Leadership and Management for tutorial.pptx

leadership

1. Leadership and Management tutor 1 By: Birhanu Desu ( Bsc , Msc ) 6/26/2023 Leadership and managment

2. 2 What is Management? 6/26/2023 Leadership and managment

3. 3 Management is the process of accomplishing predetermined objectives through the effective use of human, financial, and technical resources . It is the art of getting things done through people Efficient utilization of resources for effective achievement of organizational objectives. Managing means planning and using resources efficiently to produce intended results 6/26/2023 Leadership and managment

4. Levels of Managers Managers are people formally appointed to positions of authority in organizations or systems who are responsible for the work performance of group members Managers are categorized into three levels. Top level (senior managers ) Mangers responsible for the overall management of the organization Establish operating policies and guide the organization’s interaction with its environment Establishes long term goals 4 6/26/2023 Leadership and managment

5. Levels of Managers... Middle level managers Responsible for translating strategic goals and plans into more specific objectives and activities First-line (front line) mangers Supervise the operational activities of the organization have authority and responsibility for overseeing a specific type of work and a particular group of workers (non-management people or operating employees) plan for a short term , involving scheduling employees and establishing detailed procedures to perform worker tasks. 5 6/26/2023 Leadership and managment

6. Levels of Managers... Regardless of title or level, managers have several common attributes: They are formally appointed to positions of authority They are responsible for utilizing resources. They are accountable to superior for results The primary differences between levels of managers are the degree of authority, the scope of responsibility and accountability at each level 6 6/26/2023 Leadership and managment

7. Q ??.... 5’ A university president should understand the organization as a total entity. What managerial skill does it have? A. Technical skill B. Relational skill C. Interpersonal skill D. Conceptual skill 7 6/26/2023 Leadership and managment

8. Managerial Skills To be effective, managers must possess three key managerial skills 1. Technical skills involves an understanding of and proficiency in a specific activity that involves methods, processes, procedures, or techniques It is the managers understanding of the nature of job that people under him/her have to perform. Such skills can be acquired through training, education and work experience. Technical skills are frequently referred to as hard skills 8 6/26/2023 Leadership and managment

9. 2. Interpersonal skill ( human relations ) a manager’s ability to work effectively as a team member and to build cooperative effort in the unit. communication skills are an important component of interpersonal skills interpersonal skills are often referred to as soft skills many managers at all levels ultimately fail because their interpersonal skills do not match the demands of the job. an important subset of interpersonal skills for managers is multiculturalism , the ability to work effectively with people from different cultures 9 6/26/2023 Leadership and managment

10. 3. Conceptual skill is the ability to see the organization as a total entity it includes recognizing how the various units of the organization depend on one another and how changes in any one part affect all the others a manager deals with the relationship of the organization to its environment: the community; political, social, and economic forces of the nation as a whole for top-level management, conceptual skill is a priority because executive managers have the most contact with the outside world 10 6/26/2023 Leadership and managment

11. All levels of managers use the three types of skills in performing management work but in different degree the senior manager is vitally concerned with visualizing the complex relationships in the organization - conceptual skills the low level manager, may be constantly required to make decisions on the basis of technical knowledge of procedures the human skill is critical and equally important for all levels of managers 11 Managerial Skills... 6/26/2023 Leadership and managment

12. Management skills by levels of management (Katz 1955) Top Middle Front line 12 Conceptual Human relation Technical 6/26/2023 Leadership and managment

13. 13 Who is a leader? 6/26/2023 Leadership and managment

14. 14 Abraham Lincoln Vision “ No man will be a slave. Everyone man is created equal.” Initial reaction “You are going to break the nation apart!” Price paid His life 6/26/2023 Leadership and managment

15. 15 Mother Teresa Vision “ Care for the dying. ” Initial reaction “ You will die yourself! ” Price paid Life of sacrifice 6/26/2023 Leadership and managment

16. 16 Mahatma Gandhi Vision “ An independent India ” Initial reaction “ But that will never happen! ” Price paid His life 6/26/2023 Leadership and managment

17. 17 Nelson Mandela Vision “ A democratic South Africa Free of apartheid. ” Initial reaction “ You are crazy! ” Price paid 27 years in prison 6/26/2023 Leadership and managment

18. 18 6/26/2023 Leadership and managment

19. Leadership attributes Goal Oriented Sees the bigger picture , and understands the purpose of life and work of the group or organization. The leader has foresight and a sense of direction . Enablement Effective leaders seek to enable others to develop their potential to the fullest through coaching, mentoring, etc. 6/26/2023 Leadership and managment 19

20. 20 Leadership attributes 6/26/2023 20 Concern Leaders need to know that human beings are the most important resources they have. Leaders care about others . Human beings have needs and feelings, likes and dislikes and they can think for themselves. Self-development Leaders also need to develop a healthy self-image and a positive, “I can win attitude” . Leadership and managment

21. 21 Myths of leadership (5 minutes) 6/26/2023 Leadership and managment 21 What leadership myths do you know? Share your myth with your colleague next to you and list down the myths.

22. 22 Myths… 6/26/2023 Leadership and managment 22 Leadership exists only at the top of the organization: . .

23. 23 Leadership at All Levels When people think of leaders they often think about highly placed public figures in governments or organizations who are admired for their extraordinary , and often charismatic , qualities. However, there are people at all levels in both the public and private sectors who are leading their teams, large or small, towards the realization of a specific vision. We call these people " managers who lead ." 6/26/2023 Leadership and managment

24. 24 Myths… A leader controls and directs: Leaders lead by inspiring rather than ordering, by motivating people to use their own initiatives and experience. 6/26/2023 Leadership and managment

25. 25 Roles of a Leader 6/26/2023 Leadership and managment 25 Visionary and strategist Resource mobilization/effective utilization Team building/ Effective communication Effective partnership , collaboration, networking, dialoguing, negotiating Empowerment (for broad-based action) Challenger (of processes) Change agent in a changing environment (Revolutionary than evolutionary)

26. 26 Styles of Leadership 6/26/2023 26 Visionary Leadership – a leader develops a shared vision and mission , secures commitment to them, and uses them to provide passion and focus for all decisions, programs and operations . The most effective managers led by pulling, not by pushing . Collaborative Leadership - Leader promotes common values, teamwork, alliances and collegiality to find joint solutions to problems. Leadership and managment

27. 27 Styles … 6/26/2023 Leadership and managment 27 Servant Leadership – Leader encourages and helps others achieve their own goals by securing resources, removing obstacles and coaching or mentoring them to improve effectiveness. Charismatic Leadership – Leader uses charm, prestige, personal stature to attract followers and persuade them to move in a desired direction.

28. 28 Styles… 6/26/2023 28 Positional Leadership – Leader uses power and authority of his/her position to make decisions, direct activities, and reward or punish compliance . Transformational Leadership – Leader activates the motivation of followers by appealing to their higher level needs, values and ideals. Leadership and managment

29. 29 Styles… 6/26/2023 Leadership and managment 29 Transactional Leadership – Leader makes deals, offering money, praise, recognition or other rewards in exchange for compliance with his or her wishes. Contingency Leadership – Leader adapts different approaches for different situations , logically using “ whatever gets the job done.” …..The best leaders use a combination of all!

30. Scenario …… 5’ Dr. Amsalu is an ophthalmology working in Borumeda hospital and coordinating eye clinic with in it. Once a day while he observes the OPD and the wards, he looks into the garbage collected just behind the ward. On that occasion he put on utility glove, removes the garbage and discards it to incinerator. Unfortunately the janitor looks him when he discards the garbage and they always discard the garbage to incinerator starting from that time. All the staffs also take responsibility in their environmental cleaning. Which one is true about Dr. Amsalu ? A. He has leadership ability but not managerial ability B. He has managerial ability but not leadership ability C. He has both leadership and managerial ability D. He has neither leadership nor managerial ability 30 6/26/2023 Leadership and managment

31. 31 Leading Vs Managing 6/26/2023 Leadership and managment

32. 32 Brainstorming (5min) Discuss with your neighbor the differences between leadership and management ? list as much difference and/or similarities. 6/26/2023 Leadership and managment

33. 33 Leading Vs. Managing 6/26/2023 33 " Leaders manage and managers lead, but the two activities are not synonymous…. Management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage". They overlap, but they are not the same. 6/26/2023 Leadership and managment

34. 34 Leadership vs Management Leadership Inspires employees, delights patients and achieves extraordinary business results Management Coordinating and organizing staff and facilities to meet operational goals Leadership is concerned with setting goals while management is concerned with achieving those goals . 6/26/2023 Leadership and managment

35. 35 Leading Vs. Managing Leadership and management have different functions and activities, both necessary for success in an increasingly complex setting . Smart organizations value both leadership and management and encourage personnel to develop their skills in both areas . " managers who lead ," 6/26/2023 Leadership and managment

36. 36 Leading Vs. Managing…. Leading well:   means enabling others to face challenges, achieve results, and create the positive future that People envision.  Managing well  : means ensuring that sound strategies and approaches are in place and resources are used effectively. 6/26/2023 Leadership and managment

37. 37 6/26/2023 Leadership and managment 37 Subject Leader Manager Essence Change Stability Focus Leading people Managing work Have Followers Subordinates Seeks Vision Objectives Detail Sets direction Plans detail Power Personal charisma Formal authority Appeal to Heart Head Energy Passion or inspiring trust Control Dynamic Proactive Reactive Persuasion Sell Tell Style Transformational Transactional Exchange Excitement for work Money for work Risk Takes risks Minimizes risks Rules Breaks rules Makes rules Conflict Uses conflict Avoids conflict Direction New roads or innovative Existing roads Blame Takes blame Blames others View Long range Short range

38. Leading and managing practices Leading practices Scanning Focusing Aligning and Mobilizing Inspiring Managing practices Planning Organizing Implementing Monitoring and Evaluation 38 6/26/2023 Leadership and managment

39. 39 Leading and Managing at All Levels Sustainable Performance Leading SCANNING Outcome - Awareness of conditions FOCUSING Outcome - Clarity of direction ALIGNING/MOBILIZING Outcome - The whole is greater than the sum of the parts: synergy and complementarities INSPIRING Outcome - A culture that encourages commitment and creativity Managing PLANNING Outcome - Organization results defined and resources assigned ORGANIZING Outcome - Functional structures, systems, and processes for efficient operations IMPLEMENTING Outcome - Individuals at all levels are able to carry out the organizational direction MONITORING & EVALUATING Outcome - Improved information and knowledge 6/26/2023 Leadership and managment

40. Scanning Scanning involves getting information so you can act on it A critical skill for scanning is listening to others looking for feedback from clients, colleagues, supervisors, communities - adjustments to strategies & plans identify client and stakeholder needs and priorities recognize trends, opportunities, and risks that affect the organization look for best practices identify staff capacities and constraints know yourself, your staff, and your organization – values, strengths, and weaknesses Organizational outcome Managers have up-to-date, valid knowledge of their clients, the organization, and its context; they know how their behavior affects others 40 6/26/2023 Leadership and managment

41. Focusing managers who lead focus their limited time, energy, and resources on priority actions use what you have learned from scanning for focusing resources are nearly always insufficient or scarce managing your time is focusing, because time is a scarce resource. develop the crucial ability to identify critical challenges determine key priorities for action create a common picture of desired results Organizational outcome Organization’s work is directed by well-defined mission, strategy, and priorities 41 6/26/2023 Leadership and managment

42. Aligning and mobilizing ensure congruence of values, mission, strategy, structure, systems, and daily actions facilitate teamwork unite key stakeholders around an inspiring vision link goals with rewards and recognition the essential skill needed for this practice is being able to connect and work with others toward a common vision, crossing boundaries of gender, professional status, language, cultural background, or politics Organizational outcome internal and external stakeholders understand and support the organization’ goals and have mobilized resources to reach these goals 42 6/26/2023 Leadership and managment

43. Inspiring match deeds to words demonstrate honesty in interactions show trust and confidence in staff, acknowledge the contributions of others provide staff with challenges, feedback, and support be a model of creativity, innovation, and learning encourage people to be the best they can be Organizational outcome Organization displays a climate of continuous learning & staff show commitment, even when setbacks occur 43 Actions DO speak louder than words Be a role model 6/26/2023 Leadership and managment

44. Planning Involves the logical sequencing of activities and resources needed to achieve stated objectives. Without plans, your work environment will be chaotic and performance will be haphazard. Set short and long-term organizational goals and performance objectives Develop multiyear and annual plans allocate adequate resources (money, people, and materials) anticipate and reduce risks Organizational outcome Organization has defined results, assigned resources, and an operational plan 44 6/26/2023 Leadership and managment

45. Organizing ensures that resources are available at the right time, in the right place, and in the right quantities to get the work done making sure that you have in place the systems, procedures, and processes that make it possible to execute assigned tasks for staff. ensure a structure that provides accountability and delineates authority strengthen work processes to implement the plan align staff capacities with planned activities Organizational outcome Organization has functional structures, systems, and processes for efficient operations; staff are organized and aware of job responsibilities and expectations 45 6/26/2023 Leadership and managment

46. Implementing integrate systems and coordinate work flow balance competing demands routinely use data for decision-making coordinate activities with other programs and sectors adjust plans and resources as circumstances change Organizational outcome Activities are carried out efficiently, effectively, and responsively 46 6/26/2023 Leadership and managment

47. Monitoring and Evaluating monitor and reflect on progress against plans provide feedback identify needed changes improve work processes, procedures, and tools Organizational outcome Organization continuously updates information about the status of achievements and results, and applies ongoing learning and knowledge 47 6/26/2023 Leadership and managment

48. Integrating the practices of leading and managing Leading and managing do not form distinct, sequential processes that you complete separately The leading practices are not independent of the managing practices Both aim at achieving good results and responding effectively to challenges Facing challenges requires you to scan, focus, and plan After scanning your environment to identify your challenges, you focus on a few priority challenges and make a plan to address them 48 6/26/2023 Leadership and managment

49. Integrating the practices of leading and managing... Once you have a plan that addresses your challenges, you need to align and mobilize your stakeholders, staff, and resources, organize your team and the work, and implement the plan to produce results Throughout this process, you inspire your group by enabling your staff to act on their commitment, creativity, and learning The energy to do the work is partially fuelled by inspiring people Lessons learned about effectiveness and performance are cycled back into new plans through monitoring and evaluation 49 6/26/2023 Leadership and managment

50. Integrated leading and managing process 50 6/26/2023 Leadership and managment

51. Q ???? 5’ A man come to your OPD with a complain of epigastric pain and abdominal discomfort. He has treated for dyspepsia and get relieved. What type of health care delivery system applied? A. Preventive B. Promotive C. Curative D. Rehabilitative 51 6/26/2023 Leadership and managment

52. Levels of health prevention Primary Secondary Tertiary 52 6/26/2023 Leadership and managment

53. Levels in the Results Chain Results chain Definition Examples Inputs The materials and resources needed to carry out your team or unit’s implementation plan and achieve the desired result. human resources financial resources equipment facilities policies Process (Activities) The activities carried out through your implementation plan meetings training supervision services Outputs The immediate product of an activity. number of staff trained number of clients number of products improved supervision quantity of products distributed Outcomes A short-term change in a population group as a result of a set of activities. change in knowledge change in behavior change in practices improved services Impact Long-term changes within a beneficiary of population group. change in disease rates change in death rates change in birth rates change in fertility rates 53 6/26/2023 Leadership and managment

54. Monitoring and Evaluation Monitoring and evaluation are key management functions of an organization Monitoring is used to regularly track changes in indicators – measurable markers of change over time Monitoring measures progress toward results by collecting information on inputs, activities, outputs, and sometimes short-term outcomes Common procedures for program monitoring include tracking service statistics and reviewing records and training reports Regular, systematic monitoring provides information for planning purposes and a reliable basis for an evaluation 54 6/26/2023 Leadership and managment

55. Evaluation , on the other hand, is used to assess the effectiveness of efforts to improve services and to prevent and manage priority health problems Evaluation measures outcomes/impact It assesses the extent to which your organization achieves its desired results and helps you understand why the results were or were not achieved Evaluation also provides an opportunity for continuous learning from experience 55 Monitoring and Evaluation… 6/26/2023 Leadership and managment

56. The differences between monitoring and evaluation lie in their purposes, time frames, and sources of information difference in purpose Monitoring is driven by a management need, whereas evaluation is driven by the need to document outcomes of an intervention and report to a donor or other stakeholder Monitoring thus focuses on operational implementation, while evaluation focuses on the effects of the activities on the health of the target population Evaluation attributes for results, explain cause & effect 56 Monitoring and Evaluation… 6/26/2023 Leadership and managment

57. Difference in time frame when each is used Monitoring is an ongoing, routine process used throughout an intervention Evaluation requires the collection of baseline and post-intervention data that allow you to compare changes during the period of the intervention and, sometimes, after a suitable follow-up period – it is episodic 57 Monitoring and Evaluation… 6/26/2023 Leadership and managment

58. Difference in information sources Monitoring data usually come from what is readily available: the HIS or routine service records Outcome and impact indicators require measurements at the beneficiary or population level, which must be obtained through an evaluation you would need to conduct a survey to collect the data 58 Monitoring and Evaluation… 6/26/2023 Leadership and managment

59. Levels in the Results Chain The results of health services and programmatic interventions can be measured at different levels Many M&E guidelines are based on a chain of five levels of results: inputs, activities, outputs, outcomes, and impact. The table below summarizes the results levels that can be monitored and evaluated. 59 6/26/2023 Leadership and managment

60. Levels in the Results Chain Results chain Definition Examples Inputs The materials and resources needed to carry out your team or unit’s implementation plan and achieve the desired result. human resources financial resources equipment facilities policies Process (Activities) The activities carried out through your implementation plan meetings training supervision services Outputs The immediate product of an activity. number of staff trained number of clients number of products improved supervision quantity of products distributed Outcomes A short-term change in a population group as a result of a set of activities. change in knowledge change in behavior change in practices improved services Impact Long-term changes within a beneficiary of population group. change in disease rates change in death rates change in birth rates change in fertility rates 60 6/26/2023 Leadership and managment

61. In 2006 E.C. Ethiopian midwifery association had launched a cervical cancer screening program for women in reproductive age group at Dessie town. For its accomplishment all resources and wages were funded from WHO and Ethiopian ministry of health. Cervical screening was done for 800 women and 30 of them had in-situ cervical cancer. Prophylaxis treatment was given for all of them. Consequently, they advise them to have screening at least once a year. The women continue the screening campaign as heard. While they evaluate them in 2010 all of them were available and healthy and those 30’s had got radiotherapy treatment and declared cured. What is the input this scenario? Screening activity Fund from WHO Screened women Number of women who have regular screening 61 Brainstorming ? 10’ 6/26/2023 Leadership and managment

62. What is the process in this scenario ? Cervical cancer screening Fund from WHO Screened women Number of women who have regular screening 62 6/26/2023 Leadership and managment

63. What is output in this scenario ? Screening activity Fund from WHO Screened women Cured women 63 6/26/2023 Leadership and managment

64. What the outcome in this scenario ? Screening activity Fund from WHO Screened women Number of women following screening campaign 64 6/26/2023 Leadership and managment

65. What the impact in this scenario ? Screening activity Fund from WHO Having healthy women Screened women 65 6/26/2023 Leadership and managment

66. Budgeting and financial mgt A hospital financial administrator plans the 2016 E.C yearly budget by adding 13% capitals from 2015 E.C budgets. The hospital has a ten year strategic plan to escalate the finance by 13%. Which methods of budgeting do the hospital is practiced? Incremental budgeting Request by exception Forecast budgeting Zero-based budgeting 66 6/26/2023 Leadership and managment

67. Newly organized factories develop a yearly budget plan. They estimate a relevant budgets to each operational activities. Which methods of budgeting do the hospital is practiced? Incremental budgeting Request by exception Forecast budgeting Decremental budgeting 67 6/26/2023 Leadership and managment

68. The Ethiopian people’s house of representative approves about half billion Ethiopian birr for Chaka projects to construct smart city in Yeka maintains. Which type of budget they announce ? Capital Recurrent Operational All 68 6/26/2023 Leadership and managment

69. Thank You! 69 6/26/2023 Leadership and managment