planning & organizing
DESCRIPTION
PLANNING & ORGANIZING. Public Health Department Fakultas Kedokteran Universitas Padjadjaran. Program management cycle (managerial functions). PLANNING & ORGANIZING. Deciding what to do and how to do it . ACTUATING & IMPLEMENTATING. CONTROLLING & EVALUATING. - PowerPoint PPT PresentationTRANSCRIPT
PLANNING & ORGANIZINGPublic Health DepartmentFakultas Kedokteran Universitas Padjadjaran
Program management cycle (managerial functions)
PLANNING & ORGANIZING
ACTUATING & IMPLEMENTATING
CONTROLLING & EVALUATING
Deciding what to do and how to do it
Acting to accomplish what has been planned Comparing the results of
what was accomplished with what was intended
Program management cycle (managerial functions)PRE -PLANNING
Preparation for planning : 1. Government interest2. Legislation3. Organization for planning4. Adninistrative capacity
ANALYZING OF THE HEALTH SITUATION
ASSIGN PRIORITIES AMONG PROBLEMS
DEFINE PROGRAM , ITS OBJECTIVES & HOW TO
MEASURE ACHIEVEMENT
ASSIGN PRIORITIES AMONG PROGRAMS (SELECTION BEST
PROGRAM (EFFECTIVE AND EFFICIENT)
DESIGN ALTERNATIVE PROGRAM TO SOLVE
PROBLEM
PLAN OF IMPLEMENTATION OF THE
PROGRAM
INITIATE AND OPERATE THE PROGRAM
COLLECT DATA FOR EVALUATION
EVALUATE RESULTS ACHIEVEMENT OF
OBJECTIVES
FORMULATE HEALTH PROBLEM
formulate priority problem for planning solution
Resources needed
PLANNING AND
ORGANIZING
ACTUATING &IMPLEMENTING
EVALUATING & CONTROLLING
NO
YES
Planning Fundamental function of management Selecting strategies from among
alternative possible course of action Both for the enterprise as a whole and
for every department or section within it Requires the companies objectives to be
defined and department goals to be set in order to meet those objectives and finding ways to achieve them
Planning Deciding in advance :
What to do How to do it When to do it Who is to do it
Reasons To offset uncertainty and change To focus attention on objectives To gain economical operation To facilitate control
Types Missions or purposes Objectives or goals Strategies Policies Procedures Rules Programs Budgets
8
Types of Planning1. Time span/period
Long term > 5 years Middle term 2 - 5 years Short term 1 - 2 years
2. Level of planning Main (master planning) Policy Operational Implementation Guides Daily (Day - to - day planning) routine
3. Scope Strategic : Where we are going to be Tactical : How we achieve the goals Comprehensive : All aspect Integrated : integration between prorgrams
PlanningTop Down
Planning (+)• Uniform• Centralization
Bottom Up Planning (+)
• Based on condition in one region
• Effective• Professionalism• Flexible
PlanningTop Down Planning (-)
• Might not suitable to one region
• Different condition threat
• Less benefit• Less flexible• Province is not developed• Decrease working
motivation
Bottom Up Planning (-)• Not uniform• Took long time to plan• No policy
Being aware of opportunities
Establishing objectives
Developing premises
Determining alternative courses
Evaluatingalternative course
Selecting a course
Formulating derivate plans
Quantifying plans by budgeting
STEPS
Steps Establishing objectives Situation analysis Problem identification Determining priorities Developing programs and activities Evaluation
Strategic Planning SWOT Analysis
EF/IF S W
O SO WO
T ST WT
ORGANIZING
Organizing Establishing an intentional structure of
rules for people to fill in an organization
Horizontal andVertical coordination ofAuthority and InformationRelationship
Identification and classificationof required activities
Grouping of activities In light ofResource and situation
Delegation Ofauthorityprocess
Organization A formalized intentional structure of roles
or position
Formal organization : intentional structure of roles in a formally organized enterprise
Informal organization : a network of interpersonal relation ship that arise when people associate with each other
Organizational structure Be design to clarify who is to do what
task and who is responsible for what result
in order to remove obstacles to performance caused by confusion and uncertainty of assignment and to furnish decision making and communication networks reflecting and supporting enterprise objectives
Organizing make human cooperation effective
Levels of organization limitation of the span of management (control)
Wide span
Narrow spans
Unity of objectives : an organization structure is effective if it enables
individuals to contribute to enterprise objective Organizational efficiency :
an organization is efficient if is structured to aid the accomplishment of enterprise objectives with a minimum of unsought consequences of costs
Purpose of Organizing
Span of management : In each of managerial position, there is a limit to the
number of persons an individual can effectively manage, but the exact number will depend on the impact of underlying variables
Reason for Organizing
Structure of organization : authorityScalar :
The clearer the line of authority from the ultimate management position in an enterprise to every subordinate position, the clearer will be the responsibility for decision making and the more effective will be the organizational communication
Delegation by result expected : authority delegated to all individual managers
should be adequate to ensure their ability to accomplish expected result
Absoluteness of responsibility : responsibility of subordinates to their superiors for
performance is absolute, and superiors can not escape responsibility for the organizational activities of their subordinates
Parity of authority and responsibility : responsibility for actions should not be greater than
implied by the authority delegated, not should it be less
Staffing Filling and keeping filled, the position in
the organizational structure
Identifying work-force requirements Inventorying the people available and recruiting Selecting Placing Promoting Appraising Planning the careers of Compensating Training people
Process of Staffing
Purpose of staffing Objective of staffing : Objective of managerial
staffing is to ensure that organizational roles are filled by qualified personnel who are able and willing to occupy them
Staffing: the clearer the definition of organizational roles and their human resource requirements, and the better the techniques of manager appraisal and training employed, the higher the managerial quality
Process of staffing Job definition : the more precisely the results
expected of managers are identified, the more the dimensions of their positions can be defined
Managerial appraisal : the more verifiable objectives and required managerial activities are identified, the more precise can be the appraisal of managers against these criteria
Open competition: the more an enterprise is committed to the assurance of quality management the more it will encourage open competition among all candidates for management positions
Management training and development : the more management training and development is integrated with the management process and enterprise objectives, the more effective the development programs and activities will be
Training objectives : The more precisely the training objectives are stated, the more likely are the chances of achieving them
Continuous development : the more an enterprise is committed to managerial excellence, the more is requires that managers practice continuous self-development
Unity of command : the more complete an individual’s reporting
relationships to a single superior, the smaller the problem of conflicting instructions and the greater the feeling of personal responsibility for results
Authority level : maintenance of intended delegation requires
that decisions within the authority of individual managers should be made by them and not be referred upward in the organizational structure
Organizing Staffing
Organization Structure