Human Skill: the ability to work with,understand and motivate other people as
individuals or in groups
Conceptual skill: the ability to
coordinate and integrate all of an
organizations interests and activities
-
8/13/2019 Public Health Administration and Management
39/68
Management Level and Skills
Technical skill is most important in the
lower levels
Human skill is the primary skill neededby middle managers
The importance of conceptual skill
increases as one rises through the ranks
of the management system
-
8/13/2019 Public Health Administration and Management
40/68
General Principles of
Management
Authority and Responsibility
The assignment of authority and
responsibility to the different units of theagency and to individual employees
should be definite, clear-cut and
understood
Authority or the right to give orders andexact obedience should be commensurate
with responsibility
-
8/13/2019 Public Health Administration and Management
41/68
General Principles of Management
Authority and Responsibility
Fayol finds the two related with
responsibility arising from authority.Authority is derived from the position,
and personal factors like intelligence,
experience, moral factors, past service,
etc .
-
8/13/2019 Public Health Administration and Management
42/68
General Principles of Management
Delegation of Authority and Responsibility
The assigning to subordinates of specific tasks
of the agency and the granting to one or morepersons the authority necessary for directing
satisfactorily the activities and duties so
assigned
The delegation process relies on the personalcharacteristics and abilities of the delegating
authority and of the recipient
-
8/13/2019 Public Health Administration and Management
43/68
General Principles of Management
Delegation of Authority and Responsibility
Superiors are most likely to delegate tasks in
those areas which he believes he has:1. Subordinates who can perform those duties
more effectively than he can
2. Those which have the least need for his
personal presence or influence
-
8/13/2019 Public Health Administration and Management
44/68
General Principles of Management
Unity of Command
Each employee in an agency should
receive orders from and report to only
one supervisorThe supervisor in turn should receive
orders from and report to only one higher
supervisor and so on up through the
chain of command or line of control, thatends with the head of the agency
-
8/13/2019 Public Health Administration and Management
45/68
General Principles of Management
Unity of Command
The purpose of having unity of commandin an organization is to help establish
well-defined channels of authorityDesigned to help ensure that eachperson holding a supervisory position ina chain of command will be responsible
to only one supervisor and for theactivities of all subordinates who reportto him
-
8/13/2019 Public Health Administration and Management
46/68
General Principles of Management
Unity of Direction
Requires that there should only be one
head and one plan for a group ofactivities having the same objective
-
8/13/2019 Public Health Administration and Management
47/68
General Principles of Management
Span of Control
The number of individuals reporting to
a supervisor, should not be more thancan be effectively coordinated and
directed
-
8/13/2019 Public Health Administration and Management
48/68
General Principles of Management
Specification of Objectives
The broad objectives of the organization
must be clearly defined and understoodby all, and must be broken down into
more specific objectives for the
organization units in the agency
-
8/13/2019 Public Health Administration and Management
49/68
General Principles of Management
Division of WorkThe supervisor needs to determine if thetotal work for which he is responsible isdivided in the best possible ways into
jobs which he can most effectivelysupervise
Employees must clearly understandwhat is expected of them, what limits of
authority and responsibility are imposedon their jobs and what relationships their
jobs bear to other jobs in the department
-
8/13/2019 Public Health Administration and Management
50/68
General Principles of Management
Renumeration
Compensation for work done should be
fair to both employees and employer
Discipline
Members in an organization need torespect the rules and agreements that
govern the organization
-
8/13/2019 Public Health Administration and Management
51/68
General Principles of Management
Order
Materials and people should be in the
right place at the right time
Equity
Managers should both be friendly andfair to their subordinates
-
8/13/2019 Public Health Administration and Management
52/68
General Principles of Management
Stability of Staff or Stability of Tenure
A high employee turnover rate undermines the
efficient functioning of an organization
Initiative
Subordinates should be given the freedom to
conceive and carry out their plans even though
some mistakes may result
-
8/13/2019 Public Health Administration and Management
53/68
General Principles of Management
Esprit de Corps
Promoting team spirit will give the
organization a sense of unity
Absoluteness of Responsibility
An administrator cannot escaperesponsibility for the actions of his
subordinates
-
8/13/2019 Public Health Administration and Management
54/68
General Principles of Management
Scalar Chain
The clearer the line of authority from the
ultimate management position, the moreeffective will be responsible decision-
making and organizational
communication
-
8/13/2019 Public Health Administration and Management
55/68
-Thus managers must establish an
environment where everyone knows whois responsible for what results, obstaclesto performance caused by confusion anduncertainty of assignments are removed,
and- therefore people can accomplish group
goals with the least amount of time,money, materials, and personnel
dissatisfaction or to accomplish as muchas possible with available resources.
-
8/13/2019 Public Health Administration and Management
56/68
Organizational Chart
For the guidance of all agency
personnel, a framework of relationship
which will govern internal interactions is
established
The framework usually consists of an
organizational chartand an
organizational manual
-
8/13/2019 Public Health Administration and Management
57/68
Organizational Chart
The chartrepresents the formal
organization . It shows who reports to
whom (chain of command), the flow of
authority and responsibility and the line
of communication
The manual explains the policy,
procedures and the rules of theorganization
-
8/13/2019 Public Health Administration and Management
58/68
Kinds of Organizational Charts
Structural Chart
Most common method of presenting aplan of organization
It shows the structure or anatomy of theorganization
Its most useful purpose is to outline the
basic relationships between variouscomponents of the organization withoutthe inclusion of distracting information
-
8/13/2019 Public Health Administration and Management
59/68
-
8/13/2019 Public Health Administration and Management
60/68
Kinds of Organizational Charts
Functional Chart
Presents the functions and duties of
segments of the organization andindicate interrelationships of these
functions
Within the various boxes on the chart is
included function statements applicableto the organizational segment
represented by the box
-
8/13/2019 Public Health Administration and Management
61/68
Kinds of Organizational Charts
Position Chart
It shows on a chart the various positions
that go into the various boxes of theorganization
The positions show the names, position
and the title or rank of personnel as they
fit into the plan of the organization
-
8/13/2019 Public Health Administration and Management
62/68
Designing the Organizational Chart
The overall arrangement should have the
following characteristics: simplicity,
symmetryand unity
Rectangles are connected by solid lines
to indicate authority and responsibility
Dotted lines connecting the rectangles
only indicate close relationships but notofficial authority/responsibility
relationships
-
8/13/2019 Public Health Administration and Management
63/68
Designing the Organizational Chart
In drawing the organizational chart, it isimportant to distinguish two categories offunctionsline and staff
Line function - refers to the activities forwhich the agency exists
Staff function or Personnel
1. Technical Advisory Staffprovidetechnical advice and guidance to the
executive and the line staff
-
8/13/2019 Public Health Administration and Management
64/68
Designing the Organizational Chart
Staff function or Personnel
2. General Services Staff or Service Staffserve the requirements of the line and
technical advisory staff
-
8/13/2019 Public Health Administration and Management
65/68
Summary
We have discussed the following:
1. Definition of the following terms:
Organization ManagementGoal Manager
Administration
2. Enumerated and explained the functions
or concerns of an agency
3. Explained the functions of management
-
8/13/2019 Public Health Administration and Management
66/68
Summary
4. Discussed the management levels,
roles and skills
5. Discussed the general principles of
management
6. Discussed the Organizational Chart
a. Definition
b. Kinds of Organizational chartsc. Guidelines in designing an
organizational chart
-
8/13/2019 Public Health Administration and Management
67/68
References:
Reading in Health System Management:
Dr. Remegio MercadoManagement : Stoner, Freeman &
Gilbert
-
8/13/2019 Public Health Administration and Management
68/68