Table of Contents
1. The Need for Managers in Health Care (Page 1)
○ Overview of healthcare as an expansive industry
○ Complexity and dynamic nature of healthcare organizations
○ Role of managers in providing leadership, supervision, and coordination
○ Importance of managers in achieving organizational goals and resource
management
2. Management (Page 2)
○ Introduction
■ Universal nature of management
■ Definitions of management (e.g., "getting things done through people")
■ Management as a process (planning, organizing, controlling, motivating)
■ Health Service Management (HSM) and teamwork
○ Key Aspects of Management
■ Flexibility in management
■ Avoiding "red tape" (bureaucratic breakdowns)
■ Information flow between subordinates and supervisors
■ Control of resources (4 M’s: Manpower, Material, Money,
Movement/Time)
■ Challenges with manpower availability
○ Historical Context
■ Management since the beginning of civilization
■ Examples of collective work in communities
3. Commonly Used Concepts in HSM (Page 3)
○ Effectiveness
■ Definition and measurement
■ Example: Hospital achieving high-quality healthcare
○ Efficiency
■ Definition and measurement
■ Importance of minimizing waste
■ Examples of efficient vs. inefficient resource use
○ Equity
■ Access to basic healthcare as a right
■ Causes of health inequalities (socioeconomic status, education,
geography, ethnicity)
4. Qualities of a Good Manager (Page 3)
○ Flexibility and situational awareness
○ Accountability and transparency
○ Consultation and collaboration
○ Politeness and knowledge-sharing
○ Up-to-date knowledge
5. Problems in Management (Page 4)
○ Biasness
○ Lack of knowledge and skills
○ Inadequate resources (money, equipment, manpower)
○ Environmental hazards (e.g., blocked toilets, no water)
○ Lack of cooperation from colleagues
○ Poor communication (verbal, written, lack of transport)
○ Bureaucracy
○ Competition and conflicts among managers
6. Management as a Collective Effort (Page 4)
○ Roles of various managerial positions in healthcare
○ Examples of management positions:
■ Ward In-charge
■ Special Clinic In-charge
■ Outreaches Coordinator
■ Director of Medical Reports
■ Senior/Principal Nursing Officer
7. Principles of Management (Pages 4–6)
○ Henri Fayol’s 14 Principles:
■ Authority with corresponding responsibility
■ Specialization/division of labor
■ Discipline
■ Unity of command
■ Unity of direction
■ Subordination of individual interest to organizational interest
■ Staff remuneration
■ Scalar chain of command/line of authority
■ Order
■ Equity
■ Stability of tenure
■ Initiative
■ Centralization/delegation
■ Team spirit (Esprit de corps)
8. Functions of Management (Pages 7–8)
○ Planning
■ Setting long-term and short-term objectives
■ Deciding actions to achieve objectives
○ Organizing
■ Providing resources (raw materials, tools, capital, personnel)
■ Dividing labor and assigning authority
○ Leading or Directing
■ Supervising and leading workers
■ Activities: Communication, delegation, supervision, coaching,
problem-solving, conflict resolution, motivation
○ Controlling
■ Monitoring performance against standards
■ Setting and communicating standards
■ Providing feedback and corrective action
9. Management Skills (Page 8)
○ Conceptual Skills
■ Analyzing and solving complex problems
○ Technical Skills
■ Expertise in specific tasks (e.g., designing monitoring tools)
○ Interpersonal Skills
■ Effective communication with peers, supervisors, and subordinates
10.Skills versus Organizational Hierarchy (Management Levels) (Page 9)
○ Lower Level Management
■ Importance of technical skills
■ Role in daily management and clinical supervision
○ Middle Level Management
■ Balance of technical, interpersonal, and conceptual skills
■ Supervision of first-level managers
○ Top Level Management
■ Emphasis on conceptual and interpersonal skills
■ Strategic planning and goal-setting
11.Managerial Roles (Page 10)
○ Interpersonal Roles
■ Figurehead
■ Liaison
■ Inspiration
○ Informational Roles
■ Disseminator
■ Spokesperson
○ Decisional Roles
■ Resource allocation
■ Negotiator
■ Entrepreneur
■ Problem-solving
12.Nursing Leadership (Page 11)
○ Roles of nurses in leadership and management
○ Advocacy for patient care, working environment, and community well-being
○ Situational roles (e.g., ward in-charge, nursing supervisor)
○ Definition of leadership and its interpersonal process
13.Leadership Styles (Pages 11–13)
○ Authoritarian (Directive/Autocratic)
■ Characteristics: Strong control, one-way communication, punitive criticism
■ Examples and applications
■ Advantages and disadvantages
○ Democratic (Participative)
■ Characteristics: Shared decision-making, open communication,
constructive criticism
■ Advantages and disadvantages
○ Charismatic
■ Characteristics: Emotional commitment, loyalty, and enthusiasm
■ Role of leader’s behavior and expectations
○ Laissez-Faire (Non-Directional)
■ Characteristics: Full decision-making power to workers, minimal leader
involvement
■ When to use and when to avoid
■ Advantages and disadvantages
14.Traits/Qualities of a Good Leader (Page 14)
○ Honesty
○ Competence
○ Forward-looking
○ Inspiring
○ Intelligent
○ Fair-minded
○ Broad-minded
○ Courageous
○ Straightforward
○ Delegation
○ Communication
○ Imaginative
15.Human Resource Management (Page 15)
○ Definition and importance
○ Complexity of managing staff
○ Functions: Planning, organizing, directing, controlling human activities
○ Focus on employee well-being and organizational success
16.Management Responsibilities of an In-Charge of a Health Unit (Page 16)
○ Monitoring staff performance (quantity, quality, punctuality)
○ Allocating staff duties
○ Managing revenue and resources
○ Ensuring drug and supply availability
○ Timely reporting and record-keeping
○ Planning and following up activities
○ Building community relationships
○ Improving preventive service coverage
○ Patient care responsibilities
17.Staffing (Pages 16–20)
○ Introduction
■ Definition and importance
■ Placing the right person in the right job
○ Importance/Benefits/Advantages of Staffing
■ Efficient workforce
■ Improved performance and productivity
■ Future staffing planning
■ Succession planning
■ Leadership development
■ Optimal use of human resources
○ Characteristics of Staffing
■ People-centered
■ Responsibility of managers
■ Human skills
■ Continuous function
○ Process of Staffing
■ Manpower planning
■ Recruitment (internal and external)
■ Selection (application review, interviews, testing)
■ Placement/Employment (job offer, preparation)
■ Orientation and induction
■ Training and development (types: technical, quality, skills, soft skills, team
training)
■ Retaining (positive work culture, performance appraisal, career
management, compensation)
18.Job Descriptions (Pages 21–23)
○ Definition and Purpose
■ Defining tasks, authority, and responsibilities
■ Setting performance standards
○ Uses of Detailed Job Descriptions
■ Clarifying roles
■ Preventing conflicts
■ Identifying training needs
■ Evaluating performance
○ Content of a Job Description
■ Job title
■ Date
■ Job summary
■ Duties
■ Relations (supervisor and supervisees)
■ Qualifications
■ Training and development
■ Review and appraisal
○ Example of a Job Description
■ Job Title: Staff Nurse
■ Duties: Ward management, operation theater tasks, patient care
19.Teamwork/Team Building (Pages 24–29)
○ Definition
■ Team as a group with complementary skills
■ Team building process
○ Benefits of Teamwork
■ Problem-solving
■ Faster task completion
■ Healthy competition
■ Developing relationships
■ Leveraging unique qualities
■ Improved morale
○ Dangers of Teamwork
■ Hostility toward managerial goals
■ Social loafing
○ How to Improve Teamwork in the Workplace
■ Recognizing individual contributions
■ Encouraging decision-making involvement
■ Minimizing rank importance
■ Balancing workloads
■ Building trust and respect
■ Maintaining open communication
■ Providing resources
■ Ensuring accountability
○ Stages of Team Building or Development
■ Forming
■ Storming
■ Norming
■ Performing
■ Adjourning
20.Motivation (Pages 30–34)
○ Definition
■ Psychological drive for goal-directed behavior
○ Intrinsic and Extrinsic Motivation
■ Intrinsic: Internal interest and enjoyment
■ Extrinsic: External rewards and punishments
○ Maslow’s Hierarchy of Needs
■ Levels: Basic needs, social needs, personal satisfaction
■ Principles of need satisfaction
○ Importance/Advantages of Motivation
■ Higher productivity
■ Reduced turnover and absenteeism
■ Improved nurse-patient relationships
■ Employment security
■ Readiness for change
○ Disadvantages of Motivation
■ Potential distraction
■ Difficulty in determining rewards
■ Ineffectiveness over time
■ Need for varied approaches
○ Tips for Motivating Employees
■ Job security
■ Good pay
■ Perks and incentives
■ Continuing education programs
■ Opportunities for growth
■ Recognition
○ Intrinsic Motivators
■ Sense of meaningfulness
■ Sense of choice
■ Sense of competence
■ Sense of progress
○ Signs of Demotivation
■ Increased sick leave, absenteeism, lateness
■ Decreased work quality
■ Poor communication and attitude
○ Demotivating Factors
■ Negative experiences
■ Poor working conditions
■ Low remuneration
■ Lack of recognition
■ Heavy workload
■ Limited development opportunities
21.Challenges Faced by Nurse Managers (Page 35)
○ Rapidly changing environment
○ Negativity from subordinates
○ Low staff commitment
○ Poor working conditions
○ Lack of teamwork
22.Staff Development Program & Methods (Page 36)
○ Definition
■ Activities to develop skills and competencies
■ Dual focus on individual and organizational development
○ Benefits of Staff Development
■ Performance improvement
■ Handling unexpected situations
■ Attracting and retaining employees
■ Developing leaders
■ Improving engagement and motivation
■ Enabling organizational flexibility
23.Effective Communication With All Visitors (Page 115)
○ Guidelines for greeting and assisting visitors
○ Prompt acknowledgment
○ Politeness and clarity
○ Handling waiting times
○ Providing general information
○ Adapting to special communication needs
24.Importance of Maintaining a Professional Attitude Towards Visitors & Customers
(Page 116)
○ Demonstrating importance of visitors
○ Setting organizational standards
○ Encouraging professional behavior
○ Recognizing potential problems
○ Inspiring confidence
25.Organizational Structure of Health Services in Uganda (Pages 117–122)
○ The National Health Care System
■ Public sector (MOH, Defense, Internal Affairs, Local Governments)
■ Private sector (PHPs, PNFPs, Traditional Health Practitioners)
○ Sector Organization, Function, and Management
■ MOH leadership and responsibilities
■ Decentralization to districts and Health Sub-Districts (HSDs)
■ Health service levels (Health Centre I–VII)
○ The Ministry of Health and National Level Institutions
■ Core functions: Policy formulation, planning, quality assurance, resource
mobilization
■ National autonomous institutions (e.g., Uganda Cancer Institute, National
Drug Authority)
○ Hospitals
■ Types: General, Regional Referral, National Referral
■ Roles: Referral services, training, research
○ District Health System
■ Responsibilities: Planning, budgeting, service delivery, human resource
management
○ Health Sub-District
■ Planning, budgeting, and management roles
■ Oversight of health activities
○ Functions of Health Centres (HC IV, III, II)
■ HC IV: Preventive, curative, referral services
■ HC III: Basic care, supervision, referral
■ HC II: Outpatient care, community outreach
○ Village Health Teams (HC I)
■ Roles: Health promotion, resource mobilization, community linkage
○ The District Health Officer and District Health Management Team
■ Roles: Planning, supervision, training, clinical work
■ Team members (e.g., Biostatistician, Nursing Officer)
26.Uganda National Minimum Health Care Package (Pages 123–126)
○ Overview
■ Focus on effective interventions and high-morbidity diseases
■ Four clusters:
■ Health Promotion, Disease Prevention, and Community Health
Initiatives
■ Maternal and Child Health
■ Prevention and Control of Communicable Diseases
■ Prevention and Control of Non-Communicable Diseases
○ Cluster 1: Health Promotion, Environmental Health, and Community Health
Initiatives
■ Health promotion and education
■ Environmental health
■ Control of diarrhea
■ School health
■ Epidemic and disaster preparedness
■ Occupational health
○ Cluster 2: Maternal and Child Health
■ Sexual reproductive health and rights
■ Newborn health and survival
○ Cluster 3: Communicable Diseases Control
■ Focus on HIV/AIDS, TB, malaria
○ Cluster 4: Prevention and Control of NCDs, Disabilities, and Injuries
■ NCDs (e.g., hypertension, diabetes)
■ Injuries, disabilities, and rehabilitative health
■ Gender-based violence
■ Mental health and substance abuse
■ Integrated essential clinical care
■ Oral health
■ Palliative care
27.Sustainable Development (Pages 127–146)
○ Definition
■ Meeting present needs without compromising future generations
■ Link to 2030 Agenda and SDGs
○ Sustainable Development Goals (SDGs)
■ Goal 1: No Poverty
■ Targets: Eradicate extreme poverty, social protection systems
■ Goal 2: Zero Hunger
■ Targets: End hunger, address malnutrition, sustainable agriculture
■ Goal 3: Good Health and Well-Being
■ Targets: Reduce maternal and child mortality, end epidemics,
universal health coverage
■ Goal 4: Quality Education
■ Targets: Free primary/secondary education, vocational training,
teacher supply
■ Goal 5: Gender Equality
■ Targets: End discrimination, violence, and harmful practices
against women
■ Goal 6: Clean Water and Sanitation
■ Targets: Universal access to water and sanitation, improve water
quality
■ Goal 7: Affordable and Clean Energy
■ Targets: Universal energy access, renewable energy, energy
efficiency
■ Goal 8: Decent Work and Economic Growth
■ Targets: Economic growth, decent work, eradicate forced labor
■ Goal 9: Industry, Innovation, and Infrastructure
■ Targets: Resilient infrastructure, sustainable industrialization,
innovation
■ Goal 10: Reduce Inequalities
■ Targets: Income growth, social inclusion, equal opportunity
■ Goal 11: Sustainable Cities and Communities
■ Targets: Affordable housing, sustainable transport, disaster
resilience
■ Goal 12: Responsible Consumption and Production
■ Targets: Sustainable resource use, reduce waste, sustainable
practices
■ Goal 13: Climate Action
■ Targets: Climate resilience, policy integration, awareness
■ Goal 14: Life Below Water
■ Targets: Reduce marine pollution, protect ecosystems, regulate
fishing
■ Goal 15: Life on Land
■ Targets: Conserve ecosystems, combat desertification, halt
biodiversity loss
■ Goal 16: Peace, Justice, and Strong Institutions
■ Targets: Reduce violence, promote rule of law, combat corruption
■ Goal 17: Partnerships for the Goals
■ Targets: Finance, technology, capacity building, trade,
partnerships
