management

2. 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

3. 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

4. Management
• Planning, organizing, leading and controlling: the art
of getting things done by and through people
Planningdefining
organizational GOAL
ControllingConsciously monitoring
performance & take
corrective actions
Organizing- Process of
creating a structure
Leading-Getting others
to perform the tasks
necessary to achieve the
organizational goal

5. 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
ORGANIZATION
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6. TMOs are Managers
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.

7. 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.

8. 11 Management functions
•
•
•
•
•
Planning
Organizing
Recording and reporting
Staffing
Supervising

9. Managerial functions
•
•
•
•
•
•
Coordination
Guiding
Monitoring
Ordering and storing
Budgeting
Evaluation

10. Te
chn
Ma
olo
nag
gy
em
ent
Kn
M ow
an le
ag dg
em e
en
t
Branches of Management
Hu
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ility ment
nag Beh
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em avi
an
ora
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ma ce
Ma tics
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em
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orm
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ati
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11. Branches of Management applied to daily life
Facility
Behavioral Mgt
Fin
a
Ma ncia
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rma Mgt
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ic
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c Hospital, clinic
Interpersona
communication
ambulance
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staf
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lth
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r
others
tego
ca
all

12. 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 leadership
motivated staff
process and practices that
will facilitate this sharing

13. 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

14. Four stages of knowledge conversion
• Socialization – by sharing experience & on-thejob 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

15. Continue Learning of PEOPLE
Sk
ills
o)
ge
ed hy t
wl ,w
Competent (how
n o t to
t o)
K a
wh
(
Desire
(want to)
Individual learning
Team Learning
Organization Learning

16. Managerial Skills
1. Communication skills -these include
leading meetings, facilitation,
negotiation, conflict resolution public
speaking, effective writing, crosscultural 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...

17. Managerial Competencies
1. Self Management
2. Strategic Action
3. Global Awareness
4. Team Work
5. Planning and Administration
6. Communication Competency

18. Self Management
• Self awareness
• Self identification of strengths/weaknessdevelopmental 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

19. 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.

20. 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

21. Global Awareness Competency
• Staying abreast of important global trends that
have significant impact on the organization
• Recognition of global trends
organization's plans and growth
on
the
• Being sensitive to key cultural differences and
understanding the consequences of cultural
differences for the organization

22. 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

23. 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

24. 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

25. 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

27. LEADERSHIP

28. Leader
Adviser
Follower
Peacemaker
Entertainer

29. 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

30. 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

31. Power
The potential or ability of the leader to effect
particular desired subordinate behaviours.
(French and Raven, 1968)

32. 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

33. 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 Mills, 1946)

34. Influence-Vision
Is the act of controlling and effecting a
particular subordinates behavior.
(French and Raven, 1968)

35. LEADER
Vision
nd
U
ta n
e rs
ng
di
Purpose
Character
Action

36. er
od hip
Go ers
it
w e
ad
no e se
Le
ek w
it.
W
en nd ce
wh a n
ie
p
ex

37. 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.

38. Leadership Styles
1. 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

39. Leadership Styles
2. 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

40. Leadership Styles
3. 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

41. Leadership Styles
4. 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

42. Leadership Styles
5. 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
will ensure goals are achieved
out of respect for the leader
Can be subject to corruption as the
leader knows that the people will
likely follow no matter what

43. Leadership Styles
6.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
• Finish job in time
Disadvantage
Less motivated staff
More turnover of staff

44. Leadership Styles
7. 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 predetermined standard
• Team members agree to obey their leader totally in accepting the job
Advantage
• Good to practice for short term task
Disadvantage
This is more like a type of
management than a true
leadership style
Limitations for knowledge
based or creative work

45. Leadership Styles
8. 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.

46. 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.

47. Managers v Leaders
Change
Leadership
• Emphasis on growth &
change/acceptable risk
• Peacemaker, conflict
risked as inevitable to
growth
• Emphasis on attitudes
• Emphasis on skills
• All can win through
• Win-loose power orientation
expansion
• Administers
• Innovates
Traditional Management
• Focus on stability, avoiding
risk
• Peacemaker, avoidance of
conflict

48. Managers v Leaders
Focus
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

49. Managers v Leaders
SELF
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

51. LEADERSHIP SKILLS

52. 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 & doubts
Opportunities-available to you for using your strengths
Threats-obstacles that are currently blocking you

53. 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.

54. 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.

55. 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.

56. 10 Easy steps to develop Leadership skill
8. 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.

57. 10 Easy steps to develop Leadership skill
9. 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.

58. 10 Easy steps to develop Leadership skill
10. 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.”

59. 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.