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The Interface Between Management and Leadership. Janet Porter, PhD Associate Dean of the School of Public Health University of North Carolina at Chapel Hill. Objectives. To stimulate thinking about the interface between management and leadership

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The interface between management and leadership l.jpg

The Interface Between Management and Leadership

Janet Porter, PhD

Associate Dean of the School of Public Health

University of North Carolina at Chapel Hill


Objectives l.jpg
Objectives

  • To stimulate thinking about the interface between management and leadership

  • To develop a framework for thinking about leadership in public health

  • To improve skills in leading change


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Management and Leadership

Management

Functions

Time

Spent

In

Activities

Leadership

Functions

Degree of Responsibility


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Management and Leadership

Managing

Complexity

Time

Spent

In

Activities

Managing

Change

Degree of Responsibility


Public health leadership framework l.jpg
Public Health Leadership Framework

Paint Picture

Develop

Process

1.

2.

3.

4.

.

.

.

112.

Provide Perspective

Identify Priorities

Manage Prophets

Set Pace


Public health leadership framework6 l.jpg
Public Health Leadership Framework

Paint Picture

Develop

Process

1.

2.

3.

4.

.

.

.

112.

Provide Perspective

Identify Priorities

Manage Prophets

Set Pace


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Paint Picture

  • Provide general vision

  • Create “stretch goals”

  • Answer the question, “If we are successful, what will have happened?”

  • Don’t tell how to get there, just where you are going

  • Provide description of organization, heroes, customers, markets, services in clear terms


Public health leadership framework8 l.jpg
Public Health Leadership Framework

Paint Picture

1.

2.

3.

4.

.

.

.

112.

Develop

Process

Provide Perspective

Identify Priorities

Manage Prophets

Set Pace


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Provide Perspective

  • Put magnitude of change, challenge in perspective, in context (How big is this?)

  • Compare to other local (peer) organizations in quantifiable terms (Where else are they doing this?)

  • Explain consequences of failing to change (If we aren’t successful, so what?”)

  • Delete design (Acknowledge, celebrate the former organizational identify, services being eliminated)


Public health leadership framework10 l.jpg
Public Health Leadership Framework

Develop

Process

Paint Picture

1.

2.

3.

4.

.

.

.

112.

Provide Perspective

Identify Priorities

Manage Prophets

Set Pace


Develop process l.jpg
Develop Process

  • Hardest part of getting from here to there

  • Establish relationship of change to mission, goals, past efforts

  • Update human resources policies, services

  • Draw upon process experts in organization

  • Acknowledge process is iterative


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Develop Process

  • Define steps, staff involvement, committees

  • Give clear deadlines

  • Define responsibilities, how people will be held accountable for outcomes

  • Define decision-making process

  • Teach process skills to staff, train facilitators


Public health leadership framework13 l.jpg
Public Health Leadership Framework

Paint Picture

Develop

Process

1.

2.

3.

4.

.

.

.

112.

Provide Perspective

Identify Priorities

Manage Prophets

Set Pace


Identify priorities l.jpg
Identify Priorities

1.

2.

...

112.

  • Identify areas of greatest opportunity

  • Quantify improvement in value to patient/provider

  • Identify core functions, appreciate this is a statement of organizational values

  • Communicate rationale behind priorities along with process (You cannot explain why too much – Don’t assume people understand why just because you explained what you are doing)


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Identify Priorities

1.

2.

...

112.

  • Priorities should be broad statement regarding service levels, value of staff rather the protection of specific programs

  • Use benchmarking data to identify areas of opportunity for improvement

  • Apply constant rigor across organization

  • Set standards of performance


Public health leadership framework16 l.jpg
Public Health Leadership Framework

Paint Picture

Develop

Process

1.

2.

3.

4.

.

.

.

112.

Provide Perspective

Identify Priorities

Manage Prophets

Set Pace


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Set Pace

  • Determine pace of change based upon sentinel events, financial performance demands

  • Set firm deadlines and accountabilities

  • Outline timeline of process

  • Consider other demands on organization, other staff


Public health leadership framework18 l.jpg
Public Health Leadership Framework

Paint Picture

Develop

Process

1.

2.

3.

4.

.

.

.

112.

Provide Perspective

Manage Prophets

Identify Priorities

Set Pace


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Finally: Prophet (not Profit)-Management

  • In designing change, identify key stakeholders in terms of expertise, interest, position

  • Prophets must be engaged in process, otherwise they scream louder

  • Acknowledge the value of their prior prognostications

  • Assign (with caution) leadership role


Public health leadership framework20 l.jpg
Public Health Leadership Framework

Paint Picture

Develop

Process

1.

2.

3.

4.

.

.

.

112.

Provide Perspective

Identify Priorities

Manage Prophets

Set Pace


Objectives21 l.jpg
Objectives

  • To stimulate thinking about the interface between management and leadership

  • To develop a framework for thinking about leadership in public health

  • To improve skills in leading change


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