






Introduction
Definition : The researcher presents in his research (Health Management Policy /
Modern Management) subjects like human resources, general relations, time
management, and training and development, which play essential roles in
improving and developing our offices. These titles save money, time, efforts, and
reducing the daily routines which are followed in our offices nowadays. The
headings are given new information and knowledge that could change the
personal attitudes and behaviours of employees to accomplish the office's goals
and ambitions.
Research Methodology : the researcher follows a descriptive – narrative –
analytic study in his research. Data are taken from Wassit Health Directorate /
Training and Development Section. The subjects are illustrated in details with
such accurate and precise information of each titles, are presented above in the
definition, due to they are highly-recommended and dependable sources.
Research Hypothesis : the idea of writing and authorising such a research for
there is a real and actual need to present something that is able to draw the new
and modern policy for our human resources and offices according to new
technologies and systems in Management, Training, Development, and General
Relations that could achieve the offices' goals and aims in systemtic and
organised procedures and methods. Syllabuses are explained in a simplified way,
that meet the real needs of our employees, given job description and health
policies for the human resources administration.
Research Aim : it is to change the attitudes and methods of human resources
and develop them in such modern approaches through using health planning,
organisation, leadership, monitoring, and evaluation. Applying the new and
modern principles of management in our offices through training and
development according to well-built plans, well-evaluated results, well-managed
execution and monitoring.
Results & Discussions, Recommendations & Conclusions they are at the end of the research.
Research Sources: they are national and international. Sources are highlyrecommended and trustworthy.
Human Resources Administration




The luxury and welfare of the society bases on gathering the human
resources who are able to work in the productive and service-presenting
offices. The human resources should believe in the goals of the office
and try to achieve them. These offices have employees who are different
in attitudes, skills, abilities, habits, values, trends, directions and hopes.
Besides, the office is a social system which is small and affects by the
society in which the office is in and influences by it, the office cannot
separate its employees from their environment.
Money is unable to achieve any goal and the administration means
completing and accomplishing the works by the help of others: one
makes the planning, organisation, direction, and monitoring; while the
other takes the burden of execution.
Edwin defines the management as: "planning, organisation, guidance,
monitoring; supplying, developing, compensation, integration,
continuation, and finalising the human resources service for the interest
of the individual, goals, organisation, and community.
Human Resources Management has two Meanings:




The functional meaning which deals with the activities of the human
resources in the office that includes planning, organisation, leadership,
and monitoring for the humans to guarantee the ideal and active usage
to them for the benefit of the society and the office.
The organic meaning which means the organisational division that is
responsible on the administrative activities or operations inside the
office as well as the specified jobs to direct the human resources.
The specified jobs of human resources includes: job description,
quantitative definition for human resources, selection and employment,
training, fees, evaluating employees performance, promotion,
encouragement, career safety, human resources service, work
relations, and work organisation.
The nature of the human resources is executive and consultative. Each
one has its advantages and disadvantage. The second one is not found
in the real concept.
General Relations




The general relations regard as one of the modern sciences that
represents a tool or a mean for communication between offices and
audiences. It is a science that works for the benefits and interests of
the human and supply the specified needs for him. It is emerged due
to the needs of the human.
It is style of getting the satisfication of the audiences and their support
through using the direct communication with them.
The real philosophy of the general relations is that the human cannot
deal with his needs or the human is not able to achieve all the wishes
and ambitions he wants to accomplish. So, the general relations, inside
the offices, is necessary and essential to deal with issues of the human.
The general relations works hard to crystalise the ideas, views, trends,
…etc. and directing them all in a way that is scientific and logical.
The general relations try to show the real and clear picture of the
works, that are done in the office, and achievements as well as the
implemented ones to the community and people to satisfy them and
create such a healthy environment through continuous communications
and meetings.



1.) General relations use the scientific method
by relying on specific rules in analysis and
influence as well interpretation. So, it is
regarded as a science.
2.) General relations clarify the work steps and
determine the organisation or office direction
from the inside to be strong and well-built to
encounter the audiences. So, it is regarded as
an art.
3.) General relations aim at using the method of
interest exchange among offices and
directorates and audiences. So, it is regarded as
a science and an art.
Causes of General Relations Emergence are:












1.) Progress in sciences and complexity of institutes works that
have plenty of employees and old legislations or laws.
2.) Relations vary between individuals and groups.
3.) Easiness in transformation for persons and ideas resulted from
transportation of modern communication tools.
4.) Diffusion and prevalence of education.
5.) Increase in the power and importance of the individual in the
modern society.
6.) Progress in knowledge and science in different branches.
7.) Growth in the humanitarian sciences that deals with the human
resources study due to the human resource development, in
European countries, is regarded as capital.
8.) Identify the office goals and projects as well as policies to the
community and society.
9.) Getting the audiences' support.
10.) Leaving secrecy and follow the policy of exhibting the
information to the audiences.
11.) Prepare scientific researches and studies.
This is not found in our ministry and directorates.
Time Management



Time is a true living phenomenon that has two dimensions: one is
natural represented in the spent moments between a temporal
point and another point that follows it. The second is social and
cultural dimension represented in a glance or a perception
impression about the time and the spent moments and about other
moments in the present or future. This perception is often
concentrated on the importance of these moments, the importance
of their usage, and how they are used or the different substitutions
that could be specified to these moments.
Wolf's study in 1985 refers to the nation variation in their look at
the importance of time and the useful usage of it, as well the
importance of speed in accomplishing the daily life tasks. Japan is
regarded as the most adherent nation for the time in the world and
they respect the time so much. Whereas, Indenosia is regarded as
the laziest nation for the time in the world.
Also, Black's study in 1994 exposes that the American employee is
working 1934 hours annually; and gets rest about 19.4 day peryear. Whereas, the worker in South Korea is working 2833 hours
annually; and gets rest about 4.5 day per-year. But the individual in
Japan is working 2180 hours annually and gets rest about 9.6 day
per-year. So, we conclude that the American employee works more
hours in comparison with European countries; but it is regarded as
exaggerated in his laziness if it is compared with to Asia.
Realities about Time are:




1.) Time is regarded as the rarest resources or
elements available to the individual.
2.) Time is the only element that could not be
retrieved.
3.) Management is an organised human activity
which contains many subactivities like planning,
organisation, guidance, and monitoring and all
need time management.
4.) A specific administrative success does not
measure by the size of spent time to accomplish
it, but it is measured by the skills and
qualifications of the manager's activity in using
and managing the time.




Effectiveness
Efficiency
Effortlessness
Personal Time Management
These three characteristics recognise the active
management of time. It must be noticed by every
individual when he deals with his working time or
any other life activities.
Ignorance of Time Management Causes:






1.) Feeling worried, depressed, upset, and late in finishing
a specific mission its time is about to finish.
2.) Huge number of meetings or appointments that are
waiting to be postponed or concealed.
3.) A lot of working days that reflect inaccuracy and
mistakenness in the production.
4.) Repetition of crises appearance that make you unable
to deal with them.
5.) Repetition of forgetting most of the appointments and
important meetings and feeling embarrassed for that and
worried to present pretexts.
6.) The desk of you office is filled with plenty of papers
and files due to disarrangement that make you feel
worried, embarrassed, and depressed due to there is not
time management system.
Classification of Time Management is:





-Creative Time.
-Preparatory Time.
-Productive Time.
-Overhead Time.
The last one is widely used in our offices.
Time Management Principles are:



-Tasks Planning Principles.
-Tasks Execution and Organisation Principles.
-Execution Monitoring Principles.
Lost Confrontation Includes:













-Daily Working Plan,
-Tasks Executive Delegation,
-Never reschedule or postpone,
-Mutual Assistance,
-Refuse Politely,
-Avoid Discontinuity,
-Make Active Meetings,
-Reduce Paperworks,
-Careful Files Arranagements,
-Organise Telephone Calls,
-Organise Daily Emails,
-Simplify your Life,
-Evaluate your Works.
Example 1:Task Executive Nature
Deficiency Complex tasks
Difficult Decision
Afraid from failure
Unlike Tasks
Mind Dispersion
Typical Works
Hatred for the Manager
Care for the Mission Marketing or
Postponing Task Executive
Framework
Example 2: Active and Inactive Meetings
Repeating Discussions for those not coming Meeting
Commencement
All Arrive in Time
Allowing Interruptions that is not Organised
Allowing Views
All have opportunity to Talk
Fruitless Arguments & Violent Fights
Discussing Views
Accepting Negotiations & Settlements
Repeating Issues
Discussions Again
Reaching Results
Brief Typical Results
Undated Activities & Accomplishments
Determining what to do?
Determine Activities & Accomplishments
Disputations & Unacceptance for Decsions
Finalizing & Summarising Activities
Executive Monitoring
Human Resources Training and Development





Training concentrates on the behavioural side in the training operation
due to it is regarded as a tool for change or modification in attitudes,
trends, values, and directions of the individual, to get a new satisfaction.
Training is a way to change the current situation of the individual into a
new one that meets the office's goals and ambitions.
Training is a method that aims at developing and evolving the specific
skills and abilities of the individual, and makes him able to comprehend
things easily and accomplishing the tasks as well as being aware of the
responsibility.
Changing the individual's behaviour means searching for more
knowledge by the individual to understand new procedures.
Training is the planned activity that is capable of plugging the gap
between the present performance and the desired one for the human
resources through effecting their behaviours, increasing their
knowledge, and developing their abilities and skills.
Human Resources Training and Development





Training concentrates on the behavioural side in the training
operation due to it is regarded as a tool for change or
modification in attitudes, trends, values, and directions of the
individual, to get a new satisfaction.
Training is a way to change the current situation of the
individual into a new one that meets the office's goals and
ambitions.
Training is a method that aims at developing and evolving the
specific skills and abilities of the individual, and makes him able
to comprehend things easily and accomplishing the tasks as
well as being aware of the responsibility.
Changing the individual's behaviour means searching for more
knowledge by the individual to understand new procedures.
Training is the planned activity that is capable of plugging the
gap between the present performance and the desired one for
the human resources through effecting their behaviours,
increasing their knowledge, and developing their abilities and
skills.
Differences between Training and Development for Human Resources



Training is a process for developing the human
resources which includes the executive level
only and it is done on short-term extent.
Development is a process that concentrates on
the human resources and high-level employees
like managers and also concentrates on the
theoretical concepts and principles, and it is
done on long-term extent.
Development of the human resources means
each efforts that is spent to increase the skills
and qualifications the workers even if it is done
outside the planned training programmes
extention.
Training and Development Strategies:









Putting accurate and precise plans (Weekly, Monthly,
Mid-Year).
Looking for the actual and urgent needs for the office.
Determining times and dates for holding the courses.
Making forms of evaluating and monitoring for
participants.
Selecting those who are really in need for training and
development.
Writing reports and course evaluation.
Selecting good trainers and lecturers who have skills and
methods of training and development.
Helping, audiovisual, and illustrative tools to make the
lectures or courses comprehensive and aimed.
Choosing good places or sites for training and
development.
Table1
Training Course Type
Year
Number of
Participants
Administrative
2009
1398
Medical
2009
491
Engineering and Technical
2009
13
Healthy and Nursing
2009
409
Researches
2009
10
Table 2
Training Course
Type
Year
Number of
Participants
Administrative
2010
2823
Medical
2010
2084
Engineering and
Technical
2010
132
Healthy and Nursing
2010
1168
Researches
2010
30
Table 3
Training Course Type
Year
Accomplished
Courses
Administrative
2009
79
Medical
2009
85
Engineering and Technical
2009
17
Healthy and Nursing
2009
90
Researches
2009
10
Table 4
Training Course Type
Year
Accomplished
Courses
Administrative
2010
81
Medical
2010
152
Engineering and Technical
2010
33
Healthy and Nursing
2010
100
Researches
2010
30
Table 5 / Training of MSI Organisation to Wassit Health Directorate
Type of Course
Anti-corruption
Problems Solving & Team Building
Health Planning
Number of Trainees
11
220
3
Project Management
200
Budget
253
Human Resources Management
156
Statistics
43
Communication & Leadership
243
Procurement
103
It Management
17
Training of Trainers
22
The Number of Male
967
The Number of Female
298
Age of Trainees
20-55
Time of Training
2008-2009-2010
Total of Trainees
1265
Table 6 / Wassit Health Directorate Employees
Type
Male
Female
Specialists
161
52
Residents
54
18
Practitioners
33
27
Rotators
264
241
Nurses
2566
939
Engineers
61
23
Technicians
187
26
Administrators
991
359
Finances & Auditors
73
35
Legal
19
6
Totals
4409
1726
5000
4409
4500
4000
3500
3000
2566
2500
2000
1726
1500
500
161
0
991
939
1000
264 241
52
54 18
33 27
male
61 23
187
female
359
26
73 35
19 6
Results & Discussions



In table 1 that shows participants in 2009, we have the administrative
courses are higher than others due to MSI Organisation concentrates on
training the management employees. The Continuous Medical Education
Unit in hospitals were not active, but in table 2 shows an increase in
numbers of medical and nursing staff for there are new plans and strategies,
implemented courses on job training, and monitoring and evaluation is
activated and run by Training & Development Section. Trainers are taken
from the hospitals to present courses and workshops. But they are not
highly-qualified in training, development, syllabus, and feedback.
In tables 3-4, it is clear that meetings of higher managers with their
employees change their views and attitudes towards training and
development. In 2009, there was no encouragement from the Ministry of
Health; but in 2010 MOH puts conditions to promote office's employees like
entering special training courses according to job title and years of services.
This motivates employees to look for courses to enter, but the aim is not to
get new information or technologies; but to get an official letter proves that
you have passed a specific course of training to promote you!!!
Besides, most participants look for incentive and financial motivation to
participate. If we look at table 5 , we see the number of participants is
highly increased due to MSI Org. gives 65 $ for each participant in its
management courses, and it gives 700$ to the trainers or lecturers. We
have seen the attandance of employees.



The number of employees in Wassit Health Directorate is 4409
males and 1726 females. So, the achievements or
accomplishments are not promising in comparison with the
numbers and we have two educational hospitals. So, we need
to open new training centres in hospitals and sectors to cover
the whole employees in different branches.
The numbers in tables 2-6 have increased due to we have
been training Sections & Departments Employees to train and
develop their staff; but in reality the process needs to be
reinforced form MOH. The biggest issue is the training halls
and equipments that were not available in 2009. Besides, we
need to open centres or units for training and development in
each hospital and sectors due to we have most of our
employees in PHCs and Hospitals.
Most of these training is done inside Wassit Health Directorate
due to the office budget is not sufficient to cover participants
finance requirements to participate in colleges, universities, or
other ministries courses of training and development. So,
there is no specific training budget which is a big dilemma.



The period of training is 2-5 days which is not enough to develop a
new employed especially in the practical courses or workshops. So,
courses should be extended to 10 days at least and they have to
include practical subjects in 80 percentage and 20 percentage for
theoretical. Also, the syllabus of courses is not highlyrecommended or evaluated due to the trainers take the simplified
information relying on old sources. Most of them do not have
training and teaching methods and strategies.
The number of researches is few in 2009 for there was no
encouragement and motivation to present such a research. MOH
does not give incentives or bonus to researchers and developers. In
other words, it is not required from doctors and other employees in
higher studies or promotion. But in 2010, our office has held its
First Scientific & Medical Conference in which 31 researches have
been presented and discussed.
Sending employees outside Iraq to be trained does not bring
benefits to the office and other employees due to it is a personal
benefits and interests. The training lacks the practical issues and
most do not present similar training courses or writing such a good
reports. This will take money, effort, and time from each office, and
we could give the money to Iraqi specialists to train their colleagues
inside Iraq and we shall save money, time and effort.
Recommendations & Conclusions













Opening training centre in each Health Directorate. Also, opening training
centre or unit in each sector and hospital.
Following the suggested selection, evaluation, and monitoring forms in
nominating participants for courses of training and workshops.
Each nominate for a course or workshop of training and development must
present similar one which makes the benefits for all employees not personal.
Reports of completing courses of training should be studies from the scentific
committees inside the Health Directorate.
Opening General Relations Section in each Health Directorate with its Units.
Higher management should enter courses or workshops of training in time
management to know how to spend their times effectively and actively.
Human resources is the capital of each Health Directorate which need to be
trained and developed periodically due to knowledge is a rapid development
process needs to be escorted.
MOH should implement new and modern evaluation forms of training and
development for all job titles that we have in our Ministry, that must be sent
to the Minister Bureau to see the progress and amend the lateness.
Opening research centre with the necessary equipments to make
experiments and studies especially in the educational hospitals. The
researches should be supported or funded with money.
On job training is better than outside training which saves money, time, and
effort.
MOH should put a specific budget for training and development to make
participation expanded not limited.
TOT (training of trainers) are important for each Health Directorate.
Each employee in MOH must be able to use the Computer Programs and able
to use the English language like UAE's health offices.
Modern Management in Health Facilities



Researcher // Ali Ismael Hama Al-Jaf
Research Name //Modern Management in Health Facilities
Directorate // Wassit Health Directorate
Thank You for Listening