public health administration and management

8/13/2019 Public Health Administration and Management

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Public Health

Administration and

Management

Maribel U. Cruz M.D.


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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


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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


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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)


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Functions or Concerns of

an Agency1. Technical function

2. Commercial function

3. Financial function

4. Security function

5. Accounting function

6. Management function


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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


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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


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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


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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


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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


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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


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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


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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.


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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}


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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


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Organizing

Concerned with division of labor and

corresponding assignment of duties, andthe establishment of lines of authority

and of communication


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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.


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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


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Directing

For better acceptance the term has just

been changed to leading and directingLeadingis influencing people so that

they will contribute to group goals


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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


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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


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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


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Actuating

The act of setting things into motion and

overseeing the activities as they areundertaken

Includes motivating, directing, monitoring

and controlling


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Reporting

Written recording is made by

management of every important aspectof the project


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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


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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.


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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


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Management Levels

First-line Manager

Quality controller

Channel of communication between therank and file and the middle and top

management


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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


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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


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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


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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


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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


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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


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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


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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 .


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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


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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


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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


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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


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Unity of Direction

Requires that there should only be one

head and one plan for a group ofactivities having the same objective


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Span of Control

The number of individuals reporting to

a supervisor, should not be more thancan be effectively coordinated and

directed


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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


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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


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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


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Order

Materials and people should be in the

right place at the right time

Equity

Managers should both be friendly andfair to their subordinates


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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


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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


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Scalar Chain

The clearer the line of authority from the

ultimate management position, the moreeffective will be responsible decision-

making and organizational

communication


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-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.


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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


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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


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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


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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


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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


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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


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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


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Staff function or Personnel

2. General Services Staff or Service Staffserve the requirements of the line and

technical advisory staff


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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


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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


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References:

Reading in Health System Management:

Dr. Remegio MercadoManagement : Stoner, Freeman &

Gilbert


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