Introduction

1. Introduction • Definition : The researcher presents in his research (Health Management Policy / Modern Management) subjects like human resources, general relations, time management, and training and development, which play essential roles in improving and developing our offices. These titles save money, time, efforts, and reducing the daily routines which are followed in our offices nowadays. The headings are given new information and knowledge that could change the personal attitudes and behaviours of employees to accomplish the office's goals and ambitions. • Research Methodology : the researcher follows a descriptive – narrative – analytic study in his research. Data are taken from Wassit Health Directorate / Training and Development Section. The subjects are illustrated in details with such accurate and precise information of each titles, are presented above in the definition, due to they are highly-recommended and dependable sources. • Research Hypothesis : the idea of writing and authorising such a research for there is a real and actual need to present something that is able to draw the new and modern policy for our human resources and offices according to new technologies and systems in Management, Training, Development, and General Relations that could achieve the offices' goals and aims in systemtic and organised procedures and methods. Syllabuses are explained in a simplified way, that meet the real needs of our employees, given job description and health policies for the human resources administration. • Research Aim :it is to change the attitudes and methods of human resources and develop them in such modern approaches through using health planning, organisation, leadership, monitoring, and evaluation. Applying the new and modern principles of management in our offices through training and development according to well-built plans, well-evaluated results, well-managed execution and monitoring. • Results & Discussions, Recommendations & Conclusions they are at the end of the research. • Research Sources: they are national and international. Sources are highly-recommended and trustworthy.

2. Human Resources Administration • The luxury and welfare of the society bases on gathering the human resources who are able to work in the productive and service-presenting offices. The human resources should believe in the goals of the office and try to achieve them. These offices have employees who are different in attitudes, skills, abilities, habits, values, trends, directions and hopes. • Besides, the office is a social system which is small and affects by the society in which the office is in and influences by it, the office cannot separate its employees from their environment. • Money is unable to achieve any goal and the administration means completing and accomplishing the works by the help of others: one makes the planning, organisation, direction, and monitoring; while the other takes the burden of execution. • Edwin defines the management as: "planning, organisation, guidance, monitoring; supplying, developing, compensation, integration, continuation, and finalising the human resources service for the interest of the individual, goals, organisation, and community.

3. Human Resources Management has two Meanings: • The functional meaning which deals with the activities of the human resources in the office that includes planning, organisation, leadership, and monitoring for the humans to guarantee the ideal and active usage to them for the benefit of the society and the office. • The organic meaning which means the organisational division that is responsible on the administrative activities or operations inside the office as well as the specified jobs to direct the human resources. • The specified jobs of human resources includes: job description, quantitative definition for human resources, selection and employment, training, fees, evaluating employees performance, promotion, encouragement, career safety, human resources service, work relations, and work organisation. • The nature of the human resources is executive and consultative. Each one has its advantages and disadvantage. The second one is not found in the real concept.

4. General Relations • The general relations regard as one of the modern sciences that represents a tool or a mean for communication between offices and audiences. It is a science that works for the benefits and interests of the human and supply the specified needs for him. It is emerged due to the needs of the human. • It is style of getting the satisfication of the audiences and their support through using the direct communication with them. • The real philosophy of the general relations is that the human cannot deal with his needs or the human is not able to achieve all the wishes and ambitions he wants to accomplish. So, the general relations, inside the offices, is necessary and essential to deal with issues of the human. The general relations works hard to crystalise the ideas, views, trends, …etc. and directing them all in a way that is scientific and logical. • The general relations try to show the real and clear picture of the works, that are done in the office, and achievements as well as the implemented ones to the community and people to satisfy them and create such a healthy environment through continuous communications and meetings.

5. 1.) General relations use the scientific method by relying on specific rules in analysis and influence as well interpretation. So, it is regarded as a science. • 2.) General relations clarify the work steps and determine the organisation or office direction from the inside to be strong and well-built to encounter the audiences. So, it is regarded as an art. • 3.) General relations aim at using the method of interest exchange among offices and directorates and audiences. So, it is regarded as a science and an art.

6. Causes of General Relations Emergence are: • 1.) Progress in sciences and complexity of institutes works that have plenty of employees and old legislations or laws. • 2.) Relations vary between individuals and groups. • 3.) Easiness in transformation for persons and ideas resulted from transportation of modern communication tools. • 4.) Diffusion and prevalence of education. • 5.) Increase in the power and importance of the individual in the modern society. • 6.) Progress in knowledge and science in different branches. • 7.) Growth in the humanitarian sciences that deals with the human resources study due to the human resource development, in European countries, is regarded as capital. • 8.) Identify the office goals and projects as well as policies to the community and society. • 9.) Getting the audiences' support. • 10.) Leaving secrecy and follow the policy of exhibting the information to the audiences. • 11.) Prepare scientific researches and studies. • This is not found in our ministry and directorates.

7. Time Management • Time is a true living phenomenon that has two dimensions: one is natural represented in the spent moments between a temporal point and another point that follows it. The second is social and cultural dimension represented in a glance or a perception impression about the time and the spent moments and about other moments in the present or future. This perception is often concentrated on the importance of these moments, the importance of their usage, and how they are used or the different substitutions that could be specified to these moments. • Wolf's study in 1985 refers to the nation variation in their look at the importance of time and the useful usage of it, as well the importance of speed in accomplishing the daily life tasks. Japan is regarded as the most adherent nation for the time in the world and they respect the time so much. Whereas, Indenosia is regarded as the laziest nation for the time in the world. • Also, Black's study in 1994 exposes that the American employee is working 1934 hours annually; and gets rest about 19.4 day per-year. Whereas, the worker in South Korea is working 2833 hours annually; and gets rest about 4.5 day per-year. But the individual in Japan is working 2180 hours annually and gets rest about 9.6 day per-year. So, we conclude that the American employee works more hours in comparison with European countries; but it is regarded as exaggerated in his laziness if it is compared with to Asia.

8. Realities about Time are: • 1.) Time is regarded as the rarest resources or elements available to the individual. • 2.) Time is the only element that could not be retrieved. • 3.) Management is an organised human activity which contains many subactivities like planning, organisation, guidance, and monitoring and all need time management. • 4.) A specific administrative success does not measure by the size of spent time to accomplish it, but it is measured by the skills and qualifications of the manager's activity in using and managing the time.

9. Effectiveness • Efficiency • Effortlessness • Personal Time Management These three characteristics recognise the active management of time. It must be noticed by every individual when he deals with his working time or any other life activities.

10. Ignorance of Time Management Causes: • 1.) Feeling worried, depressed, upset, and late in finishing a specific mission its time is about to finish. • 2.) Huge number of meetings or appointments that are waiting to be postponed or concealed. • 3.) A lot of working days that reflect inaccuracy and mistakenness in the production. • 4.) Repetition of crises appearance that make you unable to deal with them. • 5.) Repetition of forgetting most of the appointments and important meetings and feeling embarrassed for that and worried to present pretexts. • 6.) The desk of you office is filled with plenty of papers and files due to disarrangement that make you feel worried, embarrassed, and depressed due to there is not time management system.

11. Classification of Time Management is: • -Creative Time. • -Preparatory Time. • -Productive Time. • -Overhead Time. • The last one is widely used in our offices.

12. Time Management Principles are: • -Tasks Planning Principles. • -Tasks Execution and Organisation Principles. • -Execution Monitoring Principles.

13. Lost Confrontation Includes: • -Daily Working Plan, • -Tasks Executive Delegation, • -Never reschedule or postpone, • -Mutual Assistance, • -Refuse Politely, • -Avoid Discontinuity, • -Make Active Meetings, • -Reduce Paperworks, • -Careful Files Arranagements, • -Organise Telephone Calls, • -Organise Daily Emails, • -Simplify your Life, • -Evaluate your Works.

14. Example 1:Task Executive Nature Deficiency Complex tasks Difficult Decision Afraid from failure Unlike Tasks Mind Dispersion Typical Works Hatred for the Manager Care for the Mission Marketing or PostponingTask Executive Framework

15. Example 2: Active and Inactive Meetings Repeating Discussions for those not coming Meeting Commencement All Arrive in Time Allowing Interruptions that is not Organised Allowing Views All have opportunity to Talk Fruitless Arguments & Violent Fights Discussing Views Accepting Negotiations & Settlements Repeating Issues Discussions Again Reaching Results Brief Typical Results Undated Activities & Accomplishments Determining what to do? Determine Activities & Accomplishments Disputations & Unacceptance for Decsions Finalizing & Summarising Activities Executive Monitoring

16. Human Resources Training and Development • Training concentrates on the behavioural side in the training operation due to it is regarded as a tool for change or modification in attitudes, trends, values, and directions of the individual, to get a new satisfaction. • Training is a way to change the current situation of the individual into a new one that meets the office's goals and ambitions. • Training is a method that aims at developing and evolving the specific skills and abilities of the individual, and makes him able to comprehend things easily and accomplishing the tasks as well as being aware of the responsibility. • Changing the individual's behaviour means searching for more knowledge by the individual to understand new procedures. • Training is the planned activity that is capable of plugging the gap between the present performance and the desired one for the human resources through effecting their behaviours, increasing their knowledge, and developing their abilities and skills.

17. Human Resources Training and Development • Training concentrates on the behavioural side in the training operation due to it is regarded as a tool for change or modification in attitudes, trends, values, and directions of the individual, to get a new satisfaction. • Training is a way to change the current situation of the individual into a new one that meets the office's goals and ambitions. • Training is a method that aims at developing and evolving the specific skills and abilities of the individual, and makes him able to comprehend things easily and accomplishing the tasks as well as being aware of the responsibility. • Changing the individual's behaviour means searching for more knowledge by the individual to understand new procedures. • Training is the planned activity that is capable of plugging the gap between the present performance and the desired one for the human resources through effecting their behaviours, increasing their knowledge, and developing their abilities and skills.

18. Differences between Training and Development for Human Resources • Training is a process for developing the human resources which includes the executive level only and it is done on short-term extent. • Development is a process that concentrates on the human resources and high-level employees like managers and also concentrates on the theoretical concepts and principles, and it is done on long-term extent. • Development of the human resources means each efforts that is spent to increase the skills and qualifications the workers even if it is done outside the planned training programmes extention.

19. Training and Development Strategies: • Putting accurate and precise plans (Weekly, Monthly, Mid-Year). • Looking for the actual and urgent needs for the office. • Determining times and dates for holding the courses. • Making forms of evaluating and monitoring for participants. • Selecting those who are really in need for training and development. • Writing reports and course evaluation. • Selecting good trainers and lecturers who have skills and methods of training and development. • Helping, audiovisual, and illustrative tools to make the lectures or courses comprehensive and aimed. • Choosing good places or sites for training and development.

20. Table1

21. Table 2

23. Table 3

24. Table 4

26. Table 5 /Training of MSI Organisation to Wassit Health Directorate

27. Table 6 / Wassit Health Directorate Employees

29. Results & Discussions • In table 1 that shows participants in 2009, we have the administrative courses are higher than others due to MSI Organisation concentrates on training the management employees. The Continuous Medical Education Unit in hospitals were not active, but in table 2 shows an increase in numbers of medical and nursing staff for there are new plans and strategies, implemented courses on job training, and monitoring and evaluation is activated and run by Training & Development Section. Trainers are taken from the hospitals to present courses and workshops. But they are not highly-qualified in training, development, syllabus, and feedback. • In tables 3-4, it is clear that meetings of higher managers with their employees change their views and attitudes towards training and development. In 2009, there was no encouragement from the Ministry of Health; but in 2010 MOH puts conditions to promote office's employees like entering special training courses according to job title and years of services. This motivates employees to look for courses to enter, but the aim is not to get new information or technologies; but to get an official letter proves that you have passed a specific course of training to promote you!!! • Besides, most participants look for incentive and financial motivation to participate. If we look at table 5 , we see the number of participants is highly increased due to MSI Org. gives 65 $ for each participant in its management courses, and it gives 700$ to the trainers or lecturers. We have seen the attandance of employees.

30. The number of employees in Wassit Health Directorate is 4409 males and 1726 females. So, the achievements or accomplishments are not promising in comparison with the numbers and we have two educational hospitals. So, we need to open new training centres in hospitals and sectors to cover the whole employees in different branches. • The numbers in tables 2-6 have increased due to we have been training Sections & Departments Employees to train and develop their staff; but in reality the process needs to be reinforced form MOH. The biggest issue is the training halls and equipments that were not available in 2009. Besides, we need to open centres or units for training and development in each hospital and sectors due to we have most of our employees in PHCs and Hospitals. • Most of these training is done inside Wassit Health Directorate due to the office budget is not sufficient to cover participants finance requirements to participate in colleges, universities, or other ministries courses of training and development. So, there is no specific training budget which is a big dilemma.

31. The period of training is 2-5 days which is not enough to develop a new employed especially in the practical courses or workshops. So, courses should be extended to 10 days at least and they have to include practical subjects in 80 percentage and 20 percentage for theoretical. Also, the syllabus of courses is not highly-recommended or evaluated due to the trainers take the simplified information relying on old sources. Most of them do not have training and teaching methods and strategies. • The number of researches is few in 2009 for there was no encouragement and motivation to present such a research. MOH does not give incentives or bonus to researchers and developers. In other words, it is not required from doctors and other employees in higher studies or promotion. But in 2010, our office has held its First Scientific & Medical Conference in which 31 researches have been presented and discussed. • Sending employees outside Iraq to be trained does not bring benefits to the office and other employees due to it is a personal benefits and interests. The training lacks the practical issues and most do not present similar training courses or writing such a good reports. This will take money, effort, and time from each office, and we could give the money to Iraqi specialists to train their colleagues inside Iraq and we shall save money, time and effort.

32. Recommendations & Conclusions • Opening training centre in each Health Directorate. Also, opening training centre or unit in each sector and hospital. • Following the suggested selection, evaluation, and monitoring forms in nominating participants for courses of training and workshops. • Each nominate for a course or workshop of training and development must present similar one which makes the benefits for all employees not personal. • Reports of completing courses of training should be studies from the scentific committees inside the Health Directorate. • Opening General Relations Section in each Health Directorate with its Units. • Higher management should enter courses or workshops of training in time management to know how to spend their times effectively and actively. • Human resources is the capital of each Health Directorate which need to be trained and developed periodically due to knowledge is a rapid development process needs to be escorted. • MOH should implement new and modern evaluation forms of training and development for all job titles that we have in our Ministry, that must be sent to the Minister Bureau to see the progress and amend the lateness. • Opening research centre with the necessary equipments to make experiments and studies especially in the educational hospitals. The researches should be supported or funded with money. • On job training is better than outside training which saves money, time, and effort. • MOH should put a specific budget for training and development to make participation expanded not limited. • TOT (training of trainers) are important for each Health Directorate. • Each employee in MOH must be able to use the Computer Programs and able to use the English language like UAE's health offices.

33. Modern Management in Health Facilities • Researcher // Ali Ismael Hama Al-Jaf • Research Name //Modern Management in Health Facilities • Directorate // Wassit Health Directorate Thank You for Listening