gen mgt_1 - bkl

8/12/2019 GEN MGT_1 - BKL

http://slidepdf.com/reader/full/gen-mgt1-bkl 1/117

HEALTH &HOSP MGT

MOJCC

Human

Resource

Leverage the past, Manage thepresent, Shape the future

8/12/2019 GEN MGT_1 - BKL


Col B K LakhtakiaMD (HA), Dip NBE (HHA), MBA, MMS, hdmc

DS Coord, OTC

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


The POWER of the human BRAIN

I cdnuolt blveiee taht I cluod aulacltyuesdnatnrd waht I was rdanieg.

The phaonmneal pweor of the hmuan mnid!

Aoccdrnig to a rscheearch at Cmabrigde

Uinervtisy, it deosn't mttaer inwaht oredr the

ltteers in a wrod are, the olny iprmoatnt tihng is

taht the frist and lsat ltteer be in the rghit pclae.

The rset can be a taotl mses and you can sitllraed it wouthit a porbelm. Tihs is bcuseae the

huamn mnid deos not raed ervey lteter by istlef,

but the wrod as a wlohe. Amzanig huh? Yaeh,

and I awlyas thoght slpeling was ipmorantt.

http://www.catsavard.com/Contact.html

http://www.catsavard.com/Work.html

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


PGDHHM

Framework


HEALTH &HOSP MGT

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


JARGON !!

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


If i catch fish for him,

he can eat fish for a meal.

If i show him how to catch

fish,he can eat fish at all meals.

8/12/2019 GEN MGT_1 - BKL


If i catch fish for him,

he can eat fish for a meal.

If i show him how to catch fish,

he can eat fish at all meals.

If i discuss meals with him,

he can choose & decide his

meals.

8/12/2019 GEN MGT_1 - BKL


We will..

8/12/2019 GEN MGT_1 - BKL

http://slidepdf.com/reader/full/gen-mgt1-bkl 17/117GEN MGT

8/12/2019 GEN MGT_1 - BKL

http://slidepdf.com/reader/full/gen-mgt1-bkl 18/117HEALTH & HOSP MGT

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


PERSPECTIVE

one's mental view of facts, ideas,etc., and their inter-relationships.

the ability to discern, from all

the available (often complex)

inputs, meaningful patterns and

relationships.

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


AIMPGDHHM


GEN MGT

8/12/2019 GEN MGT_1 - BKL


AIM

To have an overview of Gen

Mgt

• Concepts

• Functions & Principles

8/12/2019 GEN MGT_1 - BKL


HOSPITAL

8/12/2019 GEN MGT_1 - BKL


HOSPITALHospital is an integral part of

social and medical organisation, thefunction of which is to provide for the

population complete health care both

curative & preventive, and whose outpatient services reach out to the

family and its home environment; the

hosp is also a centre for training of

health workers & for bio-social

research. (WHO 1951)

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


CONCEPTSPGDHHM


GEN MGT

8/12/2019 GEN MGT_1 - BKL


MGT : DEFINITION

8/12/2019 GEN MGT_1 - BKL


MGT : DEFINITION• OPTIMUM UTILISATION OF

AVAILABLE RESOURCES FOR ACHIEVING MAXIMUM RESULTS

• CONVERSION OF RESOURCES

INTO RESULTS TO ACHIEVE

ORGANISATIONAL OBJECTIVES

• GETTING THINGS DONE THROUGH AND WITH PEOPLE

• GETTING THE JOB DONE

8/12/2019 GEN MGT_1 - BKL


FUNCTIONS OF MANAGEMENT

F - FORECASTING

P - PLANNING

O - ORGANISING

D - DIRECTING

C - COORDINATING

C - CONTROLLING

MANAGEMENT FUNCTIONS AN ITERATIVE PROCESS

8/12/2019 GEN MGT_1 - BKL


MANAGEMENT FUNCTIONS - AN ITERATIVE PROCESS

FORECASTING PLANNING

ORGANISING

DIRECTINGCOORD

CONTROLLING

8/12/2019 GEN MGT_1 - BKL


RESOURCES

AVAILABLE

IN THE

UNIVERSE

7 Ms•MEN & WOMEN•MONEY•MATERIALS•MACHINES

•METHODS•MINUTES•

METERS

MANAGEMENT PROCESS

8/12/2019 GEN MGT_1 - BKL


MANAGEMENT PROCESS

MANAGEMENTRESOURCES

7 Ms

FORECASTING

PLANNING

ORGANISING

DIRECTING

COORDINATING

CONTROLLING

RESULTS

•MEN & WOMEN•

MONEY•MATERIALS•MACHINES•METHODS•MINUTES•METERS

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


AFMS

HISTORY

OF MGT


GEN MGT

8/12/2019 GEN MGT_1 - BKL


THE EVOLUTION

OF MANAGEMENT

DEVELOPMENT OF

MGT THOUGHT

8/12/2019 GEN MGT_1 - BKL


MANAGEMENT IN ANTIQUITY

Sumerians

Venetians

Romans

Egyptians

Greeks

Chinese

Babylonians

3000 2500 2000 1500 1000 500 A.D. A.D. A.D.

B.C. B.C. B.C. B.C. B.C. B.C. 500 1000 1500

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


5000 B.C. SUMERIANS

Temple Priests collected andmanaged large amounts of goods

and estates. Kept books, records

and inventories on theirtransactions

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


1800 B.C. BABYLONIA

Hammurabi:

Code of laws covering property,real estate, trade and business,

family and labor, loans, contracts

and recognized that responsibilitycannot be shifted

8/12/2019 GEN MGT_1 - BKL


1491 B.C. HEBREWS

Moses:

Chapter 18 of Exodus. Concepts of

organizations. Use of delegation

and exception principles.

8/12/2019 GEN MGT_1 - BKL


1100 B.C. to 500 B.C. CHINESE

Constitution of Chow:

Directory of all civil servants with their joband duties listed. Used concepts of

organization, functions, cooperation,

efficiency and control techniques. Use ofstaff and specialization. Use of standards.

8/12/2019 GEN MGT_1 - BKL


321 B.C. INDIA Kautilya: Arthasastra

Complete theory of government. Coversorganizations and management of trade and

commerce, law and courts, social customs,

marriage, divorce, taxation, revenue,

agriculture, markets, corporations, census etc...

8/12/2019 GEN MGT_1 - BKL


CODIFIED MAURYAN DOCTRINE &

PRACTICES. DESCRIBES AN

ELABORATE RANGE OF FOREIGN POLICY

OPTIONS BASED ON THE „MANDALA‟.

KAUTILYA‟S “ARTHASHASTRA”

THERE IS A CIRCLE OR RING OF NEIGHBOURS. ONE‟S IMMEDIATE

NEIGHBOURS ARE LIKELY TO BE THE ENEMY; BEYOND THAT RING

ARE A NUMBER OF POTENTIAL ALLIES, WHO ARE ENEMY‟S

ENEMY & SO ON.

FOR ANY GIVEN RULER, THE „MANDALA‟ CONSISTS OF THREE TYPES

OF NEIGHBOURS- SOME ALLIES, SOME ENEMIES & SOME NEUTRALS.

APPROCHES TO DEFINE

NATIONAL POLICY

8/12/2019 GEN MGT_1 - BKL


300 B.C. MILITARYCyrus:

Use of staff, human relations. Recognized use

of order and division of work with uniformmethods.

Alexander the Great :

Made distinction between line and staff, use ofdiscipline and delegation

8/12/2019 GEN MGT_1 - BKL


1469 NICCOLO MACHIAVELLI

Principles of leadership: Reliance onmanagerial consent, cohesiveness, observe

people, have will to survive, be a good

manager

8/12/2019 GEN MGT_1 - BKL


MACHIAVELLIANCrafty, deceitful

the end justifies the means

MACHIAVELLISM political principles of craftiness and

duplicity advocated by Machiavelli(1469-1527)

8/12/2019 GEN MGT_1 - BKL


1900 USA Frederick Taylor: Scientific Management

Replaced the old rule-of -thumb method.

Believed in selecting, training, teaching anddeveloping workers. Used time study, standards

planning, exception rule of management slide-

rules, instruction cards, incentives etc.

8/12/2019 GEN MGT_1 - BKL


Steps in Scientific Management

Develop a science for each element of the job to

replace old rule-of-thumb methods.

Scientifically select employees and then train

them to do the job as described in step 1

Supervise employees to make sure they follow

the prescribed methods for performing their jobs.

Continue to plan the work, but use workers to

actually get the work done.

8/12/2019 GEN MGT_1 - BKL


Fayol’s Guidelines to Effective Management Practice

Divisional of labor

Authority

Discipline

Unity of command

Unity of direction

Subordination of

individuals to thecommon good

Renumeration

Centralization

Scalar chain

Order

Equity

Stability

Initiative

Esprit de corps

8/12/2019 GEN MGT_1 - BKL


1930 USAMary Parker Follett:

Used a group process approach for

solving management problems.

„GETTING THINGS DONE

THROUGH AND WITH PEOPLE.

8/12/2019 GEN MGT_1 - BKL


1947

Human Relations Movement

8/12/2019 GEN MGT_1 - BKL


1864-1920 GERMANY

Max Weber:

Bureaucratic System.

8/12/2019 GEN MGT_1 - BKL


WEBER

Division of labor

Reliance on rules and regulations

Hierarchy of authority

Employment based on expertise

Inflexible

RigidImpersonal

8/12/2019 GEN MGT_1 - BKL


MGT : DEFINITION

8/12/2019 GEN MGT_1 - BKL


• OPTIMUM UTILISATION OF

AVAILABLE RESOURCES FOR ACHIEVING MAXIMUM RESULTS

• CONVERSION OF RESOURCES

INTO RESULTS TO ACHIEVE

ORGANISATIONAL OBJECTIVES

• GETTING THINGS DONE THROUGH AND WITH PEOPLE

• GETTING THE JOB DONE


8/12/2019 GEN MGT_1 - BKL



F - FORECASTING

P - PLANNING

O - ORGANISING

D - DIRECTING

C - COORDINATING

C - CONTROLLING

MANAGEMENT PROCESS

8/12/2019 GEN MGT_1 - BKL


MANAGEMENT PROCESS

MANAGEMENTRESOURCES7 Ms

FORECASTING

PLANNING

ORGANISING

DIRECTING

COORDINATING

CONTROLLING

RESULTS

•MEN & WOMEN•

MONEY•MATERIALS•MACHINES•METHODS•MINUTES•METERS

THE ORGANISATION

8/12/2019 GEN MGT_1 - BKL


People

T e c h

T a sk

Stru

INPUT OUTPUT

THE ORGANISATION

R

E

SU

L

T

S

R

E

S

O

U

R

C

E

S

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


GENERAL SYSTEMS THEORY (GST)

8/12/2019 GEN MGT_1 - BKL


( )

• PROVIDES COMMON PLATFORM FORSTUDYING RELATIONSHIPS IN THEREAL WORLD

• INTEGRATES KNOWLEDGE / THEORIESFROM DIFFERENT FIELDS AND HELPSMANAGERS LOOK BEYOND ‘SINGLE

CAUSE’ THINKING.

• A ‘SYSTEM’ IS A SET OF INTERRELATED

AND INTERDEPENDENT BUT DISTINCTPARTS (SUBSYSTEMS), WORKINGTOWARDS A COMMON PURPOSE.

A SYSTEMS VIEW OF ORG

8/12/2019 GEN MGT_1 - BKL


A SYSTEMS VIEW OF ORG

D

ES

I

R

E

D

A

C

T

U

A

L

The Environment

ORGIN

P

U

T

Performance

Effectiveness

SYSTEMS VIEW OF ORG

8/12/2019 GEN MGT_1 - BKL


ORGANISATION - A SYSTEM SEPARATED FROM ITS

ENVIRONMENT BY A PERMEABLE BOUNDARY AND

CONSISTING OF A NUMBER OF INTERACTING

SUBSYSTEMS .ORG IMPORTS RESOURCES FROM

ENVIRONMENT, PROCESSES THEM, AND EXPORTS

THE OUTPUT BACK TO THE ENVIRONMENT.

SYSTEMS THEORY

8/12/2019 GEN MGT_1 - BKL


ESSENTIAL CHARACTERISTICS OF A SYSTEM

. INTERACTING & INTERDEPENDENT

. SYNERGY

. WHOLISM

. CYBERNETICS

. TRANSFORMS INPUTS INTO OUTPUTS

. HIERARCHY OF LEVELS

. BOUNDARIES

OTHER ASPECTS

. CONTRIVED - DOES NOT HAPPEN.

. BOUNDARY PERMEABLE . MANY INTERFACES.

. KEEPS IMPORTING RESOURCES.

. ATTAINS A STATE WHERE IT IS DYNAMIC.

. CONTINUAL FEEDBACK FROM ENV.

. ENTROPY

KAST AND ROSENWEIG MODEL OF AN

8/12/2019 GEN MGT_1 - BKL


TSS

TSS

MSSG & VSS

PSS

SSS

KAST AND ROSENWEIG MODEL OF ANORGANISATIONAL SYSTEM

ENVIRONMENTAL SUPRASYSTEM

INPUT OUTPUT

G & VSS: GOALS AND VALUES SUBSYSTEM PSS: PSYCHOSOCIAL SUBSYSTEM

TSS: TECHNICAL SUBSYSTEM MSS: MANAGERIAL SUBSYSTEM

SSS: STRUCTURAL SUBSYSTEM

ENV ENV

CYBERNETICS FEEDBACK MODEL

8/12/2019 GEN MGT_1 - BKL


ENV

ENV

ENV

ENV

PROCESS

FEED BACK

I

N

PU

T

S

O

U

TP

U

T

S

CLOSED VERSUS OPEN SYSTEMS

8/12/2019 GEN MGT_1 - BKL


CLOSED OPEN

1. NON LIVING.

2. SELF CONTAINED AND

SELF MAINTAINING.

3. GENERALLY

MECHANICAL .

4. RIGID & STATIC .

5. DO NOT INTERACT

WITH ENV .

1. LIVING.

2. IMPORT RESOURCES,

EXPORT OUTPUT .

3. DYNAMIC & FLEXIBLE .

4. INTERACT WITH ENV .

5. NEGATIVE ENTROPY .

6. FEEDBACK MECHANISM

EXISTS .

MATRIX ORGANISATION

8/12/2019 GEN MGT_1 - BKL


A MIXED ORGANISATIONAL FORM IN WHICH THE

VERTICAL HIERARCHY IS OVERLAID BY SOME FORM

OF LATERAL AUTHORITY, INFLUENCE OR COMMUNICATION

RESULTING IN ROLES SUBJECT TO DUAL INFLUENCES.

IT EMPHASISES COORDINATION THROUGH LATERAL

RELATIONSHIPS WHICH CROSS DEPARTMENTAL

BOUNDARIES.

MATRIX ORGANISATION IN A HOSPITAL

8/12/2019 GEN MGT_1 - BKL


HOSP ADMINISTRATOR

MEDICINE WARD MO MATRON

STAFFNURSE

HOUSE-

KEEPING

STAFF

DIETICIAN

NURSING

HOUSE

KEEPING

DIETARY

SERVICES

COMPONENTS OF ORG STRUCTURE( HENRY MINTZBERG )

8/12/2019 GEN MGT_1 - BKL


STRATEGIC APEX

MIDDLE

LINE

OPERATING CORE

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


HEALTH & HOSP MGT

8/12/2019 GEN MGT_1 - BKL


“ KEEP SIX HONEST

8/12/2019 GEN MGT_1 - BKL


KEEP SIX HONEST

SERVING MEN(THEY TAUGHT ME ALL I

KNOW )THEIR NAMES ARE

WHAT, WHY, WHEN,

HOW, WHERE & WHO.”

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


Circa 2030

Circa 2010

INDIAN SPACE ENDEAVOUR

8/12/2019 GEN MGT_1 - BKL


BUDGET

Rs 2300 Cr/ annum

HUMAN RESOURCES

EXPERTISE

16500 strong

INFRASTRUCTURE

End- to- end capability

SPACE ASSETS

STATE OF THE ART

TECHNOLOGY

INDUSTRY

APPLICATIONS

LEADERSHIP

Remote sensing &

Telecom satellite

Constellations

INTERNATIONAL

COOPERATION

LARGE USER BASE

SPACE COMMERCE

LAUNCHER

IRS

INSAT

“ w e must be second to none in the appl icat ions of advanced

technologies to the real problems o f man and soc iety ”

VIKRAM A. SARABHAI

8/12/2019 GEN MGT_1 - BKL


8/12/2019 GEN MGT_1 - BKL


“You cannot solve the

8/12/2019 GEN MGT_1 - BKL


You cannot solve the

problem with the samekind of thinking that has

created the problem”

- Albert Einstein

8/12/2019 GEN MGT_1 - BKL


WINNERS DON’T DO

8/12/2019 GEN MGT_1 - BKL


S O O

DIFFERENT THINGS,THEY DO THINGS

DIFFERENTLY.

- SHIV KHERA

“Nothing average ever stood as a

t t Wh

8/12/2019 GEN MGT_1 - BKL


monument to progress. When

progress is looking for a partnerit doesn‟t turn to those who

believe they are only average. It

turns instead to those who are

forever searching and striving to

become the best they possiblycan”

— A Lou Vickery

8/12/2019 GEN MGT_1 - BKL


VALUE ADDITION

Th k

8/12/2019 GEN MGT_1 - BKL


Thank you

gen mgt_1 - bkl

Documents