1. Public Health Department Fakultas Kedokteran Universitas Padjadjaran
PLANNING & ORGANIZING
Public Health Department
Fakultas Kedokteran Universitas Padjadjaran

2. Program management cycle (managerial functions)
PLANNING & ORGANIZING
Deciding what to do and how to do it
ACTUATING & IMPLEMENTATING
CONTROLLING & EVALUATING
Acting to accomplish what has been planned
Comparing the results of what was accomplished with what was intended

3. Program management cycle (managerial functions)
PRE -PLANNING
ANALYZING OF THE HEALTH SITUATION
Preparation for planning :
Government interest
Legislation
Organization for planning
Adninistrative capacity
FORMULATE HEALTH PROBLEM
PLANNING AND ORGANIZING NO
ASSIGN PRIORITIES AMONG PROBLEMS
formulate priority problem for planning solution
EVALUATE RESULTS ACHIEVEMENT OF OBJECTIVES
DESIGN ALTERNATIVE PROGRAM TO SOLVE PROBLEM
EVALUATING & CONTROLLING
COLLECT DATA FOR EVALUATION
YES
ASSIGN PRIORITIES AMONG PROGRAMS (SELECTION BEST PROGRAM (EFFECTIVE AND EFFICIENT)
ACTUATING &
IMPLEMENTING
INITIATE AND OPERATE THE PROGRAM
PLAN OF IMPLEMENTATION OF THE PROGRAM
DEFINE PROGRAM , ITS OBJECTIVES & HOW TO MEASURE ACHIEVEMENT
Resources needed

4. Planning Fundamental function of management
Selecting strategies from among alternative possible course of action
Both for the enterprise as a whole and for every department or section within it
Requires the companies objectives to be defined and department goals to be set in order to meet those objectives and finding ways to achieve them

5. Planning Deciding in advance : What to do How to do it When to do it
Who is to do it

6. Reasons To offset uncertainty and change
To focus attention on objectives
To gain economical operation
To facilitate control

7. Types Missions or purposes Objectives or goals Strategies Policies
Procedures
Rules
Programs
Budgets

8. Types of Planning 1. Time span/period 2. Level of planning 3. Scope
Long term  > 5 years
Middle term  years
Short term  years
2. Level of planning
Main (master planning)  Policy
Operational  Implementation Guides
Daily (Day - to - day planning)  routine
3. Scope
Strategic : Where we are going to be
Tactical : How we achieve the goals
Comprehensive : All aspect
Integrated : integration between prorgrams

9. Planning Top Down Planning (+) Uniform Centralization
Bottom Up Planning (+)
Based on condition in one region
Effective
Professionalism
Flexible

10. Planning Top Down Planning (-) Might not suitable to one region
Different condition  threat
Less benefit
Less flexible
Province is not developed
Decrease working motivation
Bottom Up Planning (-)
Not uniform
Took long time to plan
No policy

11. STEPS Evaluating Being aware alternative of opportunities course
Selecting
a course
Establishing
objectives
Formulating
derivate
plans
Developing
premises
Quantifying
plans by
budgeting
Determining
alternative
courses

12. Steps Establishing objectives Situation analysis
Problem identification
Determining priorities
Developing programs and activities
Evaluation

13. Strategic Planning
SWOT Analysis
EF/IF S W O SO WO T ST WT

14. ORGANIZING

15. Organizing
Establishing an intentional structure of rules for people to fill in an organization

16. process Grouping of Identification activities and classification
of required
activities
Grouping of
activities
In light of
Resource and
situation
Horizontal and
Vertical coordination of
Authority and
Information
Relationship
Delegation Of
authority
process

17. Organization A formalized intentional structure of roles or position
Formal organization : intentional structure of roles in a formally organized enterprise
Informal organization : a network of interpersonal relation ship that arise when people associate with each other

18. Organizational structure
Be design to clarify who is to do what task and who is responsible for what result
in order to remove obstacles to performance caused by confusion and uncertainty of assignment and to furnish decision making and communication networks reflecting and supporting enterprise objectives

19. Organizing  make human cooperation effective
Levels of organization  limitation of the span of management (control)

20. Wide span

21. Narrow spans

22. Purpose of Organizing Unity of objectives :
an organization structure is effective if it enables individuals to contribute to enterprise objective
Organizational efficiency :
an organization is efficient if is structured to aid the accomplishment of enterprise objectives with a minimum of unsought consequences of costs

23. Reason for Organizing Span of management :
In each of managerial position, there is a limit to the number of persons an individual can effectively manage, but the exact number will depend on the impact of underlying variables

24. Structure of organization : authority Scalar :
The clearer the line of authority from the ultimate management position in an enterprise to every subordinate position, the clearer will be the responsibility for decision making and the more effective will be the organizational communication
Delegation by result expected :
authority delegated to all individual managers should be adequate to ensure their ability to accomplish expected result

25. Absoluteness of responsibility :
responsibility of subordinates to their superiors for performance is absolute, and superiors can not escape responsibility for the organizational activities of their subordinates
Parity of authority and responsibility :
responsibility for actions should not be greater than implied by the authority delegated, not should it be less

26. Staffing
Filling and keeping filled, the position in the organizational structure

27. Process of Staffing Identifying work-force requirements
Inventorying the people available and recruiting
Selecting
Placing
Promoting
Appraising
Planning the careers of
Compensating
Training people

28. Purpose of staffing
Objective of staffing : Objective of managerial staffing is to ensure that organizational roles are filled by qualified personnel who are able and willing to occupy them
Staffing: the clearer the definition of organizational roles and their human resource requirements, and the better the techniques of manager appraisal and training employed, the higher the managerial quality

29. Process of staffing
Job definition : the more precisely the results expected of managers are identified, the more the dimensions of their positions can be defined
Managerial appraisal : the more verifiable objectives and required managerial activities are identified, the more precise can be the appraisal of managers against these criteria
Open competition: the more an enterprise is committed to the assurance of quality management the more it will encourage open competition among all candidates for management positions

30. Management training and development : the more management training and development is integrated with the management process and enterprise objectives, the more effective the development programs and activities will be
Training objectives : The more precisely the training objectives are stated, the more likely are the chances of achieving them
Continuous development : the more an enterprise is committed to managerial excellence, the more is requires that managers practice continuous self-development

31. Unity of command : Authority level :
the more complete an individual’s reporting relationships to a single superior, the smaller the problem of conflicting instructions and the greater the feeling of personal responsibility for results
Authority level :
maintenance of intended delegation requires that decisions within the authority of individual managers should be made by them and not be referred upward in the organizational structure

32. Organization Structure
Organizing
Staffing
Organization Structure