Lecture 3- Dr. Esmael Al-Jaf- Modern Management

8/3/2019 Lecture 3- Dr. Esmael Al-Jaf- Modern Management

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Introduction

Definition : The researcher presents in his research (Health Management Policy /Modern Management) subjects like human resources, general relations, timemanagement, and training and development, which play essential roles inimproving and developing our offices. These titles save money, time, efforts, andreducing the daily routines which are followed in our offices nowadays. Theheadings are given new information and knowledge that could change the

personal attitudes and behaviours of employees to accomplish the office's goalsand ambitions.

Research Methodology : the researcher follows a descriptive narrativeanalytic study in his research. Data are taken from Wassit Health Directorate /Training and Development Section. The subjects are illustrated in details withsuch accurate and precise information of each titles, are presented above in thedefinition, due to they are highly-recommended and dependable sources.

Research Hypothesis: the idea of writing and authorising such a research for

there is a real and actual need to present something that is able to draw the newand modern policy for our human resources and offices according to newtechnologies and systems in Management, Training, Development, and GeneralRelations that could achieve the offices' goals and aims in systemtic andorganised procedures and methods. Syllabuses are explained in a simplified way,that meet the real needs of our employees, given job description and healthpolicies for the human resources administration.

Research Aim : it is to change the attitudes and methods of human resourcesand develop them in such modern approaches through using health planning,organisation, leadership, monitoring, and evaluation. Applying the new andmodern principles of management in our offices through training anddevelopment according to well-built plans, well-evaluated results, well-managedexecution and monitoring.

Results & Discussions, Recommendations & Conclusions they are at the end of the research.

Research Sources: they are national and international. Sources are highly-

recommended and trustworthy.


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Human Resources Administration

The luxury and welfare of the society bases on gathering the humanresources who are able to work in the productive and service-presentingoffices. The human resources should believe in the goals of the officeand try to achieve them. These offices have employees who are differentin attitudes, skills, abilities, habits, values, trends, directions and hopes.

Besides, the office is a social system which is small and affects by thesociety in which the office is in and influences by it, the office cannot

separate its employees from their environment. Money is unable to achieve any goal and the administration means

completing and accomplishing the works by the help of others: onemakes the planning, organisation, direction, and monitoring; while theother takes the burden of execution.

Edwin defines the management as: "planning, organisation, guidance,

monitoring; supplying, developing, compensation, integration,continuation, and finalising the human resources service for the interestof the individual, goals, organisation, and community.


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Human Resources Management has two Meanings:

The functional meaning which deals with the activities of the humanresources in the office that includes planning, organisation, leadership,and monitoring for the humans to guarantee the ideal and active usageto them for the benefit of the society and the office.

The organic meaning which means the organisational division that isresponsible on the administrative activities or operations inside the

office as well as the specified jobs to direct the human resources. The specified jobs of human resources includes: job description,

quantitative definition for human resources, selection and employment,training, fees, evaluating employees performance, promotion,encouragement, career safety, human resources service, workrelations, and work organisation.

The nature of the human resources is executive and consultative. Eachone has its advantages and disadvantage. The second one is not foundin the real concept.


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General Relations

The general relations regard as one of the modern sciences that

represents a tool or a mean for communication between offices andaudiences. It is a science that works for the benefits and interests ofthe human and supply the specified needs for him. It is emerged dueto the needs of the human.

It is style of getting the satisfication of the audiences and their supportthrough using the direct communication with them.

The real philosophy of the general relations is that the human cannotdeal with his needs or the human is not able to achieve all the wishesand ambitions he wants to accomplish. So, the general relations, insidethe offices, is necessary and essential to deal with issues of the human.The general relations works hard to crystalise the ideas, views, trends,etc. and directing them all in a way that is scientific and logical.

The general relations try to show the real and clear picture of theworks, that are done in the office, and achievements as well as theimplemented ones to the community and people to satisfy them andcreate such a healthy environment through continuous communicationsand meetings.


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1.) General relations use the scientific methodby relying on specific rules in analysis and

influence as well interpretation. So, it isregarded as a science.

2.) General relations clarify the work steps anddetermine the organisation or office direction

from the inside to be strong and well-built toencounter the audiences. So, it is regarded asan art.

3.) General relations aim at using the method of

interest exchange among offices anddirectorates and audiences. So, it is regarded asa science and an art.


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Causes of General Relations Emergence are:

1.) Progress in sciences and complexity of institutes works that

have plenty of employees and old legislations or laws. 2.) Relations vary between individuals and groups. 3.) Easiness in transformation for persons and ideas resulted from

transportation of modern communication tools. 4.) Diffusion and prevalence of education. 5.) Increase in the power and importance of the individual in the

modern society. 6.) Progress in knowledge and science in different branches. 7.) Growth in the humanitarian sciences that deals with the human

resources study due to the human resource development, inEuropean countries, is regarded as capital.

8.) Identify the office goals and projects as well as policies to thecommunity and society.

9.) Getting the audiences' support. 10.) Leaving secrecy and follow the policy of exhibting the

information to the audiences. 11.) Prepare scientific researches and studies. This is not found in our ministry and directorates.


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Time Management

Time is a true living phenomenon that has two dimensions: one isnatural represented in the spent moments between a temporalpoint and another point that follows it. The second is social andcultural dimension represented in a glance or a perceptionimpression about the time and the spent moments and about othermoments in the present or future. This perception is oftenconcentrated on the importance of these moments, the importanceof their usage, and how they are used or the different substitutions

that could be specified to these moments. Wolf's study in 1985 refers to the nation variation in their look at

the importance of time and the useful usage of it, as well theimportance of speed in accomplishing the daily life tasks. Japan isregarded as the most adherent nation for the time in the world andthey respect the time so much. Whereas, Indenosia is regarded asthe laziest nation for the time in the world.

Also, Black's study in 1994 exposes that the American employee isworking 1934 hours annually; and gets rest about 19.4 day per-year. Whereas, the worker in South Korea is working 2833 hoursannually; and gets rest about 4.5 day per-year. But the individual inJapan is working 2180 hours annually and gets rest about 9.6 dayper-year. So, we conclude that the American employee works morehours in comparison with European countries; but it is regarded as

exaggerated in his laziness if it is compared with to Asia.


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Realities about Time are:

1.) Time is regarded as the rarest resources orelements available to the individual.

2.) Time is the only element that could not beretrieved.

3.) Management is an organised human activitywhich contains many subactivities like planning,organisation, guidance, and monitoring and allneed time management.

4.) A specific administrative success does notmeasure by the size of spent time to accomplishit, but it is measured by the skills andqualifications of the manager's activity in usingand managing the time.


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Effectiveness

Efficiency Effortlessness

Personal Time Management

These three characteristics recognise the activemanagement of time. It must be noticed by everyindividual when he deals with his working time or

any other life activities.


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Ignorance of Time Management Causes:

1.) Feeling worried, depressed, upset, and late in finishinga specific mission its time is about to finish. 2.) Huge number of meetings or appointments that are

waiting to be postponed or concealed. 3.) A lot of working days that reflect inaccuracy and

mistakenness in the production. 4.) Repetition of crises appearance that make you unable

to deal with them. 5.) Repetition of forgetting most of the appointments and

important meetings and feeling embarrassed for that and

worried to present pretexts. 6.) The desk of you office is filled with plenty of papers

and files due to disarrangement that make you feelworried, embarrassed, and depressed due to there is nottime management system.


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Classification of Time Management is:

-Creative Time. -Preparatory Time.

-Productive Time.

-Overhead Time.

The last one is widely used in our offices.


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Time Management Principles are:

-Tasks Planning Principles.

-Tasks Execution and Organisation Principles.

-Execution Monitoring Principles.


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Lost Confrontation Includes:

-Daily Working Plan, -Tasks Executive Delegation, -Never reschedule or postpone, -Mutual Assistance,

-Refuse Politely, -Avoid Discontinuity, -Make Active Meetings, -Reduce Paperworks,

-Careful Files Arranagements, -Organise Telephone Calls, -Organise Daily Emails, -Simplify your Life, -Evaluate your Works.


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Example 1:Task Executive NatureDeficiency Complex tasks

Difficult DecisionAfraid from failure

Unlike Tasks

Mind Dispersion

Typical Works

Hatred for the Manager

Care for the Mission Marketing orPostponingTask Executive

Framework


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Example 2: Active and Inactive MeetingsRepeating Discussions for those not coming MeetingCommencement

All Arrive in Time

Allowing Interruptions that is not OrganisedAllowing ViewsAll have opportunity to TalkFruitless Arguments & Violent FightsDiscussing Views

Accepting Negotiations & SettlementsRepeating IssuesDiscussions AgainReaching ResultsBrief Typical ResultsUndated Activities & Accomplishments

Determining what to do?Determine Activities & AccomplishmentsDisputations & Unacceptance for DecsionsFinalizing & Summarising ActivitiesExecutive Monitoring


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Human Resources Training and Development

Training concentrates on the behavioural side in the training operation

due to it is regarded as a tool for change or modification in attitudes,trends, values, and directions of the individual, to get a new satisfaction. Training is a way to change the current situation of the individual into a

new one that meets the office's goals and ambitions. Training is a method that aims at developing and evolving the specific

skills and abilities of the individual, and makes him able to comprehend

things easily and accomplishing the tasks as well as being aware of theresponsibility. Changing the individual's behaviour means searching for more

knowledge by the individual to understand new procedures. Training is the planned activity that is capable of plugging the gap

between the present performance and the desired one for the human

resources through effecting their behaviours, increasing theirknowledge, and developing their abilities and skills.


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Human Resources Training and Development

Training concentrates on the behavioural side in the training

operation due to it is regarded as a tool for change ormodification in attitudes, trends, values, and directions of theindividual, to get a new satisfaction.

Training is a way to change the current situation of theindividual into a new one that meets the office's goals andambitions.

Training is a method that aims at developing and evolving thespecific skills and abilities of the individual, and makes him ableto comprehend things easily and accomplishing the tasks aswell as being aware of the responsibility.

Changing the individual's behaviour means searching for moreknowledge by the individual to understand new procedures.

Training is the planned activity that is capable of plugging thegap between the present performance and the desired one forthe human resources through effecting their behaviours,increasing their knowledge, and developing their abilities andskills.


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Differences between Training and Development for Human Resources

Training is a process for developing the humanresources which includes the executive levelonly and it is done on short-term extent.

Development is a process that concentrates onthe human resources and high-level employeeslike managers and also concentrates on thetheoretical concepts and principles, and it isdone on long-term extent.

Development of the human resources meanseach efforts that is spent to increase the skillsand qualifications the workers even if it is doneoutside the planned training programmesextention.


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Training and Development Strategies:

Putting accurate and precise plans (Weekly, Monthly,Mid-Year). Looking for the actual and urgent needs for the office. Determining times and dates for holding the courses. Making forms of evaluating and monitoring for

participants. Selecting those who are really in need for training and

development. Writing reports and course evaluation. Selecting good trainers and lecturers who have skills and

methods of training and development. Helping, audiovisual, and illustrative tools to make the

lectures or courses comprehensive and aimed. Choosing good places or sites for training and

development.


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Table1

Number ofParticipantsYearTraining Course Type

13982009Administrative

4912009Medical

132009Engineering and Technical

4092009Healthy and Nursing

102009Researches


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Table 2

Number ofParticipants

YearTraining CourseType


20842010Medical



302010Researches


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Table 3

AccomplishedCourses

YearTraining Course Type


852009Medical



102009Researches


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Table 4

AccomplishedCourses

YearTraining Course Type


1522010Medical



302010Researches


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Table 5 /Training of MSI Organisation to Wassit Health Directorate

Number of TraineesType of Course

11Anti-corruption

220Problems Solving & Team Building

3Health Planning

200Project Management

253Budget

156Human Resources Management

43Statistics

243Communication & Leadership

103Procurement

17It Management

22Training of Trainers

967The Number of Male

298The Number of Female

20-55Age of Trainees

2008-2009-2010Time of Training1265Total of Trainees


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Table 6 / Wassit Health Directorate Employees

FemaleMaleType

52161Specialists

1854Residents

2733Practitioners

241264Rotators

9392566Nurses

2361Engineers

26187Technicians

359991Administrators

3573Finances & Auditors

619Legal

17264409Totals


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161 54 33

264

2566

61187

991

73 19

4409

52 18 27

241

939

23 26

359

35 6

1726

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

male female


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Results & Discussions

In table 1 that shows participants in 2009, we have the administrativecourses are higher than others due to MSI Organisation concentrates on

training the management employees. The Continuous Medical EducationUnit in hospitals were not active, but in table 2 shows an increase innumbers of medical and nursing staff for there are new plans and strategies,implemented courses on job training, and monitoring and evaluation isactivated and run by Training & Development Section. Trainers are takenfrom the hospitals to present courses and workshops. But they are nothighly-qualified in training, development, syllabus, and feedback.

In tables 3-4, it is clear that meetings of higher managers with theiremployees change their views and attitudes towards training anddevelopment. In 2009, there was no encouragement from the Ministry ofHealth; but in 2010 MOH puts conditions to promote office's employees likeentering special training courses according to job title and years of services.This motivates employees to look for courses to enter, but the aim is not to

get new information or technologies; but to get an official letter proves thatyou have passed a specific course of training to promote you!!! Besides, most participants look for incentive and financial motivation to

participate. If we look at table 5 , we see the number of participants ishighly increased due to MSI Org. gives 65 $ for each participant in itsmanagement courses, and it gives 700$ to the trainers or lecturers. Wehave seen the attandance of employees.

Th b f l i W it H lth Di t t i 4409


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The number of employees in Wassit Health Directorate is 4409males and 1726 females. So, the achievements oraccomplishments are not promising in comparison with thenumbers and we have two educational hospitals. So, we needto open new training centres in hospitals and sectors to coverthe whole employees in different branches.

The numbers in tables 2-6 have increased due to we havebeen training Sections & Departments Employees to train anddevelop their staff; but in reality the process needs to bereinforced form MOH. The biggest issue is the training hallsand equipments that were not available in 2009. Besides, weneed to open centres or units for training and development ineach hospital and sectors due to we have most of ouremployees in PHCs and Hospitals.

Most of these training is done inside Wassit Health Directorate

due to the office budget is not sufficient to cover participantsfinance requirements to participate in colleges, universities, orother ministries courses of training and development. So,there is no specific training budget which is a big dilemma.


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The period of training is 2-5 days which is not enough to develop anew employed especially in the practical courses or workshops. So,courses should be extended to 10 days at least and they have toinclude practical subjects in 80 percentage and 20 percentage fortheoretical. Also, the syllabus of courses is not highly-recommended or evaluated due to the trainers take the simplifiedinformation relying on old sources. Most of them do not havetraining and teaching methods and strategies.

The number of researches is few in 2009 for there was noencouragement and motivation to present such a research. MOH

does not give incentives or bonus to researchers and developers. Inother words, it is not required from doctors and other employees inhigher studies or promotion. But in 2010, our office has held itsFirst Scientific & Medical Conference in which 31 researches havebeen presented and discussed.

Sending employees outside Iraq to be trained does not bring

benefits to the office and other employees due to it is a personalbenefits and interests. The training lacks the practical issues andmost do not present similar training courses or writing such a goodreports. This will take money, effort, and time from each office, andwe could give the money to Iraqi specialists to train their colleaguesinside Iraq and we shall save money, time and effort.

Recommendations & Conclusions


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Recommendations & Conclusions

Opening training centre in each Health Directorate. Also, opening trainingcentre or unit in each sector and hospital.

Following the suggested selection, evaluation, and monitoring forms innominating participants for courses of training and workshops.

Each nominate for a course or workshop of training and development mustpresent similar one which makes the benefits for all employees not personal.

Reports of completing courses of training should be studies from the scentificcommittees inside the Health Directorate.

Opening General Relations Section in each Health Directorate with its Units. Higher management should enter courses or workshops of training in time

management to know how to spend their times effectively and actively. Human resources is the capital of each Health Directorate which need to be

trained and developed periodically due to knowledge is a rapid developmentprocess needs to be escorted.

MOH should implement new and modern evaluation forms of training anddevelopment for all job titles that we have in our Ministry, that must be sentto the Minister Bureau to see the progress and amend the lateness.

Opening research centre with the necessary equipments to make

experiments and studies especially in the educational hospitals. Theresearches should be supported or funded with money. On job training is better than outside training which saves money, time, and

effort. MOH should put a specific budget for training and development to make

participation expanded not limited. TOT (training of trainers) are important for each Health Directorate. Each employee in MOH must be able to use the Computer Programs and able

to use the English language like UAE's health offices.


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Modern Management in Health Facilities

Researcher // Ali Ismael Hama Al-Jaf

Research Name //Modern Management in Health Facilities

Directorate // Wassit Health Directorate

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Lecture 3- Dr. Esmael Al-Jaf- Modern Management

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