1. Health Services Administration
HSA 171
CAR

2. Applying Administration’s Concepts and Theories in Health Organizations Part 1
1436/4/14

3. Learning Objectives Health Services Administration (Management).
Management Definitions.
Management Functions.
Manager.
Types of Managers.
Management skills.
Levels of Management.
Health Services Administration (Healthcare).
Healthcare Definition.
Characteristics of HC.
Challenges.

4. Health Services Administration
Management
Health Services (Healthcare)

5. Definitions of Management:
No single definition of management has been universally accepted. Some popular definitions are:
Management is the art of getting things done through people.
Management is getting the right things done at the right time.
Management is the process that involves the guidance or direction of a group of people toward organizational goals or objectives.

6. Definitions of Management Cont:
Management is a process through which objectives of an organization are accomplished by utilizing human and physical resources and technology.
Management means the effective use of resources to accomplish the goals of the organization.
Management is a systematic process with judgment, to achieve objectives.
Management is a creative problem solving.

7. Management:
Management is the process of getting things done effectively and efficiently with and through people.
Effectively:
Doing the Right things: the tasks that help an organization reach its goals.
Efficiently:
Doing things right: the efficient use of resources as people, money , and equipments.

8. Management:
Management in business and organizations is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.
Management comprises planning, organizing, staffing, leading or directing, and controlling an organization to accomplish the goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Management is also an academic discipline, a social science whose objective is to study social organization.

9. Key Functions of Management:
Planning.
Organizing.
Staffing.
Leading (Directing).
Controlling.
Decision Making.

10. Key functions of Management
Planning:
Defining the organizational purpose and ways to achieve it.
Organizing:
Arranging and structuring work to accomplish organizational goals.
Leading (Directing):
Directing the work activities of others.
Controlling:
Monitoring, comparing, and correcting work performance.
Planning
Planning involves deciding where to take a company and selecting steps to get there. It first requires managers to be aware of challenges facing their businesses, and it then it requires managers to forecast future business and economic conditions. They then formulate objectives to reach by certain deadlines and decide on steps to reach them. They re-evaluate their plans as conditions change and make adjustments as necessary. Planning helps allocate resources and reduce waste as well.
Organizing
Managers organize by bringing together physical, human and financial resources to achieve objectives. They identify activities to be accomplished, classify activities, assign activities to groups or individuals, create responsibility and delegate authority. They then coordinate the relationships of responsibility and authority.
Related Reading: The Basic Steps in the Management Planning Process
Leading
Leading requires managers to motivate employees to achieve business objectives and goals. It requires the use of authority to achieve those ends as well as the ability to communicate effectively. Effective leaders are students of human personalities, motivation and communication. They can influence their personnel to view situations from their perspectives. Leading also involves supervision of employees and their work.
Controlling
Controlling is a function of management that involves measuring achievement against established objectives and goals. It also requires managers to be able to identify sources of deviation from successful accomplishment and to provide a corrective course of action. Managers first establish objectives and goals, then measure achievement of them, identify anything that is keeping the company from achieving them, and provide means of correction if necessary. Controlling does not necessarily involve achieving only monetary goals and objectives. It can also relate to nontangible goals and objectives like meeting a production quota or reducing customer complaints by a certain amount.

11. Manager
Are the people responsible for supervising/managing the organization’s resources to meet it’s goals.
Human Resources: People
Financial Resources: Money , Investments.
Technological Resources: systems, Information , Time.
Natural Resources: buildings, equipments, machines
Individuals in organizations who direct the activities of others.

12. Types of Managers: General Managers:
focuses on the entire business as a whole (a top-down organizational view).
A general manager is responsible for all areas and oversees all of the firm's functions and day-to-day business operations. The general manager has to communicate with all departments to make sure the organization performs well.
Functional Managers:
Is a person who has management authority over an organizational unit—such as a department—within a business, company, or other organization.

13. Management Skills: Conceptual Skills: Human Skills: Technical Skills:
The ability to understand concepts, develop ideas , and implement strategies.
Human Skills:
The ability to interact and motivate.
Technical Skills:
The knowledge and proficiency in performing an activity in the correct manner with the right technique.

14. Nonmanagerial employees
Levels Of Management:
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial employees

15. Levels of Management Cont.
Organizations often have 3 levels of management:
Top Managers: Make decisions about the direction of the organization. They are responsible for the performance of all departments.
Middle Managers: Manage the activities of other managers. They supervise first-line managers , and responsible to find the best way to use departmental resources to achieve goals.
First-Line Managers: Direct nonmanagerial employees. They are responsible for day-to-day operation. They supervise the people performing the activities required to make the services.
Nonmanagerial employees: People who work directly on a job or task and have no responsibilities of overseeing the work of others.

16. Health Services Administration
Healthcare

17. Healthcare Administration:
Is the field relating to leadership, management, and administration of hospital, hospital networks and health care system.

18. Healthcare Administration:
Is known by many names, including:
Health Management
Healthcare Management
Health Systems Management
Health Care Systems Management
Medical and Health Services Management

19. Definition of Healthcare administration:
The American society of hospitals:
Health management is the planning, organizing, directing and controlling and coordinating the resources and procedures and methods by which is to meet the needs and the demand for health and medical care services and to provide a healthy environment through the provision of health care services to consumers as individuals, groups and society as a whole. "

20. Why Health Administration is Different?
Health care organizations have Special Features that differentiate them from business organizations and factories.
What are Some of the Features?

21. What are some of the features?
Health care organizations deals with vital issues of life, illness and death, which cause anxiety, tension and deep emotion.
The work requires various individual skills and forms of care. It is essentially a human service.

22. What are some of the features?
Health care organizations have to change frequently in response to new patterns of illness, modified equipment and techniques, rising public expectations, i.e. change is part of their organizational culture.
Complexity, having different departments and professions, makes it not easy to supervise and control.
Relatively expensive, so come under pressure to be managed as economically as possible.

23. Characteristics of the Healthcare sector:
The individual nature of health services, each health service has to be adapted , planned, delivered according to the need of each individual (Patient).
The Personal and individual nature of health services, make the daily work at the institution different and complex ,therefore, it’s not subject only to a few of profiling and measurement.
The high degree of apprenticeship and specialization in the health sector, considering that most doctors working in occupational health institutions-(professors)- specialized elements, giving them great influence and power to make the other elements (pharmacists and nurses) officials in front of them.

24. Cont:
The demand for health services and the need for them increases with the development of civilization of a society.
Health Service are not subject to the law of supply and demand, the demand for health service always remains more than supply. Demand for health service is often an emergency and urgent and can not be postponed.

25. The main Requirements of a Healthcare Administrator
To be planner, coordinator.
To be a leader and motivator .
To be an observer of the work and activities.
Be an ideal model for all employees.
To be a good decision maker.
To use resources efficiently and effectively in health organizations .

26. Management and Healthcare Administration Process:
Input
Activities
Output
Feedback

27. Elements of Health system:
Input:
Need for HS , resources (…) , cultural variables, values, rules and regulations .
Activities:
Administrative process and technology.
Output:
services, research, training, rates of new cases of recovery or non- healing problems (social, psychological) and the impression or reputation of health organizations.
Feedback:
Information on compliance or differences between the standards and outputs .

29. Environmental forces affecting the Health Management System:
The Total Environment Forces (public and external):
legal (laws and regulations)
political (political system)
cultural (attitude),
economic (finance and resources)
social (population ).
The health environment forces (private and internal):
public health and the level of health research, education and technology

30. Challenges: Environmental Changes .
limited resources available to high cost in contrast to the huge demand for these resources.
Health director is always required to offers a lot of services using little available resources.
High expectations of consumers of health services - in general, dissatisfaction with the quality of services and the cost of these services.
The continuous rise of the cost of service along with the dissatisfaction in relation to funding health services, whether governmental or private institutions or insurance.

31. Challenges Cont:
grumbling and dissatisfaction from providers of health services, particularly doctors and nurses there is dissatisfaction because of work pressure and increased demand for the service and also dissatisfaction about working conditions and low wages.
Ethical ,social, and professional considerations ,which places restrictions and impediments to either focus on economic efficiency considerations of health services.