HEALTH &

HOSP MGT
MOJCC
Human
Resource
Leverage the past, Manage the
present, Shape the future
Col B K Lakhtakia
MD (HA), Dip NBE (HHA), MBA, MMS, hdmc
DS Coord, OTC
The POWER of the human BRAIN

I cdnuolt blveiee taht I cluod aulaclty
uesdnatnrd waht I was rdanieg.
The phaonmneal pweor of the hmuan mnid!
Aoccdrnig to a rscheearch at Cmabrigde
Uinervtisy, it deosn't mttaer inwaht oredr the
ltteers in a wrod are, the olny iprmoatnt tihng is
taht the frist and lsat ltteer be in the rghit pclae.
The rset can be a taotl mses and you can sitll
raed it wouthit a porbelm. Tihs is bcuseae the
huamn mnid deos not raed ervey lteter by istlef,
but the wrod as a wlohe. Amzanig huh? Yaeh,
and I awlyas thoght slpeling was ipmorantt.

PGDHHM
Framework
Leverage the past, Manage the
present, Shape the future
HEALTH &
HOSP MGT
JARGON !!

If i catch fish for him,
he can eat fish for a meal.

If i show him how to catch
fish,
he can eat fish at all meals.

If i catch fish for him,
he can eat fish for a meal.

If i show him how to catch fish,
he can eat fish at all meals.
If i discuss meals with him,
he can choose & decide his
meals.
We will..
GEN MGT
HEALTH & HOSP MGT
PERSPECTIVE


one's mental view of facts, ideas,
etc., and their inter-relationships.

the ability to discern, from all
the available (often complex)
inputs, meaningful patterns and
relationships.

AIM
PGDHHM
Leverage the past, Manage the
present, Shape the future
GEN MGT
AIM
To have an overview of Gen
Mgt
Concepts

Functions & Principles
HOSPITAL
Hospital is an integral part of
social and medical organisation, the
function of which is to provide for the
population complete health care both
curative & preventive, and whose out
patient services reach out to the
family and its home environment; the
hosp is also a centre for training of
health workers & for bio-social
research. (WHO 1951)


CONCEPTS
PGDHHM
Leverage the past, Manage the
present, Shape the future
GEN MGT
MGT : DEFINITION

OPTIMUM UTILISATION OF
AVAILABLE RESOURCES FOR
ACHIEVING MAXIMUM RESULTS
CONVERSION OF RESOURCES
INTO RESULTS TO ACHIEVE
ORGANISATIONAL OBJECTIVES
GETTING THINGS DONE THROUGH
AND WITH PEOPLE
GETTING THE JOB DONE
FUNCTIONS OF MANAGEMENT
F - FORECASTING
P - PLANNING
O - ORGANISING
D - DIRECTING
C - COORDINATING
C - CONTROLLING
MANAGEMENT FUNCTIONS - AN ITERATIVE PROCESS
FORECASTING
PLANNING

ORGANISING
DIRECTING
COORD
CONTROLLING
RESOURCES
AVAILABLE
IN THE
UNIVERSE
7 Ms
MEN & WOMEN
MONEY
MATERIALS
MACHINES
METHODS
MINUTES
METERS
MANAGEMENT PROCESS
MANAGEMENT
RESOURCES
7 Ms
FORECASTING
PLANNING
ORGANISING
DIRECTING
COORDINATING
CONTROLLING

RESULTS
MEN & WOMEN
MONEY
MATERIALS
MACHINES
METHODS
MINUTES
METERS
AFMS
HISTORY
OF MGT
Leverage the past, Manage the
present, Shape the future
GEN MGT
THE EVOLUTION
OF MANAGEMENT
DEVELOPMENT OF
MGT THOUGHT

MANAGEMENT IN ANTIQUITY
Sumerians
Venetians
Romans
Egyptians
Greeks
Chinese
Babylonians
3000 2500 2000 1500 1000 500 A.D. A.D. A.D.
B.C. B.C. B.C. B.C. B.C. B.C. 500 1000 1500


5000 B.C. SUMERIANS
Temple Priests collected and
managed large amounts of goods
and estates. Kept books, records
and inventories on their
transactions
1800 B.C. BABYLONIA
Hammurabi:
Code of laws covering property,
real estate, trade and business,
family and labor, loans, contracts
and recognized that responsibility
cannot be shifted
1491 B.C. HEBREWS
Moses:
Chapter 18 of Exodus. Concepts of
organizations. Use of delegation
and exception principles.
1100 B.C. to 500 B.C. CHINESE
Constitution of Chow:
Directory of all civil servants with their job
and duties listed. Used concepts of
organization, functions, cooperation,
efficiency and control techniques. Use of
staff and specialization. Use of standards.
321 B.C. INDIA
Kautilya: Arthasastra
Complete theory of government. Covers
organizations and management of trade and
commerce, law and courts, social customs,
marriage, divorce, taxation, revenue,
agriculture, markets, corporations, census etc...

CODIFIED MAURYAN DOCTRINE &
PRACTICES. DESCRIBES AN
ELABORATE RANGE OF FOREIGN POLICY
OPTIONS BASED ON THE MANDALA.
KAUTILYAS ARTHASHASTRA
THERE IS A CIRCLE OR RING OF NEIGHBOURS. ONES IMMEDIATE
NEIGHBOURS ARE LIKELY TO BE THE ENEMY; BEYOND THAT RING
ARE A NUMBER OF POTENTIAL ALLIES, WHO ARE ENEMYS
ENEMY & SO ON.
FOR ANY GIVEN RULER, THE MANDALA CONSISTS OF THREE TYPES
OF NEIGHBOURS- SOME ALLIES, SOME ENEMIES & SOME NEUTRALS.
APPROCHES TO DEFINE
NATIONAL POLICY
300 B.C. MILITARY
Cyrus:
Use of staff, human relations. Recognized use
of order and division of work with uniform
methods.
Alexander the Great:
Made distinction between line and staff, use of
discipline and delegation
1469 NICCOLO MACHIAVELLI
Principles of leadership: Reliance on
managerial consent, cohesiveness, observe
people, have will to survive, be a good
manager
MACHIAVELLIAN
Crafty, deceitful
the end justifies the means
MACHIAVELLISM
political principles of craftiness and
duplicity advocated by Machiavelli
(1469-1527)
1900 USA
Frederick Taylor: Scientific Management
Replaced the old rule-of -thumb method.
Believed in selecting, training, teaching and
developing workers. Used time study, standards
planning, exception rule of management slide-
rules, instruction cards, incentives etc.

Steps in Scientific Management
ODevelop a science for each element of the job to
replace old rule-of-thumb methods.
Scientifically select employees and then train
them to do the job as described in step 1
Supervise employees to make sure they follow
the prescribed methods for performing their jobs.
^Continue to plan the work, but use workers to
actually get the work done.
Fayols Guidelines to Effective Management Practice
4 Divisional of labor
4 Authority
4 Discipline
4 Unity of command
4 Unity of direction
4 Subordination of
individuals to the
common good
4 Renumeration
4 Centralization
4 Scalar chain
4 Order
4 Equity
4 Stability
4 Initiative
4 Esprit de corps
1930 USA
Mary Parker Follett:
Used a group process approach for
solving management problems.
GETTING THINGS DONE
THROUGH AND WITH PEOPLE.
1947
Human Relations Movement
1864-1920 GERMANY
Max Weber:
Bureaucratic System.
WEBER
Division of labor
Reliance on rules and regulations
Hierarchy of authority
^Employment based on expertise
^Inflexible
ORigid
-Impersonal
MGT : DEFINITION

OPTIMUM UTILISATION OF
AVAILABLE RESOURCES FOR
ACHIEVING MAXIMUM RESULTS
CONVERSION OF RESOURCES
INTO RESULTS TO ACHIEVE
ORGANISATIONAL OBJECTIVES
GETTING THINGS DONE THROUGH
AND WITH PEOPLE
GETTING THE JOB DONE
FUNCTIONS OF MANAGEMENT
F - FORECASTING
P - PLANNING
O - ORGANISING
D - DIRECTING
C - COORDINATING
C - CONTROLLING
MANAGEMENT PROCESS
MANAGEMENT
RESOURCES
7 Ms
FORECASTING
PLANNING
ORGANISING
DIRECTING
COORDINATING
CONTROLLING

RESULTS
MEN & WOMEN
MONEY
MATERIALS
MACHINES
METHODS
MINUTES
METERS
People
T
e
c
h

T
a
s
k

Stru
INPUT
OUTPUT
THE ORGANISATION
R
E
S
U
L
T
S
R
E
S
O
U
R
C
E
S
GENERAL SYSTEMS THEORY (GST)
PROVIDES COMMON PLATFORM FOR
STUDYING RELATIONSHIPS IN THE
REAL WORLD
INTEGRATES KNOWLEDGE / THEORIES
FROM DIFFERENT FIELDS AND HELPS
MANAGERS LOOK BEYOND SINGLE
CAUSE THINKING.
A SYSTEM IS A SET OF INTERRELATED
AND INTERDEPENDENT BUT DISTINCT
PARTS (SUBSYSTEMS), WORKING
TOWARDS A COMMON PURPOSE.
A SYSTEMS VIEW OF ORG
D
E
S
I
R
E
D
A
C
T
U
A
L
The Environment
ORG
I
N
P
U
T
Performance
Effectiveness
SYSTEMS VIEW OF ORG
ORGANISATION - A SYSTEM SEPARATED FROM ITS

ENVIRONMENT BY A PERMEABLE BOUNDARY AND

CONSISTING OF A NUMBER OF INTERACTING

SUBSYSTEMS .ORG IMPORTS RESOURCES FROM

ENVIRONMENT, PROCESSES THEM, AND EXPORTS

THE OUTPUT BACK TO THE ENVIRONMENT.

SYSTEMS THEORY
ESSENTIAL CHARACTERISTICS OF A SYSTEM

. INTERACTING & INTERDEPENDENT
. SYNERGY
. WHOLISM
. CYBERNETICS
. TRANSFORMS INPUTS INTO OUTPUTS
. HIERARCHY OF LEVELS
. BOUNDARIES

OTHER ASPECTS
. CONTRIVED - DOES NOT HAPPEN.
. BOUNDARY PERMEABLE . MANY INTERFACES.
. KEEPS IMPORTING RESOURCES.
. ATTAINS A STATE WHERE IT IS DYNAMIC.
. CONTINUAL FEEDBACK FROM ENV.
. ENTROPY
TSS

TSS

MSS
G & VSS
PSS
SSS
KAST AND ROSENWEIG MODEL OF AN
ORGANISATIONAL SYSTEM
ENVIRONMENTAL SUPRASYSTEM
INPUT OUTPUT
G & VSS: GOALS AND VALUES SUBSYSTEM PSS: PSYCHOSOCIAL SUBSYSTEM
TSS: TECHNICAL SUBSYSTEM MSS: MANAGERIAL SUBSYSTEM
SSS: STRUCTURAL SUBSYSTEM
ENV
ENV
ENV
ENV
PROCESS
FEED BACK
I
N
P
U
T
S
O
U
T
P
U
T
S
CYBERNETICS FEEDBACK MODEL
CLOSED VERSUS OPEN SYSTEMS
CLOSED OPEN
1. NON LIVING.

2. SELF CONTAINED AND
SELF MAINTAINING.

3. GENERALLY
MECHANICAL .

4. RIGID & STATIC .

5. DO NOT INTERACT
WITH ENV .
1. LIVING.

2. IMPORT RESOURCES,
EXPORT OUTPUT .

3. DYNAMIC & FLEXIBLE .

4. INTERACT WITH ENV .

5. NEGATIVE ENTROPY .

6. FEEDBACK MECHANISM
EXISTS .
MATRIX ORGANISATION
A MIXED ORGANISATIONAL FORM IN WHICH THE

VERTICAL HIERARCHY IS OVERLAID BY SOME FORM

OF LATERAL AUTHORITY, INFLUENCE OR COMMUNICATION

RESULTING IN ROLES SUBJECT TO DUAL INFLUENCES.

IT EMPHASISES COORDINATION THROUGH LATERAL

RELATIONSHIPS WHICH CROSS DEPARTMENTAL

BOUNDARIES.
MATRIX ORGANISATION IN A HOSPITAL
HOSP ADMINISTRATOR
MEDICINE WARD MO MATRON
STAFF
NURSE
HOUSE-
KEEPING
STAFF
DIETICIAN
NURSING
HOUSE
KEEPING
DIETARY
SERVICES
STRATEGIC APEX
MIDDLE
LINE
OPERATING CORE
COMPONENTS OF ORG STRUCTURE
( HENRY MINTZBERG )
HEALTH & HOSP MGT
KEEP SIX HONEST
SERVING MEN
(THEY TAUGHT ME ALL I
KNOW )
THEIR NAMES ARE
WHAT, WHY, WHEN,
HOW, WHERE & WHO.
Circa 2030
Circa 2010
BUDGET
Rs 2300 Cr/ annum
HUMAN RESOURCES
EXPERTISE
16500 strong

INFRASTRUCTURE
End- to- end capability
SPACE ASSETS
STATE OF THE ART
TECHNOLOGY
INDUSTRY
APPLICATIONS
LEADERSHIP
Remote sensing &
Telecom satellite
Constellations
INTERNATIONAL
COOPERATION
LARGE USER BASE
SPACE COMMERCE
LAUNCHER
IRS
INSAT
we must be second to none in the applications of advanced
technologies to the real problems of man and society
VIKRAM A. SARABHAI
INDIAN SPACE ENDEAVOUR
You cannot solve the
problem with the same
kind of thinking that has
created the problem

- Albert Einstein

VISION 2020
KNOWLEDGE
CENTRIC
INFO CENTRIC
NET CENTRIC
CAMPUS WIDE
NETWORK
COLLABORATIVE
TOOLS
E-LEARNING
DATA BASES
MODELS
DECISION SUPPORT SYSTEMS
The value of network increases as the square of the
number of users on the network - MetCalf
WINNERS DONT DO
DIFFERENT THINGS,
THEY DO THINGS
DIFFERENTLY.

- SHIV KHERA

Nothing average ever stood as a
monument to progress. When
progress is looking for a partner
it doesnt turn to those who
believe they are only average. It
turns instead to those who are
forever searching and striving to
become the best they possibly
can
A. Lou Vickery
VALUE ADDITION
Thank you