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
1. PLANNING WHAT SHOULD BE DONE ( OBJECTIVES)
2. TAKING ACTION THROUGH PEOPLE ( ACTIVITIES)
3. PROVIDING FOR ITS CONSEQUENCES ( EFFECTS) TO BE
ASSESSED ( EVALUATION), USING RESULTS OF STEP 3 AS
INFORMATION FOR FEEDBACK STEPS 1 AND 2
4. 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.
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.
3 EVALUATION
„

TWO BROAD TYPES:
1. 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?

2. 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?


4. FOUR TYPES OF MANAGEMENT
1.

–
2
2.

–
3.

–
4.

–

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
2. Open planning system:
is appropriate when the change is
more complex
Ex: org. units are being reviewed for
their effectiveness// or external force
1
1.


APPROACHES TO CHANGE
„

Now and then approach: has a vision of
future for org.
1 Describe what this vision: policies,
1.
policies

resources, attitude, skills, practices…
2 Discover what is happening now: careful
2.
investigation and analysis. Note: do not
assume that…
3. 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 7 “S”
S framework:
„

1.
2.
3.
4.
5
5.
6.
7.

S
S
S
S
S
S
S

uperordinate goal
tructure
trategy
ystem
tyle
taff
kills


THE 7”S” FRAMEWORK


FORCE FIELD ANALYSIS