Health Services Administration

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Health Services Administration

• HSA 171
• CAR

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Administration Operation in Health Organization

• 1436/5/10

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(No Transcript)
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Learning Objectives

• Concept Of Controlling.
• Definition.
• Controlling Process.

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Controlling

•  Is the final function of management. Once a plan
  has been carried out the manager evaluates the
  results against the goals. If a goal is not being
  met, the manager must take any necessary
  corrective actions to continue to work towards
  that goal.

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Concept of Controlling

• Process of gathering and feeding back information
  about performance so that decision makers can
  compare actual results with planned results and
  decide what to do about any apparent
  discrepancies or problems.
• Helps to check errors and take corrective
  measures so that the deviation from standards are
  minimized and goals of the organization are
  achieved in a desired manner.

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Defenition

• The process of evaluating and regulating ongoing
  activities to ensure that goals are achieved.

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Areas of Controll

• Physical resources inventory management, quality
  control, and equipment control.
• Human resources selection and placement,
  training and development, performance appraisal,
  and compensation.
• Information resources sales and marketing
  forecasts, environmental analysis, public
  relations, production scheduling, and economic
  forecasting.
• Financial resources managing capital funds and
  cash flow, collection and payment of debts.

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Controlling Process

• There are 4 steps in the control process
• Step 1 Establishing performance standards.
• Step 2 Measuring actual performance.
• Step3Compare results with objectives and
  standards.
• Step 4 Taking corrective action.
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Step 1 Establishing performance standards.

• Standard is any guideline established as the
  basis for measurement.
• It is a precise, explicit statement of expected
  results.
• It is usually expressed numerically
• It is created when objectives are set during the
  planning process.
• It is set for quality, quantity and time.

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Step 1 Establishing performance standards.

• Two kinds of Standards
• Output standards
• Measures performance results in terms of
  quantity, quality, cost, or time.
• Input standards
• Measures work efforts that go into a performance
  task.

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Typs of Standars

• Time controls
• Relate to deadlines and time constrains
• Material controls
• Relate to inventory and material-yield control
• Equipment controls
• Imposed on the operator to protect the equipment
• Cost controls
• Budgets control cost or expense related standards
• Financial controls
• Facilitate achieving the organizations profit
  motive
• Employee performance controls
• Focus on actions and behaviors of employees.
  Examples absence, accidents, quality quantity
  of work
• Operations controls
• Assess how efficiently and effectively an
  organizations transformation processes create
  goods services.

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Step 2 Measuring actual performance.

• Involves measuring the performance in the work in
  terms of control standards.
• Two ways to measure performance
• Personal observation and direct supervision of
  human performance of their work.
• Reports that show the level of achievement on a
  daily , weekly or monthly basis.
• Statistical reports, Oral reports - For fast and
  extensive feedback, Written reports, Reports
  through network E-mail, On line systems
  Database programs.

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Step 2 Measuring actual performance.

• Methods of measuring performance
• Quantitative Physical and monetary terms,
  easily and precisely measurable. E.g. Production
  units, sales, volume, profits etc.
• Qualitative Intangible, cannot be measured
  precisely. E.g. Human relations etc. Techniques
  Psychological tests, opinion surveys.
• Measurement must be clear, simple and rational,
  relevant, direct attention and efforts, reliable,
  self announcing, and understandable without
  complicated interpretation or philosophical
  discussions.

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Step 3Compare results with objectives and
standards.

• deviations if any are noted between standards and
  performance, then management must study the-
• (I) Causes for deviation
• (ii) Effect of deviation
• (iii) Size of deviation
• (iv) Positive or negative deviation.

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Step 3Compare results with objectives and
standards.

• Required standards achieved
• No further managerial action is necessary.
• Control process is complete.
• Required standards not achieved
• Extent of variation may differ from case to
  case, depends upon the type of activity.

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Step 4 Taking corrective action.

• Control Actions
• Review of plans and goals and change therein on
  the basis of such review.
• Change in the assignment of tasks.
• Change in existing techniques of direction.
• Change in the organization structure.
• Provision for new facilities.

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Types of Control

• 1. Feed forward Controls
• Focus on operations before they begin.
• To prevent anticipated problems.
• 2. Concurrent Controls
• During the process while work is performed
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• 3. Feedback Controls
• Focus on the results of operations
• Guide future planning, inputs and process
  designs.
• Self - Control
• Sometimes called Adhocracy Control
• By training and encouraging individuals to take
  initiative in addressing problems on their own.
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Characteristics of Effective Control

• Integration with Planning
• the more control is linked to planning, the more
  effective the control system.
• Flexibility
• the control system must be flexible enough to
  accommodate change.
• Accuracy
• Inaccurate information results in bad decision
  making and inappropriate managerial actions.
• Timeliness
• A control system should provide information as
  often as necessary.
• Objectivity
• A control system must be free from bias and
  distortion