Unit 2, Purbanchal University, BPH, PHESHP, 7th Semester

1. Unit 2: Professional Development
(16 hrs)
Version 1.1
Upendra Raj Dhakal
Lecturer: Valley College of Technical Sciences, Kathmandu

2. Concept, Definition, Function and Relation
with Professional Development
• Process of improving and increasing capabilities of staff through
access to education and training opportunities in the workplace,
through outside organization, or through watching others perform
the job.
• Professional development helps build and maintain morale of staff
members, and is thought to attract higher quality staff to an
organization.
• Also called staff development.

3. Concept, Definition, Function and Relation
with Professional Development
• Professional development is learning to earn or maintain
professional credentials such as academic degrees to formal
coursework, conferences and informal learning opportunities
situated in practice.

4. Concept, Definition, Function and Relation
with Professional Development
• One of the goals of public health is to communicate health information in
such a way that it can be interpreted appropriately by individuals.
• Health care is a field that never stays the same, driving public health
professionals of every type to stay current on policies, technical
proficiencies and professional knowledge.
• Most public health careers must be maintained through professional
development and continuing education.
• Variety of ways to meet your professional development goals
• Public health officials have an important responsibility to promote the
practice of public health.

5. Listening Skills - Concept
• Listening skill makes you successful in workplace, family and in the
society.
• Good listening skill is mandatory to get into a profession in
communications, management, planning, sales, etc.
• Listening skills involve a different set of etiquettes, questioning for
explanation, showing empathy and providing a suitable response.
• Good listening skills include the understanding ability.
• Body language is also a part of listening skill.
• Eye contact with the speaker, sitting straight and alert are the good
gestures of a good listener.

6. Listening Skills - Definitions
• Listening is the act of hearing attentively.
• If this listening skill is used in a proper way we can master the tools of
communicative skills.
• Listening is difficult, as human mind tends to distract easily.
• A person who controls his mind and listens attentively acquires
various other skills and is benefited.

7. Listening Skills – Contd …
• Thomlison (1984) defines listening as, “Active listening, which is very
important for effective communication”. Listening can be also defined
as, “More than just hearing and to understand and interpret the
meaning of a conversation”
• Listening skill is a technique used for understanding, what is being
said by taking into account how something is said and the nonverbal
signs and body language that accompanies it. This technique requires
practice as listening is very difficult. A person who controls is mind
and practices attentive listening will be successful in life and his
career .

8. Listening Skills - Types
• Whole-person listening-understanding the speaker, his words,
thought, motive etc.
• Appreciative Listening- Listening for appreciation and pleasure
• Attentive Listening –attentively listening each and every word
• Casual Listening- Listening not very attentive, listening casually
without any interest
• Evaluative Listening- Listening to evaluate or judge something.
• …..Add if any? You feel need to be added ….

9. Listening Skills – Core Skills
• Have eye contact with the speaker
• Sit straight and adapt a posture to tell the speaker that you are listening
• Show some gesture which represents attentive learning, for example
nodding of the head
• Verbal responses while listening shows that you are a good listener.
• Wait for the speaker to complete his speech and then share your views,
don’t interrupt him/her
• Try to concentrate on the complete speech
• Do not give your views unless you are asked to do so. Interrupting and
thrusting your views are mostly not liked by all people.

10. Listening Skills – Principles
• Stop Talking
• Prepare yourself: Relax
• Put the speakers at ease
• Remove distractions
• Empathise
• Be patent
• Avoid persona prejudice
• Listen to the tone
• Listen for ideas
• Wait and watch for non verbal commnication

11. Listening Skills – Steps
• Face the speaker and maintain eye contact
• Be attentive, but relaxed
• Keep an open mind
• Listen to the words and try to picture what the speaker is saying
• Don’t interrupt and don’t impose your solution
• Wait for the speaker to pause to ask clarifying questions
• Ask questions only to ensure understandings
• Try to feel what the speaker is feeling
• Give the speaker regular feedback

12. Listening Skills – How to improve skills
• Be fully in the movement
• Put yourself in their shoes
• Pick up key points and let the speaker know that you did it
• Practice active listening
• Develop Curiosity, an open mind, and a desire for continuous growth.

13. Time Management – what is it
• Time Management is the analysis of how working and personal hours
are spent and the prioritization of tasks in order to maximize personal
efficiency in the workplace and personal life.
• Time management is a struggle for many people these days. We have
so much to do in both our work and personal lives – and so little time
to make it all happen. If you are a manager, executive, or startup
leader, time management becomes even more of a challenge: You
have to juggle both your team’s needs and your own.

14. Time Management – Improving time
management skills
• Make a schedule – and stick to it
• Prioritize your work
• Set the boundary
• Account for good distraction
• Stay away from the bad distractions
• Get some technical help
• Never Procrastinate (postpone or delay)

15. Time Management – How the leaders do
Steve Siebld
• Keep things in perspective
• Compartmentalize
• Escape excessive cognetion
• Master Follow Up
• Don’t be addicted to the approvl of other people
• Learn to say No
• Develop a world – class work ethics in all you do
• Be future oriented
• Develop a sense of urgency
• Become problem solver
• Don’t feel overwhelmed

16. Personal Productivity
• The state of being productive, ferile or efficient
• Productivity is the measure of Rate of Output Per unit Time with the
Least Energy used, Resources utilized and the push it gives you
towards your Goals.
• Productivity is the ability to be produced within a stipulated time.
Productivity = (Value x Energy x Resources x Outcome) /Time
• The sum of a host of factors calculated each day is our Personal
Productivity Quotient

17. Personal Productivity – How?
• Activity: Content creation. The amount of High-Quality article written on
public health issue in fixed time using available resources and with least
expenditure of energy.
• Value = The Article that I have to write.
• Outcome: High-Quality Article
• Time: Specific amount of time for specific purpose.
• Resources: Macbook, the Internet, Pen, Notepad, Water, Coffee, A place to
work undisturbed, Phone.
• Energy: Energy levels before and after the work session.
Now I know the factors that define my productivity in content creation. I can
compare results in different situations to see how productive I am in one
situation compared to another.

18. Personal productivity – focus these things
• One thing at a time
• Focus on the task at hand
• Well planning is half completion
• Nothing is said to be done unless it is implemented
• Focus on your strongest skills sets and outsource your weaker skills
• Be peronally and professionally fit
• Use mental boosters: Pep Talks, Inspirational stories, Motivational quotes, Sharing positive experiences, Meditation and Music
• Enjoy your work to keep a negative attitude at bay
• Use your personal contats to get genuine feedback
• Set a benchmark
• Evaluation (self and others)
• Create to do list and schedule it, appropriate prioritizing
• Self Talk
• Work smarter, not harder

19. Personal productivity – Restabilishing PP at
work
• Work can sometimes become a little stale and it can affect your personal productivity
• Regaining your personal productivity at work
• Kick Start your bike
• Identifying points to be improved
• Workplace priorities
• Things to enjoy in job
• Personal development needs
• Open conversation with a trusted and supportive person who can make things happen
• Identyfying yourself
• Setting achievable goals
• Sharing
• Identyfying the personal productivity cycle

20. Making Effective Decisions - Definition
• According to the Oxford Advanced Learner’s Dictionary the term
decision making means - the process of deciding about something
important, especially in a group of people or in an organization.
• The act or process of deciding something especially with a group of
people The project will require some difficult decision-making.
• All members of the organization have a role in decision-making.

21. 7 Steps of effective decision
(Discuss)

22. 5 steps of
problem solving

23. Doing effective decision (7 Steps)
• Step 1: Identify the decision. You realize that you need to make
a decision. ...
• Step 2: Gather relevant information. ...
• Step 3: Identify the alternatives. ...
• Step 4: Weigh the evidence. ...
• Step 5: Choose among alternatives. ...
• Step 6: Take action. ...
• Step 7: Review your decision & its consequences.

24. Conducting Effective Meetings – Definition
Meetings are a way of sharing, within a group of individuals,
the same level of knowledge of a subject or a problem and of
making decisions collectively. Additionally, decisions made
collectively, with representatives of the various entities
involved, will be much more easily accepted by all
concerned.

25. Meeting Plan – Before Meeting
Occasion of the meeting
• What is the objective of the meeting?
• Would a teleconference meet your requirements?
• Would a web conference or virtual (Internet) meeting meet your
requirements?
• Would a face to face meeting meet your requirements?

26. Contd …
Date and reservation of the room
• Depending on the number of participants, it is necessary to find a free conference
room on a date when the participants are available. The school vacation periods,
in particular, should be avoided to the extent possible.
• The date of the meeting must be set at least 15 days in advance, in order to allow
invitations and notices to be sent to the participant within a decent time frame.
• In particular, the room should be chosen based on the following constraints:
• Capacity of the room (in terms of seats);
• Dimensions and shape of the room (depending on presentation or activities);
• Need for Internet access;
• Presence of computers and audiovisual equipment (video projector).

27. Contd …
Scope of the meeting
• Number and capacity of participants: It is desirable to restrict the
number of participants to avoid reducing efficiency. It is also
necessary to harmonize the participant profile, in particular with
regard to technical or political level.
• Duration: Ideally, the meeting should not last longer than 2 hours.
• Agenda: The agenda delineates the work schedule into well-
formulated subjects. It is necessary to set correct time frames for the
various agenda items

28. Contd …
Notice to participants
• Distribute the agenda to all participants, specifying, amongst other things, the
location and starting and ending times of the meeting. Where appropriate,
transmit an access plan summarizing the main facilities (subway, bus stop, railway
station) near the meeting site.
• If possible, and in order to optimize the efficiency of exchanges, a preparatory
document, sent in advance of the meeting and specifying the context, including,
if applicable, a few key issues, will allow participants to better prepare for
participation.
• Notice: Depending on the business or organization, notice should be provided so
that the individuals involved can be given assignments. There are regulatory
constraints that allow for validation of staff travel.
• Invitation: an invitation should be addressed to the participants other than the
staff of the business or organization.

29. Meeting Plan - During Meeting
1.Round-table discussion
• A "round-table discussion" allows each participant to introduce himself
briefly, thus allowing new people or external personnel to know the title of
each participant.
• It is strongly recommended that you ask participants to make a special
effort when describing their activities and, in particular, to avoid using
abbreviations and acronyms.
2. Designation of a secretary
• It is desirable to "designate a volunteer" to draft the report. In the case of a
series of meetings, each participant should take a turn as secretary.

30. Contd …
3.Signature sheet
• For meetings involving individuals with a particular assignment, it is
necessary to circulate a signature sheet to allow financial services to
validate the travel costs. A model signature sheet is attached to this
document.
4.Summary of the previous report of decisions
• For all useful purposes, in the case of a series of meetings, the
decisions made in the previous meeting may be reviewed, to refresh
the memory of the participants or to monitor the progress of their
implementation.

31. Contd …
5.Review of the agenda
• Before getting to the core of the matter, it may be useful to briefly recap
the day's agenda, the time allotted to each subject, and the participants.
• The important agenda items should preferably be addressed at the
beginning of the meeting, where concentration is at a maxium and in order
to eliminate the risk of glossing over them at the end of the meeting.
6.Putting the participants at ease
• In order to put the participants at ease, coffee can be served at the
beginning of the meeting, or simple bottles of water can be distributed to
the participants. Additionally, a room of the right size and with the right
temperature may improve the efficiency of a meeting.

32. Contd …
7. Drafting a decision report
• A "decision report", created collectively by all participants, allows you
to highlight the major decisions made during the discussions. The
decision report should be specific: a person should be put in charge of
implementing each action, including a provisional date.
8. Date of the next meeting
• In the case of a series of meetings, it may be worthwhile to take
advantage of the presence of the participants to agree upon a
mutually acceptable date for the subsequent meeting(s).

33. Meeting Plan – After meeting
1. Drafting the minutes
• It is strongly recommended to draft minutes while the meeting is still fresh
in your mind, directly after the meeting, because notes taken during the
meeting speak to the "medium-term memory". The minutes should, in
particular, include the following:
• Subject of the meeting
• Date of the meeting
• Participants
• Agenda
• Summary of every agenda item,
• Report of decisions

34. Minuting
Purpose of minuting
• Recording decisions
• Formalize the work done to allow, e.g., persons excused or otherwise
absent from the meeting to know about the beginning and end.
• Capitalize the information for memory.
Distribute the minutes
• The minutes should be distributed to all participants for validation.
After approximately one week, if anyone has proposed any
amendments, the final minutes should be re-sent to all participants.

35. Why Meetings May be Ineffective?
• There are many reasons why meetings are not effective, some of these
include:
• The meeting is unnecessary and revolves around discussion of trivial
issues, thus wasting members’ valuable time.
• The meeting lacks a clarity of purpose, i.e., the aims and objectives are
not clearly defined.
• Inappropriate style of leadership, i.e., the chairperson dominates and
closes down or disregards other contributions.
• The chairperson exercises little control and allows one or two members to
dominate the proceedings.
• The meeting is too large thereby limiting the flow of discussion and
preventing all members being able to contribute.

36. Contd …
• Decisions emerge that are not truly representative.
• Problems are talked about rather than being talked through.
• Decisions are delayed or not acted upon.
• No clear-cut decisions are made.
• Minutes are inaccurate or seen as being manipulated by the
chairperson or secretary for his/her own purposes.
• The wrong people are present, thus preventing the meeting
proceeding effectively, e.g., those present have to refer back to
another person and are therefore unable to comment effectively.

37. Effective meeting skills
1: Begin With a Purpose
• One of the most important tasks you need to do to improve your
management skills and hold more effective meetings, is to begin with
an outline of the purpose. When everyone sits down you say, “We
are holding this meeting today to accomplish these goals and
objectives.”
• Start On Time: Begin right on time. Do not penalize the people who
were there on time by waiting for others who are late.

38. Contd …
2: Encourage Open Discussion for More Effective Meetings
• It’s very important that you get input from everybody; not only the people who
have a lot to contribute and are eager, but also from those who are more shy and
less likely to speak up. You want input from especially women and others who
may be a little bit reluctant to try to compete with more aggressive or assertive
people.
• Remember that leaders don’t dominate. We have found that the natural
tendency of meeting leaders is to speak 50 percent of the time on average. This is
not for you and it is important for you to steer away from this to improve your
management skills.
• As a leader, you should take the role as a facilitator and avoid hogging the
discussion. There is a tendency if you don’t use the round-robin technique for you
to speak more and more because you’re the one who prepared the agenda.

39. Contd …
3: Press for Closure
• Once you start talking on a subject, discuss it thoroughly but press for
closure on what has been decided and who’s going to do what and by
when, before you go on to the next item on the agenda.
• The inability to keep on track and to press for closure are the two
major time wasters and major complaints from people who attend
non-effective meetings

40. Contd …
4: Summarize the Main Point
• An important meeting management tip to learn is to summarize at the end of each
discussion point and at the end of the meeting. Set out and summarize your time and
action schedules, and your implementation plan and assignments. Then have everybody
in the meeting agree on what has been decided.
Have People Agree to Act
• Something very interesting happens. There is what is called “peer pressure.” People
who agree to do something in front of their peers are much more likely to follow
through. If everyone heard them say that they would do something by Thursday at
noon, it is much more likely that they will have an internal incentive that will save you
the need to monitor, inspect and control.
• They can’t come back later and say they didn’t know what they were supposed to do,
because there is a group of witnesses. So getting people to commit publicly is a very
powerful tool of meeting management psychologically and one of the best management
skills I’ve learned to use.

41. Contd …
5: Keep a Record
• Finally, distribute minutes from the meeting within 24 hours. The more
important the decisions that have been taken, the more important that you
have them distributed in writing so that if they have questions they can get
back to you.
• If there are no questions then they are accepting the record of the meeting
as distributed. This is a final step that is very important part of conducting
more effective meetings and improving your management skills.
• Please comment below if you enjoyed these tips on running more effective
meetings by improving your meeting management skills! Feel free to share
this post with your friends and family!
https://www.briantracy.com/blog/leadership-success/improve-meeting-
management-and-management-skills-for-effective-meet

42. Leadership Style and Role Model
• One’s ability to motivate or influence.
• Nothing is unplanned in politics, if it happens unplanned it was planned to happen
unplanned.
• Leaders are people who do the right thing; managers are people who do things right. –
Professor Warren G. Bennis
• Leaders are people who do the right thing; managers are people who do things right. –
Professor Warren G. Bennis
• Leadership style is the manner and approach of providing direction, implementing plans,
and motivating people. As seen by the employees, it includes the total pattern of explicit
and implicit actions performed by their leader (Newstrom, Davis, 1993).
• The first major study of leadership styles was performed in 1939 by Kurt Lewin who led a
group of researchers to identify different styles of leadership (Lewin, Lippit, White,
1939). This early study has remained quite influential as it established the three major
leadership styles: (U.S. Army, 1973): they are 1. ??, 2 ???, 3 ????

43. Servant Leadership
• Servant leadership was started in the 1970’s by Robert Greenleaf,
Director of Management Research at AT&T.
• Greenleaf’s job was to study how the best leaders emerged in
organizations.
• During the same time, Greenleaf was personally troubled by the
student unrest on college and university campuses.

44. Servant Leadership
• To give you a little history, servant leadership was started in the
1970’s by Robert Greenleaf, Director of Management Research at
AT&T.
• Greenleaf’s job was to study how the best leaders emerged in
organizations.
• During the same time, Greenleaf was personally troubled by the
student unrest on college and university campuses.

45. Servant Leadership - Importance
• Commitment to developing people – Leaders help others become good leaders.
• Empathy – Leaders not only identify with others, but accept them for who they
are.
• Listening – A leader responds to a problem by listening first.
• Conceptualization – Leaders articulate a clear vision with passion, which engages
and energizes the rest of the team.
• Foresight – Leaders can sense the future. It’s what Greenleaf says gives leaders
their “lead.” As leaders, we must use good decision making skills. And we should
remember that a lack of decision making can be perceived as an ethical failure.
• Awareness – We’ve heard the term perception is reality. Leaders must open the
doors of perception and see what’s inside. This can be pretty scary. But it’s
necessary to provide reality and see things in perspective.

46. Leadership Style Types – Copy from old slide
• Authoritarian or autocratic - the leader tells his or her employees
what to do and how to do it, without getting their advice
• Participative or democratic - the leader includes one or more
employees in the decision making process, but the leader normally
maintains the final decision making authority
• Delegative or laissez-fair (free-rein) - the leader allows the
employees to make the decisions, however, the leader is still
responsible for the decisions that are made

47. Hart Leadership Framework

48. Features of Hart leadership Framework
• Good personal leader ( Self aware, learns intentionally, communicates
effectively)
• Good Relational Leader ( Develops relationship, Embraces Diversity
and differences, Engages others)
• Good Contextual leader (Seeks innovative solutions, Upholds ethics
and integrity, Keeps strategic perspective))

49. Leadership style (Daniel Goleman)

50. Inter Personal Relationship (IPR)
• A strong bond between two or more people refers to interpersonal
relationship. Attraction between individuals brings them close to each
other and eventually results in a strong interpersonal relationship.
• An interpersonal relationship is a strong, deep, or close association or
acquaintance between two or more people that may range in duration
from brief to enduring.
• This association may be based on inference, love, solidarity, regular
business interactions, or some other type of social commitment.

51. Contd…
• An interpersonal relationship is the nature of interaction that occurs
between two or more people.
• People in an interpersonal relationship may interact overtly, covertly,
face-to-face or even anonymously.
•
• Interpersonal relationships occur between people who fill each
other’s explicit or implicit physical or emotional needs in some way.

52. Contd …
• Your interpersonal relationships may occur with friends, family, co-
workers, strangers, chat room participants, doctors or clients.
• Strong interpersonal relationships exist between people who fill many
of each other's emotional and physical needs.
• For example, a mother may have strong interpersonal relationships
with her children, because she provides her child’s shelter, food, love
and acceptance.
• The extent of needs that a mother fills is greater than the extent of
needs that are filled between, for example, you and the cashier at the
grocery store.

53. Forms of Interpersonal relationship
An interpersonal relationship can develop between any of the following:
• Individuals working together in the same organization.
• People working in the same team.
• Relationship between a man and a woman (Love, Marriage).
• Relationship with immediate family members and relatives.
• Relationship of a child with his parents.
• Relationship between friends.
• Relationship can also develop in a group (Relationship of students with
their teacher, relationship of a religious guru with his disciples and so on)

54. Factors affecting interpersonal relationship:
• Compatibility
• Communication and gap
• Honesty
• Respect
• ?????
• ????

55. Conflict
• A state of open, often prolonged fighting; a battle or war.
• A state of disagreement or disharmony between persons or ideas; a
clash: a conflict over water rights.
• Psychology An emotional or mental disturbance resulting from the
opposition or simultaneous functioning of mutually exclusive
impulses, desires, or tendencies.
• Opposition between characters or forces in a work of drama or
fiction, especially when motivating or shaping the action of the plot

56. Types of conflict
• community conflict
• economic conflict
• emotional conflict
• family conflict
• group conflict
• interpersonal conflict
• intrastate conflict (for example: civil wars, election campaigns)
• military conflict
• racial conflict
• relationship conflict
• workplace conflict

57. Resolving Conflict
• There are many ways to resolve conflict. For conflict to be resolved, some
form of change has to be accepted by both parties. This involves give and
take. Conflict resolution can only occur if both parties are willing to work
together.
• Differences are sure to arise between people. When these differences are
resolved in constructive ways, relationships can actually be made stronger.
When destructive methods are used, relationships may be damaged or
destroyed. The conflict either will not be resolved, or one party will
definitely come out feeling bad. Learning to recognize constructive and
destructive behaviors can help people focus on positive ways to resolve
differences.
• Can you recall the last conflict you had with an individual?
• Did you resolve it? How was it resolved?

58. Positive ways of resolving conflict
• Accommodation
• Compromise
• Concession (Reduction)
• Consensus (Agreement)

59. Steps of conflict resolution
Define the
problem
Suggest a
solution
Evaluate a
solution
Compromise
Brainstorm
Seek
mediation

60. How to resolve conflict
• Respect each other
• Listen to various points
• Work towards mutual decisions
• Prepare for compromise
• Design a flexibility blend
• Cooperate
• Stuck in subject
• Don’t try to avoid
• Wear their shoes

61. Strategies to resolve conflict
• Altering the group structure
• Appealing to a higher belief or value
• Avoidance
• Communication
• Compromise
• Democratic vote

62. Destructive Conflict Resolution
• Attempting to prove who is right
• Bagging
• Blowing up
• Deceiving
• Lying
• Personal attacking

63. Finally
• Conflict in interest: …..
• Conflict in comitteement: ….

64. Importance, way of Response and Feedback
• Feed back is like feeding from back.
• ….
• ….
• No feed back for feed back
• …
• Performance apprisal/Corrective feedback

65. Organizational Image
• Why organizational image is important?
• Why organization is followed?
• What are SME?
• What is the effect of human behavior over organizational behavior?
• Does the organization have service culture?
• Communication channel in maintaining organizational image

66. Organizational Image – Management process
• Facts: ….
• Development: ….
• Purpose: ….
• Elements: …..
• Effects: ……

67. Consumer Satisfaction
• Customer satisfaction provides a leading indicator of consumer purchase intentions and
loyalty.
• Customer satisfaction data are among the most frequently collected indicators of market
perceptions.
• Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a
positive experience with the company's goods and services.
• Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will
make further purchases in the future.
• Much research has focused on the relationship between customer satisfaction and
retention.
• Studies indicate that the ramifications of satisfaction are most strongly realized at the
extremes.
• It helps us to measure the quality of service delivery

68. Alligning Technology with Organizational
Strategy
Technology is the use of scientific knowledge for practical purposes or
applications, whether in organization, industry or in our everyday lives.
So, basically, whenever we use our scientific knowledge to achieve some
specific purpose, we're using technology.
Technology usually involves a specific piece of equipment, but that
equipment can be incredibly simple or dazzlingly complex.
It can be anything from the discovery of the wheel, all the way up to
computers and MP3 players.
Technology is the work of humans at its most ingenious. Practically
everything that has changed the day-to-day lives of humans over the last
10,000 years is some form of technology.

69. Alligning Technology with Organizational
Strategy
IT
• It involves computing with high speed for information sharing.
• Computer is essential for IT
• Global village – effect of IT

70. Alligning Technology with Organizational
Strategy - Types
• Mechanical Technology:
• Electronic Technology:
• Industrial and manufacturing technology
• Medical technology:
• Communications technology

71. Communication and Interpersonal
Development

72. Media Mobilization and Utilization
• What is media mobilization?
• What are mass medias?
• What is social networking?
• What is media campangin and hash tag?
• What is e commerce?
• What is e health and m health?
• …..

73. Attachment, Registeration with Professional
Organization (NHPC, NePHA and other
professional organization)
### Try writing by own ###

74. Core function and compentencies of public health
in relation to professional development
- Communication
- Conflict resolution and problem solving
- Research
- Leadership
- Management
- Quality of service delivery
- ?????