Principles of Administration Flashcards
divisions of administrative work
- organization
- management
- manager
organization aka
internal structure
deal with structure of the agency and the way people are arranged into groups within it
organization
organization: 3Ms
- manpower/man
- materials
- money
exist to accomplish tasks that are too large and / or
complex to be undertaken by individuals or small groups working alone by subdividing tasks until they are small
and simple enough to be performed by individuals
organization
management aka
the executive control
concerned with the handling of personnel and operations
in such a way that the work of the agency gets done
management
the art, act, manner of directing, coordinating, and
controlling many people to achieve purpose / objectives
management
an individual who holds an office to which multiple roles
are attached
manager
central role attached to the office of a manager
leadership
other roles of the manager
- formulating goals
- developing strategies
- communicating
- making decisions
- resolving conflicst
leadership managers aka
executives
effectively utilize the resources available in a system of organization to achieve organizational goals
managers (executives)
steps in organizing process
- Identification of Objectives
- Identification and Classification of the activities to
accomplish organizational objectives - Grouping of activities
- Delegation of authority
- Integration and grouping of activities through authority
and functional relationships
types of administrative organization
- undefined
- well-defined
- over-defined
roles and expectations of administrator/employees are not well spelled out
undefined administrative organization
roles and expectations are well spelled out, explicit
and coherity defined
well-defined administrative organization
roles and expectations are too high to be satisfied
over-defined administrative organization
levels of organization
- policy makers
- the boards
- administrative level
occupies top positions, formulates policies /
objectives of the organization (ex: President, CEO,
CAO)
policy makers
examples of policy makers
president, CEO, CAO
consisting of small advisory committees which
execute the policies of the organization (ex:
Executive Council or Board Council)
the boards
examples of the boards
executive council, board council
includes individual department heads, chairman, or
chief of section
administrative level
principles of organization
- principle of unity of objective
- principle of efficiency
- span of control principle
- scalar principle
- principle of delegation
- principle of unity of command
- principle of absoluteness of responsibility
- principle of parity of authority and responsibility
an organization structure is effective if it facilitates
the contribution of individuals in the attainment of
organizational objectives
principle of unity of objective
an organization is efficient if it is structured to aid in
the accomplishment of organizational objectives
with minimum unsought consequences or costs
principle of efficiency
there is a limit in each management position to the
number of persons an individual can effectively
manage, but the exact number will vary in
accordance with the effect of underlying variables
and their impact on the time requirements of
effective management.
span of control principle
the administrative arrangement of the functional
groups or units in steps as in a scale; the more direct the line of authority from the top
manager in an organization to every subordinate
position, the more effective will the responsible
decision making an organization communication
be
scalar principle
the authority delegated to an individual manager
should be adequate to assure his ability to
accomplish results expected of him
principle of delegation
the more completely an individual has a reporting
relationship with a single superior, the less the
problem of conflict in instructions and the greater
the feeling of personal responsibility for results
principle of unity of command
the responsibility of the subordinate to his superior
for performance is absolute, and no superior can
escaper responsibility for the organization of
activities of his subordinate
principle of absoluteness of responsibility
the responsibility for actions cannot be greater than
the implied by the authority delegated, nor should it
be less
principle of parity of authority and responsibility
managerial process/functions (Luther Gulick)
- planning
- organizing
- staffing
- directing
- coordinating
- reporting
- budgeting
- evaluating
formulation of the steps taken by an organization at
some future period to achieve the desired state which
the process itself specifies itself as its objective(s)
planning
involves the analysis of the current and future state of
the internal and external environment of the agency
which should in turn lead to the choice of objectives
planning
concerned with the division of labor and
corresponding assignment of duties, and the
establishment of line of authority and of communication
organizing
steps of organizing
- analysis of activities to determine appropriate grouping
- assignment of responsibility for each group of activities and determining of corresponding authority
the recruitment or hiring of manpower needed to
perform tasks or roles to accomplish organizational
objectives
staffing
involves the training and rewarding people for
their role in the organization
staffing
initiates and maintains actions towards the objectives of
the agency
directing
where directing largely depends on
style of leadership of manager
requirements in effective directing
- delegation
- communication
- training
- motivation
the administrator sees to it that every activity within the
organization fits effectively and efficiently into the whole
scheme of operations
coordinating
the process of dissemination of information of what you
have done or accomplished
reporting
the principal device of the manager of retaining control
of delegated responsibility and authority to subordinate
executives is the systemized reporting and internal
checking
reporting
an intelligently prepared estimate of the proposed future
expenditures for a given period, and the propped means
of financing them which expenses in accounting terms,
management future policies and plans
budgeting
an agency plan expressed in monetary terms
budgeting
the means to determine whether the goals were reached
or not and how much of the goal were met
evaluating
a systematic way of learning from experience and using
the lessons learned to improve current activity and
promote better planning by careful selection of
alternatives for future action
evaluating
techniques of executive control
- organizational charts
- procedure manual
- standing orders/guidelines
- records
- summary sheets
invaluable aids depicting the chain of authority in an
organization
organization charts
the bigger the organization the more elaborate in the
design
organization charts
a detailed analysis of the workings of the organization
and the statements as to exactly how certain functions
are to be executed
procedure manual
useful if there are complicated or unusual functions
to be performed beyond the easy comprehension of the
average subordinate
procedure manual
used in dealing with the handling of complex situations
involving conflicts of two or more operating principles or
it may also deal with technical matters such as fees or
methods of record keeping
standing orders/guidelines
in the field of health, these are kept primarily for the
benefit of the patient
records
used by administrators in epidemiological studies and in
evaluation of efforts for organizational control
records
are kept by the week, month, or year and are most
helpful to the executive in appraising the success of his
organization and the efficiency of his workers
summary sheets
they are of great use in program planning and in
budgeting
summary sheets
a set of interrelated and interdependent parts that
form a complex whole
subsystem
consists of interrelated ways in which nations organize
available resources for the maintenance and
improvement of human health individually and in
communities
health system
major components of the health system
- production subsystem
- maintenance subsystem
- adaptive subsystem
- managerial subsystem
includes all organizations and activities concerned with the
provision of services
production subsystem
production subsystem: 4 major set of activities
- public health services
- hospitals
- professional practice
- self-help/care groups
includes all organizations and activities concerned with
training and rewarding people for their roles in the larger
health system
maintenance subsystem
composed of organizations and activities concerned with
monitoring changes in the larger social system and translating this information to the operation of the existing health service system
adaptive subsystem
adaptive subsystem: activities
- health service researchers
- biomedical researchers
includes organizations and activities concerned with
coordinating, controlling and directing organizations and
activities associated with the other components
managerial subsystem
examples of managerial subsystems
DOH, Bureau of Licensing and Regulations
a systematic and comprehensive health care designed for the promotion and maintenance and restoration of the dental health of the individual and of the community including the organization or management of materials for educating, preventing and treatment activities in various populations as part of a total health care system
dental health care system
services which are designed to promote, maintain or
restore dental health and may include educative, curative, and preventive activities in varying positions
dental health service
roles and functions of the department of health
- policy making/planning
- assistance to LGU partners
- IEC, social mobilization and linkaging/networking
- standards, licensing, and regulations
5, research and development
6, resource management - monitoring and evaluation
- disaster/epidemic management
- health information and exchange
types of financing in health care
- fee for service
- health maintenance organization
- health insurance
- health cooperative
parties involved in financing health care
1st party - patient
2nd party - health care provider
3rd party - administrator of finances
other terms for administrator of finances
carrier, insurer, underwriter, administrative agent
when the government acts as a 3rd party, it is called:
public financing of care
reimbursements of dentists come in the form of the ff.
- UCR (Usual, Customary, Reasonable) Fee
- table of allowance
- fee schedule
- discounted fees
- capitation
goals of managed care
- controls cost through improved efficiency and coordination
- reduce unnecessary or inappropriate utilization
- insure access to preventive care
- maintain or assure quality of care
reasons for conducting a needs assessment
- to define the problem and identify the extent and severity
- to obtain a profile of the community to ascertain the causes of the problem
- to evaluate the effectiveness of a program
included in data collection
- survey questionnaires
- clinical examinations
- personal communications
data analysis includes the ff.
- population
- health status
- health related socio-economic status
- health sector
used for setting priorities among problems elicited
through a needs assessment
priority setting
formulation of program goals/objectives and activities include the ff.
- program goal
- program objective
- program activity
- resource identification
broad statements on the overall purpose of a
program to meet a defined problem
program goal
more specific; describe in a measurable
way the desired end result of a program activity
program objective
describes how objective will be accomplished
program activity
criteria for resource identification
- appropriateness
- adequacy
- effectiveness
- efficiency
