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
• A systematic process of using resources with judgement, to achieve objectives
• The art of getting things done by and through people
1. Planning what should be done (objectives)
2. Taking action through people (activities)
3. Providing for its consequences (effects) to be assessed (evaluation) and using the results of step 3 as information for feedback to steps 1 & 2
4. Correcting subsequent action
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
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 for PR
Information
Mgt
Technology
Managem
ent
POD/POWDHuman Behavioral Mgt
Social mobilization
Facility
ManagementLeprosy units
at S/D, tsps,
vehicles….
Knowled
ge
Man
agem
ent
Applic
ation
& carry
over
Need more
vertical
staff? /integration
with BHSHuman Resource
Mgt
Fina
ncia
l M
anag
emen
t
Sala
ry, i
n/ou
t
Don
ors
Fund
,
Logistics Mgt
Materials/MDT
Branches of Management applied to daily life
Leadership Styles
Coo
rdin
atio
n,
Coo
pera
tion
Managerial Styles
Inter
perso
nal
Relatio
nshi
p
Motivation
Staff
development
Conflict
Resolutio
n
Team B
uilding
Human Behavior Management
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
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 Competencies1. 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 ManagementWe 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
• Free flow of information upward, downward and laterally
• 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
LeaderLeader AdviserAdviser
EntertainerEntertainerPeacemakerPeacemaker
FollowerFollower
IndependentIndependent
Self directed Self directed
Productive TrustProductive Trust
Low controlLow control DependentDependent
ControlledControlled
Directed Low TrustDirected Low Trust
Close SupervisionClose Supervision
Purpose
Vision
Character
Understan
ding
LEADER
Action
Good
Leadership
We know it
when we see
and
experience it.
What is Leadership?
• Leadership is the key factor differentiating the “average” from the “excellent”.
• Effective leadership involves choosing and then translating, the right strategy into action and sustaining the momentum.
Leadership Style Competency• Commanding Influence
AchievementInitiative
Self awarenessSelf-controlEmpathy
• Visionary InspirationSelf confidenceSelf awarenessEmpathyTransparency
• Affiliative Teamwork and collaborationEmpathyConflict management
Leadership Style Competency• Democratic Teamwork and collaboration
Conflict managementInfluenceEmpathy
• Pace setting InitiativeEmpathySelf awarenessTeamwork and collaborationSelf control
• Coaching Developing othersSelf awarenessEmpathy
Managers v Leaders
• Follow vision• Use rules• Look at the job • Process oriented• Focus on system & structure• Is a copy• Asks how and when• Maintains• Do things right
• Shape and share vision• Use broad concepts• Look at the big picture• Concentrate on context• Focus on people• Is an original• Asks what and why• Develops• Do the right thing
Shared Shared visionvision
TrustTrust
HonestyHonesty
OpennessOpenness
RespectRespect
Care about Care about each othereach other
CollaborationCollaboration
Recognitio
n
Recognitio
n
ConnectedConnected
Allowed
to ta
ke risk
s
Allowed
to ta
ke risk
s