This training handbook is designed to facilitate the governance orientation and continuing governance education of the leaders and officials who govern hospitals. When used by the facilitators in conjunction with the LMG Project’s guides and learning resources on good governance, the participants will enjoy their journey to master and apply the five practices of good governance in their organization and improve its performance.
Read More...This training handbook is designed to facilitate the governance orientation and continuing governance education of the Ministry of Health officials. When used by the facilitators in conjunction with the LMG Project’s guides and learning resources on good governance, the participants will enjoy their journey to master and apply the five practices of good governance in their organization and improve its performance.
Read More...This training handbook is designed to facilitate the governance orientation and continuing governance education of the leaders and officials who govern health centers. When used by the facilitators in conjunction with the LMG Project’s guides and learning resources on good governance, the participants will enjoy their journey to master and apply the five practices of good governance in their organization and improve its performance.
Read More...This training handbook is designed to facilitate the governance orientation and continuing governance education of the leaders and officials who govern district health systems. When used by the facilitators in conjunction with the LMG Project’s guides and learning resources on good governance, the participants will enjoy their journey to master and apply the five practices of good governance in their organization and improve its performance.
Read More...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.
Read More...Participation in problem definition improves the quality of solutions and the willingness of stakeholders to help define practical ways to implement the solutions. Stakeholder participation to define solutions in turn improves the willingness and ability of stakeholders to implement the solutions. This engagement helps advance the awareness and ability of stakeholders to hold decision-makers accountable for their decisions. It also fosters ownership of the decision and willingness to measure and improve the results. In this guide, you will explore the actions that the governing bodies and leaders who govern can adapt to their unique realities and take to engage stakeholders of their organization.
Read More...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)
Read More...This issue of The Manager outlines the connections between work climate, employee motivation, and performance. It describes how managers can assess the climate in their work group and shows how they can use the results to make changes in leadership and management practices that will motivate their group to do the best work possible and improve results.
Read More...This issue of The Manager explores different types and mechanisms of coordination to help you chose which type of coordination best meets the needs of your organization or program. The issue reviews the forms of coordination for rapid response in health emergencies as well as for long-term sustainable action. There are guidelines for setting up a new coordinating body or breathing life into an existing entity.
Read More...This issue of The Manager offers health and social service managers the business plan as a way to communicate their needs and competencies to potential funders. To illustrate this way of thinking, the issue walks readers through the format of a persuasive business plan and suggests to managers who want to further their skills how they might assess resources for developing rigorous business plans.
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