Implementation
Controlling
Organizing
1
Controlling
Is a process of,
Establishing performance standards based on
the HSO's objectives,
Measuring actual performance,
Comparing it with the intended result ,
And taking corrective action as necessary.
An essential part of the control process is taking
corrective actions as needed
In other words, it is regulating activities in
accordance with the plan
2
Types of controls
Are two types of controls
1) Organizational controls:
‗ e.g. standards of measurement such as profitability.
2) Operational controls:
‗ e.g. meeting quality standards during the production
process, ensuring enough supply of raw materials.
Most important components of controls :
‗ standards, measurement, comparison, appraisal
and intervention or change.
3
Four steps in the control
process
[Link] standards and methods for
measuring performance
[Link] Actual Performance
[Link] Performance Against
Standards(compare actual data with standards)
[Link] corrective Action
4
5
Styles of supervision
Are three main styles of supervision
‗ Autocratic ,
‗ Democratic (supportive) , and
‗ Anarchic
Supervision is a helping process
6
Feedback in the Control Process
An essential element in the control process.
Any feedback system must have a number of
characteristics:-
─ Timely
─ Reliable
─ Precise
─ Right
7
Terms in Monitoring
&Evaluation
Inputs
Resources used in a program
Include financial, human or material resources
Examples:
ART service providing health workers
Anti-TB drugs
Laboratory reagents
8
Terms in M&E cont…
Activities
Program procedures that are implemented to
obtain desired effects
Examples:
Training human resources for counseling and
testing
Screening patients for opportunistic infections
Conducting supervision
9
Terms in M&E cont…
Outputs
Are the immediate consequences of the inputs utilized
and program activities conducted.
Examples:
Number of patients treated
Number of clients counseled
Number of HIV tests carried out
10
Terms in M&E cont…
Outcomes
Effects upon the target population that can lead to the
intended “ultimate goal” of a program
The effects include several types and may focus on
awareness, attitudes, behavior, utilization etc
Examples:
Increase of condom use
Improvement of quality of HIV/AIDS services
Reduction of risky sexual behaviors
11
Terms in M&E cont…
Impacts
Are related to long-term accumulative effects of programs
They are rarely attributed to a single program or
intervention
Examples:
Reduction in incidence of HIV infection
Reduction of HIV/AIDS mortality
Improvement in quality of life of patients
12
What is monitoring ?
Monitoring: is the systematic and continual
collection, analysis, interpretation and use of
data on key aspects of an intervention and/or its
expected results.
It includes group of activities that:
Follow up priority routine information about
a program and its expected results.
Follows up the program’s costs.
Compares performance with plan
Provides information that can be used
for program evaluation
13
Why do we monitor ?
Monitoring helps to know whether :
the activities are being completed as planned
& are being conducted within the time frame
specified
the budget is being spent according to the
plan
any changes are needed in the
implementation
of activities &
the work plan should be modified
14
Why do we monitor ? . . . .
To identify strengths and weakness of a
project/program
To take timely & appropriate decisions
To improve the performance of a project
To enhance accountability at all levels
What aspects of a program / a project is
monitored ?
Who monitors a certain program / project?
How monitoring is conducted
15
Evaluation
It is the periodic assessment of the
change in targeted results
It attempts to link a particular
output /outcome directly to an
intervention
The aim is to check the impact of
the program
16
Evaluation….
It is the comparison of actual project
impacts against the agreed strategic plans
It looks at what you set out to do, at what
you have accomplished, and how you
accomplished it.
Determines the merit or the value of the
program and explains the relationship
between the program and its effects
17
Types of Evaluation
Process Evaluation: It is also known as program
monitoring, document the implementation of
a project and explain cause and effect.
Impact Evaluation: Document and explain cause
and effect. It focuses on outcomes. For example,
measures of awareness, knowledge and attitudes,
skills and behaviors yield impact evaluation data.
18
Cont….
Formative Evaluation: it should be done before or
during the implementation of methods activities or
programs improve the quality of performance.
Summative Evaluation: conclusions to be drawn
about impact, outcome or benefits of the program or
method.
19
Evaluation Uses
Program
Improvement
Generating
knowledge
Accountability
20
Uses cont…
Program improvement:
Evaluations conducted with the purpose of
improving a program by informing decision makers
to make adjustments to the implementation
approach or strategies, and to decide on alternatives
This type of evaluation that serve this purpose is
called formative evaluation
21
Uses cont….
Accountability:
Evaluations conducted to determine the merit or
worth and value of a program
And such information from evaluation activities is usually
used by higher level decision makers including donors
and political leaders to decide Whether to continue or
discontinue the program
Evaluation conducted to serve this purpose is called
summative evaluation
22
Uses cont..
Knowledge generation:
Evaluations can be conducted with a primary purpose
of generating new knowledge that can be applied to
other contexts and situations
Evaluation can be conducted to describe the nature of
the program and its effect
23
Differences between monitoring
and evaluation
24
What is organizations?
Are groups of people, with ideas and resources,
working toward common goals.
Characteristics of organizations
All organizations have four characteristics
1. Coordination of effort
2. Common goal or purpose
3. Division of labor
4. Hierarchy of authority.
25
Organizing
Organizing focuses attention on the
structure and process of allocating jobs so
that common objectives can be achieved.
It is a key issue in accomplishing the goals
identified in the planning process: structuring
the work of the organization.
26
It deals with formal assignment of tasks
and authority and coordination of effort;
and arranging them into a decision-
making framework.
In the process of organizing, work must be
divided up into jobs and at the same time
making sure that these divided jobs are
linked together into total team efforts.
27
Benefits of organizing
Assuring more efficient use of the organization’s
resources
Improving employee understanding of job duties
&responsibilities
Improving employee morale
Providing a sense of direction for each of the
organization’s functional areas
28
Steps in the organizing
process
[Link] plans and goals
2. List all tasks to be accomplished
3. Divide the whole work activities into individual
jobs
4. Group related jobs together in a logical and
efficient manner; i.e.
Group similar jobs into sections
Combine related sections into divisions
Assemble correlated or functional divisions into
departments
29
5. Assign work to individuals
6. Delegate authority to establish relationships
between jobs and groups of jobs; i.e. assign
head to each department to supervise and
control the various activities of each
department.
30
Important elements of
organization structure
The most important elements of organization
structure are:
i. Division of labour
ii. Decentralization
iii. Delegation
iv. coordination
v. Authority
31
i. DIVISION OF LABOUR
It is dividing operating work into manageable
units: the concept of departmentalization.
It is the degree to which tasks in an
organization are divided into separate jobs.
It is breaking of a complex task into
components.
32
Reasons and benefits
Take advantage of specialization
Facilitate control
Aid Coordination
Secure adequate attention
Reduce expenses
Recognize human consideration
33
ii. DECENTRALIZATION
Decentralization is dividing managerial work
among the various executives in order to
reduce pressured from the top and secure
quick decisions on the spot.
Under this concept the top man gives a
limited autonomy to some of his important
executives to make independent decisions
34
iii. DELEGATION
Delegation is the boss-subordinate
relationship.
It is a matter of entrusting part of your work of
operation or management to others- normally
your immediate subordinates.
It helps us to see the network of boss-
subordinate relationship.
35
Iv . COORDINATION
The integration of activities of separate parts of an
organization for accomplishing the organizational
goals.
Integration: the degree to which various
departments work in a unified manner
Coordination is means of distributing authority
and providing channels of communication.
36
Seven principles of effective
coordination
1. Objective
2. Definition
3. Command
4. Responsibility
5. Authority
6. Span of control
7. Balance
37
A coordinating checklist
38
The concept of departmentalization
Departmentalization is the basis on which
work or individuals are grouped into
manageable units.
An organization chart shows the formal
relationships and each single box in an
organizational chart represents departments.
Number and type of departments vary in
each organization.
39
Hospital Organization
chart/Organo-gram of a certain
Board
CEO
Chief clinical officer Chief administrative officer
Dia
Int Othe
gn
ern Gy Pe r
Su ost Hous
al S n/ dia Cate Clea supp
rge ic ekee
me p ob tric ring ning ort
ry ser ping
dic e s s dep’t
E vic
ine c s
m es
i
We
a
Oa r
lt
P r g
y
Dd e
c
n
li
c
n
y
i
c
s
40
?? 41
Quiz 5%
1. Explain the differences between monitoring
and evaluation
2. Discuss elements of organization structure
42