BASIC PRINCIPLES OF PUBLIC HEALTH “A body of people having common organization or

ADMINISTRATION AND MANAGEMENT interests or living in the same place under the same
Dr. ROSA MARIE N.FLORES laws.”

PUBLIC HEALTH PREVENTION

 The science and art of preventing disease, “Anticipatory action taken to reduce the possibility to
prolonging life, promoting health and efficiency reduce the possibility of an event or condition
through organized community effort for: occurring or developing or to minimize the damage
 sanitation of environment that may result from the event or condition if it does
occur.” (Torjman)
 control of communicable diseases
 the education of the individuals in personal
hygiene MANAGEMENT
 The organization of medical and nursing services  Has been applied since the beginning of
for the early diagnosis and preventive treatment of civilization and community living (and not an
diseases and the development of social machinery invention of the 20th century).
to ensure everyone a standard of living adequate  WHENEVER PEOPLE WORK TOGETHER IN GROUPS:
for the maintenance of health so organizing these to grow crops, to buy and sell, to wage war, to
benefits as to enable every citizen to realize his build a temple, etc, THERE HAS BEEN
birthright of health and longevity. MANAGEMENT.
 The organization and application of public  There are many ways of defining management
resources to prevent dependency, which would depending on the criteria used in looking at it.
otherwise result from disease or injury.  Management could be a process, an art , a science
(Hanlon/Pickett) , a class of people or a resource.
 The art and science of maintaining, protecting, and  It creates and controls and is a universal activity.
improving the health of the people through  is “GETTING THINGS DONE”
organized community efforts. (American - the underlying principle to this definition is
Medical Association) “Commitment to achievement.”
- Commitment to purposeful action, not to
ADMINISTRATION action for its own sake.
 “The guidance, leadership and control of the efforts  “Getting things done through the efforts of other
of a group of individuals toward some common people and that functions bring closer into planning
goal.” (Wm Newman) and control.”
 “A process by which the potentials of men and
materials are synthesized and activated for the
 How people work together to attain a common
goal.
achievement of defined goals.” (Freeman &
- Is “SAYING WHAT ONE WANTS TO BE DONE AND
Homes)
THEN GETTING IT DONE”
 “The organizational activities that involve goal
formation and accomplishment, performance, - in other words management ensures that
appraisal, and the development of an operating objectives are specified/ stated specifically
philosophy that ensures the organization’s survival what is to be achieved , and then that they
within the social system.”(Duncan, W. J ) are achieved .
 An art
Differentiate between organization, management and - Is the art and science of working and through
administration: the people to attain a common organizational
 Organization-social units formed together to obtain objective.
a specific goal - Management problems could also be solved
 Management-how people worked together to thru individual styles based on creativity,
attain a common goal judgment intuition, and experience rather
 Administration than the systematic methods of service .
- overall - Art of securing maximum results with a
- includes policy making minimum of effort so as to secure minimum
prosperity and happiness for both employer
PUBLIC HEALTH PRACTICE and employee and give the public the best
The application of multiprofessional skills of community possible service.
diagnosis and community organization for health and  It is a process, it is the series of systematic,
of medical education or environmental therapy to sequential or overlapping steps in designing and
maintain and improve the state of well-being of the maintaining an environment in which the individual
community. working together in groups efficiently accomplishes
selected aims.
PUBLIC HEALTH SERVICE - As a process it has 3 important features:
Any organized community program designed to - dimension of time thus it is dynamic
conserve and promote community health. - integrates efforts of a group and
- requires skill for conflict resistance
COMMUNITY
 - Simultaneously, it involves the judicious use of  An elite or class of people: in this sense
the resources, motivation of people, provision of management is that group within a organization
leaderships, planning and controlling. that has the legal authority to direct and control
- The process of allocating an organization’s the organization.
inputs (human and economic resources) by  The M’s of Management:
planning, organizing , directing and - Man
controlling for the purpose of producing - Money
outputs (Goods and Services) desired by its - Materials
customers so that organization objectives - Methods
are accomplished in the process, work is - Mission
performed with and through organization
personnel in or ever-changing business MANAGERIAL PROCESS
environment.
 is defined as planning, directing and controlling the
- Process by which the execution of a given organization and weaving together its various parts
purpose is put into operation and see that all factors will function properly and all
supervised. (Terry) persons cooperate for a common purpose.
- Process involving the coordination of  is the art of getting things done through people by
human and material resources towards proper allocation and choice of human resources,
accomplishment of objective. materials funds and methods.
- Practice of consciously and continually
shaping organization. MANAGER
- Consists of all organizational activities  the person who allocates human and material
(human resource) that involve goal sources and directs the operation of an
formation and accomplishment, organization.
performance, appraisal and the  plans for the future and tries to determine the most
development of an operating philosophy efficient way to achieve the objectives
that ensures the organization’s survival  motivates employees and to increase overall
within the social system. efficiency, effectiveness and productivity
 This basic definition can be expanded to mean :
1. Managers carry out the managerial functions Differentiate between organization, management and
of planning, organizing, staffing, leading, and administration:
controlling
2. Management applies to any kind of  Organization - social units formed together to
organization obtain a specific goal
3. It applies the managers at all levels of the  Management - how people worked together to
organization attain a common goal
4. The aim of all managers is to create a surplus  Administration
5. Managing is concerned with productivity, - overall governing power of an
which implies effectiveness and efficiency. organization/enterprise responsible for the policy
 All systems require management for effective and and major decisions concerned with the political,
efficient performance. economic/financial matters as well as the well-
 A profession: being of the organization and its people (more
- Skills in designing, instituting and controlling popularly known as “management”, see above
the process can be taught and learned thus definition)
management evolved as a profession. - refers to the activities of group(s) or individuals
- Universities today now offer degrees in who makes decisions, plan, organize, direct and
management and some programs like health control resources in order to achieve the
administration require management courses. objectives of the agency accdg to the specified
Its formal study includes discussions of the quality, time, method, and expenditures.
theories and practice of management
THE ROLE OF DOCTORS IN PUBLIC HEALTH
 A science:
ADMINISTRATION
- A substantial portion of management can be
• The medical profession is one of the most
accomplished thru the scientific method :
important contributors as well as one of the most
empirical measurement of data, causal links
important problems in Public Health.
among phenomena, logical organizational
structure and conclusions that can be validated • Many programs in Public Health requires the work
experimentally,etc. of physicians– the management of TB and STDs,
- It is interdisciplinary drawing its strength from prenatal and early childhood care, and clinical work
the various disciplines as the focus of in ambulatory care programs.
management is both physical and human. • Physician involvement is desirable although not
mandatory in planning, organizing, and in
 A resource: Management is in itself a resource managing Public Health Programs.
together with capital, materials and labor. The • The difference between Public Health and Private
knowledge and practice of good management is in Health Administration
itself a wise investment in an organization. Upon it • Public Health Programs are by definition public
depends the success or failure of an enterprise. although some of the activities may be purchased
from the private organization, profit making and
 not for profit, impinge on the health of the public management functions. Some authors want to be more
both in a positive and a negative way, but the detailed, while others combine the functions in one
administration of the public health programs entity.
involves the use of public funds on behalf of public
health. Planning} Planning}
Implementing} P I E Organizing} POLCE
PUBLIC SECTOR CHARATERISTICS Management}
1. The profit measure is absent. Evaluation} Leading}
2. They tend to be service organizations rather than Controlling}
product oriented Planning} Evaluating}
3. They tend to have legislative constraints on their Organizing} POEA
goals and strategies Actuating} Planning}
4. They are less dependent on their clients for their Evaluating} Organizing}
revenue. Staffing}
5. They tend to be dominated by professionals POSDCORBE
6. They have different governance structure, often Planning} Directing}
elected Organizing} POMA Coordinating}
7. They are often lead by people not specifically Managing} Reporting}
trained for administrative leadership. Appraisal and Control} Budgetting}
Evaluation }
• Private sector has one overriding objective: to
maximize profits. PLANNING
• There are two factors: - is a set of objectives associated with objective
1. managerial accounting and setting, policy-making, decIsion-making , looking
2. financial accounting for alternatives and strategies, procedures for
• The one dominant goal is the famous bottom line: attaining objectives within the organizational
the excess of revenues over costs. framework.
• In the public sector, the bottom line is the public - is the formulation of the steps to be taken by an
welfare. agency at some future period to achieve a desired
state/solve the problem, which the process itself
THEORIES OF ORGANIZATION specifies as its objective.
I. Classical Theory
- rigid
- emphasizes on the formal structure of the - attempts to answer questions before they
institution. actually arise, anticipating as many
- There are 3 schools of thought which could implementing decisions as possible by
explain the structure of an organization and its foreseeing possible problems, ad deriving
relation to its subordinates: principles and setting rules for solving them.
I.A. Bureaucratic model (Max Weber) - Involves an analysis of the current and future
I.B.Scientific management (Tayl;or) state of the internal and external environment
I.C.Principlres of Administration School of the organization which in turn should lead to
(Fayol,Guick and Urwick) the choices of objectives.
- Always result in an output- --a written plan
II. The Neoclassical Theory
- the organization is seen as a social structure: - Control device: Plan
an intricate web of human relations band - Continually identifies expectations for people,
together by a system of sentiments programs, or projects and measure the process
- advocated group-oriented behavior and and the rate of progress towards the goal.
cooperation over competition and individualism - Lack of plan is viewed as an attempt of the
as the basis for human social action manager to control and great flexibility best
II.A. Cooperation system (Chester Barnard) reigns over a situation
II.B.New concept of authority (Barnard) - Budget: an expression in monetary terms of
the plans of the agency.
III System Theory - Before planning one must have a goal.
- 3 Components of planning
IV Contingency Model 1. Analysis of current and future state of the
- flexible environment
- states that no one way of managing that will 2. Formulation of policies. strategies,
apply best to all situations programs, procedures and rules
3. Resource requirements
FUNCTIONS OF MANAGEMENT - Principal Areas of Planning
Objective: process that requires global vision,
In 1926, Henry Fayol wrote that the functions of a
diplomatic skill and considerable good fortune.
manager are to plan organize, command, coordinate,
and control.
Tips for planning about objectives:
These functions are often modified however the
original list of Fayol remains as the basic outline for
 a. Determine what problems there are DIRECTING
and which of them merit priority - this function initiates and maintains actions
attention towards the objectives of the organization.
b. Decide who is at risk from the - effective directing requires delegation,
problem or is exposed to are communication, training and motivation.
affected by it where they live and - for better acceptance the term has just been
work changed to leading and directing
c. Most importantly- extent to which it - leading is influencing people so that they will
is intended to reduce the problem, contribute to group goals
the target time for achieving the
reduction COORDINATING
Activities
Tips for planning about activities: - closely related with the directing process is the
a. Decide activities that are needed , orchestration of all activities into the whole
whom the activities are directed scheme of operation.
b. Determine the timing. sequence, - coordination begins by seeing to it that all the
frequency, location of activities and parts of the organization are bound together by
assignment of task and common goals and objectives.
responsibility.
Resources MONITORING AND CONTROL
Tips for planning about resources - Monitoring means keeping tract of the work being
a. Determine the nature of resources done and seeing to it that it is done in accordance
(staff, equipment, supplies) with the quality and other specifications set in the
b. Determine the amounts of each plan; the latter refers to controlling.
resource - it is greatly dependent on the feedback mechanism
c. Know where the resources should thru an established information system.
come from and be sent (logistic - a plan of work with the appropriate indicators ,
consideration) indicating progress in time is a useful is a useful
tool in monitoring.
- Control activities relate to measurement of
- Planning Steps
achievement .
Step 1. Look at the situation (fact finding
- Means of control are budget for expense inspection
community diagnosis)
records, records of labor hours cost.
Step 2. Recognize important problems
Step 3. Set objectives (establishing priorities)
EVALUATING
Step 4. Review obstacles and limitations
- this function is a systematic way of learning from
Step 5. Schedule activities (establish activities,
experience and using these learned to improve
personnel, equipments, estimating financial
current and future activities.
support needed (budget) phasing activities)
- its basic concept is to improve health programs
and structures in the delivery of health.
WHAT TO DO?
- after everything has been planned and
HOW TO DO IT?
implemented there remains the task of evaluation.
WHEN TO DO IT?
- this serves to check whether one’s project went
WHO WILL DO IT?
according to plan if the objectives have been met
- means the identification of the problems and if one’s project lacked resources or not.
- involves selecting of objectives and strategies, - after reviewing all that has been done, one must
policies, and procedures for achieving them. particularly take note of the errors committed and
- policies relating to authority process, programs the time and other resources not put to maximal
of production, management, succession, etc. use so that the next time a project is set up, these
- Confusion have arisen about who should plan and pitfalls may be prevented
when all managers plan, whether they are at the
top, middle or bottom of the organizational GENERAL PRINCIPLES OF MANAGEMENT
structure Principles of management are fundamental truths
explaining relationships between 2 or more sets of
ORGANIZING variables.
- is concerned with the division of labor and
corresponding assignment of duties and the They are descriptive or predictive but not prescriptive.
establishments of lines of authority and of
communication. 1.Principle of Unity of Command
- Employees should receive orders from one
- Activities are analyzed and the appropriate
superior only.
groupings of said activities are determined
- the more often the individual reports to a single
- Responsibility for each group of activity and superior , the more likely that the individual will
corresponding authority is then assigned. feel sense of loyalty and obligation and the less
- Relationships of the different activity groups are likely that there will be confusion about
then identified and lines of communications are instruction.
established. 2. Division of Work
- this is the specialization that economists consider - it is the thinking out and execution of a plan.
necessary for efficiency in the use of labor e.g. the - Fayol exhorts managers to sacrifice vanity to
assembly lines allow subordinates to exercise it
3. Authority and responsibility 14. Esprit de corps
- Fayol finds the two related with responsibility - in union there is strength .
arising from authority. - it is also extension of the principles of unity of
- authority is derived from the position, and command and emphasizing teamwork and
personal factors like intelligence, experience, communication
moral factors, past service, etc . 15. Span of control
- there is a limit in each supervisor to the
Principle of Line of Authority number of persons who can be effectively
- in any organizational hierarchy , there is a supervised
chain of command from the highest to the
lowest levels which has operational authority. THE GOALS OF ADMINISTRATION AND
- This is the authoritative side of the hierarchy MANAGERS
with hiring ,firing, promotion, transfer, etc. - Very often said that the aim of business managers
- This principle is best illustrated in military is simply to make profit. But profit is really a
organizations with chain of command from measure of surplus.
general to private - For many firms, an imp’t goal is the long-term
increase in common stocks
Principle of absoluteness of Responsibility - In all kinds of organizations, business or non-
- An administrator cannot escape responsibility business, the logical and publicly desirable aim is
for the actions of his subordinates . It cannot be to create surplus.
delegated. - Thus managers must establish an environment
- where everyone knows who is responsible for what
4. Discipline results, and obstacles to performance caused by
- it is the respect for agreements which are confusion and uncertainty of assignments are
directed in achieving obedience, applications, removed and therefore people can accomplish
energy and onward marks of respect . group goals with the least amount of time, money,
- Fayol says that discipline requires good materials, and personnel dissatisfaction or to
supervisors at all levels accomplish as much as possible with available
5. Unity of Direction resources.
- this principle says that each group of activitis
with the same objectives m8st have one head MANAGEMENT FUNCTIONS AT DIFFERENT
and one plan ORGANIZATIONAL LEVELS
6. Subordination of Individual to general interest Managerial Levels
- when the two are different, management must - There are various managerial levels in an
reconcile them organization.
7. Renumeration - At any level of the hierarchy in the
- pay and methods of payment should be fair and organization, someone is given the
afford the maximum satisfaction to employees responsibility for the work at that level. He is
and employer. also given authority to accomplish the given
8. Centralization responsibility.
- Fayol refers to the extent to which authority is
concentrated or dispersed First Line Management /Operational Management
9. Scalar chain - deals directly with the unit functions.
- there is a “chain of superiors” from the highest - the people in charge at this level are
to the lowest. sometimes called Unit
- It should not be needlessly broken but can be Head/Supervisor/Foreman.
circuited if to follow it scrupulously would be - concern of management at this level are
detrimental. technical leadership to workers in the unit, thus
- the clearer the line authority from the ultimate manager has to be technically competent in
management position the more effective will be guidance, training, quality control, and
responsible decision-making and organizational communication between rank and file and
communication middle and top management;
10. Order - translates administrative plans into schedules,
- Fayol follows the simple adage” – a place for assignments, clinics, visits
everything (everyone) and everything - operational planning
(everyone) in its (his) place.
11. Equity Middle Management (Intermediate Level)
- Loyalty and devotion should be elicited from - is between the first line management and top
personnel by a combination of kindness and management.
justice on the part of the managers. - management at this level interprets policies,
12. Stability of Tenure strategies, and broad directives. (overall
- Fayol finds unnecessary turnovers to be both implementation of policies)
the cause and effect of management
13. Initiative
 - much of the time of middle managers is spent
on communicating between the first and top
levels of management
- administrative planning

Top Management (Central or National)

- responsible for charting the direction of the
agency (broad general direction of programs)
and formulating approaches to be
adopted.(directional planning or policy making
of health policies)-National Health Programs
and Projects

 All managers at the different organizational

levels carry managerial functions.
 However, time spent for each function may
vary.
 Top- level managers spend more time on
planning and organizing than do lower-level
managers.
 Leading takes a great deal of time for the first
time supervisors although in modern
corporations of today, it has been found that
leadership functions at top level management
has greatly increased
 Time spent on controlling does not vary much
among managers at various levels