2010 medical doctors mgt&leadership february
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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