PUBLIC HEALTH

ADMINISTRATION
Concept, Principle and Scope
of ,

- Management
- Public Health Administration
Functions of
 Concept of Management
• A precise definition of management is not so simple
b/c the term is used in a variety of ways.
• A new discipline
• Derived concepts and principles from a number of
disciplines such as economic, sociology, psychology,
anthropology, statistics and so on.
• The term management is used in 3 alternative ways.
– Management as a discipline
– Management as a group of people
– Management as a process
Contd…

• Experts define management in

different ways emphasizing one of the
followings:
– Production or efficiency oriented view
– People oriented view
– Decision making oriented view
– Function oriented view
 Production/Efficiency Oriented View
- Emphasizes the relationship between efforts and
results as the objectives of mgmt.
- Taylor (father of scientific management) define
management as
“Management is the art of knowing what you want to
do and then seeing that it is done in the best and
cheapest way”.
- This view focus on the utilization of less resources to
gain more output.
People Oriented View
• Emphasizes on people and their role in an organization.
• Supporters of this view suggest that management is the
direction of people, not the things.
• “Koontz” and “Lawrence Appley” are the supporters of
this view.
• According to Koontz “Management is the art of getting
things done through and with people in formally
organized groups”.
MANAGEMENT AS GROUP OF PEOPLE
 Decision Making Oriented View
• Emphasizes management in terms of decision making.
• “Peter Drucker”, a noted management thinker has
viewed that the life of a manager is a perpetual
decision making activity.
• A/c to Drucker “ whatever the manager does, he does
through decision making. Decision making power
provides a dynamic force for managers to transform
the resources of an organization into a productive,
cooperative concern.
• It indicates that the basic activity of a manger is to
make decisions and enforce these decisions.
 Functions Oriented View
• Emphasizes on functions performed by a manager in
an organization.
• “Henry Fayol”, father of modern management said
that “to manage is to forecast and to plan, to organize,
to coordinate and to control.
• Definition from this view could be
“ Management is a process involving planning,
organizing, staffing, directing and controlling human
efforts to achieve stated objectives in an
organization.”
 Definitions
• Management :
– efficient use of resources
– Getting people to work harmoniously together
and make efficient use of resources ( 3M, skills,
machine, and techniques) for fulfilling
pre- determined objectives.
Comprehensive Definition of Management
“ Management is the process of planning,
organizing, staffing, directing and controlling
human efforts to achieve stated objectives in
an organization with minimum efforts and
resources involving active decision making in
all efforts.”
 Principles of Management
According to Henry Fayol, father of modern
management, there are 14 principles of
mgmt:
1. Division of work
2. Authority and Responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to
general interest
Contd…
7. Remuneration of Personnel
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure
13. Initiative
14. Esprit de Corps
 Authority
Esprit Division of
and
work
de Crops responsibili
ty Discipline
Initiative

Unity of
Stability of command
tenure Principles of

Management Unity of
direction
. Equity
Subordination
.
of individual
Order
interest
Remuneration
Scalar chain Centralizationof personnel
 Division of Work -
• According to this principle the whole
work is divided into small tasks.
• The specialization of the workforce
according to the skills of a person ,
creating specific personal and professional
development within the labour force and
therefore increasing productivity; leads to
specialization which increases the
efficiency of labour.
 Authority and Responsibility
• This is the issue of commands followed
by responsibility for their consequences.
• Authority means the right of a superior
to give enhance order to his
subordinates; responsibility means
obligation for performance.
 Discipline
• It is obedience, proper conduct in relation
to others, respect of authority, etc.
• It is essential for the smooth functioning
of all organizations.
 Unity of Command
• States that each subordinate should
receive orders and be accountable to one
and only one superior.
• If an employee receives orders from
more than one superior, it is likely to
create confusion and conflict.
 Unity of Direction
• All related activities should be put under
one group, there should be one plan of
action for them, and they should be
under the control of one manager.
 Subordination of Individual
Interest to Mutual Interest
• The management must put aside personal
considerations and put company
objectives firstly.
• Therefore the interests of goals of the
organization must prevail over the
personal interests of individuals.
 Remuneration
• Workers must be paid sufficiently as this is
a chief motivation of employees and
therefore greatly influences productivity.
• The methods of remuneration payable
should be fair, reasonable and rewarding
of effort.
 The Degree of Centralization
• The amount of power wielded with the
central management depends on
company size.
• Centralization implies the concentration
of decision making authority at the top
management.
 Line of Authority/Scalar Chain
• This refers to the chain of superiors
ranging from top management to the
lowest rank.
• Suggests that there should be a clear line
of authority from top to bottom linking all
managers at all levels.
 Order
• Must have right resources at their
disposal for proper functioning or
organization
• Social order(responsibility of manager)
ensures the fluid operation of a
company through authoritative
procedure.
• Material order ensures safety and
efficiency in the workplace.
•• Order should be acceptable
Work environment and under
be safe, clean and tidy
the rules of the company.
 Stability of Tenure of Personnel
• Stability of tenure of personnel is a
principle stating that in order for
an organization to run smoothly
• personnel (especially managerial
personnel) must not frequently enter and
exit the organization.
 Initiative
• Using the initiative of employees can add
strength and new ideas to an
organization.
• Initiative on the part of employees is a
source of strength for organization
because it provides new and better ideas.
• Employees are likely to take greater
interest in the functioning of the
organization.
 Esprit de Corps/Team Spirit
• This refers to the need of managers
to ensure and develop morale in the
workplace; individually and jointly.
• Team spirit helps develop an atmosphere
of mutual trust and understanding.
• Team spirit helps to finish the task on time.
 Components/Elements & Functions of
Management
• Planning
• Organizing
• Staffing
• Directing
• Controlling
• Coordinating
• Recording/Reporting
• Budgeting
 Management & Administration:
A Terminological Conflict

• At the initial level of development of management

thought, no distinction was made between them; and
both the terms were used interchangeably.
• In 1923, the terminological conflict between the
two terms was raised by Oliver Sheldon in his book
"The philosophy of Management”.
• Oliver emphasized administration as decision making
function and management as executive function.
• After that, this distinction between the two terms was
emphasized by many and the terminological conflict
proceeded further.
Contd…
• Oliver Sheldon defines administration as
“a function is concerned with the determination of the
corporate policy, the coordination of finance,
production and distribution, the settlement of the
compass (i.e., structure) of the organization, under the
ultimate control of the executive.”
• “Management is concerned with the execution of
the policy, within the limits setup by administration
and the employment of the organization for the
particular objects before it.”
• Thus Sheldon declares administration as a thinking
process and management as doing process
Contd…

• Finally, this terminological conflict

between
administration and management has to the
led emergence of following 3 approaches.
1. Administration is above management,
2. Administration is a part of management,
and
3. Management and Administration are
same.
 Administration is above management
• Administration is a higher level activity while
management is a lower level function.
• Administration is a determinative function concerned
with the determination of objectives and policies.
• Management is an executive function involving the
implementation of policies and direction of efforts for
the achievement of objectives.
• This view is held largely by American experts on
management.
• Administration involves decision-making and policy-
formulation while management is concerned with the
execution of policies and supervision of work.
Administration is a part of management
• A/c to European School of thought, management is a
wider term including administration
and organization.
• This viewpoint has been propounded by Breach.
• “Management is the generic term for thetotal
process of executive control involving responsibility
for effective planning and guidance of operations of
an enterprise.”
• “Administration is that part of management which is
concerned with the installation and carrying out of
the procedures by which the programme is laid down
and communicated and the progress of activities
is
regulated and checked against plans”.
Contd….

• Kimball and Kimball, Richman and Copen also hold

similar views.
• According to them, administration is only an
implementing agency while management
determinative. is
• Thus, the European viewpoint is exactly opposite to
the American opinion.
Management & Administration are same
• Many writers like Henri Fayol, William
Newman, Koontz make no distinction between these
terms.
• According to Fayol,
– All undertakings require the same functions
and all must observe the same principles.
– There is one common science which can be
applied equally well to public and private affairs.
– Therefore, the distinction between administration and
management is unnecessary or academic.
– In actual practice, the two terms are
used interchangeably.
Contd…
• The term administration is more popular in
Government and other public organizations while
the word management is more commonly used in
the business world, where economic performance
is of primary importance.
 How to resolve this conflict ?
• The foregoing description reveals that both
management and administration are based upon the
same set of principles and functions.
• It may be possible to make theoretical or conceptual
distinction between the two.
• But in practice such a distinction is misleading.
• In order to resolve the terminological conflict between
administration and management, we may classify
management into:
(i) Administrative management; and
(ii) Operative management.
Contd…

• Administrative management involves determination of

objectives and whereas
management policies is operative concerned
execution of plans
primarily
for the achievement
with theof objectives.
• At every level of management, an individual manager
performs both types of functions.
• Every manager spends a part of his time on
administrative management and the remaining time on
operative management.
 Difference between Mgmt & Admn
Areas Administration Management
Organization Level Top level Middle & Lower
Major focus Policy formulation Policy execution for
& objective objective
determination achievement
Nature of functions Determinative Executive
Scope of functions Broad & conceptual Narrow &
conceptual
Factors affecting Mostly external Mostly internal
decisions (pubic opinion and (objectives & policy
external forces) of organization)
 Contd…

Areas of diff. Administration Management

Skills required Conceptual and Technical and
human skills human skills

Usages Largely in public & Largely in private &

govt. sector business sector

Examples Vice Chancellor, CEO, Managing

Registrar, Governor, Director, Sales
Commissioner , Manager, Branch
etc. Manager, etc.
 Concept of Admn
• It is the activities of groups cooperating to accomplish
common goals.
• It is also an activity which demands correct analysis and
accurate orientation.
• “the management of affairs with the use of well defined
principles and practices and rationalized techniques to
achieve certain objectives.”
• The principal aspects of administration are formulation
of policy and its implementation for the attainment of
stated organizational goals in an optimum manner.
 Public Health Admn
• A branch of public administration which deals with the
matters relating to the promotion of health, preventive
services, medical care, rehabilitation, delivery of health
services, development of health manpower and medical
education & training.
• The purpose of public health administration is to
provide total health services to the people with
economy and efficiency.
• Efficiency in health administration can be achieved
through proper policy formulation and its
implementation.
Contd…

• Thus Health Administration is

Public administrative the
application of are used in carrying processesand
out
methods which
objectives of health in an organized community. the
 Objectives of Public Health Admn
• Increasing the average life expectancy of public.
• Decreasing the mortality rate (particularly IMR &
MMR) due to those diseases which can be easily
prevented or remedied.
• Decreasing the morbidity rate.
• Increasing the physical, mental and social well being of
the individual.
• Increasing the pace of adjustment, of individual to his
environment.
• Providing total health care to enrich quality of life.
 Principles of Public Health Admn
• Health opportunities need not to be related to the
purchasing power of people.
• While planning public health programmes for the
benefit of the whole community, care should be taken
to see that medical facilities are accessible to the poor
people inhabiting the rural areas, urban slums and tribal
areas.
• Investment on preventive as well as curative health
programmes and activities should be considered as
beneficial. However, the priority may be given to the
preventive health care as we know that prevention is
better than cure.
Contd…
• Doctors should be trained to act as social physicians as
well to promote healthy and happier life.
• Health should not be considered in isolation from other
socio-economic factors.
• Health consciousness should be fostered thorough
health education and by providing opportunities for the
participation of the individuals in the health
programmes.
• Sound health administrative structures may be designed
for the implementation of the health policy.
Contd…
• All the systems of medicine must be encouraged to
provide decent health to the people in a coordinated
fashion.
• Utilize community resources and encourages local
participation to promote self-help programme4s at the
village level.
• Ensure basic health services available, accessible and
acceptable to the public.
 Scope of Public Health Admn

• In order to translate the aims and objectives of the

public health organizations, the scope of health
administration is expanding.
• Health administration is concerned with 'what' and
'how' of the health.
• 'What' is the subject matter covering preventive
promotive, curative and rehabilitative services; and
• ‘How' is the technique of management, i.e. the
principles of management which can make the health
administration successful and fruitful.
Contd…
• Public health administration studies all aspects for the
delivery of health care services.
• In this context, health administration studies the role of
public, private, and voluntary efforts in meeting health
challenges.
• Health administration also studies the structure and
functioning of international health administration,
government administration at all levels, private
administration and voluntary administration which help
the people in improving their health status.
 Models of Management
• Various scholars and thinkers of management had
given different models of management and/or
administration including its components/elements
or functions.
• However, the common models of management
and/or administration are given by:
1. Henri Fayol
2. Koontz & O-Donel
3. Richard Stars
4. Gulic Luther
 Henri Fayol Model of Management

Organizing

Planning
Mgmt Co-
Functions ordinating

Controlling
Commanding
Contd…

– Planning (Prevoyance): examining the future

and drawing up a plan of action.
– Organizing: build up the structure, both
material and human, of the
undertakings.
– Coordinating: binding together, unifying and
harmonizing all activity and effort.
– Commanding: maintain the activity among the
personnel.
– Controlling: seeing that everything occurs in
conformity with established rule and expressed
command.
 Koontz and O-Donel’s Model

Organizing

Planning
Mgmt
Staffing
Functions

Controlling
Directing
 Richard Star’s Model

Organizing

Mgmt Directing
Planning
Functions

Controlling
 Gulic Luther’s Model

Organizing
Staffing
Planning

Mgmt
Functions Directing

Budgeting

Controlling
Reporting
Comprehensive model of management

Organizing
Staffing
Planning

Mgmt Directing
Functions
Budgeting

Co-
Recording/ ordinating

Reporting Controlling
 Planning
• A plan is a commitment to a particular course of
action considered necessary or desirable to achieve
specific results.
• Planning is a process that involves the determination
of what action, when to take action, why to take
action, where to take action and how to take action.
• These why, what, how and when are related with
different aspects of planning process.
 Organizing
• Breaking an activity and grouping similar types
of activities is known as organizing.
• Organizing involves analysis of activities to be
performed, grouping similar activities into
various department/division or section,
delegation of work and authority &
responsibility so that the work is carried out
effectively.
• Organizing deals with various form and design of
organization structure, departmentation, power &
authority, authority relationship, conflict and
coordination and organizational change
 Staffing
• Staffing is the process of acquiring, developing,
employing, appraising, remunerating and retaining
people so that right type o people are available at right
positions and at right time in the organization.
• According to Koontz, "the managerial function of
staffing is defined filling in
as organizational positions identifying
through the
structure
force requirements, inventorying the people available,
work
recruitment, selection, placement, promotion,
appraisal, compensation and of needed
people."
training
 Directing
• Directing is the process of instructing, guiding,
counseling, motivating, communicating and leading
human resources to achieve organizational goals and
objectives.
• Direction is a continuous process and it continues
throughout the life of the organization.
• Through direction, management initiates actions in the
organization.
• Direction initiates at the top level in the organization
and follows to bottom through the hierarchy. It
emphasizes that a subordinate is to be directed by his
own superior only.
 Coordinating
• According to Glueck, "Coordination is a set of human and
structural mechanism designed to link the parts of the
enterprise together to help achieve the specified
objectives."
• Coordination is a continuous and dynamic process which
is relevant for group efforts and not for individual efforts.
• It emphasizes unity of efforts which is the heart of
coordination.
• Coordination is the responsibility of every manager in the
organization because he tries to synchronize
(match/balance) the efforts of his subordinates with others.
However, when his does not work, there is need for
special coordinators
 Contd…

• Coordination should not be confused with

cooperation.
• The coordination is related with the
term
synchronization of efforts which have amount, time
and direction attributes.
• Cooperation is basically a motto; a collective action
of one person with another or other persons towards
a common goal.
 Controlling
• According to Terry & Franklin, "Controlling is the
determining what is being accomplished – that is,
evaluating performance and, if necessary, applying
corrective measures so that the performance takes place
according to plans."
• Control is forward looking because one can control
future happenings and not the past.
• Control is also an executive process; each manager has
to perform control function in the organization and
according to the level of a manager in the organization,
the nature, scope and limit of his control function may
be different as compared to a manager at other level.
 Recording
• Recording is a process in which records are
kept systematically.
• Usually records written information
administrative memory for which arevery
are
much
• important tools in controlling and assessing
works.
• Records should be timely kept, accurate,
accessible and available when needed and
contain information useful for management.
 Reporting

• Reporting is the process of communicating and

disseminating information, notice and records
from one level/organization to another.
• It can be done by higher authority to subordinates
or subordinates to higher authority or by an
organization to general public.
• Reporting can be done either verbally or in written
form.
 Budgeting
• Budget is a detailed plan of operations for some
specific future period.
• It is also a statement which is expressed in
monetary unit or any physical unit i.e. it is a
financial quantitative statement.
• Gillie has defined budgeting as "allocation of
scarce resources on the basis of forecasted needs
and proposed activities over a specified period of
time."
• Budgeting is also an essential aspect of managing
an organization including its personnel, programs
and projects.
System Model of PHA/Mgmt.
Inputs
• In managing public health programs, inputs like
men, money and materials/supplies are essential.
• Human resources in public health includes the
personnel of officer level, program coordinators,
physicians, nurses, technologist and other middle
and lower class personnel who are directly or
indirectly related to public health programs.
• Budget is also an important aspect of every
organization and programs. It includes physical
assets (e.g. building, machinery), capital,
funds and cash.
Contd…
• Materials and supplies include the various
physical materials needed to establish and run an
organization and programs effectively and
efficiently.
• E.g. Materials like furniture, clinical
instruments; supplies like drugs/medicines,
vaccines; and machinery like ECG, USG, X-ray,
etc.
Process
• The inputs are utilized through various
management process like planning, organizing,
staffing, directing, controlling, coordinating,
recording/reporting and budgeting, by which the
desired goals and objectives of a program/health
institution will be achieved.
Results/Outputs
• Finally, the results or outputs of an organization or
health program will be in the form of both
individual and organizational level. The individual
output may be individual performance, job quality,
promotion, etc. The organizational output may be
in the form of achieving organizational objectives
in terms of public health, education, training,
research, etc.
 Planning, Implementation and Evaluation
Model (PIE)
The project planning and implementation cycle is typical
to basically any type of projects, not only those aiming
at changing energy-related behaviour the five steps of
the project planning and implementation cycle:
1. Context
2. Planning
3. Implementation
4. Monitoring
5. Evaluation
78
Planning
•Planning is probably the most important step of
the project cycle. This is where the important
decisions regarding implementation, monitoring
and evaluation are made -all in a specific
context.
79
Implementation
Programme implementation essentially features
following the plan but leaving room for adjustments
based on monitoring results on the progress as well as
changes in the context. It calls for realistic balancing of
goals and resources and requires a mix of different
marketing and programme management skills.
80
Monitoring
Monitoring should be planned from the outset of the
project or programme. It serves two objectives.
1) It feeds in information to the project management to
allow marketing control during programme
implementation and
2) provides data for ex-post evaluation.
81
Evaluation (ex-post)
Evaluation can consist of process and impact
(effect and outcome) evaluation implemented in
quantitative and/or qualitative ways.

82
83
 Nature of Management
• Multidisciplinary
• Dynamic nature of principles
• Relative, not absolute
principles
• Universality of management
• Management as a profession
• Management as science and art
Vision, Mission, Goal and Objective
• Management of organization is essential for the
systematic growth and development of the
organization. The management strategies are
formulated on the basis of organization mission
and vision. In line with them, the goals and
objectives are set for the organization. The vision
and mission statements play a significant role in
the development of strategies by providing a
basis for screening the strategic options
 Vision
• A vision articulates the position that an
organization would like to attain in the distant
future. It helps in creating a common identity
and a shared sense of purpose. A good vision
is one which foster risk taking and
experimentation.
• It answers the question: ‘What will success
look like?’
• The vision of an organization must possess the
following characteristics:
– It is created by consensus.
– It forms a organizations future mental image.
– It forms the basis for formulating the mission
statement.
• A good vision possesses the following
features:
– It should be inspiring.
– It should foster long term thinking.
– It should be original and unique.
– It should be competitive.
– It should be realistic.
 Mission
• Mission refers to the purpose of an organization.
• Mission states the reason for the organization's existence.
• It relates the organization to the society.
• The mission of an organization should aim high and at the
same time it must be realistic.
• It should provide a strategic direction for the organization.
• “Mission is the fundamental work given by the society to
an organization”.
By Koontz & Q’ Ponnel
In order to be effective, a mission statement
should possess the following characteristics:
• A mission statement should be realistic and achievable.
Impossible statements do not motivate people.
• It should neither be too broad not be too narrow. If it is broad,
it will become meaningless. A narrower mission statement
restricts the activities of organization. The mission statement
should be precise.
• A mission statement should not be ambiguous. It must be
clear for action. Highly philosophical statements do not give
clarity.
• A mission statement should be distinct. If it is not distinct, it
will not have any impact. Copied mission statements do not
create any impression.
• It should have societal linkage. Linking the organization to
society will build long term perspective in a better way.
• It should not be static. To cope up with ever changing
environment, dynamic aspects should be considered.
• It should be motivating for members of the
organization and of society. The employees of the
organization may enthuse themselves with mission
statement.
• The mission statement should indicate the process of
accomplishing objectives. The clues to achieve the
mission will be the motivating factor.
 Goal
• Goals are an intermediate result which is
expected to be achieved by a certain span of
time. It is a target which an organization
wishes to achieve in long term. It provides the
basis for judging the performance of the
organization.
• An organization is goal-oriented.
• Goals provide direction about what is to be done.
• They guide actions of the organization.
• They are the focal point for using resources. They
are end results to be achieved.
• All activities of an organization are aimed at
achievement of goals.

Goals without action are dreams.

• According to Amitai Etzioni . “Goal may be
defined as a desired state of affairs that
organizations attempt to realize.”
• According to Koontz and Weihrich
Goals are the ends toward which activity is
aimed—they are the results to be achieved
• According to Ivancevich, Donnelly and Gibson
Organizational goals are the broad aims which
serve as guides for action.
A goal should meet the following criteria

• Understandable: Is it stated simply and easy to

understand?
• Suitable: Does it assist in implementing a
strategy of how the mission will achieve the
vision?
• Acceptable: Does it fit with the values of the
organization and its members/employees?
• Flexible: Can it be adapted and changed as
needed?
 Objectives
• Objectives are the end results of a planned activity.
• They are stated in quantifiable terms. Objectives
are stated differently at various levels of
management.
• Objectives play a very important role in enhancing
the efficiency and effectiveness of an organization.
• An objective turns a goal’s general statement of
what is to be accomplished into a specific,
quantifiable, time-sensitive statement of what is
going to be achieved and when it will be achieved.
The following characteristics must be present
in fairly framed objectives:
• They should be specific and unambiguous.
• They should have a particular time horizon within which it
is expected to be achieved.
• They should be flexible enough so that if changes are
required, they may be incorporated easily.
• They should be attainable.
• They should be measurable.
• They should be understandable
• They should help in the achievement of the organization’s
mission and vision.
• They should be challenging
 Strategies
• Strategies are one or more ways to use the
mission statement in order to achieve the
vision statement. Although an organization
will have just one vision statement and one
mission statement, it may have several
strategies.
 Action Plans
• Action plans are statements of specific actions
or activities that will be used to achieve a goal
within the constraints of the objective.
• Action plans may be simple statements or full
blown and detailed plans where goals and
objectives are also included.
• Vision – Big picture of what you want to achieve.
• Mission – General statement of how you will achieve the
vision
• Goals – These are general statements of what needs to be
accomplished to implement a strategy.
• Objectives – Objectives provide specific milestones with a
specific timeline for achieving a goal.
• Strategies – Strategies are one or more ways to use the
mission statement in order to achieve the vision statement.
• Action Plans – These are specific implementation plans of
how you will achieve an objective.

101
Difference between vision, mission, objective
and goals
Basis Mission Vision
Concept It defines the purpose and primary It communicates both –
objectives related to the consumer purpose and values of the
needs and team values. organization.

Answer It answers the question: How you will It answers the question:
get to where you want to be? Where you want to be?

Purpose The purpose is to inform what the The purpose is to inspire

organization does. people and motivate their
emotional drives to achieve
it.

Time Frame A mission statement talks about the A vision statement talks
present which ultimately leads to the about the future of the
future. organization.
 Difference between vision, mission,
objective and goals
Basis Objectives Goals
Concept It represents managerial It refers to the long term
commitment to achieve purpose which an
specified results in a organization strives to
specified period of time. achieve.

Measurement It is easy to measure them It is difficult to measure

as they are generally them.
quantifiable.

Time Period They are mid-term or short They are long term in
term in nature. nature.

Action It refers to the specific It refers to a generic action

action which supports the towards which one strives.
associated goal.