Upload
thurein-naywinaung
View
64
Download
0
Tags:
Embed Size (px)
DESCRIPTION
management
Citation preview
Management
What is Management?
Management is getting things done. Management is getting thing done through
people. Management is efficient use of resources. Management is getting people to work
harmoniously together and to make efficient use of resources to achieve objectives.
Management is to make decision
Management Management is a set of functions that help the organization to work cohesively and achieve its objectives.
Management is about getting results.
It is an organized process that guides the utilization of various resources such as human, financial and material in order to meet a desired organizational goal taking into consideration consumers’ demands (clients’ needs), and the political and economic situation (emphasis on goal)
Management is referred to the tasks and activities involved in directing an organization or one of its units
Planning- defining organizational GOAL
Leading-Getting others to perform the tasks necessary to achieve the organizational goal
Controlling-
Consciously monitoring
performance & take
corrective actions
Organizing- Process of creating a structure
Management
• Planning, organizing, leading and controlling: the art of getting things done by and through people
The Organization and its environment
• An organization exists to perform work.• This is achieved by activities which transform
(process) inputs into outputs:• Environment-Internal/External
ORGANIZATIONO
N B I O O IE J N U U ME E P PROCESS T T PD C U P C AS T T U O C
I S T M TV S EE SS
TMOs are leaders of township health teams
providing shared vision and direction managerial responsibilities include
planning, overseeing the budget and ensuring that programme activities organized and implemented smoothly on a daily basis
TMOs know roles and responsibilities of BHS optimize and consolidate the effective and efficient use of available resources identify leadership and managerial roles.
TMOs are Managers
Evolvement of Management
Managers Administer-The managers and staff are seen more as machines
Managers Manage-The manager has somewhat of a heroic role. He or she is expected to know the
answers to questions, to find the solution to problems, and to take decisions, especially the important ones
Managers Lead- The manager's role shifts from the independent, heroic, 'knowing' and problem solving, to the interdependent facilitator of problem solving and decision making processes.
11 Management functions
• Planning• Organizing• Recording and reporting• Staffing• Supervising
Managerial functions
• Coordination• Guiding• Monitoring• Ordering and storing• Budgeting• Evaluation
Human Behavioral
Management
Financ
ial
Man
agem
ent
Logistics Management
Knowled
ge
Man
agem
ent
Health Information
Management
Human
Resource
Management
Facility
Management
Technology Management
Branches of Management
Data, register,
referral
Information
Mgt
Technology
Managem
ent
Ultrasound,
ECG, CT, ,LabHuman
Behavioral Mgt
Interpersonal
communicationFacility
Management
Hospital, clinic
ambulance
Knowle
dge
Man
agem
ent
Applic
ation
&
carry
ove
r
Health staff of
all categoryHuman
Resource
Mgt
Fina
ncia
l M
anag
emen
t
Sala
ry, i
n/ou
t
Fund
,
Logistics Mgt
Medicines, others
Branches of Management applied to daily life
Knowledge Management
• Is about creating an exciting environment within the organization that will promote the creation and transfer of knowledge
(Kermally 2002)
It involves changing the organizational culture to one of sharing
Requires… visionary leadershipmotivated staffprocess and practices that will facilitate this sharing
Knowledge Management
Knowledge could be better optimised if we could capture information not normally captured.
Some knowledge related to experience, wisdom and empathy of one’s own .... usually are not documented.
Knowledge management is therefore about how to capture that information related to how individuals reason and make their expertise available
...video conferencing, e-mails, networks
Four stages of knowledge conversion
• Socialization – by sharing experience & on-the-job learning: at meetings to discuss work related projects and problems (tacit knowledge)• Externalization – describing this knowledge in the forms of metaphors/analogies• Combination – taking theoretical or explicit knowledge & integrating with metaphors or analogies•Internalization– information is taken & followed to gain further knowledge and understanding. This information is modified as people learn by doing- refined
Competent
Desire
(want to)
Knowledge
(what to
,why to)
Skills(how to)
Continue Learning of PEOPLE
Individual learning Team Learning Organization Learning
Managerial Skills1. Communication skills -these include
leading meetings, facilitation, negotiation, conflict resolution public speaking, effective writing, cross-cultural communication...
2. Organising skills-which may cover planning, monitoring, problem-solving, evaluation, co-ordination, programme management, decision making, time management...
3. Supervising skills-such as delegation, motivation, performance management, coaching and developing staff...
Managerial Competencies
1. Self Management
2. Strategic Action
3. Global Awareness
4. Team Work
5. Planning and Administration
6. Communication Competency
Self Management
• Self awareness• Self identification of strengths/weakness-
developmental needs ….in leadership ….in motivation ….in ethics ….in many other
areas• Continued self assessment• Integrity and ethical conduct• Personal drive and resilience• Balancing work and life demands
Self Management
We are measured • not by what we are, but by the
perception of what we seem to be,
• not by what we say, but how we are heard; and
• not by what we do, but how we appear to do it.
Strategic Action Competency• Developing broad strategies that can be
translated into clear goals and practical action plans
• Proactive vs Reactive
• Formulation of contingency plans to minimize risks
• Understanding the organization
• Taking strategic actions
Global Awareness Competency
• Staying abreast of important global trends that have significant impact on the organization
• Recognition of global trends on the organization's plans and growth
• Being sensitive to key cultural differences and understanding the consequences of cultural differences for the organization
Teamwork Competency• Creating a supportive environment
• Trust/ Productive management conflicts
• Collaboration and constant information sharing
• Problem solving/ decision making(Forming, Storming, Norming, Performing, Adjourning)
• Managing team dynamics
• Ability to cultivate an active network of relationships and relate well to others
Planning & Administration Competency• Information gathering, analysis & problem
solving
• Setting clear and challenging goals
• SWOT analysis
• Adequate control & clear guidance & Swift decision making
• Planning and organizing projects• Time management• Budgeting and financial management
Communication Competency
• Informal communication
• Formal communication
• Negotiation (an agreement)
• Free flow of information upward, downward and laterally (feedbacks)
• Listening and informing others
• Fostering open channels and negotiating with others
Feedbacks
• Not an end it itself
• Increases communication links
• Gives information on site overall strengths and weaknesses
• Gives insight on what we can do differently to increase effectiveness
• Focus on skills and behavior, not on personality or style
• Improve performance
LEADERSHIP
LeaderLeader AdviserAdviser
EntertainerEntertainerPeacemakerPeacemaker
FollowerFollower
LEADERSHIP• Leadership is the key factor differentiating the
“average” from the “excellent”• Leadership is action or a process, not position• The activity of leading a group of people or organization
or the ability to do this• Leadership is creating a vision• Leadership is the process of influencing and activities of
a group in efforts towards goal achievement in a given situation
• the process of persuasion and example by which an individual (or leadership team) induces a group to take action that is in accord with the leader’s purpose, or the shared purposes of all
When asked, “what is leadership”, people tended to answer in one of the four main categories.
• Power: the ability to have people follow your agenda.
• Persuasion: the means to motivate.
• Vision: a leader provides the vision.
• Empowerment: a leader enables and empowers others to do their request
Power
The potential or ability of the leader to effect particular desired subordinate behaviours.
(French and Raven, 1968)(French and Raven, 1968)
Main Sources of Power• Reward Power – derived from the belief of individuals that
compliance brings rewards: the ability to distribute rewards contributes considerably to the extent of a leader’s power.
• Coercive Power – making it plain that non-compliance will bring punishment.
• Expert Power – exercise by people who are popular or admired and with whom the less powerful can identify.
• Legitimized Power – power conferred by the position in an organization held by the leader.
• Charismatic Power – power is given to the leader because the user wants to be liked.
• In some cases others are attracted to the leader by virtue of the leadership gift that they possess
Authority-empowers
• Is legitimacy, as perceived by subordinates in which subordinates accept and obey the will of the leader because they perceive that he or she has the right to command and they have an obligation to obey.
(Weber cited by Gerth and (Weber cited by Gerth and Mills, 1946)Mills, 1946)
Influence-Vision
Is the act of controlling and effecting a particular subordinates behavior.
(French and Raven, 1968)(French and Raven, 1968)
Purpose
Vision
Character
Understan
ding
LEADER
Action
Good
Leadership
We know it
when we see
and
experience it.
Critical success factors of effective leadership
• Ability and commitment to motivate people• Excellent interpersonal skills• Ability to learn on the job• Hard work and working smarter• Linking strategic planning to implementation• Facilitating teamwork• Facilitating organizational development.
Leadership Styles1. Autocratic leadership
• All authority centering in the leader• Leader has absolute power over their workers or team• Staff and team members have little opportunity to make suggestions• Leader makes decisions and announces them to staff• Communication seems to be one way from leader to follower
Advantage Disadvantage• Fast speed with which decisions can Most people tend to resent
being be made, for instance in case of treated this way, effects on emergency- Style saves time group morale
• Decision is usually clear and final Other, better options may not be considered
Leadership Styles2. Democratic leadership
• Leader takes suggestions and wishes of all members• All members of the team are seen as important contributors to the
final decision• Participation is required to encourage members’ commitment to the
decision Advantage Disadvantage
• Increased morale and support of the Slower decisions, diluted team members- Staff feel involved accountability for decisions
and may not always be the best solution
• It increases job satisfaction and also Participation takes time helps to develop people’s skills and can take more time to
get final result
Leadership Styles3. Laissez faire leadership
• The French phrase means “leave it be"• Leader attempts to exercise very little control or influence over group
members• Leader leaves team members to work on their own
Advantage Disadvantage• Gives opportunity for individual Lack of group unity and
development consistency towards achieving organizational goals
• Can be effective when individual team members are well experienced
and skilled self-starters
Leadership Styles4. Bureaucratic leadership
• Leader works “by the book”• Follows rules strictly• Leader ensures team members to follow procedures precisely
Advantage Disadvantage
• Appropriate for specified jobs involving Can become bored serious and safety risks Eg: where they have to work with machines in handling toxic substances or where large sum of money is involved-such as handling cash
Leadership Styles5. Charismatic leadership
• Charismatic leadership is when a person assumes or is given the role of leader based on his or her charisma or charm
• Leader stimulates a lot of enthusiasm in his team and very energetic in driving others forward
• Leader tends to believe more in himself than in his team• His influence derives mainly from his personality
Advantage Disadvantage• Followers love him and look only The entire organization into his face
might collapse if the leader leaves
• People who follow that leader Can be subject to corruption as the will ensure goals are achieved leader knows that the people will
out of respect for the leader likely follow no matter what
Leadership Styles6.Task-Oriented leadership
• Focus on getting the job done• Leader tends to be quite autocratic, actively defining the work and
roles required, put structures in place, plan, organize and monitor• Leader does not think much about the well-being of his team
Advantage Disadvantage
• Finish job in time Less motivated staffMore turnover of staff
Leadership Styles7. Transactional leadership
• Transaction is usually the organization paying the team members in return for their effort and fulfillment of job
• Leader can punish team members if the work does not meet the pre-determined standard
• Team members agree to obey their leader totally in accepting the job
Advantage Disadvantage• Good to practice for short term task This is more like a type of
management than a true leadership style
Limitations for knowledge based or creative work
Leadership Styles8. Transformational leadership
• Leader has integrity, sets clear goals & clearly communicates a vision• Transformational leadership was found to influence team
performance and team potency. • Leader challenges each person to be all that they can be and more• Leader sets a good example and expects the best from the team,
encouraging productivity and innovation• Leader encourages, supports and influences attitude of staff• Inspires and focus more on team’s interests and needs
Advantage Disadvantage• Development of whole organization NONE• If the leader leaves it is likely a new
one will step into place and the work will continue until completion.
Transactional and Transformational Leaders
Transactional Leaders• Contingent reward – contracts
exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.
• Management by exception (active) – watches and searches for deviations from rules and standards, takes corrective action.
• Management by exception (passive) – intervenes only if standards are not met.
• Laissez-faire – lacks responsibilities, avoids decision-making.
Transformational Leaders• Charisma – provides vision and a
sense of mission, instills pride, gains respect and trust.
• Inspiration – communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
• Intellectual stimulation – promotes intelligence, rationality and careful problem solving.
• Individualized consideration – gives personal attention, treats each employee individually, coaches and advises.
Managers v Leaders
Traditional Management• Focus on stability, avoiding
risk• Peacemaker, avoidance of
conflict
• Emphasis on skills• Win-loose power orientation• Administers
Leadership• Emphasis on growth &
change/acceptable risk• Peacemaker, conflict
risked as inevitable to growth
• Emphasis on attitudes• All can win through
expansion• Innovates
Change
Managers v Leaders
Traditional Management• Extrinsic motivation (stick or
carrot)• Today• Short-term task• You serve me• Hierarchical• Low involvement
Leadership• Intrinsic motivation (the
extra mile)• Day after tomorrow• Longer-term process• I serve you• Partnership• Empathy
Focus
Managers v Leaders
Traditional Management• Externalizes responsibilities,
tendency to “wait and see”• Them (tendency to blame,
premise of incompetence in others)
• Linear thinking, intellect dominates
• Positional power emphasized
Leadership• Assumes responsibility to
change• Me and them (trust in
innate desire to learn)
• Systems thinking, balance between intellect and passion
• Competence emphasized
SELF
LEADERSHIP SKILLS
10 Easy steps to develop Leadership skill
1. Humility: be humble to people• Be genuinely interested in them and listening to them. • Then they will naturally be interested in you and listen to what you
have to say.
2. SWOT Yourself: • useful key to gain access to self-knowledge, self remembering, and
self-honoring• List all your Strengths- including accomplishments
Weakness-including fear, anxieties & doubtsOpportunities-available to you for using your strengthsThreats-obstacles that are currently blocking you
10 Easy steps to develop Leadership skill
3. Follow Your Bliss• Always take time to do what you love doing regardless of how busy
you are, reading, jogging, painting, ----2-3 hr per wk. • If videotape yourself, will be shocked to see how much time goes to
waste!
4. Dream big• Write down your One Biggest Dream the one that excites you the
most. • Remember, don’t be small and realistic, but be bold and unrealistic!• Go for Gold, the Nobel, the Oscar, the highest you can possibly
achieve in your field. • After you’ve written down your dream, list every single reason why
you CAN achieve your dream instead of worrying about why you can’t.
10 Easy steps to develop Leadership skill
5. Vision• Without a vision we perish• Visualize what it would be like accomplishing your dream. See it,
smell it, taste it, hear it, feel it in your gut.
6. Perseverance• Victory belongs to those who want it the most and stay in it the
longest. • Now that you have a dream, make sure you take consistent action
every day. • I recommend doing at least 5 things every day that will move you
closer to your dream.
10 Easy steps to develop Leadership skill
7. Honor your word• Every time you break your word, you lose power. • Successful leaders keep their word and their promises. • You can accumulate all the toys and riches in the world, but you only
have one reputation in life. • Your word is gold. Honor it.
10 Easy steps to develop Leadership skill8. Get a Mentor• Find yourself a mentor. • Preferably there is someone who has already achieved a high
degree of success in your field. • Don’t be afraid to ask. You’ve got nothing to lose. • You can even find suitable mentor through a website by filling your
profile.
10 Easy steps to develop Leadership skill9. Be Yourself• Use your relationships with mentors and great leaders as models
but do not copy or imitate them like a parrot. • Everyone has vastly different leadership styles. • Be yourself, your best self, always competing against yourself and
bettering yourself, and you will become a first rate YOU instead of a second rate of somebody else.
10 Easy steps to develop Leadership skill10. Give• Finally be a giver. Leaders are givers. • By giving, you activate a universal law as sound as gravity: “life
gives to the giver, and takes from the taker.” • The more you give the more you get. • If you want more love, respect, support, and compassion give love,
give respect, give support and give compassion. • As a leader, the only way to get what you want is by helping enough
people get what they want first. • Sir Winston Churchill once said: “We make a living by what we get,
we make a life by what we give.”
As a leader do you?
• Articulate and share a vision with staff and invite them to share, comment upon, or critique this vision?
• Reduce barriers, territoriality, and other obstacles to creative collaboration, coordination, and communication?
☛ Assess issues and factors that could make you a more effective leader.