Competencies

expected of a physician-to-be ü Tasks

• Problem-solver ü Functions- continuous or sequential
• Basic Physician ü Activities
• Physician-teacher
• Physician-learner A. Management is essential to the medical students in order to learn:
• Physician-researcher
• Physician-administrator • How to handle different situations
• To prioritize certain circumstances
Physician-Teacher Learner • Time management
• Management of resources:
I. HOW ADULTS LEARN o Allocation- depends upon equity
o Equity- depends upon the need
I.A. SELF CONCEPT- can make decisions and is responsible for himself
B. Difference of Effective and Efficient
PHYSICIAN MANAGER • Effective- when there is improvement in the “life of the patient”;
focuses more on the delivery of services
Management • Efficient- one becomes efficient when upon meeting the goal
• Getting things done thru people. with few or no resources are wasted; focuses more on the
• Efficient use of resources. utilization
• Process- systematic and orderly sequence
• Not ensure-free, part of world or nature, is a social function, both C. Most important task of a manager
socially accountable and embedded. a. Motivate the subordinates to perform their tasks well.
• An objective function, determined by task.
o DISCIPLINE: culturally conditioned, subject to its values, D. Types of Leadership
traditions and habits of a given society 1. Democratic (Participative/ Collaborative/ Supportive/
• Goes beyond personnel management Consultative)
o Learn to lead the people rather than contain them • Considers opinions of subordinates; sharing of ideas
• Not just managing people and resources/assets but primarily and • people oriented
foremost it is MANAGING YOURSELF. Thus, a supervisor can only 2. Autocratic (Authoritarian)
manage other people effectively if he/she manages himself/herself • Manager makes decisions without regard with
effectively. subordinates’ opinions
• Success vs Failure • Task/ goal-oriented
o It is not caused primarily by inadequate mental capacities or 3. Laissez-Faire (Free- reign/ permissive)
insufficient competencies BUT caused by: • Manager sets tasks and gives staffs the complete
§ Poor working habits freedom to accomplish the task
§ Difficult working relationships • Abstains from leading; power with staff
§ Negative mindset 4. Bureaucratic
• Manager focuses style according to rules
Components of Management • Insecure/ knows the rules
 • Impersonal b. Determining way to which work is to be broken down
into manageable units.
E. Qualities of good manager Organizational Structure Org. chart
1. Good communicator Delineating Relationships Liaisons to facilitate coordination
2. Resourceful Creating Positional Scope, relationship , responsibilities,
3. w/ time management skills Descriptions authority
4. Open-minded Establishing Position Define qualification for each position
5. Motivates subordinates Qualifications
6. Good worker
7. Goal-oriented 3. Staffing
8. Knowledgeable a. The process of choosing qualified people for the project.
9. Charismatic b. Workforces- most important resource
10. Credible and reliable Selecting Recruiting
Orienting Familiarizing
F. Strategies Training Developing proficiency ( Instruct & practice)
• broad Developing people Improving KSA
• approach to achieve goal
4. Directing
G. Activities a. Guiding the staff (through motivation)
• Specific b. Helping in channelizing the activities and behavior of
• Steps to attain goal employees so that the goals can be accomplished
c. Bringing about purposeful action towards desired
H. Functions of Management objectives.

1. Planning Delegating Assign responsibility/ accountability
a. Setting of objectives and strategies to attain the goals Motivating Persuade/ inspire
b. Predetermined Course of Action based on the analysis of Coordinating Relate efforts in most effective combination
problem. Managing Resolve conflict, encourage independent thought
Forecasting Est. where present course will lead. Differences
Setting Objectives Det. Desired end result Managing Change Creativity & Innovativeness
Developing Strategies Decide how and when to achieve goals
Programming Est. priority 5. Controlling
Budgeting Allocating resources a. Ensures effectivity of the activity.
Setting Procedures Standardizing procedures b. Involves monitoring and evaluation of results against the
Developing Policies Set roles, guidelines, policies plan
c. Rewards people
2. Organizing d. Plans work to make corrections
a. Binding people together in the pursuit of common
objectives I. Difference of monitoring and evaluation:
 a. Monitoring SWOT Analysis
i. Answers: Is the activity done? • Strength and weakness (Internal)
ii. A way of supervising activities to ensure that • Opportunities and Threats (External)
everything is on-schedule in meeting the objectives
b. Evaluation Process begins with 3 elements
i. Answers: Why the activity is not done?
Elements Tasks Functions
LEADER MANAGER Ideas Conceptual thinking Analyze problem
Aim: change Aim: stability Things Administration Make decision
Focus: leading people to reach Focus: how to manage the People Leadership Communicate
the goal work by following the process
Length: Long term Length: Short term Skills needed in program management
Seek: Vision Seek: objectives; Plans details Technical Skills Human Skills Conceptual Skills
Passion: To lead Passion: To work Methods, Ability to get Mental ability to visualize all
Has charisma Has authority procedures, along with complex interrelationships
Appeal to heart Appeal to head process, people (People, department and unit)
Want: Achievement Want: Results techniques

Commonly used charts in a organization Teach, coach, Understand, Permits manager to understand
1. Organizational Charts guide motivate, lead how various factors in particular
a. Chain of command situations fit together and interact
b. From the head up to the grass roots with one another.
2. Personnel Chart
a. Shows the different staffs and officials of the organization Levels of Management
3. Functional Chart 1. Top Level
a. Documents the role of each member 2. Middle Level
b. Shows the different functions of the different staffs. 3. Lower Level

Situational Analysis
• A situational analysis defines and interprets the state of the
environment of a person or organization.
• How to gather data for S.A.?
o Demographic statistics
o Interview
o Survey
o Ocular survey
o Inventory


Human Resource Development Framework

Organization

PHYSICAL RESOURCES HUMAN RESOURCES FINANCIAL RESOURCES
(Fixed Corporate Assets) (Personnel) (Liquid Assets)

DEVELOPMENT
(Knowledge, skills, competency)
PERSONAL GROWTH PROFESSIONAL ADVANCEMENT


ORGANIZATIONAL EFFECTIVITY
& EFFICIENCY


TRAINING ORG. DEV’T CAREER DEV’T