AdministrationAdministration

" The process of achieving defined goals at a " The process of achieving defined goals at a

defined time through the guidance, defined time through the guidance, leadership & control of the efforts of a group leadership & control of the efforts of a group of individuals & the efficient utilization of non-of individuals & the efficient utilization of non-human resources bearing in mind adequacy, human resources bearing in mind adequacy,

speed &economy to the utmost possible level.speed &economy to the utmost possible level.

ManagementManagement

The process composed of the set of The process composed of the set of interrelated social and technical functions interrelated social and technical functions and activities, occurring within a formal and activities, occurring within a formal organizational setting for the purpose of organizational setting for the purpose of accomplishing predetermined objectives accomplishing predetermined objectives through utilization of human and other through utilization of human and other resources.resources.

The “4” main elements the management The “4” main elements the management processes are:processes are:

1. Is a process: on going functions and activities;1. Is a process: on going functions and activities;

2. Involved accomplishing organizational goals or 2. Involved accomplishing organizational goals or objectives;objectives;

3. Involves achieving theses objectives through 3. Involves achieving theses objectives through people and utilization of other resources; andpeople and utilization of other resources; and

4. Occurs in a formal organizational setting.4. Occurs in a formal organizational setting.

Administration as basically composed of Administration as basically composed of functions:functions:

1. A planning function.1. A planning function.

2. Management function.2. Management function. In this case management consider as the In this case management consider as the

operational part of administration.operational part of administration.

ManagersManagers

Are those individuals appointed to positions Are those individuals appointed to positions of authority who direct the work efforts of of authority who direct the work efforts of others, are responsible for utilization of others, are responsible for utilization of resources, and are accountable for specific resources, and are accountable for specific work result.work result.

Level of managersLevel of managers

The primary differentiation between levels The primary differentiation between levels of managers is the degree of authority and of managers is the degree of authority and the scope of responsibility and the scope of responsibility and organizational activity.organizational activity.

Another way of differentiating types of Another way of differentiating types of managers is by the degree to which they managers is by the degree to which they use certain skills.use certain skills.

Management functionsManagement functions

PlanningPlanning: it is a technical function that enables HSO or : it is a technical function that enables HSO or A certain nursing department to deal with the A certain nursing department to deal with the present and anticipate the future.present and anticipate the future.

Decision makingDecision making: Select the best and appropriate : Select the best and appropriate solution from alternatives.solution from alternatives. OrganizingOrganizing: Arrangement of human & non human : Arrangement of human & non human resources in an orderly fashion to make a resources in an orderly fashion to make a meaningful whole that accomplishes meaningful whole that accomplishes organizational objectives. organizational objectives.

StaffingStaffing: A process implies recruiting and : A process implies recruiting and

retaining staff.retaining staff.

DirectingDirecting: "How a leader behaves while : "How a leader behaves while

attempting to lead Others.attempting to lead Others.

ControllingControlling: It is the measurement and : It is the measurement and

correction of performance. correction of performance.

Managerial rolesManagerial roles

A. Interpersonal rolesA. Interpersonal roles

1.Figure head: Perform duties and engage in activities 1.Figure head: Perform duties and engage in activities that are Ceremonial and symbolic in that are Ceremonial and symbolic in nature.nature.2. Liaison: Formal and informal contacts beyond the 2. Liaison: Formal and informal contacts beyond the vertical chain of command inside the vertical chain of command inside the organization as well as outside organization as well as outside contacts.contacts.3. Influencer: Some activities inherent in the directing 3. Influencer: Some activities inherent in the directing function, namely, motivating people and function, namely, motivating people and leadership.leadership.

B. Informational rolesB. Informational roles

1. 1. MonitorMonitor: : Gather information from internal network Gather information from internal network contacts, external liaison contact, formal contacts, external liaison contact, formal organization sourcesorganization sources 2.Disseminator: Distribute information to superiors or to 2.Disseminator: Distribute information to superiors or to subordinate . Some information kept subordinate . Some information kept confidential.confidential. 3. Spokes man: Make speech to outside groups, 3. Spokes man: Make speech to outside groups, represent their organization to others, represent their organization to others, and perhaps testify before legislative and and perhaps testify before legislative and regulatory bodies.regulatory bodies.

C. Decision making roleC. Decision making role

1.Change agent: Seek improve, modify, and re 1.Change agent: Seek improve, modify, and re arrange the work activities upon the new changes arrange the work activities upon the new changes in the internal and external environment .in the internal and external environment .

2.Disturbance handler: Disturbances arise not only 2.Disturbance handler: Disturbances arise not only because poor managers ignore situations until because poor managers ignore situations until they reach crisis proportions, but also because they reach crisis proportions, but also because good mangers cannot possibly anticipate all the good mangers cannot possibly anticipate all the consequences of the actions they take. In consequences of the actions they take. In response, the manager makes accommodation or response, the manager makes accommodation or change decision.change decision.

3.Resources allocation: first line managers 3.Resources allocation: first line managers allocate (assign) people, material, and allocate (assign) people, material, and equipment to job tasks. Since the use of equipment to job tasks. Since the use of resources demand priority that become a resources demand priority that become a critical ingredient in decision making, andcritical ingredient in decision making, and

4.Negotiation for resources becomes an 4.Negotiation for resources becomes an essential managerial activity. Negotiation essential managerial activity. Negotiation as a role interferes with each decision as a role interferes with each decision making.making.

A management model for health services A management model for health services

organizations organizations

Input-----------Conversion-------------OutputInput-----------Conversion-------------Output

The inputThe input are (resources) converted to are (resources) converted to outputs (work results and objective outputs (work results and objective accomplishment). Management is the accomplishment). Management is the catalytic process conversion) by which this catalytic process conversion) by which this is done.is done.

the HSOthe HSO is the formal setting in which is the formal setting in which outputs are created (objectives outputs are created (objectives accomplished) through utilization accomplished) through utilization (conversion) of inputs (resources).(conversion) of inputs (resources).

ManagersManagers are the catalyst that causes are the catalyst that causes conversion of inputs to outputs through the conversion of inputs to outputs through the act of managing.act of managing.

3. 3. The HSO (and its managersThe HSO (and its managers) interacts ) interacts with, is affected by, and affects its external with, is affected by, and affects its external environment, which represents all forces environment, which represents all forces and influences outside the organization.and influences outside the organization.

Environmental forcesEnvironmental forces

MacroMacro-: Legal, politic culture/sociological, -: Legal, politic culture/sociological, Publics, Economic, and ecological.Publics, Economic, and ecological.

MicroMicro-: Planning, licensure, accreditation, -: Planning, licensure, accreditation,

competition, technology, health research competition, technology, health research and education….etc.and education….etc.

A systemA system

is a set of interrelated and is a set of interrelated and

interdependent parts, all of interdependent parts, all of

which interact. A sub system is which interact. A sub system is

part of a system and supra part of a system and supra

system is a set of systems.system is a set of systems.