لخّصلي

Management What is Management?In all business areas and human organization activity is "the act of getting people together to accomplish desired goals and objectives". Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Leadership Vs Management The manager is the person who brings things about; the one who accomplishes, has the responsibility, and conducts. A leader is the person who influences and guides direction, opinion, and course of action. If a manager guides, directs, and motivates others and a leader empowers others, then it could be said that every manager is a leader. Managementstyles Managing through information which involves: the collection and dissemination of general communication relevant to the unit and acting as its spokesperson; controlling inside the unit through decision-making about issues, courses of action, responsibilities and outcomes. Managing with people: including supervising, motivating and developing people, building and sustaining culture, teams and teamwork within the unit; linking people in the unit to outside the unit through networking, representing and buffering the unit. Managing action directly: in the unit through such activities as managing projects, handling disruptions; outside the unit building support and coalitions and conducting negotiations. Managementfunctions Planning

Planning is future-oriented and determines an organization's direction. It is a rational and systematic way of making decisions today that will affect the future of the organization. Organizing Organizing requires a formal structure of authority and the direction and flow of such authority through which work subdivisions are defined, arranged and coordinated so that each part relates to the other part in a united and coherent manner so as to attain the objectives. Staffing Staffing is the function of hiring and retaining a suitable work-force for the enterprise both at managerial as well as non-managerial levels. Managementfunctions Directing The directing function is concerned with leadership, communication, motivation, and supervision so that the employees perform their activities in the most efficient manner possible, in order to achieve the desired goals. Controlling The function of control consists of those activities that are undertaken to ensure that the events do not deviate from the pre-arranged plans. Strategic planning has been described as a systematic process of envisioning a desired future and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. Setting the Mission, Vision and Values for the Organization Values?? ?The organization should also have a set of values which are principles that guide the actions required at all levels of the entity to achieve the mission and the vision. These values provide information to employees as to how they should conduct themselves and how they should undertake their roles in order to achieve the organization's mission, vision and goals. Vision? ?The vision statement defines the organization's desired future state. The vision should be future orientated, ambitious and aspirational while at the same time being realistic and achievable. Mission? The organization's mission is a brief statement identifying the fundamental reason as to why it exists, what it actually does and how it will achieve its vision. It creates a sense of direction, broadly describes the organization's capabilities and can be written as the "present state"

??????Reviewing the Current or Previous Plan Once the mission, vision and values have been confirmed, the next step is to review the previous strategic plan.This review should include an evaluation of how many of the goals and objectives related to the previous plan were achieved and whether any of the components of the plan should be rolled over into the new cycle.Implementation of the Strategic Plan Most successful strategies will comprise 10% formulation and 90% implementation.??????????

Management
What is Management?
The process of working with and through individuals and groups and other resources (such as equipment, capital and technology) to accomplish organizational goals.
In all business areas and human organization activity is "the act of getting people together to accomplish desired goals and objectives".
Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

Leadership Vs Management
The manager is the person who brings things about; the one who accomplishes, has the responsibility, and conducts.
A leader is the person who influences and guides direction, opinion, and course of action. "Although leadership is clearly different from management, leadership and management are of equal importance".
If a manager guides, directs, and motivates others and a leader empowers others, then it could be said that every manager is a leader.

Managementstyles
Managing through information which involves: the collection and dissemination of general communication relevant to the unit and acting as its spokesperson; controlling inside the unit through decision-making about issues, courses of action, responsibilities and outcomes.

Managing with people: including supervising, motivating and developing people, building and sustaining culture, teams and teamwork within the unit; linking people in the unit to outside the unit through networking, representing and buffering the unit.

Managing action directly: in the unit through such activities as managing projects, handling disruptions; outside the unit building support and coalitions and conducting negotiations.

Managementfunctions
Planning

Planning is future-oriented and determines an organization’s direction. It is a rational and systematic way of making decisions today that will affect the future of the organization.
Organizing
Organizing requires a formal structure of authority and the direction and flow of such authority through which work subdivisions are defined, arranged and coordinated so that each part relates to the other part in a united and coherent manner so as to attain the objectives.
Staffing
Staffing is the function of hiring and retaining a suitable work-force for the enterprise both at managerial as well as non-managerial levels.

Managementfunctions
Directing
The directing function is concerned with leadership, communication, motivation, and supervision so that the employees perform their activities in the most efficient manner possible, in order to achieve the desired goals.
Controlling
The function of control consists of those activities that are undertaken to ensure
that the events do not deviate from the pre-arranged plans.

Strategic planning has been described as a systematic process of envisioning a desired future and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them.

Setting the Mission, Vision and Values for the Organization
Values

The organization should also have a set of values which are principles that guide the actions required at all levels of the entity to achieve the mission and the vision. These values provide information to employees as to how they should conduct themselves and how they should undertake their roles in order to achieve the organization's mission, vision and goals.
Vision
The vision statement defines the organization's desired future state. The vision should be future orientated, ambitious and aspirational while at the same time being realistic and achievable.
Mission
The organization's mission is a brief statement identifying the fundamental reason as to why it exists, what it actually does and how it will achieve its vision. It creates a sense of direction, broadly describes the organization's capabilities and can be written as the “present state”


Reviewing the Current or Previous Plan
Once the mission, vision and values have been confirmed, the next step is to review the previous strategic plan. This review should include an evaluation of how many of the goals and objectives related to the previous plan were achieved and whether any of the components of the plan should be rolled over into the new cycle.


Developing a New Strategic Plan
The development of a new strategic plan for the organization firstly requires consideration of some key points including the model or methodology to be used, the tools that will be employed to assist the process and the selection and engagement of stakeholders to contribute to the development of the plan.


Implementation of the Strategic Plan
Most successful strategies will comprise 10% formulation and 90% implementation.
Once the strategic plan is completed, it should be communicated and promoted across the organization and be freely available for both internal staff and consumers as well as external parties.

Monitoring and Reporting on the Strategic Plan
The reporting on the strategic plan and its associated business or operational plans will vary between organisations. As a general rule in healthcare the responsibility for this will sit with the CEO and the Executive with reporting up to the Board of Management (or equivalent). Generally hospitals will be required to provide reporting on their Strategic Plans to government, for example, through their annual Statement of Priorities.