LECTURE 1

HMP832-HEALTH
SYSTEMS
MANAGEMENT
EXPECTATIONS
 Communication
 Coordination
 Participation/Presentations
 Co-existence
CONTINUOUS ASSESSMENT
• ASSIGNMENTS/QUIZZES/PRESENTATIONS -10%
• TEST 1 AND 2-30%
• FINAL EXAMINATION-60%
LEADERSHIP AND MANAGEMENT
OBJECTIVES
• Describe concepts in leadership and management
• Identify the principles and theories of management.
• Understand organisations.
• State the functions of management and leadership.
LEADERSHIP
• It is a creation of positive, non-incremental change through

meticulous planning, vision, and strategy.
• Workforce empowerment and adaptive decision-making also add up

to the crucial attributes of leadership.
• Most often, people relate leadership with one’s position in an
organization.
• But leadership has nothing to do with titles, management, or one’s

personal agendas.
• It is also not restricted to personality traits such as better vision or

charismatic personality.
• It is more like a process of social influence, which maximizes the
efforts of others toward the achievement of a common goal.
• It stems from social influence and requires human resources to

achieve the intended outcomes.
• A leader is someone who always takes the initiative and invests a
great effort to accomplish the company’s vision. That is the only
reason why people around them start following them.
• Management is all about performing pre-planned tasks on a regular
basis with the help of subordinates.
• A manager is completely responsible for carrying out the four

important functions of management: planning, organizing, leading,
and controlling.
•
• Managers can only become leaders if they adequately carry out
leadership responsibilities, including communication of good and bad,
providing inspiration and guidance, and encouraging employees to
rise to a higher level of productivity.
HISTORY OF THE 14 PRINCIPLES OF MANAGEMENT
• Henry Fayol is known as the father of modern management theory.
• He was an engineer at the Compagnie de Commentry-Fourchambault-

Decazeville mining company and worked his way up to become a
manager during the peak of the Industrial Revolution in France.
• Under his watch, the struggling company prospered.

• In 1916, he wrote the book, "Administration Industrielle et Générale,"
where he shared his experiences of managing a workforce.
• This laid the foundation for administrative theory and the 14 Principles of
Management.
• By focusing on administrative over technical skills, these principles became

one of the earliest examples of treating management as a true profession.
• They include division of work, authority principle, discipline, unity of
command, unity of direction, subordination of individual interests to
the general interest, remuneration, centralization, scalar chain,
order, equity, stability of tenure, initiative, and esprit de corps.
• 1. Division of work
Also known as division of labour, involves dividing a job into individual

tasks.
To increase efficiency, the division of work distributes different tasks

among members of a team.
This also leads to specialization, accuracy, and speed in the workforce. This
principle can apply to both managerial and technical tasks.
• 2. Authority and responsibility
• An effective workplace balances authority and responsibility.
• Typically, the more authority an individual achieves in a workplace,

the greater their responsibilities.
• 3. Unity of command
• A chain of command is typically present within an organization to help

ensure a clear direction of work.
• By following this principle, each employee has a single direct

manager. Employees who receive directions from multiple managers
may encounter a conflict of interest or miscommunication.
4. Discipline
• Respect for authority and adherence to the rules and regulations of

an enterprise are all aspects of discipline.
• Under this principle, employees respect their superiors and follow

their directions.
5. Unity of direction
• By maintaining the unity of direction, employees working on the same

project have the same goals.
• This applies to company-wide objectives and smaller individual goals.

6. Equity
• Managers at productive workplaces often treat their employees

equally.
• The responsibility of an employer is to ensure that employees receive

fair treatment without discrimination.
7. Subordination of individual interests to collective interests
• Organizational interests typically take precedence over those of

individuals or groups.
• Managers usually make decisions that benefit the entire organization

rather than a specific employee or selection of employees.
8. Order
• Maintaining order within an organization is essential.
• Order also applies to selecting the right people for each project.
Keeping order in the workplace typically contributes to positive
working environments and an increase in productivity.
9. Initiative
• A manager who encourages employee initiative follows the initiative

principle.
• Initiatives can help employees feel more engaged with an

organization and improve their workplace satisfaction.
10. Remuneration
• Remuneration refers to the cost of services. Employees and

employers benefit from fair compensation in a successful workplace.
11. Stability of tenure personnel
• When employees feel secure at work, they are typically more

productive.
• An effective manager gives employees enough time to adjust to their

new positions and learn how to complete their responsibilities
efficiently.
12. Scalar chain
•A scalar chain expresses the hierarchy of authority and

communication within an organization.
• It identifies which positions hold more authority within a professional

relationship.
13. Esprit de corps
• Pride and loyalty among its members characterize a company's esprit

de corps, or morale.
• Managers can motivate employees to work harder and produce

better results by fostering a team environment.
14. Centralization
• The centralization of authority involves the concentration of decision-

making power at the top level of management.
• Centralization improves capabilities and facilitates efficient

operations.
MANAGEMENT FUNCTIONS
• At the most fundamental level, management is a discipline that

consists of a set of five general functions: planning, organizing,
staffing, leading and controlling.
• These five functions are part of a body of practices and theories on

how to be a successful manager.
• Planning: choosing appropriate goals and actions to pursue and then
determining what strategies to use, what actions to take, and deciding what
resources are needed to achieve the goals.
• Organizing: establishing worker relationships allows workers to work together

to achieve their organizational goals.
• Leading: articulating a vision, energizing employees, inspiring and motivating

people using vision, influence, persuasion, and effective communication skills.
• Staffing: Recruiting and selecting employees for positions within the
company (within teams and departments).
• Controlling: Evaluate how well you are achieving your goals,

improving performance, taking actions. Put processes in place to help
you establish standards, so you can measure, compare, and make
decisions.
LEADERSHIP CHARACTERISTICS
• Leaders shape our nations, communities, and organizations.
• We need good leaders to help guide us and make the essential large-
scale decisions that keep the world moving.
• Our society is usually quick to identify a bad leader, but how can you
identify a good one? What would most people say makes a good
leader?
10 Essential Leadership Traits
1. Integrity
• It’s especially important for top-level executives who are charting the
organization’s course and making countless other significant decisions.
• Our research has found that

integrity may actually be a potential blind spot for organizations, so make sure
your organization reinforces the importance of honesty and integrity to leaders at
various levels.
2. Delegation
• The goal isn’t just to free yourself up.
• it’s also to enable your direct reports to grow, facilitate teamwork,

provide autonomy, and lead to better decision-making.
• The best leaders

build trust in the workplace and on their teams through effective dele
gation
• 3. Communication
• The best leaders are skilled communicators who are able to communicate in a
variety of ways, from transmitting information to inspiring others to coaching
direct reports.
• And you must be able to listen to, and communicate with, a wide range of people
across roles, geographies, social identities, and more.
• The quality and effectiveness of communication among leaders across your

organization directly affects the success of your business strategy, too.
4. Self-Awareness
• While this is a more inwardly focused trait, self-awareness and

humility are paramount for leadership.
• The better you understand yourself and recognize your own strengths
and weaknesses, the more effective you can be as a leader.
5. Gratitude
• Being thankful can lead to higher self-esteem, reduced depression and

anxiety, and better sleep.
• Gratitude can even make you a better leader. Yet few people regularly
say “thank you” in work settings, even though most people say they’d
be willing to work harder for an appreciative boss.
6. Learning Agility
• Learning agility is the ability to know what to do when you don’t

know what to do.
• If you’re a “quick study” or are able to excel in unfamiliar

circumstances, you might already be learning agile.
7. Influence
• For some people, “influence” feels like a dirty word. But being able to
convince people through the influencing tactics of logical, emotional,
or cooperative appeals
is an important trait of inspiring, effective leaders.
• Influence is quite different from manipulation, and it needs to be

done authentically and transparently.
8. Empathy
• Empathy is correlated with job performance and is a critical part of

emotional intelligence and leadership effectiveness.
• If you show more inclusive leadership and empathetic behaviors

toward your direct reports, our research shows you’re more likely to
be viewed as a better performer by your boss.
9. Courage
• It can be hard to speak up at work, whether you want to voice a new idea,
provide feedback to a direct report, or flag a concern for someone above you.
• A workplace with high levels of psychological safety and strong conversational

skills across the organization will foster a
coaching culture that supports courage and truth-telling.
10. Respect
• Treating people with respect on a daily basis is one of the most

important things a leader can do.
• It will ease tensions and conflict, create trust, and improve

effectiveness.
QUESTIONS??

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HMP832-HEALTH

• It is a creation of positive, non-incremental change through

• Workforce empowerment and adaptive decision-making also add up

• But leadership has nothing to do with titles, management, or one’s

• It is also not restricted to personality traits such as better vision or

• It stems from social influence and requires human resources to

• A manager is completely responsible for carrying out the four

• Henry Fayol is known as the father of modern management theory.

• He was an engineer at the Compagnie de Commentry-Fourchambault-

• Under his watch, the struggling company prospered.

• By focusing on administrative over technical skills, these principles became

Also known as division of labour, involves dividing a job into individual

To increase efficiency, the division of work distributes different tasks

• An effective workplace balances authority and responsibility.

• Typically, the more authority an individual achieves in a workplace,

• A chain of command is typically present within an organization to help

• By following this principle, each employee has a single direct

• Respect for authority and adherence to the rules and regulations of

• Under this principle, employees respect their superiors and follow

• By maintaining the unity of direction, employees working on the same

• This applies to company-wide objectives and smaller individual goals.

• Managers at productive workplaces often treat their employees

• The responsibility of an employer is to ensure that employees receive

• Organizational interests typically take precedence over those of

• Managers usually make decisions that benefit the entire organization

• Maintaining order within an organization is essential.

• A manager who encourages employee initiative follows the initiative

• Initiatives can help employees feel more engaged with an

• Remuneration refers to the cost of services. Employees and

• When employees feel secure at work, they are typically more

• An effective manager gives employees enough time to adjust to their

•A scalar chain expresses the hierarchy of authority and

• It identifies which positions hold more authority within a professional

• Pride and loyalty among its members characterize a company's esprit

• Managers can motivate employees to work harder and produce

• The centralization of authority involves the concentration of decision-

• Centralization improves capabilities and facilitates efficient

• At the most fundamental level, management is a discipline that

• These five functions are part of a body of practices and theories on

• Organizing: establishing worker relationships allows workers to work together

• Leading: articulating a vision, energizing employees, inspiring and motivating

• Controlling: Evaluate how well you are achieving your goals,

• Leaders shape our nations, communities, and organizations.

• Our research has found that

• The goal isn’t just to free yourself up.

• it’s also to enable your direct reports to grow, facilitate teamwork,

• The best leaders

• The quality and effectiveness of communication among leaders across your

• While this is a more inwardly focused trait, self-awareness and

• Being thankful can lead to higher self-esteem, reduced depression and

• Learning agility is the ability to know what to do when you don’t

• If you’re a “quick study” or are able to excel in unfamiliar

• Influence is quite different from manipulation, and it needs to be

• Empathy is correlated with job performance and is a critical part of

• If you show more inclusive leadership and empathetic behaviors

• A workplace with high levels of psychological safety and strong conversational

• Treating people with respect on a daily basis is one of the most

• It will ease tensions and conflict, create trust, and improve

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