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 Management is a set of functions that help the organization to work cohesively and achieve its objectives.

Management is about getting results.

It is an organized process that guides the utilization of various resources such as human, financial and material in order to meet a desired organizational goal taking into consideration consumers’ demands (clients’ needs), and the political and economic situation (emphasis on goal)

Management is referred to the tasks and activities involved in directing an organization or one of its units

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

TMOs are leaders of township health teams

providing shared vision and direction managerial responsibilities include

planning, overseeing the budget and ensuring that programme activities organized and implemented smoothly on a daily basis

TMOs know roles and responsibilities of BHS optimize and consolidate the effective and efficient use of available resources identify leadership and managerial roles.

TMOs are Managers

Evolvement of Management

Managers Administer-The managers and staff are seen more as machines

Managers Manage-The manager has somewhat of a heroic role. He or she is expected to know the

answers to questions, to find the solution to problems, and to take decisions, especially the important ones

Managers Lead- The manager's role shifts from the independent, heroic, 'knowing' and problem solving, to the interdependent facilitator of problem solving and decision making processes.

11 Management functions

• 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 Skills1. Communication skills -these include

leading meetings, facilitation, negotiation, conflict resolution public speaking, effective writing, cross-cultural communication...

2. Organising skills-which may cover planning, monitoring, problem-solving, evaluation, co-ordination, programme management, decision making, time management...

3. Supervising skills-such as delegation, motivation, performance management, coaching and developing staff...

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

LEADERSHIP

LeaderLeader AdviserAdviser

EntertainerEntertainerPeacemakerPeacemaker

FollowerFollower

LEADERSHIP• Leadership is the key factor differentiating the

“average” from the “excellent”• Leadership is action or a process, not position• The activity of leading a group of people or organization

or the ability to do this• Leadership is creating a vision• Leadership is the process of influencing and activities of

a group in efforts towards goal achievement in a given situation

• the process of persuasion and example by which an individual (or leadership team) induces a group to take action that is in accord with the leader’s purpose, or the shared purposes of all

When asked, “what is leadership”, people tended to answer in one of the four main categories.

• Power: the ability to have people follow your agenda.

• Persuasion: the means to motivate.

• Vision: a leader provides the vision.

• Empowerment: a leader enables and empowers others to do their request

Power

The potential or ability of the leader to effect particular desired subordinate behaviours.

(French and Raven, 1968)(French and Raven, 1968)

Main Sources of Power• Reward Power – derived from the belief of individuals that

compliance brings rewards: the ability to distribute rewards contributes considerably to the extent of a leader’s power.

• Coercive Power – making it plain that non-compliance will bring punishment.

• Expert Power – exercise by people who are popular or admired and with whom the less powerful can identify.

• Legitimized Power – power conferred by the position in an organization held by the leader.

• Charismatic Power – power is given to the leader because the user wants to be liked.

• In some cases others are attracted to the leader by virtue of the leadership gift that they possess

Authority-empowers

• Is legitimacy, as perceived by subordinates in which subordinates accept and obey the will of the leader because they perceive that he or she has the right to command and they have an obligation to obey.

(Weber cited by Gerth and (Weber cited by Gerth and Mills, 1946)Mills, 1946)

Influence-Vision

Is the act of controlling and effecting a particular subordinates behavior.

(French and Raven, 1968)(French and Raven, 1968)

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.

Leadership Styles1. Autocratic leadership

• All authority centering in the leader• Leader has absolute power over their workers or team• Staff and team members have little opportunity to make suggestions• Leader makes decisions and announces them to staff• Communication seems to be one way from leader to follower

Advantage Disadvantage• Fast speed with which decisions can Most people tend to resent

being be made, for instance in case of treated this way, effects on emergency- Style saves time group morale

• Decision is usually clear and final Other, better options may not be considered

Leadership Styles2. Democratic leadership

• Leader takes suggestions and wishes of all members• All members of the team are seen as important contributors to the

final decision• Participation is required to encourage members’ commitment to the

decision Advantage Disadvantage

• Increased morale and support of the Slower decisions, diluted team members- Staff feel involved accountability for decisions

and may not always be the best solution

• It increases job satisfaction and also Participation takes time helps to develop people’s skills and can take more time to

get final result

Leadership Styles3. Laissez faire leadership

• The French phrase means “leave it be"• Leader attempts to exercise very little control or influence over group

members• Leader leaves team members to work on their own

Advantage Disadvantage• Gives opportunity for individual Lack of group unity and

development consistency towards achieving organizational goals

• Can be effective when individual team members are well experienced

and skilled self-starters

Leadership Styles4. Bureaucratic leadership

• Leader works “by the book”• Follows rules strictly• Leader ensures team members to follow procedures precisely

Advantage Disadvantage

• Appropriate for specified jobs involving Can become bored serious and safety risks Eg: where they have to work with machines in handling toxic substances or where large sum of money is involved-such as handling cash

Leadership Styles5. Charismatic leadership

• Charismatic leadership is when a person assumes or is given the role of leader based on his or her charisma or charm

• Leader stimulates a lot of enthusiasm in his team and very energetic in driving others forward

• Leader tends to believe more in himself than in his team• His influence derives mainly from his personality

Advantage Disadvantage• Followers love him and look only The entire organization into his face

might collapse if the leader leaves

• People who follow that leader Can be subject to corruption as the will ensure goals are achieved leader knows that the people will

out of respect for the leader likely follow no matter what

Leadership Styles6.Task-Oriented leadership

• Focus on getting the job done• Leader tends to be quite autocratic, actively defining the work and

roles required, put structures in place, plan, organize and monitor• Leader does not think much about the well-being of his team

Advantage Disadvantage

• Finish job in time Less motivated staffMore turnover of staff

Leadership Styles7. Transactional leadership

• Transaction is usually the organization paying the team members in return for their effort and fulfillment of job

• Leader can punish team members if the work does not meet the pre-determined standard

• Team members agree to obey their leader totally in accepting the job

Advantage Disadvantage• Good to practice for short term task This is more like a type of

management than a true leadership style

Limitations for knowledge based or creative work

Leadership Styles8. Transformational leadership

• Leader has integrity, sets clear goals & clearly communicates a vision• Transformational leadership was found to influence team

performance and team potency. • Leader challenges each person to be all that they can be and more• Leader sets a good example and expects the best from the team,

encouraging productivity and innovation• Leader encourages, supports and influences attitude of staff• Inspires and focus more on team’s interests and needs

Advantage Disadvantage• Development of whole organization NONE• If the leader leaves it is likely a new

one will step into place and the work will continue until completion.

Transactional and Transformational Leaders

Transactional Leaders• Contingent reward – contracts

exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

• Management by exception (active) – watches and searches for deviations from rules and standards, takes corrective action.

• Management by exception (passive) – intervenes only if standards are not met.

• Laissez-faire – lacks responsibilities, avoids decision-making.

Transformational Leaders• Charisma – provides vision and a

sense of mission, instills pride, gains respect and trust.

• Inspiration – communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

• Intellectual stimulation – promotes intelligence, rationality and careful problem solving.

• Individualized consideration – gives personal attention, treats each employee individually, coaches and advises.

Managers v Leaders

Traditional Management• Focus on stability, avoiding

risk• Peacemaker, avoidance of

conflict

• Emphasis on skills• Win-loose power orientation• Administers

Leadership• Emphasis on growth &

change/acceptable risk• Peacemaker, conflict

risked as inevitable to growth

• Emphasis on attitudes• All can win through

expansion• Innovates

Change

Managers v Leaders

Traditional Management• Extrinsic motivation (stick or

carrot)• Today• Short-term task• You serve me• Hierarchical• Low involvement

Leadership• Intrinsic motivation (the

extra mile)• Day after tomorrow• Longer-term process• I serve you• Partnership• Empathy

Focus

Managers v Leaders

Traditional Management• Externalizes responsibilities,

tendency to “wait and see”• Them (tendency to blame,

premise of incompetence in others)

• Linear thinking, intellect dominates

• Positional power emphasized

Leadership• Assumes responsibility to

change• Me and them (trust in

innate desire to learn)

• Systems thinking, balance between intellect and passion

• Competence emphasized

SELF

LEADERSHIP SKILLS

10 Easy steps to develop Leadership skill

1. Humility: be humble to people• Be genuinely interested in them and listening to them. • Then they will naturally be interested in you and listen to what you

have to say.

2. SWOT Yourself: • useful key to gain access to self-knowledge, self remembering, and

self-honoring• List all your Strengths- including accomplishments

Weakness-including fear, anxieties & doubtsOpportunities-available to you for using your strengthsThreats-obstacles that are currently blocking you

10 Easy steps to develop Leadership skill

3. Follow Your Bliss• Always take time to do what you love doing regardless of how busy

you are, reading, jogging, painting, ----2-3 hr per wk. • If videotape yourself, will be shocked to see how much time goes to

waste!

4. Dream big• Write down your One Biggest Dream the one that excites you the

most. • Remember, don’t be small and realistic, but be bold and unrealistic!• Go for Gold, the Nobel, the Oscar, the highest you can possibly

achieve in your field. • After you’ve written down your dream, list every single reason why

you CAN achieve your dream instead of worrying about why you can’t.

10 Easy steps to develop Leadership skill

5. Vision• Without a vision we perish• Visualize what it would be like accomplishing your dream. See it,

smell it, taste it, hear it, feel it in your gut.

6. Perseverance• Victory belongs to those who want it the most and stay in it the

longest. • Now that you have a dream, make sure you take consistent action

every day. • I recommend doing at least 5 things every day that will move you

closer to your dream.

10 Easy steps to develop Leadership skill

7. Honor your word• Every time you break your word, you lose power. • Successful leaders keep their word and their promises. • You can accumulate all the toys and riches in the world, but you only

have one reputation in life. • Your word is gold. Honor it.

10 Easy steps to develop Leadership skill8. Get a Mentor• Find yourself a mentor. • Preferably there is someone who has already achieved a high

degree of success in your field. • Don’t be afraid to ask. You’ve got nothing to lose. • You can even find suitable mentor through a website by filling your

profile.

10 Easy steps to develop Leadership skill9. Be Yourself• Use your relationships with mentors and great leaders as models

but do not copy or imitate them like a parrot. • Everyone has vastly different leadership styles. • Be yourself, your best self, always competing against yourself and

bettering yourself, and you will become a first rate YOU instead of a second rate of somebody else.

10 Easy steps to develop Leadership skill10. Give• Finally be a giver. Leaders are givers. • By giving, you activate a universal law as sound as gravity: “life

gives to the giver, and takes from the taker.” • The more you give the more you get. • If you want more love, respect, support, and compassion give love,

give respect, give support and give compassion. • As a leader, the only way to get what you want is by helping enough

people get what they want first. • Sir Winston Churchill once said: “We make a living by what we get,

we make a life by what we give.”

As a leader do you?

• Articulate and share a vision with staff and invite them to share, comment upon, or critique this vision?

• Reduce barriers, territoriality, and other obstacles to creative collaboration, coordination, and communication?

☛ Assess issues and factors that could make you a more effective leader.