Local Health Department Management
GOALSA goal is a general statement of purpose: It does not usually have specific numbers: EXAMPLE : Provide services for fertility related problems to all persons within our service area. At another level this same goal might be "to ensure that fertility related services are accessible to all citizens" Principles of classical management theoryUnity of command: an employee should receive orders from only one superior. Scalar chain of commend; the line of authority from superior to subordinate, which runs from top to bottom of the organization; this chain, which results from the unity of-command principle, should be used as a channel for communication and decision making. Span of control; the number of people reporting to one supervisor. Must not be so large that it creates problems of communication and coordination. Staff and line; staff personnel can provide
valuable advisory services, but must be careful not to
violate line authority. Initiative to be encouraged at all levels of the organization. Division of work; management should aim to achieve a degree of specialization designed to achieve the goal of the organization in an efficient manner. Authority and responsibility: attention should
be paid to the right to give orders and to expect obedience;
an appropriate balance between authority and responsibility
should be achieved. It is meaningless to make someone
responsible for work if they are not given appropriate
authority to execute that responsibility. Centralization (of authority): always present to some degree, this must vary to optimize the use of faculties of personnel. Discipline; obedience, application, energy, behavior, and outward marks of respect in accordance with agreed rules and customs. Subordination of individual interest to general interest: through firmness, example, fair agreements, and constant supervision. Equity based on kindness and justice, to encourage personnel in their duties; fair remuneration which encourages morale, yet does not lead to overpayment. Stability of tenure of personnel to facilitate the development of abilities. Esprit de corps; to facilitate harmony as a basis of strength.
THE NATURE OF MANAGEMENT"Managementt is getting things done through people" Management is the integration of effort, wise use of resources, motivating of people, providing leadership, planning, and controlling and guiding an organization or a system to toward a set of goals and objectives. " "Management is an activity which performs certain functions m order to obtain the effective acquisition, allocation and utilization of human efforts and physical resources in order to accomplish some goal." FOUR USEFUL MANAGEMENT GUIDES1. PRIMACY OF PLANNING. PLANNING PRECEDES ALL THE OTHER MANAGEMENT FUNCTIONS. See Chart 2 2. ABSOLUTENESS OF RESPONSIBILITY. A MANAGER CANNOT ESCAPE RESPONSIBILITY FOR THE ACTIVITIES OF INDIVIDUAL SUBORDINATES. 3. BREVITY OF COMMUNICATION. MESSAGES WHICH ARE BRIEF AND TO THE POINT ARE MORE LIKELY TO BE UNDERSTOOD AND ACTED UPON THAN ARE THOSE WHICH ARE LONG OR RAMBLING. 4. EXCEPTION PRINCIPLE. MANAGERS SHOULD CONCERN THEMSELVES WITH EXCEPTIONAL CASES AND NOT ROUTINE RESULTS. FUNCTIONS OF A MANAGERPLANNING. THE PROCESS OF SETTING OBJECTIVES AND THEN FORMULATING THOSE STEPS WHICH WILL BE NECESSARY TO ATTAIN THESE OBJECTIVES. (See standards from Healthy People 2000 MCH goals which provide a starting point for planning a MCH program.) ORGANIZING. THE PROCESS OF STRUCTURING ACTIVITIES, MATERIALS, AND PERSONNEL FOR ACCOMPLISHING PREDETERMINED OBJECTIVES. DIRECTING. THE PROCESS OF INFLUENCING PEOPLE TO ATTAIN PREDETERMINED OBJECTIVES. See Chart 3 CONTROLLING. THE PROCESS OF DETERMINING THAT EVERYTHING IS GOING ACCORDING TO PLAN. SKILLS OF A MANAGERTECHNICAL SKILLS: ARE THOSE THAT REQUIRE AN "UNDERSTANDING OF AND A PROFICIENCY IN A SPECIFIC KIND OF ACTIVITY, PARTICULARLY ONE INVOLVING METHODS, PROCESSES, PROCEDURES, OR TECHNIQUES." HUMAN SKILLS: INVOLVE WORKING WITH PEOPLE, OFTEN AS A MEMBER OF A GROUP. ONE OF THE KEY ASPECTS OF THIS SKILL IS THE ABILITY TO COMMUNICATE EFFECTIVELY WITH OTHERS, AS WELL AS THE ABILITY TO MOTIVATE AND LEAD THEM. CONCEPTUAL SKILLS: NECESSARY FOR SUCCESSFUL MANAGEMENT INCLUDE THE ABILITY TO VIEW SEPARATE ENTITIES AS A COMPOSITE. (See chart 4) THE ORGANIZING PROCESS"ORGANIZING IS THE PROCESS OF ASSIGNING DUTIES TO THE PERSONNEL AND THEN COORDINATING THE EFFORTS OF THESE INDIVIDUALS IN SUCH A WAY AS TO ENSURE MAXIMUM EFFICIENCY IN THE ATTAINMENT OF PREDETERMINED OBJECTIVES." See Chart 5 CHARACTERISTICS OF THE BUREAUCRATIC MODELSPECIALIZATION AND DIVISION OF LABOR. WORK IS BROKEN INTO ITS SEPARATE COMPONENTS AND EACH EMPLOYEE BECOMES A SPECIALIST IN ONE AREA. HIERARCHICAL ARRANGEMENTS. THERE IS A HIERARCHY OF POSITIONS FORM THE TOP OF THE ORGANIZATION TO THE BOTTOM. tA CONSISTENT SYSTEM OF RULES AND REGULATIONS. EVERY ORGANIZATION NEEDS A SYSTEM OF RULES & REGULATIONS WHICH TELL THE EMPLOYEES WHAT TO DO AND NOT TO DO. IMPERSONAL RELATIONSHIPS. THE ORGANIZATION ENCOURAGES A SPIRIT OF IMPERSONALITY. TECHNICAL COMPETENCE:. EMPLOYMENT IS BASED ON TECHNICAL COMPETENCE. Now you have read this material examine the following three organizations. Consider and be prepared to discuss the differences and similarities between the three organizations. Corpus Christi-Nueces County Department of Health Richmond City Health Department Discuss on class discussion web: Think about any organization you have worked for and state whether the following principles applied to your organization. Did they work or not? If not. why not?
|
| MPH Home Page | Course Contents | Useful Web Links |