is exactly what the name implies. It’s the overall management of a healthcare facility, such as a clinic or hospital. A healthcare manager is in charge of ensuring a healthcare facility is running as it should in terms of budget, the goals of the facility’s practitioners, and the needs of the community. A person in charge of healthcare management oversees the day-to-day operations of the facility.his individual also acts as a spokesperson when providing information to the media. The person in charge of healthcare management also collaborates with medical staff leaders on issues such as medical equipment, department budgets, planning ways to ensure the facility meets their goals, and maintaining a good relationship with doctors, nurses, and all department heads. The healthcare manager also makes decisions about performance evaluations, staff expectations, budgeting, social media updates, and billing. The objective of the Program in Healthcare Management is to train professionals, according to the needs of the healthcare sector, that are committed to basic principles and values of the sector, have knowledge of managerial procedures and practices, and are competent in inpatient/customer relations and communication

1. T. C.
ONDOKUZ MAYIS UNIVERSITY
HEALTH SCIENCES INSTITUTE
HEALTH MANAGEMENT DEPARTMENT
Management
Mohebullah FAQIRI
Supervisor
Prof.Dr. Elif DİKMETAŞ YARDAN
Samsun
2019

2. Management
Management is one of the most important human activities.
1. Management applies to any kind of organization.
2. It applies to all managers at all organizational levels.
3. The aim of all managers is to create a surplus.
4. Managing is concerned with productivity; this implies effectiveness and efficiency.
Types of manager:
1: Lower Order Manager:
Those who are responsible for employees and do not supervise the other managers.
2: Middle Order Manager:
Those who are responsible for other managers and operating employees. Their principle
responsibilities are to direct activities that implement the organization policy and to
balance the demand of superiors with the capacity of their subordinates.
3: Top Order Manger:
They are responsible for the overall management of organization. They establish
operating policies and rules. They guide the organizational operation.
Management Definition:
Management is the process of designing and maintaining the environment in which
individuals are working together in groups efficiently to accomplish the aims.
Manager: Who performs the managerial functions to achieve goal efficiently:
Planning, Organizing, Staffing, Leading and controlling.
All managers must know their goals and objectives.
Managers cannot know weather they are productive unless they first know their goals.
Planning: planning involves selecting missions and objectives and the actions to achieve
them; it requires decision making.
It is an attempt to prepare for future activities. Planning bridges the gap from where we
are to where we want to go. Planning makes it possible for things to occur which would
not otherwise happen. Any attempt to control without planning is meaningless, since
there is no way for people to tell whether they are going where they want to go.
Planning involves selecting missions and objectives and the actions to achieve them.
Types/Forms of plan Or Hierarchy of plan
GoalObjectiveStrategyRuleProcedureActionProgramBudgetProject

3. Organizing Arrangement and allocation of work, authority and resources in an effective
and efficient manner.
Staffing: It is filling of positions in an organization by the qualified and experienced
staff.
Leading: It implies followership. It is influencing personnel to achieve target within
time. Or it is a means of achieving goals through direction followed in a sequence in
accordance to leader.
Controlling: It is measuring and correcting the activities of subordinates to achieve the
tasks efficiently and accordance to plan and goals. It shows where negative deviations
exist. Necessary actions must be taken to correct them.
Human
Physical Financial
Environment
External
Internal
Busines
s
Skilled
Trained
Knowledgeable
Artificial Natural
Tangible
Intangible Current Working
Resource

4. Ten managerial roles identified by Mintzberg:
Interpersonal roles:
1. The figurehead role (performing ceremonial and social duties as the organization’s
representative.
2. The leader roles:
3. The liaison role (communicating particularly with outsiders)
Informational roles:
4. The recipient role (receiving information about the operation of an enterprise)
5. The disseminator role (passing information to subordinate)
6. The spokesperson role (transmitting information to those outside the organization)
Decision roles:
7. The interpersonal role
8. The disturbance-handler role
9. The resources allocator role
10. The negotiator role (dealing with various persons and groups of persons)
Mr. Robert L identified four kinds of skills for administrators as follow:
Technical skill: Is knowledge of proficiency in activity involving working with tools and
special techniques. For example, mechanics work with tools, and their supervisor should
have the ability to teach them how to use these tools.
Human skill: Is ability to work with people, it is cooperative effort; it is the creation of
an environment in which people feel free to express their opinion.
Conceptual skill: Is the ability to see “big picture” to recognize significant elements in a
situation and to understand relationship among the elements.
Design skill: is the ability to solve problems in ways that will benefit the enterprise. To
be effective and workable solution. The problem must be solved in such a way that other
problems do not create.
Output
Productivity = ----------- (within a time period, quality considered)
Input
Productivity implies effectiveness and efficiency in organized performance.
Effectiveness : Is the achievement of objectives within specified time

5. Efficiency : Is the achievement of the activity with the least amount of resources & in
less time.
Managing science or art?
Managing as practice is an art; the organized knowledge underlying the practice may be
referred to as a science.
Classification of managers:
Planning Functions:
Planning is important for management for the following reasons:
 It encourages systematic thinking.
 It co-ordinates various parts of organizational activities.
 It serves organizational goal and objectives.
5 Ws concepts:
Why must it be done?  Reasons
What is necessary goal/action?  Systematic thinking as framework
Where will it take place? Site/Location
When will it take place? Time/Duration
Who will do it?  Personnel (individual/group)
How will it be done? Methodology (ways & means)
Top Manager
Middle
Manager
Middle
Manager
Lower
Manager
Lower
Manager
Lower
Manager
Lower
Manager
Lower
Manager
Lower
Manager

6. Short period plan
OR periodic plan Secular Period Plan
Duration (Till 6 months) Generation to Generation
Trade Cycle
Strategic plan
Medium Period Plan Duration 3-5 years
OR Seasonal plan
Duration (6 months-3 years) Long Period Plan
Duration (3-5 years)
1. Goal/mission:
It identifies the basic purpose of an organization
2. Objective:
Are the ends (target)which activities are aimed.
3. Strategy:
Is long term basic objective, adoption, course of action and determination of future
lines of action in order to reach goal. OR: General program of action and deployment of
resources to attain comprehensive objective.
4. Policy:
It defines area within which decision is to be made and ensure that the decision will be
Consistent. It is also plans which is general statement.
to be made and ensure that the decision contributes toward the objective.
5. Procedure:
Are plans of heading future activities tasks, these are guides to actions.
OR: Procedures are plans that establish a required method of handling future activities.
6. Rule/Regulation:
They guide to actions without specification of time sequences.
7. Program:
Detailed course of outline to be proved. OR: Programs are a complex of goals, policies,
procedures, rules, task assignment, steps to be taken, resources to be employed.
8. Budget:
Anticipation of costs and revenue during specific period of time.
Types of plan

7. Project:
Is the investment activities in which financial resources are utilized to produce benefits
for extent period of time.
Monitoring: To check or observe the various organizational activities. Monitoring is
during the implementation period of project to check whether the work, quality… is
accordance to the plans and policy of the project/organization.
Evaluation: Planner look systematically at the elements of success of failure and to
learn how better for plan for future. Evaluation is generally at the end of the project to see
that the goal/objective of the project is achieved or not.
Four elements of planning:
1. Objective
2. Resource
3. Action
4. Implementation
Work of managers:
 Managing work and environment
 Managing production and operation
 Managing people
Pluralistic society:
In which many organized groups represent various interests. In pluralistic society there can be
conflict or agreement among groups. Finally, in such a society one group is quite aware of what
other groups are doing.
Corporate Social Responsibility:
Is seriously considering the impact of the company’s actions on society.
Social Responsive:
The ability of a corporation to relate its operations and policies to the social environment in ways
that are mutually beneficial to the company and to society.
Pro-action/Reaction:
Is an essential part of the planning process.
Three basic types of moral theories in normative ethics.
Utilization Theory:
Suggests that plans and actions should be evaluated by their consequences. It means that the plan
and action should produce the greatest good for the greatest number of people.

8. Theory based on human rights:
Holds that all people have basic rights. Examples are the rights of freedom of consciences free
speech.
Theory of justices:
Demands that decision makers be guided by fairness and equally, as well as impartiality.
Institutionalizing Ethics:
Managers, and especially top managers, do have a responsibility to create an organizational
environment that fosters ethical decision making by institutionalizing ethics. This means applying
and integrating ethical concepts into daily actions. This can be accomplished in three ways:
1. Establishing appropriate company policy or code of ethics.
2. Using a formally appointed ethics committee.
3. Teaching ethics in management development program.
Codes of Ethics and its implantation through formal committee:
A code is a statement of policies, principles, or rules that guide behavior. Codes of ethics do not
only apply to business, but should also guide the behavior of persons in all organizations and in
everyday life. The functions of such a committee may include the following:
1. Holding regular meeting to discuss ethical issues.
2. Dealing with gray areas.
3. Communicating the code to all members of the organizations.
4. Checking for possible violation of the code.
5. Enforcing the code.
6. Rewarding compliance and punishing violations.
7. Reviewing and updating the code.
8. Reporting activities of the committee to the board of directors.
Code of Ethics for government services:
1. Put loyalty to the highest moral principles and to country above loyalty to persons, party, or
government departments.
2. Uphold the constitution, laws and regulations.
3. Give a full day’s labor for a full day’s pay.
4. Seek to find and employ more efficient and economical ways of getting tasks accomplished.
5. Never discriminate unfairly.
6. Make no private promises of any kind binding upon the duties office.
7. Engage in no business with the government, either directly or indirectly.
8. Never use any information gained confidentially in the performance of governmental duties as a
means of making private profit.
9. Expose corruption whenever discovered.
10. Uphold these principles, and consider that public office is a public trust.
Two factors that raise ethical standards:
1. Public disclosure and publicity
2. The increased concern of a well-informed public

9. Factors for improvement of ethical behavior
 Provide clear guidelines for ethical behavior.
 Teach ethical guidelines and their importance.
 In gray areas where there are questions about the ethics of an action, refrain form it.
 Set up controls (e.g., establish an auditing agency reporting to outside directors) that check on
illegal or unethical deeds.
 Conduct frequent and unpredictable audits.
 Punish trespassers in a meaningful way, and make it public so that it may deter others.
 Emphasize regularly that loyalty to the company does not excuse improper behavior or action.
Three approach of management:
1. Classical approach
Under this approach practical questions are solved.
Exp. How to increase productivity, efficiency, of work
2. Behavior approach
Under this approach use the concept of psychology, sociology, authority and other behavior.
Exp. Motivation, communication, leadership …
3. Management science approach
Under this approach the use of mathematical statistics science.
Strategic Plan:
It is the process of designing and maintaining strategic fit in behavior organizational goal
and staff and its changing marketing opportunities.
 Defining mission
 Settling objective
 Designing business project
 Planning marketing, financial and other functional areas.
Administration:
When people, government and environment work together to bring about economical,
social political, cultural, institutional , technical improvement of society a whole
OR: Utilization of authority in accordance to rules and regulations for the promotion and
improvement of nation a whole is called administration.
OR: Strict rules and regulations for productive purpose.
Organization:
Arrangement and allocation of work, authority and resources.
OR: Two or more than two people in a group perform a task in a structural way.

10. After First Term:
Departmentation: It is a process of division of specialized work/task in a separate area.
Department:
Types of Basic Departmentation:
1. Simple : Tolling of process in number
2. Time Method : Grouping of activities on time basis
3. Enterprise : Grouping of activities on enterprise
4. Geographic : Grouping of activities on location/area
5. Product Method : Grouping of activities on product basis
Power: Ability to induce individual, group to adopt an idea. OR, It is ability to induce
others to accept the belief or idea.
Authority: It is a right given to a person to do special work. For example, hiring, firing,
transferring, suspending, increasing/deducting salary etc
Types of Organization:
1. Format Organization : Intentional structure of rules to be played
2. Informal Organization :
Six Steps of Organization Process:
1. Establishing enterprise
2. Formulating
3. Grouping activities
4. Delegating authority
5. Co-ordination through authority of information flows
Line Authority:
It is the relationship in which superiors exercise direct supervision over sub-ordinates.
Staff Authority: It consists of giving advice, consul and assistance to line authority.
Decentralization: It is the system in which the authority of hiring, firing, approving,
disapproving or other practices are given to one unit. Example, the authority of hiring
staff is done in main office, however the staff is hiring for sub-offices. Example, the
authority of hiring staff is done in main office, however the staff is hiring for sub-offices.
Decentralization: It is the system in which the authority of above mentioned activities
are given to several units.
Organizational Function/Design: Systematic content, size, composition and tasks of
organization as a whole is called organizational function/design. Different organizations
have different organizational structure.

11. Co-ordination: It is process of integration of separate parts of organizational activities
together
Decision-Maker: Anyone who is in charged with formal responsibility for making a
decision in an organization.
Decision-Making: it is selecting of actions from among alternative.
When selecting from among alternatives, managers can use three basic approaches as
follows:
Experience: Confidence on past experience.
Experimentation: A good way among alternative is to try one of them and see what
happens, it is the way to use different alternatives and select the best one.
Research & analysis: One of the most effective techniques for selecting from
alternatives is research and analysis.
Decision-Making Process: When a problem arise, we must follow the following seven
process for making a decision to solve the problem in a effective:
1. Define the problem  identifying the problem
2. Analyzing the problem  finding the place of problem
3. Developing alternative solutions  finding ways and means
4. Evaluating alternative solutions  evaluation each solution
5. Selecting the solution  Selection of the best solution
6. Implementing the selected solution  converting the decision into action
7. Review effectiveness of implemented solution  See the effectiveness of the solution
Three Conditions in Decision Making
1. Certainty:
Whenever condition of the future situation is known for a Decision-Maker, he is able to
predict the outcomes in future, or an even which will happen in future definitely.
2. Risk:
Whenever condition of the future situation is known for a Decision-Maker, here is able to
anticipate probabilities for future outcomes/occurrence up to some extent.
3. Uncertainty:
Whenever condition of the future situation is uncertain/unknown for a Decision-Maker,
he cannot predict the probability for outcomes because he has no absolutely idea
Management By Object (MBO) It is a comprehansive managerial system that integrates
different managerial activities in a systematic manner.
Some Factors of Failure Of Strategic Planning:
1. Managers are inadequately prepared for strategic planning.
2. The information for planning is insufficient
3. The goal of organization is too vague to be of value
4. The business units are not clearly identified
5. The review of the strategic plan is not
6. The link between strategic plan and control is insufficient

12. Successful Implementation of Strategic: It is one thing to develop clear and meaningful
strategies. It is another matter and very important to implement strategies effectively.
Certain steps should be take to implement the strategic plan as follows:
1. Communicating strategies to all key decision-making managers
2. Developing and communicating planning premises
3. Ensuring that action plan contributes & reflect major objectives & strategies
4. Reviewing strategies regularly
5. Developing contingency strategies and programs
6. Making the organization structure fit planning needs
7. Continuing to emphasize planning and implementing strategy
8. Creating a company climate that forces planning
Planning Premises: The anticipated environment in which plans are expected to operate.
Functional Authority: is the right which is delegated to an individual or a department to
control specified process, practices, policies, or other matters relating to activities
undertaken by persons in other department.
The Process of Delegation:
1. Determining the results expected from a position
2. Assigning tasks to a persons
3. Delegating authority for accomplishment the tasks
4. Holding the person in that position responsible for the accomplishment of the tasks
Line Authority: It is the relationship in which a superior exercises direct supervision
over subordinates.

13. AFTER MID-TERM EXAM:
Human Resource Management:
HRM
Test: The primary aim of testing is to obtain data about the applicants that help predict
their probable success as managers. Some of the benefits from testing include finding the
best person for the job. The most commonly used tests can be classified as follows:
1. Intelligence Test: It is designed to measure mental capacity and to test memory,
speed of thought and ability to see relationship in complex problem situation.
2. Proficiency and aptitude Test: It is constructed to discover interests, existing skills,
and potential for acquiring skills.
3. Vocational Test: It is designed to show a candidate’s most suitable occupation or the
areas in which the candidate’s interests match the interests of people working in the
copulation.
4. Personality Test: Is designed to reveal candidate’s personal characteristics and the
way candidates may interact with others.
The Purpose and Use of Appraisal: Appraisals serve different organizational and
individual needs. Some important studies are discussed below:
1. Management development
2. Performance appraisal
3. Performance improvement
4. Compensation
5. Potential identification
6. Feedback
7. Work-force planning
8. Communication
Past
Future
Current
Skill (Training)
Ability
Knowledge

14. Three Kinds of Review:
1. Comprehensive review
2. Progress or periodic review
3. Continuous monitoring
Monitoring: It is the process of evaluating progress toward career goals and making
necessary corrections in the aims of plans.
Planned Progression: It is a technique that gives managers a clear idea of their path of
development. The managers then know the requirements for advancement and the means
of achieving.
Job Rotation: The purpose of job rotation is to broaden the knowledge of managers or
potential managers.
Temporary Promotion: Individuals are frequently appointed as “acting” managers
when, for example, the permanent is on vacation, is ill or even when a position is vacant.
Thus temporary promotions are a development device as well as a convenience to the
enterprise.
Organization Development: Shorted as OD is a systematic, integrated, and planned
approach to improving enterprise effectiveness. It is designed to solve problems that
decrease operating efficiency at all levels. Such problems may include lad of cooperation,
excessive decentralization and poor communication.
Brainstorming: Is one of the best-known techniques for facilitating creativity has been
developed by Alex. The purpose of this approach is to improve problems solving by
finding new and unusual solutions. In the brainstorming session, a multiplication of ideas
is sought. The rules are as follows:
 No idea s are ever criticized.
 The more radical ideas, the better
 The quality of ideas production is stressed
 The improvement of ideas by others is encouraged.
Creativity: The ability and power to develop new ideas. The creative process consists of
four phases.
1. Unconscious scanning
2. Intuition
3. Insight
4. Logical formulation

15. HRM: It is the process of managing various organizational activities designed to enhance
the effective and efficiency of organizational various purpose/workforce aimed at
achieving organizational goals and objectives.
Human Planning: StaffingDeveloping/EvaluatingCompensationMaintenance of
effectiveworkforce relationship
HUMAN RESOURCE PLANNING:
What  Staff, size, tasks, power, goals and objective
When  Time required for initialization and completion of activity
Where  location/site to be selected, keeping in view the political source of resource
Whom  potential team having integrity and competency skill
Why  reasons for justification of activities to be given
STAFFING STEPS:
1. Requirement
2. Budget
3. Recruit
4. Selection
5. Placement
6. Promotion
7. Appraisal
8. Planning
9. Development
10. Compensation
11. Separation/retirement
12. Demotion/suspension/termination
Requirement:
Job designationJob dutyJob areaJob structure
Staffing position
Type and nature of organization
Budget provisionsource of revenueDonor/financial agencyterms & conditions
Recruitmentannouncementtestinterviewappraisalselection
Selecting criteriamatch the approval recruited personal skills in actual jobassessment
board or committee for final selection/decision
Placementupgrade of personnel from lower position to higher one
Appraisal  offer job for personnel at a particular area. Review the effectiveness of
personnel’s performances.

16. MOTIVATION:
Motivation is the inner state of individual/group describes the desires, wishes and need in
order to perform the task efficiency. To say that managers motivate their subordinates is
to say that they do those things which they hope will satisfy these drives and desires and
induce he subordinates to act in a desired manner.
Motivators: Are things that induce an individual to perform.
Difference Between Motivation and Satisfaction:
Motivation: refers to the drive and effort to satisfy a want or goal.
Satisfaction: refers to the contentment experienced when a want is satisfied.
REINFORCEMENT THEORY OF MOTIVATION:
It refers to positive or negative punishment, forcement strategies adopted for motivation.
JOB ENRICHMENT:
It refers to improve task efficiency and job satisfaction >Task efficiency, job satisfaction.
Job Enlargement: It attempts to make a job more clear by removing the dullness
associated with performing repetitive operations. It means enlarging the scope of the job
by adding similar tasks without enhancing responsibility.
PLAN FOR MOTIVATION:
1. To create belief that good performance may lead to high pay.
2. To create situation that minimizes the chances of negative consequence of good performance.
3. To create conditions that rewards other than relate to good performance.
MATERTION’S THEORY OF MOTIVATION
1. Physiological need (Food, water, air, shelter, cloth)
2. Security need (protection)
3. Social need
4. Self esteem (wants and demand)
5. Self actualization
HERZBERG ‘S THEORY OF MOTIVATION
Motivational factorrecognitioninterpersonal Relationship
Internal factoradvancementencouragement
Maintenance factor
(External factor)
Interpersonal relation

17. Resources
Environment
Facility
Leadership: It is the art or process of influencing people so that they contribute willingly
and enthusiastically toward group goals.
Communication: It is the transfer of information from the sender to the receiver
Controlling Process:
1. Establishing standards
2. Measuring performance against these standards.
3. Correcting variations from standards and plans.
Strategic Control: Comprises systematic monitoring at strategic control points as well as
modifying the organization’s strategy on the basis of this evaluation.
INPUT =SOURCE
OUTPUT =PRODUCTION