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Give me a good manager and I will change your results. 

Introduction

We will assume at this point that planning has been finished, objectives set, scheduled made, and budgeting set. 

Types of Management 

Types of Management is an extensive subject. We will give references for two of the better types.

Management by Objectives

Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources.It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives.

MBO was first outlined by Peter Drucker in 1954 in his book 'The Practice of Management'. In the 90s, Peter Drucker himself decreased the significance of this organization management method, when he said: "It's just another tool. It is not the great cure for management inefficiency... Management by Objectives works if you know the objectives, 90% of the time you don't."

MBO managers focus on the result, not the activity. They delegate tasks by "negotiating a contract of goals" with their subordinates without dictating a detailed roadmap for implementation. MBO is about setting yourself objectives and then breaking these down into more specific goals or key results.

Management by Exception

Project Planning Statement

Objectives

  • Expected Results

  • Indicators, 

  • Methods of measuring progress

Duration

  • Material Requirements

  • Staff Requirements

  • Milestones and Benchmarks 

Resources

  • Material Resources

  • Human Resources

    • Roles

    • Skills

Future Research

Integration with other systems

Possible problem areas

  • Alternate Solutions 

Annual Implementation Plan

  • Budget 

  • Expected Results

    • Indicator targets

  • Resources Needed

    • Material Resources

    • Human Resources

    • Time

    • Salaries

    • Roles

    • Skills

  • Implementation steps

  • Integration with other systems

  • Possible Problem Areas

 

Stakeholder Reporting

Periodical  reports should present in narrative and quantitative form the progress made in achieving planned results and intermediate milestones, as well as the inputs expended in accomplishing progress to date, relating these to the total inputs planned for in the strategic plan. The planned timeline for every activity should be presented, as well as progress along the timeline achieved during the reporting period. The report should include:

  • a narrative and quantitative description of all progress made by the lowest organizational unit; 

  • their relation to the strategic objectives and intended; 

  • significance and recommended follow-up of these accomplishments and results. 

  • highlight conclusions regarding future program and policy directions and approaches; 

  • important issues, problems and the most effective approaches to achieving further improvement in health system performance.

Management of Project

Scheduling

  • Duration - Late

Budgeting 

  • Budget variances - Overruns

Human Resources

  • Lack of motivation

  • Conflicts

  • Lack of understanding of the goals of the project

Quality Control

  • Poor Quality

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