Need about 700 words.
Need about 6 references list your answer must use at least 3 academic sources and these should not include my files attached.
Questions
Thinking about the organisations that deliver healthcare in your locality (OMAN), ?
construct or identify organisational charts for at least 2 of them.?
These do not need to be detailed. Based on your knowledge of public health and health systems, speculate as to the underlying causes of any similarities or differences between the two organisations.?
You must Read the book and ALL articles, to answer the above questions and you MUST include them in references list and based on them to write this assignment . your answer must use at least 3 academic sources and these should not include my files attached.
· Book citation(Attached): Merson, M.H., Black, R.E., & Mills, A.J. (eds XXXXXXXXXX) ‘Chapter 2: Management and planning for public health’. In: International public health: diseases, programs, systems and policies. University of Liverpool/Laureate Education, Inc., custom ed. Sudbury, MA: Jones & Bartlett Learning, pp. 46–51.
·
·
You must read all articles and books and include them on references list must use at least 3 academic sources and these should not include my files attached.
MY REQUIREMENTS:-
PLEASE READ BOOK AND ARTICLES BEFORE START WRITE THIS ASSIGNMENT.
Read the BOOK AND ARTICLES.AND MUST INCLUDE THEM ON REFERENCES.
1- Chose a subtitle in you writing.
2- It MUST important to use my ATTACHED FILES(BOOK AND ARTICLES) on references. And based it on your writing
3- PLEASE WRITE THIS ASSIGNMET ON DEPTH (GENERAL WRITING IS NOT ACCEPTABLE).
4- Referencing (in text citation) should be evident in the discussions.
5- You MUST use author name and page number on essay while writing. Like this (Kaplan,2006 p.24). should be evident in the discussions.
6- Please you should choose examples from your own experience or find appropriate cases on the Web that you can discuss.
7- Need at least 6 References(INCLUDE MY FILES ATTACHED.
8- Please use Harvard style.
9- Referencing (in text citation) should be evident in the discussions.
MUST IMPORTANT NOTE
Your writing should not submitted before to any others colleges.
Need about
700
words.
Need about
6
eferences list
your answer must use at
least 3 academic sources
and
these should not
include my files attached.
Questions
Thinking about the organisations that
deliver healthcare in your locality
(OMAN),
?
construct
or identify organisational
charts for at least 2 of them.?
These do not need to be detailed. Based
on your knowledge of
public health and
health systems, speculate as to the
underlying causes of any similarities or
differences between the two
organisation
s.
?
You must
Read the
ook
and ALL articles
, to answer the
above
questions and you
MUST
include
them
in
eferences list
and based on
them
to write this
assignment
.
your answer must use at least 3
academic sources
and
these should not include my
files
attached.
Need about 700 words.
Need about 6 references list your answer must use at
least 3 academic sources and these should not
include my files attached.
Questions
Thinking about the organisations that
deliver healthcare in your locality
(OMAN), ?
construct or identify organisational
charts for at least 2 of them.?
These do not need to be detailed. Based
on your knowledge of public health and
health systems, speculate as to the
underlying causes of any similarities or
differences between the two
organisations.?
You must Read the book and ALL articles, to answer the
above questions and you MUST include them in
eferences list and based on them to write this
assignment . your answer must use at least 3
academic sources and these should not include my
files attached.
PRINTED BY: Christopher Onwugamba < XXXXXXXXXX>. Printing is for personal, private use only. No part of this book may be reproduced o
transmitted without publisher's prior permission. Violators will be prosecuted.
International Context
The international economic and political context has an important effect on the national and local
economic, social, and political processes of a country through, for example, investment, interest rates on
debt repayments, and trade. The growth of the international policy presence of the World Bank during the
1980s and 1990s had an important impact on health management reform in developing countries. The
powerful financial presence of international donors can leave health ministries in a dependent relationship,
although there are cases (such as in Ghana) in which they have developed a relatively autonomous position.
The development of budget support, Poverty Reduction Strategy Papers (PRSPs) and sector wide
approaches (SWAps) includes changes in the relationship between national governments and international
agencies.
The general point raised by this second section is the importance of understanding the inte
elationship
etween context and management action. Managers and management analysts need to interpret the wide
ange of changing and complex contextual factors that influence the way in which management is actually
conducted in the health system. At the same time, managers can be proactive; they are not powerless in
affecting the context and taking action to change organizational culture and organizational practice
(Atkinson et.al., 2000, Grindle, 1997;). There is a margin of maneuverability in which they can operate,
which varies in time but allows purposive action to be developed. Performance can be improved; Grindle
(1997), for example, has focused on organizational culture and those aspects of an organization that lead to
good performance. These are an organizational mission and a strong sense of attachment to this among
staff; good management relations, such as fairness and teamwork; positive expectations concerning staff
performance; and institutional autonomy in staff management.
Organizing
An important management function is developing the organizational structure. This refers to the way work is
assigned, both vertically and horizontally, together with the formal framework of links with othe
organizations and groups. In reviewing this organizing function, several points need to be emphasized. First,
health managers need to review the full range of structural changes open to the organization. For this purpose,
we present a framework setting out the dimensions of a review of the organizational structure. The actual role
of managers in structuring an organization will depend on their authority within the organization and the
significance of the structural issue to the organization. Second, in deciding on organizational structure,
managers need to take into account contextual factors, such as the staff capacity, the health policy, and the
overall government structure. Third, there is a need to secure a balance between two factors. On the one hand,
managers have to keep the organizational structure under review and implement necessary changes. However,
structural changes are not the only component of change. They are just one factor to be considered and
alanced against changes in resources, systems, values, and skills. On the other hand, managers need to
ecognize that structural changes can be both expensive in resource use and disruptive to staff motivation and
service delivery. Change should also not be used to mask more difficult and controversial issues of resource
availability or health policy content.
Managers usually inherit an established structure. This section therefore takes the form of a review of
organizational structure, indicating the key issues and options that managers can take. For illustration, we
efer to ministries of health, although the framework could be adapted to decentralized health authorities o
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International Public Health: Diseases, Programs, Systems and Policies, 2nd Edition Page 1 of 10
PRINTED BY: Christopher Onwugamba < XXXXXXXXXX>. Printing is for personal, private use only. No part of this book may be reproduced o
transmitted without publisher's prior permission. Violators will be prosecuted.organizational structure, indicating the key issues and options that managers can take. For illustration, we
efer to ministries of health, although the framework could be adapted to decentralized health authorities o
health facilities. Three overlapping dimensions of the organizational structure will be reviewed:
• center-periphery relations
• links with other organizations and groups
• internal hierarchy and division of labo
These dimensions relate system-level issues with more microlevel issues, and reference may be made to
Chapter 1 on health systems to understand the issues in greater depth.
Center-Periphery Relations
A ministry of health (MOH) is organized according to relations that link the center to the periphery. This
aises important dimensions of geographic decentralization, purchaser-provider relations, and delegated
semiautonomy.
Decentralization
Authority, resources, and responsibilities may be deconcentrated to lower administrative offices ove
which the center maintains line management control. In contrast, the same transfer can be made to a
devolved level of government over which the center has no line management authority. In this case, the
local or regional government is usually multifunctional and will have its own form of appointment o
election and its own sources of revenue. One would normally expect devolved governments to have more
decision space than local administrative offices, although this is not always the case (Bossert, 1998).
Purchaser-Provider Relations
As explained in Chapter 1, health sector reforms have shifted away from organizationally integrated and
hierarchically structured systems to a separation between the purchaser organization, which has the
finance and determines the needs, and the provider, responsible for service provision. The separation is
intended to increase cost containment, improve efficiency, and remove decisions on service provision
from political and professional self-interest. The separation allows the introduction of contracts and
quasi-markets into health care—which are supposed to improve effectiveness and efficiency—and the
introduction of the private sector through public funding and private-sector provision.
Delegated Semiautonomy
Delegated semiautonomy involves the transfer of semi-autonomous authority to manage an organization.
Its most common form is in hospitals organizationally attached to a health ministry. They may be
managed by a board that is only partly appointed by the ministry; staff may be hospital (not ministry)
employees while the hospital has powers of staff appointment, revenue generation, determination of
salaries, and purchasing authority. This delegation can take the form of a purchaser-provider separation
and be executed through a contract that formalizes the hospital’s responsibilities and the ministry budget
allocations to the hospital. Another form of purchaser-provider separation together with delegated
semiautonomy occurs when the whole operational side of health care is taken out of the ministry and
located in a separate health service structure. This is the case formally in the Ghana Health Service,
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International Public Health: