This publication explores the ways in which the health service delivery system interfaces with and builds on the management systems discussed in the earlier chapters of this handbook. You will see how improving the management and leadership of the health service delivery system improves access to and quality of services. You will observe the importance of strong systems in fostering a positive relationship between clients and providers at service delivery sites— “points of care”—at all levels of the health system, leading to desired health outcomes.
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Managers Who Lead empowers health managers at all levels of an organization to lead teams to face challenges and achieve results. It answers questions such…
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This issue of The Manager focuses mainly on leading change in practices that improve health, rather than on overall strategic and structual change. The issue can help health managers work with a team as change agents to address community and organizational challenges that require a change in clinical or management practices. It spells out key success factors for change and presents the five phases of a change process. It offers ways to work with people’s responses to change and provides a change agent’s guide to action to carry out a successful change effort.
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People-centered health systems cannot be strengthened without good management and leadership. This publication shows how you, as a manager of a health program or health services, can apply proven practices for managing and leading to address the challenges you face. Leadership and management skills are needed at all levels of the health system. This chapter throws light on the topic by focusing on behaviors that managers and providers can use in any setting, whether in a community health post or the national Ministry of Health.
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The Guide to fostering change to scale up effective health services is a resource that describes the research and principles fundamental to effective change. This guide links effective change practices with proven clinical and programmatic practices to achieve results by providing “how-to” steps for leadership of change and scale up, describing key challenges and strategies, tools, or approaches to meet those challenges, and offering cases that show how the steps have been implemented in real situations.
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The Guide for Training Community Leaders to Improve Leadership and Management Practices is designed for individuals, teams of managers, or institutions from the public health sector and other sectors of civil society that work at the community level. This guide can be used as supporting material in the implementation of community-based programs and projects to strengthen the local management of municipalities and the improvement of health, education, and other social welfare services.
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This issue of The Manager shows how health managers, though faced with multiple challenges of decentralization, can redefine their roles and responsibilities to better support both the people they serve and the staff at management levels closest to the population. It shows how health managers can adopt leadership practices to carry out their new roles and ultimately make decentralization work.
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This issue of The Manager shows how managing and leading can be practiced at the same time by managers at all levels. It discusses effective leadership values and practices that exist around the world. It explains how managers can, individually and together, undertake leadership development to become the kind of leaders who “when their work is done…people…all say: ‘We have done it ourselves.’ ” (Lao Tsu 1997, verse 17)
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This publication makes the case for putting people at the center of health systems strengthening. When you examine the management systems that make up the overall health system—leadership and governance, human resources, financial management, health information, supply management, and health service delivery—you will see that none of them can operate without skilled and motivated people.
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