ĐẠI CƯƠNG QUẢN LÝ CÁC CƠ SỞ Y TẾ - PGS, TS LÊ HOÀNG NINH

ĐẠI CƯƠNG QUẢN LÝ CÁC CƠ SỞ Y TẾ PGS, TS LÊ Ê HOÀNG À NINH VIỆN VỆ SINH Y TẾ CÔNG CỘNG MANAGING ORGANIZATIONS 1-BASIC CONCEPT MANAGING ORGANIZATIONS „ BASIC CONCEPT ( WHO) – MANAGEMENT : A SYSTEMATIC PROCESS OF USING RESOURCES WITH JUDGEMENT TO ACHIEVE OBJECTIVES – MANAGEMENT : GETTING DONE THROUGH PEOPLE PLANNING WHAT SHOULD BE DONE ( OBJECTIVES) TAKING ACTION THROUGH PEOPLE ( ACTIVITIES) PROVIDING FOR ITS CONSEQUENCES ( EFFECTS) TO BE ASSESSED ( EVALUATION), USING RESULTS OF STEP AS INFORMATION FOR FEEDBACK STEPS AND CORRECT SUBSEQUENT ACTION 2-THE ORGANIZATION AND ITS ENVIRONMENT An organization exists to perform work „ By activities transform inputs into outputs „ „ Organization can be any size: health center, district health service, hospital, department within a hospital, provincial headquarters, a programmed, ministry of health 2-THE ORGANIZATION AND ITS ENVIRONMENT 2-THE ORGANIZATION AND ITS ENVIRONMENT „ Inputs : ƒ ƒ ƒ materials staff resource of money ƒ In health organizations: ƒ ƒ ƒ ƒ ƒ … communities patients trainees students d 2-THE ORGANIZATION AND ITS ENVIRONMENT „ Activities: according to purpose of organizations – Factoryy : manufacturing, g, packing, p g, marketing… g – Health org : chẩn đoán, điều trị, điềi dưỡng, p.h.c.n, dụ phong, gdsk… – Managerial acyivities: supervision, co co-ordination, finalcial control, communications… – Transform T f iinputs t -> outputs t t : llab b reports, t patients discharged, examination, students completed p training… g 2-THE ORGANIZATION AND ITS ENVIRONMENT „ Interdependence between org org and its environment: – Demography and morbidity – Economic and finance – Social and cultural – Legislation and political – Technological T h l i l and d professional f i l 3 EVALUATION „ Evaluation : – How the organization is working and affecting that community – The feedback role of evaluation: ƒ Comparing effects with objectives by finding out what is happening compared with what is intended or need to happen ƒ Using these information to take corrective actions where necessary and feasible in the way the organization g functions 3 EVALUATION „ TWO BROAD TYPES: Efficiency: by examine quantity, quality, cost and speed of outputs by comparing with the input and activities which have produced them ƒ Whatever the org doing within itself, how efficiency? : accurately, speedily, cheaply? Effectiveness: comparing outcome of organizational functioning with needs and objectives – Not how efficiently is the org org producing its outputs but what impact is that working having on the community health? FOUR TYPES OF MANAGEMENT – 2 – – – Maintainance management Characteristic skills : problem solving, decision making, managing time and priorities, managing staff, finance and materials Integrative management Typical skills: leadership, motivation, communications, interpersonal relations and team building Evaluation management Required skills: work analysis, objective and standard setting, information and analysis, monitoring individual and organizational performance, auditing and judging Ad ti management: Adaptive t achieving hi i change h in i the th organization’s functioning or direction Skills : analyzing the environment, forecasting and planning, creative thinking, thinking innovating and implementing change 3-MANAGERIAL NEEDS OF HEALTH ORGANIZATIONS MANAGERIAL NEEDS OF HEALTH ORGANIZATION „ „ „ „ „ „ Complex, p , manyy departments p and professions p or being g scattered over distant location Labor intensive, working requires a large workforce: Labor various individual skills and form of care care > human service Dealing with vital issues of life R l increasingly Rely i i l on community it participation ti i ti and d interinter i t sectoral collaboration to achieve better health To be managed g as economicallyy and productively p y as possible Having to change to response to new pattern of illness APPROACHES TO CHANGE „ „ „ Health care org affected by many forces from both within and outside: changing demands Unless management respond to these forces, the org move towards a crisis where it no longer can cope with the demands being placed upon it Org change: the process of planned transition f from a present unsatisfactory f situation in the h org towards an improved future APPROACHES TO CHANGE Now and then approach: is more useful for relatively straightforward change Open planning system: is appropriate when the change is more complex Ex: org units are being reviewed for their effectiveness// or external force 1 APPROACHES TO CHANGE „ Now and then approach: has a vision of future for org Describe what this vision: policies, policies resources, attitude, skills, practices… Discover what is happening now: careful investigation and analysis Note: not assume that… Comparison then with now: what needs changing APPROACHES TO CHANGE „ The Open system planning: takes into account the: ƒ Core mission ( its reason for existence) and Inputs to become outputs become ƒ Demand by environment „ „ Core mission : what business are we in? it is the reason why the organization exits, is decided by top p management g Demands by environment ( figure) ƒ Make explicit what demand or demands of each domain THE OPEN SYSTEM PLANNING MANAGING THE CHANGE Organization framework: change one part, effect on many other parts „ The “S” S framework: „ 5 S S S S S S S uperordinate goal tructure trategy ystem tyle taff kills THE 7”S” FRAMEWORK FORCE FIELD ANALYSIS .. .MANAGING ORGANIZATIONS 1-BASIC CONCEPT MANAGING ORGANIZATIONS „ BASIC CONCEPT ( WHO) – MANAGEMENT : A SYSTEMATIC PROCESS... resource of money ƒ In health organizations: ƒ ƒ ƒ ƒ ƒ … communities patients trainees students d 2-THE ORGANIZATION AND ITS ENVIRONMENT „ Activities: according to purpose of organizations – Factoryy... Maintainance management Characteristic skills : problem solving, decision making, managing time and priorities, managing staff, finance and materials Integrative management Typical skills: leadership,