PLANNING & ORGANIZINGPublic Health DepartmentFakultas Kedokteran Universitas Padjadjaran

Program management cycle (managerial functions)

PLANNING & ORGANIZING

ACTUATING & IMPLEMENTATING

CONTROLLING & EVALUATING

Deciding what to do and how to do it

Acting to accomplish what has been planned Comparing the results of

what was accomplished with what was intended

Program management cycle (managerial functions)PRE -PLANNING

Preparation for planning : 1. Government interest2. Legislation3. Organization for planning4. Adninistrative capacity

ANALYZING OF THE HEALTH SITUATION

ASSIGN PRIORITIES AMONG PROBLEMS

DEFINE PROGRAM , ITS OBJECTIVES & HOW TO

MEASURE ACHIEVEMENT

ASSIGN PRIORITIES AMONG PROGRAMS (SELECTION BEST

PROGRAM (EFFECTIVE AND EFFICIENT)

DESIGN ALTERNATIVE PROGRAM TO SOLVE

PROBLEM

PLAN OF IMPLEMENTATION OF THE

PROGRAM

INITIATE AND OPERATE THE PROGRAM

COLLECT DATA FOR EVALUATION

EVALUATE RESULTS ACHIEVEMENT OF

OBJECTIVES

FORMULATE HEALTH PROBLEM

formulate priority problem for planning solution

Resources needed

PLANNING AND

ORGANIZING

ACTUATING &IMPLEMENTING

EVALUATING & CONTROLLING

NO

YES

Planning Fundamental function of management Selecting strategies from among

alternative possible course of action Both for the enterprise as a whole and

for every department or section within it Requires the companies objectives to be

defined and department goals to be set in order to meet those objectives and finding ways to achieve them

Planning Deciding in advance :

What to do How to do it When to do it Who is to do it

Reasons To offset uncertainty and change To focus attention on objectives To gain economical operation To facilitate control

Types Missions or purposes Objectives or goals Strategies Policies Procedures Rules Programs Budgets

8

Types of Planning1. Time span/period

Long term > 5 years Middle term 2 - 5 years Short term 1 - 2 years

2. Level of planning Main (master planning) Policy Operational Implementation Guides Daily (Day - to - day planning) routine

3. Scope Strategic : Where we are going to be Tactical : How we achieve the goals Comprehensive : All aspect Integrated : integration between prorgrams

PlanningTop Down

Planning (+)• Uniform• Centralization

Bottom Up Planning (+)

• Based on condition in one region

• Effective• Professionalism• Flexible

PlanningTop Down Planning (-)

• Might not suitable to one region

• Different condition threat

• Less benefit• Less flexible• Province is not developed• Decrease working

motivation

Bottom Up Planning (-)• Not uniform• Took long time to plan• No policy

Being aware of opportunities

Establishing objectives

Developing premises

Determining alternative courses

Evaluatingalternative course

Selecting a course

Formulating derivate plans

Quantifying plans by budgeting

STEPS

Steps Establishing objectives Situation analysis Problem identification Determining priorities Developing programs and activities Evaluation

Strategic Planning SWOT Analysis

EF/IF S W

O SO WO

T ST WT

ORGANIZING

Organizing Establishing an intentional structure of

rules for people to fill in an organization

Horizontal andVertical coordination ofAuthority and InformationRelationship

Identification and classificationof required activities

Grouping of activities In light ofResource and situation

Delegation Ofauthorityprocess

Organization A formalized intentional structure of roles

or position

Formal organization : intentional structure of roles in a formally organized enterprise

Informal organization : a network of interpersonal relation ship that arise when people associate with each other

Organizational structure Be design to clarify who is to do what

task and who is responsible for what result

in order to remove obstacles to performance caused by confusion and uncertainty of assignment and to furnish decision making and communication networks reflecting and supporting enterprise objectives

Organizing make human cooperation effective

Levels of organization limitation of the span of management (control)

Wide span

Narrow spans

Unity of objectives : an organization structure is effective if it enables

individuals to contribute to enterprise objective Organizational efficiency :

an organization is efficient if is structured to aid the accomplishment of enterprise objectives with a minimum of unsought consequences of costs

Purpose of Organizing

Span of management : In each of managerial position, there is a limit to the

number of persons an individual can effectively manage, but the exact number will depend on the impact of underlying variables

Reason for Organizing

Structure of organization : authorityScalar :

The clearer the line of authority from the ultimate management position in an enterprise to every subordinate position, the clearer will be the responsibility for decision making and the more effective will be the organizational communication

Delegation by result expected : authority delegated to all individual managers

should be adequate to ensure their ability to accomplish expected result

Absoluteness of responsibility : responsibility of subordinates to their superiors for

performance is absolute, and superiors can not escape responsibility for the organizational activities of their subordinates

Parity of authority and responsibility : responsibility for actions should not be greater than

implied by the authority delegated, not should it be less

Staffing Filling and keeping filled, the position in

the organizational structure

Identifying work-force requirements Inventorying the people available and recruiting Selecting Placing Promoting Appraising Planning the careers of Compensating Training people

Process of Staffing

Purpose of staffing Objective of staffing : Objective of managerial

staffing is to ensure that organizational roles are filled by qualified personnel who are able and willing to occupy them

Staffing: the clearer the definition of organizational roles and their human resource requirements, and the better the techniques of manager appraisal and training employed, the higher the managerial quality

Process of staffing Job definition : the more precisely the results

expected of managers are identified, the more the dimensions of their positions can be defined

Managerial appraisal : the more verifiable objectives and required managerial activities are identified, the more precise can be the appraisal of managers against these criteria

Open competition: the more an enterprise is committed to the assurance of quality management the more it will encourage open competition among all candidates for management positions

Management training and development : the more management training and development is integrated with the management process and enterprise objectives, the more effective the development programs and activities will be

Training objectives : The more precisely the training objectives are stated, the more likely are the chances of achieving them

Continuous development : the more an enterprise is committed to managerial excellence, the more is requires that managers practice continuous self-development

Unity of command : the more complete an individual’s reporting

relationships to a single superior, the smaller the problem of conflicting instructions and the greater the feeling of personal responsibility for results

Authority level : maintenance of intended delegation requires

that decisions within the authority of individual managers should be made by them and not be referred upward in the organizational structure

Organizing Staffing

Organization Structure