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Administration " The process of achieving defined goals at a defined time through the guidance, leadership & control of the efforts of a group of individuals.

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Presentation on theme: "Administration " The process of achieving defined goals at a defined time through the guidance, leadership & control of the efforts of a group of individuals."— Presentation transcript:

1 Administration " The process of achieving defined goals at a defined time through the guidance, leadership & control of the efforts of a group of individuals & the efficient utilization of non- human resources bearing in mind adequacy, speed &economy to the utmost possible level. defined time through the guidance, leadership & control of the efforts of a group of individuals & the efficient utilization of non- human resources bearing in mind adequacy, speed &economy to the utmost possible level.

2 Management  The process composed of the set of interrelated social and technical functions and activities, occurring within a formal organizational setting for the purpose of accomplishing predetermined objectives through utilization of human and other resources.

3 The “4” main elements the management processes are: The “4” main elements the management processes are: 1. Is a process: on going functions and activities; 2. Involved accomplishing organizational goals or objectives; 3. Involves achieving theses objectives through people and utilization of other resources; and 4. Occurs in a formal organizational setting.

4  Administration as basically composed of functions: 1. A planning function. 2. Management function.  In this case management consider as the operational part of administration.

5 Managers  Are those individuals appointed to positions of authority who direct the work efforts of others, are responsible for utilization of resources, and are accountable for specific work result.

6 Level of managers  The primary differentiation between levels of managers is the degree of authority and the scope of responsibility and organizational activity.  Another way of differentiating types of managers is by the degree to which they use certain skills.

7 Management functions Management functions

8 Planning: it is a technical function that enables HSO or Planning: it is a technical function that enables HSO or A certain nursing department to deal with the A certain nursing department to deal with the present and anticipate the future. present and anticipate the future. Decision making: Select the best and appropriate Decision making: Select the best and appropriate solution from alternatives. solution from alternatives. Organizing: Arrangement of human & non human Organizing: Arrangement of human & non human resources in an orderly fashion to make a resources in an orderly fashion to make a meaningful whole that accomplishes meaningful whole that accomplishes organizational objectives. organizational objectives.

9 Staffing: A process implies recruiting and Staffing: A process implies recruiting and retaining staff. retaining staff. Directing: "How a leader behaves while attempting to lead Others. attempting to lead Others. Controlling: It is the measurement and Controlling: It is the measurement and correction of performance. correction of performance.

10 Managerial roles Managerial roles

11 A. Interpersonal roles 1.Figure head: Perform duties and engage in activities that are Ceremonial and symbolic in that are Ceremonial and symbolic in nature. nature. 2. Liaison: Formal and informal contacts beyond the vertical chain of command inside the vertical chain of command inside the organization as well as outside organization as well as outside contacts. contacts. 3. Influencer: Some activities inherent in the directing function, namely, motivating people and function, namely, motivating people and leadership. leadership.

12 B. Informational roles 1. Monitor: Gather information from internal network 1. Monitor: Gather information from internal network contacts, external liaison contact, formal contacts, external liaison contact, formal organization sources organization sources 2.Disseminator: Distribute information to superiors or to 2.Disseminator: Distribute information to superiors or to subordinate. Some information kept subordinate. Some information kept confidential. confidential. 3. Spokes man: Make speech to outside groups, 3. Spokes man: Make speech to outside groups, represent their organization to others, represent their organization to others, and perhaps testify before legislative and and perhaps testify before legislative and regulatory bodies. regulatory bodies.

13 C. Decision making role 1.Change agent: Seek improve, modify, and re arrange the work activities upon the new changes in the internal and external environment. 2.Disturbance handler: Disturbances arise not only because poor managers ignore situations until they reach crisis proportions, but also because good mangers cannot possibly anticipate all the consequences of the actions they take. In response, the manager makes accommodation or change decision.

14 3.Resources allocation: first line managers allocate (assign) people, material, and equipment to job tasks. Since the use of resources demand priority that become a critical ingredient in decision making, and 4.Negotiation for resources becomes an essential managerial activity. Negotiation as a role interferes with each decision making.

15 A management model for health services A management model for health services organizations organizations Input Conversion Output Input Conversion Output

16  The input are (resources) converted to outputs (work results and objective accomplishment). Management is the catalytic process conversion) by which this is done.

17  the HSO is the formal setting in which outputs are created (objectives accomplished) through utilization (conversion) of inputs (resources).

18  Managers are the catalyst that causes conversion of inputs to outputs through the act of managing.

19 3. The HSO (and its managers) interacts with, is affected by, and affects its external environment, which represents all forces and influences outside the organization. 3. The HSO (and its managers) interacts with, is affected by, and affects its external environment, which represents all forces and influences outside the organization.

20 Environmental forces  Macro-: Legal, politic culture/sociological, Publics, Economic, and ecological.  Micro-: Planning, licensure, accreditation, competition, technology, health research and education….etc.

21 A system is a set of interrelated and is a set of interrelated and interdependent parts, all of interdependent parts, all of which interact. A sub system is which interact. A sub system is part of a system and supra part of a system and supra system is a set of systems. system is a set of systems.


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