Being in Charge

BEING IN CHARGE
MR. JAMMEH
Introduction
• From the Hospital organizational chart; the INCHARGES are the head at the
departmental/unit level; their responsibilities among others should include:
• Team building
• Supervision to ensure proper performance of duties
• Decision making/problem solving
• Staff allocation
• Discipline of staff
• Performance appraisals
• Staff motivation
• Material resource allocation
• Maintenance
• Proper carrying out of the above responsibilities are geared towards producing
QUALITY product i.e. quality patient care.
TYPES OF SUPERVISION
• Routine management supervision
• Routine clinical supervision
ROUTINE MANAGEMENT SUPERVISION
• Routine management supervision includes;

• Monitoring the attendance register
• Ensure staff put on proper uniform
• Ensure there is proper staff coverage
• Checking the equipment ( presence and good order)
• Checking the fans, light, A/C, doors, windows etc for any need for
maintenance.
• Checking the floor, ceiling, beds, lockers etc for cleanliness.
• Ensure ordering for supplies
• Delegating some responsibilities to ward heads, etc
• Weekly briefings to the Chief
• At least one continuing Education program per month
ROUTINE CLINICAL SUPERVISION
• Ensure proper handing over from shift to shift
• Inspect report books, charts, and registers for
proper recording
• Ensure routine procedures are perform; bed
making, damp dusting, dressings, moping, Linens to laundry, ward
rounds
• Witness treatment sessions to ensure the
seven Rs are adhered to.
• Ensure proper disposal of waste materials
THE INCHARGES AS MANAGERS
• To be the in charge you have to work through
people and processes, which in general terms
is management.
DEFINITION OF MANAGEMENT,
Management is defined as;
I. the effective and efficient attainment of
organizational goals through management
functions.
II. the process of getting work done through
others. The in charge is, then, to working
through staff members to provide care, cure,
and comfort to patients in the hospital.
MANAGEMENT
• Managements responsibility is to coordinate resources
in an effective and efficient manner to accomplish the
organizational goals. Effectiveness is the degree to
which the organization achieves a stated objective.
Efficiency is based on the amount of resources used to
produce an output of a product or service.
• Effectiveness- are we doing the right things

• Efficiency- are we doing things right.
LEVELS OF MANAGEMENT
1.TOP MANAGERS; are at the top of the hierarchy and are responsible
for:
• Setting the goals- formulate strategy
• Achieving the goals- implement strategy
• Monitoring external environment
• Influencing the organizational culture
• Often determining success.
2.MIDDLE MANAGERS; Work at middle Level of Organization, they have
two or more management level under them. They are responsible
for;
Implementing the strategy defined by top managers. They are
concerned with the near term.
3.FIRST LINE MANAGERS are directly responsible for the goods and
services. Eg production, short time horizons, providing technical
assistance, accomplishing mission of the organization.
MANAGEMENT SKILLS
• Management skills can be categorized as conceptual,
human and technical. All managers need each skill, but
the amount differs at each level in the organizational
hierarchy.
• A. conceptual skill is the manager’s thinking and planning
ability. This skill is especially important for top managers.
• B. Human skills is the manager’s ability to work with and
through other people. This is the ability to motivate,
facilitate, coordinate, lead, communicate, and resolve
conflicts. Manager at all level need human skill.
• C. Technical skills is the understanding of the methods,
techniques,diagnoses and equipment in the work to be
done.
MANAGER’S ROLES
• They are sets of expectation for a manager’s
behaviour, and can be categories into three;
1.interpersonal, 2.informational, and
3.decisional roles.
• Interpersonal roles includes :-
I. figure head
II. Leader
III. Liaison
• INFORMATION ROLES:-
I. monitor
II.disseminator
III.spokesperson
• DECISIONAL ROLES
I. Initiation of change
II.Disturbance handler
III.Resource allocator
IV.negotiator
SIGNS OF SUCCESSFUL AND UNSUCCESSFUL
MANAGERS
• SUCCESSFUL MANAGERS :-
I. Had excellent interpersonal skills
II.Were conceptually strong.
• UNSUCCESSFUL MANAGERS:-
I. They are insensitive to others
II.Abrasiveness
III.Aloofness
IV.Arrogance
V. Unable to toke a long-term view of their organization.
Meaning of organizations
An Organization is “a multivariate system that strives to achieve a
common goal/goals through combination of its members’ efforts”
(Harry Wilkinson, 1993)
An Organization is “a collection of people managing a set resources

for the achievement of a common/shared goal/goals
Meaning of organizations
An Organization is “ A system of roles and stream of activities
designed to accomplish shared purposes” (Daniel Robey, 1991)
System of roles describes the structure of an organization

Stream of activities refers to organizational processes
Meaning of organizations (Contd)
• Organizational Effectiveness' is the ability of an
organization to accomplish set goals
• Organizational Efficiency is the rate or extent to which

organizational goals are met
• Organizational Development deals with changes made

in an organization to improve the organization’s
effectiveness, efficiency and well-being of its
employees
Importance of organizations
• Accomplishment of a common goal or
common benefit
• Have synergy i.e. the efforts of the
organizational members become more than
the sum of their individual efforts put together
• Helping each other to move forward
Definition of Leadership
• Leadership is the management of people;

• The role played in leadership deals with intuition,
judgment and contextual thinking to solve organizational
problems (Peters and Waterman 1982, Simon 1987,
Agor, 1986 and Rowan, 1986);
• Leadership is based on a power differential between
parties and it is needed to align employees in support of
organizational goals (Dee and Gillies, 1989);
• Leadership activities include directing or pointing out the
way, supervising or overseeing action, and coordinating
or synthesizing efforts of different individuals.
Leaders versus Managers
• Leaders and Managers are different from each other in
the following ways:
Leader Manager
• Administers Innovates
• Maintains status quo Develops
• Relies on systems to function Relies on people to
function
• Counts on control Counts on trust
• Does things right Does the right thing
THE END
THANKS FOR KIND ATTENTION

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BEING IN CHARGE

• Routine management supervision includes;

• Effectiveness- are we doing the right things

An Organization is “a collection of people managing a set resources

System of roles describes the structure of an organization

• Organizational Efficiency is the rate or extent to which

• Organizational Development deals with changes made

• Leadership is the management of people;

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