Ch 3

informational roles

- Refers to the expectation of managers to be able to process and communicate information inside and outside the organization - monitor, disseminator, spokesperson

interpersonal roles

- Relationships that managers develop with individuals inside and outside the organizations - figurehead (placeholder), leader, liaison

organizational subsystems

5: goals and values, technical, psychosocial, structural, and managerial These create a framework for understanding organizations as systems and align with the management process functions that will be discussed in the next section

management

A set of processes that can keep a complicated system of people and technology running smoothly; once described as the "history of coordination" puts the vision to work - doing things right - makes a system work - focuses on coordination important for PH because it is the means for improving the health and well-being of society - processes, job descriptions/roles/responsibility "helps climb up the ladder"

leadership

A set of processes that creates organizations in the first place or adapts them to significantly changing circumstances - moral standing of doing the right thing, sets vision and pace - builds systems - focuses on effectiveness "decides where to put the ladder"

What are some examples of public health management?

Accreditation processes that align public health departments to focus on continuous quality improvement of processes, programs, and interventions.

staffing

Concerned with the human resources needed to achieve organizational goals Aligns with the psychosocial subsystem

What are the different managerial roles? Provide an example of different managerial roles within the public health context.

Interpersonal - managers may form relationship with community partners and their boards to align synergies to accomplish the organizational mission Informational - managers on occasion may want or need to brief the media or other stakeholders on the needs or inner-workings of initiatives Decisional - managers will have the responsibility to make decisions regarding organizational goals, priorities, and activities.

Compare and contrast the definitions of management and leadership.

Leadership is a set of processes that creates organizations or helps them adapt to changing circumstances. Leadership also defines what the future should look like, aligning people with that vision and inspires them. Management is a set of processes that keeps a complicated system and technology running efficiently. Managing includes aspects such as planning, budgeting, organizing, staffing, controlling, and problem-solving. Managers can be leaders and leaders can be managers, but the purposes are unique concepts.

organizing

Making decisions about what resources, processes, and structures are needed for the organization to accomplish its goals Aligns with the structural subsystem

internal people

Managers are concerned with ensuring these, along with processes, and systems are working and performing efficiently as possible to maximize results

Describe an organization as a system. What are the subsystems of an organization?

Organizations consist of many forces in the external environment including political, economic, social, technological, ecological, legal, and regulatory. The subsystems are: values and goals, structural, psychosocial, managerial, technical.

What are the five managerial functions? Provide an example of each function within the public health context.

Planning - Process used by organizations to establish direction, priorities, and goals; examples include community assessment for public health needs Organizing - Making decisions about what resources, processes, and structures are needed for the organization to accomplish its goals; determining the way in which work gets done to manage community needs Staffing - Concerned with the human resources needed to achieve organizational goals; what staff is needed and in what numbers based on the operation Coordinating or leading - Means by which management created value in the transformation process; accomplishing the daily work of the PH organization Controlling - The process of monitoring and evaluating organizational activities and performance; reviewing process or quality measures on the agreed upon goals

planning

Process used by organizations to establish direction, priorities, and goals Aligns with the goals and values subsystem

What are the three management skills? Which skill is important at each level of management?

Technical - typically first-line managers Interpersonal - all levels of management Conceptual - top managers

decisional roles

The expectation and the responsibility of managers to make decisions regarding organizational goals, priorities, and activities. - entrepreneur, disturbance handler, resource allocator, negotiator

What is the relationship between the five managerial functions

The five functions converge around the core functions and essential services of public health. Each function is a step that when optimized helps fulfill the core functions of public health.

Define public health management.

The optimal use of the resources of society and its health services toward the improvement of the health experience of the population.

What are the three levels of management? Provide an example of each level of management within the public health context.

Top - Chief Medical Director Middle - Divisional manager First line - Department supervisor

goals &values structural psychosocial technical managerial

What are the 5 organizational subsystems

interpersonal informational decisional

What are the management roles?

it is the means for improvement of the health and well-being of society

Why is management important for PH professionals?

Public Health Accreditation Board (PHAB)

agency that oversees accrediting tribal, state, local, and territorial public health departments. - Leaders within the departments identify health priorities via stakeholders (internal and external) - Managers take the priorities and plans and make them their primary work internally

Core PH functions

assessment policy development assurance - require a different mix of technical, interpersonal and conceptual skills

Organizational boundaries

distinguish its internal environment from its external environment

external environment

leaders focus on this, often looking for trends, opportunities and changes that will impact the internal environment - contains a host of continuously changing forces: o Political o Economic o Social o Technological o Ecological o Legal o Regulatory - Organizations also influence 5 organizational subsystems

planning, organizing, staffing, coordinating/leading, controlling

name management's five functions and managerial process

technical interpersonal conceptual

name the 3 skills of an effective manager

top, middle, first-line

name the three levels of managment

· Interpersonal skills

o A manager's ability to work with and through individuals inside and outside their organization to carry out plans and achieve organizational goals o Required skill for all managers because of the social nature of organizations

· Conceptual skills

o Cognitive ability to synthesize information, think critically, creatively, and logically o Top managers need these skills to foster alignment between the organization and the external environment

Middle

o Consists of positions in the middle of the organizational chart; aka mid-level managers o Positions include regional managers, general managers, divisional managers etc.

coordinating/leading

o Means by which management created value in the transformation process Aligns with the managerial subsystem

· Top

o Positions at the apex of the organization; aka executive management o Positions include CEO, CFO, COO, President, Vice-president, Executive Director etc.

controlling

o The process of monitoring and evaluating organizational activities and performance o Relates to the technical subsystem

First-line

o Those positions near the bottom of the organizational chart; aka front-line or supervisory level o Positions include shift or team supervisors, shift or team leaders, department supervisors etc.

· Technical skills

o Unique knowledge, skills, and abilities within a discipline to perform certain tasks or functions o These skills are essential for first-line managers to carryout day-to-day processes

management's five functions and managerial process

planning, organizing, staffing, coordinating/leading, controlling

assurance

relies on coherent controlling to ensure goals are being met

policy development

required organizing, staffing, and leading people and processes

assessment

requires adequate planning to understand what the organization needs to focus on

complex adaptive systems

systems that adapt and evolve in the process of interacting with dynamic environments - way to describe organizations

3 skills of an effective manager

technical interpersonal conceptual . The skill levels are generally needed by all management levels, but some levels are specific to certain types.

Transformation process

the activities, tasks and work done in organizations each day

Public Health Management

the optimal used of the resources of society and its health services toward the improvement of the health experience of the population - Public health draws on a broad body of scientific knowledge - focuses on the structures and functions of public health organizations, programs, and personnel - PH professionals manage a host of resources (financial and nonfinancial), data, personnel, and programs - o They must have the ability to build coalitions enabling change

three levels of managment

top, middle, first line

What are the 4 core elements of leadership and management

vision (board of directors, higher rank) strategy (board of directors, higher rank) operations (managers) tactics (managers)

Goals and values subsystem

· Defined as what the organization is trying to accomplish

differences between management and leadership

· Management and leadership are used interchangeably and while they have synergy; they are distinct concepts. o Managers can lead and leaders can manage, but the required skills are different o Management is associated with making a system work o Leadership builds new systems or transforms old ones · Organizational boundaries distinguish its internal environment from its external environment... o Managers are concerned with ensuring the internal people, processes, and systems are working and performing efficiently as possible to maximize results o Leaders focus on the external environment often looking for trends, opportunities and changes that will impact the internal environment

Applying the Five Managerial Functions, Levels, and Roles to Public Health

· Management is vitally important for optimal functioning between the 10 essential services of public health and the Core PH functions o Assessment requires adequate planning to understand what the organization needs to focus on o Policy development required organizing, staffing, and leading people and processes o Assurance relies on coherent controlling to ensure goals are being met

Psychosocial subsystem

· Refers to human resources in the organization

Managerial subsystem

· Responsible for coordinating all the other subsystems

Example of Public Health Management Versus Leadership

· The PHAB is an organization that oversees accreditation for tribal, state, territorial, and local health departments. · The accreditation process includes a thorough analysis of population health needs in a local jurisdiction o Leaders within the departments identify health priorities via external stakeholders o Managers take the priorities and plans and make them their primary work internally · The accreditation process highlights the intersection of public health management and leadership activity and the importance of both.

Technical subsystem

· The unique knowledge, processes, equipment, facilities, and techniques that the organization uses during transformation phase

Structural subsystem

· The way the organization divides task and responsibilities