Basic Management Concept - Introduction

Management Conceptsfor Hospital Management Staffs

04/11/23 waimong wong 2

Introduction

Objective To provide useful basic concepts for management staff to apply

in their management improvement effort.

Main contents

Understand management About being a manager

Strategic management concepts The art of managing the purpose and the future of the organization

General management concepts The art of managing the factors of operating the organization and

its activities

Understand management


About manager

Who are managers? Anyone who take charge of other peoples and activities. Not just the people who have the word “manager” on their name

card.

What manages do basically? Manager decides on the right things to do, tell the people, and make

sure that they do the right things right. It is about getting the right things done correctly. It is about getting people to do things correctly.

What are managers’ fundamental responsibility? Produce desirable results. Management is not successful if results are not good, even if the bad

results are caused by uncontrollable factors, because it is the manager’s job to find way to control the uncontrollable factors.


Comparing managers and others

Managers Non-ManagersPlan and organize work activities Work according to plan

Work through others Work by themselves

Tasks are mostly non-routine Tasks are mostly routine

Instruct and direct others Follow direction and instruction

Involve in setting policies and systems

Abide by policies and systems set by managers

Take charge of all results within own scope of responsibility

Take charge of own result only


Matrix of Management Tasks

Wants

MANAGER MEANS

Hardware Software

people facility material technology system management

Productivity ?

Quality ?

Cost ?

Efficiency ?

Hygiene ?

Safety ?

Functional objectives

?

Activities ? ? ? ? ?


Management and people

Many things affect work results: Work method Work specification Conditions of equipment People Management

People is most important because people is the one who make all the factors good or bad.

Management success depends on how well we manage our people to do their works well.

Managers depends on people to do their work. Managers manage people and at the same time depends on people.


Understand the needs to work effectively

Do what ?

Why ?

What ?

What to do ?

How to do ?

How to do well ?

Done ?

Do what? - About requirement, responsibility and achievement

Why? - About purpose

What ? - About understanding of happenings, factors, phenomenon

What to do? - About understanding, analysis, priority and planning

How to do? - About strategy and methodology

How to do well? - About implementation

Done? - About result


Management and Profession

Junior Nurses

General Director

Department Heads

Work contents

Management Works

Professional Works

Doctors


Common oversight of managers

For examples:

Confused about Profession and Work Appointment

Imbalanced treatment of know-how and know-why

Not focusing on result

On the whole, missing the big picture is the number one cause!

Understanding of management and its scope is therefore more fundamental then learning management theories and techniques.


Most needed management understanding

Whatever the profession, we are at least partly manager.

Manager must manage – people, works, facilities, systems and most importantly result.

All works are done through people. Management is about managing everything through people.


Strategic management concepts


What is Strategic Management

Strategic management is about

To achieving the organization’s purpose and materializing our vision through the use of strategies

Emphasis and directionOptimum use of resourcesDevelopment


Strategy

Strategies are just complex decisions for telling the importance things to be done and for guiding actions.

Strategies have to base on purpose, wish and reality. Mission is our ultimate purpose Vision is our ultimate wish Our environment and situation are the current reality

We set strategies to fulfill our mission and to progressively realize our vision. We also set strategies to alter our reality.

Strategies have to be implemented effectively to be meaningful. This means strategies must be realizable.


Strategy

Strategies are restricted by the strategies of higher organization.

Every departments or even groups is an unit of strategic management.

Departments’ strategies need to support and must not go against the organization’s strategies.

Strategies can be specific or broad. But they are never detailed enough to let units know exactly what to do.

Managers need to make decisions on their work to suit and support the organization's strategies. They set their own strategies to manage their department.


Keys to effective strategy setting

Thoroughly understand:

Mission: Organization’s mission and own unit’s mission Ask! if unsure Cultivate consensus

Vision Organization’s vision and own unit’s vision Ask! if unsure Cultivate consensus

Higher organization’s strategies and wishes

Environment and Situation


Environment and Situation

Environment (external) Political

Policy Regulations

Economy Affordability Prices

Social Preferences Demands Age and sex distribution

Health Epidemic Health management

needs

Situation (internal) Manpower

Availability Attitude

Infrastructure Equipment Technology Facility

Expertise Specialties IT

Management System procedure


Reported in a conference organized by the Ministry of Health

A campaigns to develop “Excellent Hospitals” to ensure good examination and treatment for the people.

Challenges: Increasing number of patients, overcrowding Human resources lack quality, medical ethnics and attitude of some

fall short of expectation Inadequate and backward infrastructure and equipment. Nearly 50% of hospitals lack liquid waste treatment facility, more

then 20% of hospitals do not have solid waste treatment facility.

Urgent tasks: Improve medical ethnic and behavior of health care staff Modernization of infrastructure, equipment and management Reform administrative procedures Application of information technology


Analysis for setting strategies

SWOT analysis Strengths and Weaknesses (internal) Threats and Opportunities (external)

Questions to ask in analysis How to eliminate weaknesses? How to use strengths better? How to deal with current and imminent threats? How to capture opportunities?

Find pragmatic answers to fulfill the mission, to work towards the vision, and to support the higher level strategies. Decide on what to do basing on the answers (i.e. set strategies), and implement the strategies.


General Management concepts


What is General Management

Academic management subjects include:

Strategic management Operation management Financial management Human resource management And many more depending on teaching focus

These subjects focus on specific areas. These areas are different because of unique concerns, issues and concepts.

But, there are also common needs, issues, and concepts to all the areas. That is the ways to get things done. General management deals with how to effectively get things done.

General management is about doing all the right things right to ensure the organization functions effectively for its strategies.


Concept 1Every work is a process

Environment, Discipline, Teamwork


Process concept of management

Every work is a process.

Result of process depends on not only the process but also the factors controlling the process.

Management focuses on managing the factors well and the work will be processed properly, because it is easier to do right when conditions are right.

Application of the process concept helps managers to manage thoroughly.


Concept 2Manage the System

System is just a way to specify and dictate how works should get done.

System is useful because it helps to reduce supervision needs, and frees managers to do improvement works or professional works.

System is absolutely necessary in critical works where mistakes are absolutely not permissible.

Effective managers design system to manage everything. They focus on managing the system.


How system works?

System affixes work related activities Predictable Reliable Transparent

System facilitates procedural and methodological changes Certainty Convenience

System provides directions Minimal consultation Minimal judgment error


What system specifies?

Sequence of actions

Methodology

Quality requirements

Responsibilities and Authorities

Communication and Recording requirements

Procedures Normal Abnormal Communication monitoring


How to ensure system works?

Training and communication Objective Specifications methodology Expectation

Clear documentation

Compliance

Enforcement

Review and Update


How to use system in work?

Ensure everyone accept and respect systems

Ensure proper operation of existing systems

Know the dynamic nature of work and continually update systems

Use system to manage all routine tasks

Improve or Add system whenever shortcoming is found


Concept 3People is the key to management

Organizations exist to serve people.

We care to work because of people – our family.

People cause success and people cause failure.

Managers depends on people to do their work. Managers manage people and at the same time depends on people.

Manager need to understand people and know how to ensure they do well.


Human Sphere in Work

Other managers

suppliers

subordinates

WifeRelativesfriends

customers

superiors


People are human beings

Human nature value Idiosyncrasy Habit Mode Attitude Personality Physical constraints intelligence


Strategies for people management

Manage people with understanding But not compromising on work quality.

Enable people to work well

Manage people’s willingness This is not about motivation. Motivation is only needed when we want people to work

exceptionally well. Motivation is not needed to get people to work reasonably

well, because it is people’s responsibility to work as such. But it is necessary to ensure that people understand and

accept their responsibility. It is also necessary to help them fulfill their responsibility; with

direction, facilitation and feedback.


What people need to do well

Know what to do

Instruction System Common sense

Know how to do

Knowledge Skill

Can do

Facilitated Enabled Supported by other

people

Willing to do

Agree with the purpose Acceptance


How to enable people to work well

People have accepted the job. They are willing: When they could When are not unhappy (not unhappy ≠ happy) When they understand their responsibility When excessive effort is not needed

To enable them to perform: Clear system and clear instructions Provide adequate training Assign works reasonably (be fair) Ensure they are facilitated adequately Give them sufficient time to accomplish their work Promote, encourage and enforce teamwork


Fairness in Human Relationship

People want to be treated nicely!

We have a natural tendency to be nice by not offending others to maintain relationship.

A common result of this is we accept bad behaviors and poor work performance.

But, are we nice in doing so? We are not nice to our organization We are not nice to others who care to do good Most importantly, we are not nice to our customers (patients)

Need to be fair. Think about every parties and be fair to every parties. Equal is unfair. But be equitable!


Concept 4Need to follow up to ensure work results

DO

SEEADJUST

PLAN


Why the management process?

Plan To know what need to be done To know how to organize and coordinate tasks To know what facilitation are needed To enable effective communication

Do To implement the plan

See To monitor progress and results

Adjust To adjust actions according to development during

implementation


See and Adjust

MeasureDefine

Analyze

Improve

Control


Why DMAIC?

Define – to know the scope of the issue

Measure – to describe the situation of the issue with objective data and facts

Analyze – to understand the issue, the situation and also the interrelationship

Improve – to bring the situation of the issue to desire level

Control – to ensure effect of improvement stays without deterioration


Concept 5Need to manage performance

Performance cannot be good unless managers demand for performance

Performance requirements have to be clearly communicated

Staffs need to be told when their performance is not up to expectation

Critical performance must be enforced


Weak links limit performance

Work results are the combine effect of all the factors and the way they are coordinated.

The combine effect can only be as good as the weakest factor.

Smart managers pay close attention to the weakest factors and continually work on improving them or eliminating them.

When apply this concept to people, it is better to eliminate a poor staff if he does not improve. This is because an ineffective member affects the effectiveness of the whole team.


Control to maintain performance

Equipment will deteriorate if not maintained. Work quality will deteriorate if not monitored. Health will deteriorate if not managed.

Everything deteriorate naturally unless maintained – maintenance is important to everything.

Control is the maintenance need of management.

Wise managers rely on systems to do the control. They get to do know critical happenings from information of their systems.


The best control

Performance rest on a slope all the time. It has a tendency to slide down.

Control acts like a brake to prevent performance from sliding down.

But affordable control measures are always imperfect. Performance will still slide down.

The best way to ensure performance does not slide down is to always push it even higher, so that it will not have a chance to slide below its original level.

Continual improvement effort is the best control.


Most important conceptManager but not management is the key

SUMMARY - The Gist

Managers manage to serve some purposes

Management needs to flexibly device and implement ways that FIT factors and conditions to the purposes

Good managers continually strive to modify factors and conditions to achieve the purposes better



Documents

Basic Management Concept - Introduction