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Principles of Health Management. By Mokhlis Al Adham Pharmacist, MPH. Definitions and Concepts. Health is a state of complete physical, mental, and social well-being, not merely the absence of disease or infirmity (WHO).
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Principles of Health Management By Mokhlis Al Adham Pharmacist, MPH
Definitions and Concepts • Health is a state of complete physical, mental, and social well-being, not merely the absence of disease or infirmity (WHO). • Health is a state of balance between various internal factors that govern operations of the body and mind, taking into consideration being in harmony or balance with the external environment. (wellness/illness Concept)
Contd. • in summary, health is a difficult concept to measure or define (illusive concept). • health is a basic human right that cant be guaranteed (genetically inherited diseases, aging, etc.) but access to health services can be. • for high quality health services, both Managerial an technical skills are strongly needed.
Definitions and principles of management • Management is the process of getting work done through others, provided that it done properly, on time, and within the available resources to accomplish the organization goals or objectives. • Management as process consists of achieving organizational goals through planning, organizing, directing, and controlling human and physical resources.
Contd. • Managers are persons who can achieve the organization goals through other people. • Managers and management have five main functions or steps that are universally called “the management functions”. • These functions are planning, organizing, staffing, directing, and finally controlling.
Contd. • 1- planning: forecasting what is needed for the future, setting objectives for the desired results, and develop strategies and plans to achieve those goals. • It is the first management function and all other functions depend on it. • Data, knowledge, experience .....Alternatives …….proper decision making.
Contd. • 2- Organizing: formulating the organization structure that clearly define the scope of responsibilities, relationships, and lines of authority. This function is very important to implement the plans effectively & efficiently. • 3- Staffing: selecting the personnel to perform the work and placing them in posts suitable to their knowledge and skills (Suitable place concept).
Contd. • 4- Directing: includes motivating the subordinates, leading them, selecting the most effective communication channels, and resolving any arising conflicts. Directing is a very helpful function for achieving the organization objectives. • 5- Controlling: monitor activities to ensure achieving them as planned, correcting any significant deviations, and rewarding workers .
Levels of management • 1- Top managers: responsible for the overall work and operations (e.g. DG of Hospitals) • 2- Middle managers: who manage and coordinate the work activities of several units (Hospital Director). • 3- First line managers: who are directly responsible for coordinating and managing certain work (e.g. head of Radiography Dep.).
Management Skills • Technical Skills: deal with the ability to apply specialized knowledge or expertise. • human skills: the ability to work with, understand, motivate and lead other people. • Conceptual skills: the mental ability to analyze and diagnose different situations. Note: for managers to achieve their work successfully, the need a reasonable MIX of all these essential skills.
Communication • An idea, no matter how great, is useless until it is transmitted and understood by others. • No group can exist without communication. • The success of management process depends largely on effective communication because all managers work with and through others. • Around 80% of managers time may be spent in the communication process.
Contd. • Communication: is the transference and understanding of meanings and ideas among group members. • Comm. Process: the steps between a source and a receiver that result in the transference and understanding of ideas. • Ideation, encoding, transmission, receiving, decoding, and response or feedback (6 Comp).
Comm. Components • 1- Ideation:the sender develop an idea (some information) and decides to share it with the others. • 2- Encoding: converting the idea or the comm. Message into symbolic form “ speaking, writing, gestures, and so on). • 3- Transmission: to transmit the message through one of the comm. Channels that is selected by the sender.
Contd. • 4- Receiving: by a person who is aware of the issue or interested in that issue. • 5- Decoding of the message: retranslating the sender’s comm. Message as interpreted by the receiver. • Note: the success of the communication process mainly depends on the receiver’s understanding of the communicated message.
Contd. • 6- Response (Feedback): check for misunderstanding of the message and then to use the message. • Types or directions of communication: comm. Can flow vertically (downward or upward) or laterally (horizontal).
Contd. • 1- Downward Communication: comm. That flow from one level of organization to a lower one (manager ...... Subordinates). • It is primarily directive and telling the subordinate what to do and providing them with information that are helpful in clarifying the organization policy and how to achieve its goals.
Contd. • Examples: job description sheets, performance appraisal discussions, operating manuals, pointing out problems that need attention, and so on. • 2- Upward Communication: That flows from low level to a higher on in the organization.
Contd. • It is used as a mean for motivating and satisfying personnel by sharing them in decision making process (democratic management). • Examples: face to face discussion, staff meetings, written reports, suggestions boxes, and so on.
Contd. • 3- Lateral Comm.: • Take place between personnel on the same managerial levels and mostly to coordinate work activities (ex. Meetings, committees). • Formal Vs. informal networks: • Network: channels by which information flows. • Formal: follows the authority lines.
Contd. • Informal: skip the authority lines to satisfy personnel or social needs “ high risk for distorting the information”. • Barriers to communication: Sender + message + Channel + receiver ……………… ineffective communication.
Contd. • 1- Gender: difference in power and status. • 2- lack of clarity due to inadequate vocabulary, talking too fast or too slow, different languages, …. Etc. • 3- feeling that reporting problems would be considered as weakness points in the PA. • 4- Time pressure on managers.
Contd. • 5- Advice-giving response. • 6- discounting of others’ experiences & abilities. • 7- warning, admonishing, commanding responses. • 8- diagnosing response • 9- selective response, filtering, organization size.
Principles of eff. Comm. • 1- giving information is not communication ( comm. ………………… helpful impact for goals). • 2- clarity of the message: sender responsibility, needs planning for the process. • 3- use simple language: suit the receiver. • 4- feedback should be encouraged to ensure proper interpretation and use of messages.
Contd. • 5- the sender must have credibility • 6- acknowledgement of the others. • 7- proper channel of comm.: direct one is the best one …… avoid distortion ……. Immediate feedback could be obtained.
Contd. • Principles of dealing with difficult persons: • Manager rather than health professional. • Identify the unacceptable behavior and provide an immediate feedback. • Use disciplinary counseling and be consistent. • Consult the higher management and use the organization rules and procedures. • Communication Styles.
