Postgraduate Diploma
in Public Health
Management Strategies for
Public Health I
Module Guide
School of Public Health
University of the Western Cape
Management Strategies for Public Health I
UWC Module Registration Number: SPH 735
First published: 2010
Writing Team: Verona Mathews, Wendy Venter, Lucy Alexander, Uta Lehmann,
Peter Barron, Marius Gouws, Nandipha Matshanda
Editor/s: Lucy Alexander
Copyright © 2010, SOPH School of Public Health, UWC.
License:
Except where otherwise noted, this work is licensed under a Creative
Commons Attribution-NonCommercial 4.0 International License
[http://creativecommons.org/licenses/by-nc/4.0/]
Your use of this material constitutes acceptance of the above license and
the conditions of use of materials on this site. Use of these materials is
permitted only in accordance with license rights granted. Material is
provided “AS IS”; no representations or warranties are provided. Users
assume all responsibility for use, and all liability related thereto, and must
independently review all materials for accuracy. The module may contain
materials owned by others, all of which are acknowledged. The user is
responsible for obtaining permissions for use from third parties as needed
Readings: Reading material is listed at the end of the Module Introduction.
They were compiled for registered students in one or two Readers.
Copyright permission was sought and paid for per reading per student
annually. Readings are not included but their sources are indicated in the
Module Guide.
Credit value of module: 20 (200 notional learning hours).
Study Materials for this module: Module Guide & Module Readers
Target group: Health and allied health and welfare professionals with a
four or more year degree (MPH)
Course delivery: This module was offered as a distance learning module
with optional contact sessions.
Design & layout: Cheryl Ontong, MultiTask
CONTENTS
I MODULE INTRODUCTION
Page
1
Letter of Welcome
iii
2
Information about this module
v
2.1
Acknowledgements
v
2.2
Module aims and rationale
v
2.3
Module outline
vi
2.4
Learning outcomes
vii
3
Assessment
viii
3.1
Information about Assessment
viii
3.2
Submitting Assignments
viii
3.3
Assignment Deadlines
ix
3.4
Draft Assignments
x
3.5
Assignments for Management Strategies for Public Health I
x
3.6
Contribution for Your Portfolio
xiv
3.7
Assignment Cover Sheet
xvii
4
Workload and suggested work plan
xviii
Reading List
xx
II
Study Sessions
xxiii
Unit 1
Management: An Introduction
1
Session 1
What is Management?
5
Session 2
Policy in the Management Context
17
Session 3
Challenges to Managing the District Health System
27
Unit 2
Managing People
39
Session 1
Managing Yourself and Your Team
41
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
i
Session 2
Motivation
63
Session 3
Developing and Leading Teams
73
Session 4
Managing Conflict
85
Unit 3
Planning
101
Session 1
Planning: What and Why?
105
Session 2
The Planning Cycle
123
Session 3
Information for Planning and Management
139
Unit 4
Managing Systems
157
Session 1
Medical Supplies and Equipment
159
Session 2
Medicines Management
169
Session 3
Developing and Interpreting Budgets
185
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
ii
I
MODULE INTRODUCTION
1
School of Public Health
University of the Western Cape
Private Bag X17
Bellville
7535
South Africa
Dear colleague
Welcome to the “Management Strategies for Public Health I” module!
This module was created to help prepare individuals in the fields of health and
welfare for the challenging role of manager particularly at programme, district
and sub-district levels. We hope that you will find the course relevant to your
work situation and useful in developing your skills as a manager. Health
management is considered a key competence for Public Health professionals
and this is therefore a compulsory module for of the Postgraduate Diploma in
Public Health.
About the Module
The module covers three key management areas: people management,
planning and resource management. Through exploring these areas, the
module aims to provide information and guidance for practice, continually
referring you to management issues within your own context. As management
is cross-cutting in relation to other Public Health fields, you are expected to
relate and link the concepts and competences you learn here to the contexts of
the other Postgraduate Diploma modules.
As with your other modules, this module is designed for self-study or flexible
learning, enabling you to work through the Study Sessions at your own pace.
This also allows you to explore the material in whatever depth you prefer, and to
skip parts with which you are already familiar. The module invites a range of
learning activities including reading, analysis, reflection and application of new
concepts, theories and models to your own work context, as well as observation
and practice.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
iii
Finding your way around the Module Introduction
The introductory pages which follow provide you with an overview of the
Module, its outcomes and assignments. Take the time to look through this
section before you begin studying – taking particular note of the assignments
and their requirements.
Contact information
All the contact information that you may need is contained in the SOPH
Programme Handbook 2010. You will find a Student Details Update Form in
your SOPH Programme Handbook. If your contact details change in any way,
please send it to the Student Administrator, School of Public Health and to the
UWC Administration straight away.
Assessment
This module will be assessed through two assignments and a contribution on
the module in your PG Diploma portfolio. This requires you to gather your
reflections as you work through this module - hopefully you have developed this
practice by now - and have a study diary. See Portfolio Development (in
Section 3.6) of this Module Introduction. Check the due dates for your
assignments with the schedule you have received from the Student
Administrator. The assignments are designed to assess your understanding of
the module outcomes and your ability to apply this understanding to your work
situation.
Student evaluation
We hope that you will give us some feedback on your experience of this
module. Your feedback will be valuable to us in improving them. You will be
asked to fill in an evaluation form at the end of the module.
We hope you enjoy your studies.
Best wishes
Module Convenor
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
iv
2
INFORMATION ABOUT THIS MODULE
2.1
Acknowledgements
The basis of this module, Health Management I was developed by Dr Wendy
Venter in 2002, and has been adapted and revised by Ms Verona Mathews,
both of the School of Public Health, University of the Western Cape.
We would like to acknowledge the following contributions to the modules:
Dr Peter Barron who contributed to the session on budgeting for this module
and provided expert reviewer comments and guidance on SOPH’s Health
Management curriculum along with Ms Soraya Elloker in 2009.
Prof Uta Lehmann who authored some sections of the module relating to
human resources development and policy which was drawn from the Masters in
Public Health (MPH) elective Introduction to Human Resource Development in
the Health Sector.
The late Marius Gouws, Dr Gavin Reagon and Ms Nandipha Matshanda for
extracts from the MPH elective Using Information for Effective Management I.
Dr Arthur Heywood, who conceptualised and authored the management section
of this module’s predecessor, Management for Health Promotion, August 2001.
Prof David Sanders, Prof Uta Lehmann and Ms Hazel Bradley of the SOPH for
review comments on the earlier and current versions of the modules.
Ms Tsebo Tseli for allowing us to use a case example she developed in the
course of her studies.
Ms Marilise Phillips for compiling the Reader.
We are grateful for all of their contributions to this module.
2.2
Module Aims and Rationale
Health care workers are frequently required to carry significant management
responsibilities with little or no preparation for the role of manager. The module
therefore aims to provide you with an understanding of the concepts behind and
practices associated with effective management in the field of Public Health.
The approach is practical, requiring you to relate information to your own
context and to reflect on your own experiences as you work through the
module.
We focus on three key management areas: people management, planning and
resource management. Each is in itself a vast study area, well beyond the
scope of this module, but we have attempted to provide insights into some key
aspects. In keeping with these three areas, the module emphasises three vital
management themes: the importance of people, the importance of planning and
the importance of systems in managing resources.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
v
The over-arching theme of the module is captured by WHO’s 1993 statement:
Management is: getting things done through people
The crux of this definition is that effective management requires focus on both
the people doing the work as well as on the work itself.
In the initial unit of the module, the focus is on understanding management itself
and your role as manager as well as some of the challenges managers face in
the District Health System; the role of policy in this setting is also addressed.
In Unit 2, we focus managing yourself, with a strong emphasis on managing
stress and time management. We consider how to manage episodes of conflict
constructively, how to lead your team to optimal performance and issues
relating to motivation.
Next we turn our attention to planning as an integral part of management. Here
we follow the theme: Planning is using information from the past and the
present to prepare for the future. Three issues underlie the need for planning:
activities need to be thought through in detail, decisions need to be made in the
face of scarce resources and external influences need to be anticipated. A
thorough planning process addresses these issues and becomes an important
management tool to help you understand your context, make sound decisions
and maintain control of your responsibilities.
The final broad area we explore is that of managing systems. The emphasis
here is on the importance of information, standardisation and quality assurance
when managing systems. The establishment and maintenance of well-managed
systems links back to issues within leadership, motivation and team work, thus
reiterating our theme: Management is: getting things done through people.
2.3
Module Outline
This module consists of four Units divided into a total of 13 Study Sessions.
Most of the Study Sessions require you to read one or two texts from the
Reader. You will be referred to them in the course of the Study Session. In
addition, you are expected to work through the Tasks which are integrated
across the Study Sessions. Sessions vary in length and could take between one
and four hours to complete. The Units in this Module are as follows:
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
vi
Strategies for Public Health Management I
Unit 1 – Management: An Introduction
Study Session 1
Study Session 2
Study Session 3
What is Management?
Policy in the Management Context
Challenges to Managing the District Health System
Unit 2 – Managing People
Study Session 1
Study Session 2
Study Session 3
Study Session 4
Managing Yourself and Your Team
Motivation
Developing and Leading Teams
Managing Conflict
Unit 3 – Planning
Study Session 1
Study Session 2
Study Session 3
Planning: What and Why?
The Planning Cycle
Information for Planning and Management
Unit 4 – Managing Systems
Study Session 1
Study Session 2
Study Session 3
2.4
Medical Supplies and Equipment
Medicines Management
Developing and Interpreting Budgets
Learning Outcomes
The module is intended to lead to the following outcomes:
 Identify management roles.
 Apply conflict management concepts and models to a work situation.
 Describe factors which influence people’s motivation to work.
 Describe the relationship of an appropriate leadership approach to a
situation.
 Describe the manager’s role in leading a team through its stages of
development.
 Discuss reasons for planning, including scarcity of resources and the
influence of external factors.
 Describe the stages of the Planning Cycle and define key planning terms.
 Draw up a plan for a small scale project using a planning tool.
 Describe the role of health information systems in planning and
management.
 Demonstrate a basic understanding of how to develop and interpret budgets.
 Summarise the concepts of essential medicine, standard treatment
guidelines, and inventory control.
 Describe the concept of appropriate technology, the value of standardisation
and maintenance in relation to medical equipment.
 Describe and evaluate components of a variety of systems.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
vii
Intended Academic Outcomes
By the end of this module, you are expected to be able to:
 Define, explain and apply a range of concepts, models and theories relevant
to the field of health management.
 Collect, select information and analyse information from the field of health
management.
 Summarise information using diagrams and interpret diagrams.
 Select, analyse and apply information from academic and procedural texts.
 Evaluate health management practices and systems in terms of criteria.
3
ASSESSMENT
3.1
Information about Assessment
There are TWO compulsory assignments in the module and a contribution to
your Postgraduate Diploma Portfolio. You must submit both, on deadline. You
will receive assignment deadlines from the SOPH Student Administrator; it is
your responsibility to ensure that you know the deadlines when the semester
starts.
The assignments are weighted as follows:
Assignment 1: 40%
Assignment 2: 60%
To pass the module:
 You are required to pass both assignments with a minimum of 50%.
 You must have a minimum aggregate of 50% or more for the module.
 If you get below 50% in Assignment 1, you may repeat it once only.
 If you do not pass it second time around, you cannot proceed to Assignment
2 and must repeat the module.
 If you do not achieve 50% in Assignment 2, you repeat the entire module the
following year.
3.2
Submitting Assignments
These guidelines must be followed exactly every time you submit an
assignment. Getting this wrong wastes our time, and we WILL return the
assignment to you to correct.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
viii
Read the SOPH Programme Handbook before submitting, to make sure you
have followed the SOPH’s instructions for submission of assignments.
There is crucial information regarding referencing and plagiarism in
Section 8.3.









You may send assignments by email, fax or post. (Email and fax save time).
Keep a copy of everything you have sent. If you post, use fast mail or
courier.
Send assignments to the Student Administrators, not the lecturer/convenor.
When you submit your assignment, you will receive acknowledgement that it
has been received. If you don’t, check that it has been received.
Type your assignment on A4 paper, in 1,5 line spacing, in 12 pt Times New
Roman, and leave normal margins for the lecturer’s comments.
Handwritten assignments will not be accepted.
Keep to the recommended length. Excessively long assignments may be
penalised.
Number ALL pages.
Include the Assignment Cover Sheet (completed fully) as the first page of
the assignment, i.e. the cover sheet and the assignment must be one
document/file.
Always put your name on every file you send, and label the file correctly,
using these instructions as a guideline if submitting by e-mail:
o Your Name (Surname, Initial) e.g. Mambwe R
o Module abbreviation (see Programme Handbook for Core module
abbreviations). Use CAPITALS, e.g. HM II
o Assignment number, e.g. 1 or 2, and Draft or Final
o The year, i.e. 2010
e.g. Mambwe R, HM II Asn 1 Final 2010; Mambwe R, HM II Asn 1
Draft 2010.
3.3
Assignment Deadlines

Assignments must be submitted by the due date, preferably by e-mail, but
fax or post are accepted if dated on or before the due date.

You will receive assignment deadlines from the Student Administrator once
you have selected your modules.
PLEASE NOTE: Late submission of assignments will impact on the time you
have available for the next assignment, disrupt your lecturers’ schedules and
result in late submission of marks into the UWC marks administration system;
should that happen, you will have to repeat the entire module. It is therefore in
your interests to manage your time as effectively as possible. Section 4 in this
Module Introduction offers some general guidance and a blank work plan for
you to work out your schedule for the semester. Should you require more
guidance, try the SOPH Academic Handbook.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
ix
Assignment Extensions
Under special circumstances, extensions may be granted. Even so, the
extension will not normally be longer than two weeks. To request an extension,
contact the Student Administrator (not the lecturer or Module Convenor) as
soon as a problem arises. No extensions will be given for Draft Assignments,
and no late assignments will be accepted in Semester 2.
3.4
Draft Assignments: Please read this section carefully
Lecturers will give you valuable feedback on your assignment if you send a
draft. However, Drafts will ONLY be reviewed if they are received TWO OR
MORE weeks before the final submission date; no extensions will be given for
drafts; assignments received less than two weeks before the final assignment
submission date will be taken to be the final.
If you want to submit a draft, do not submit a complete assignment. Select
sections with which you are having difficulty, or submit an outline of the whole,
but not the whole assignment. Lecturers will make every effort to respond to
submitted drafts timeously.
IMPORTANT: The following section contains the assignments for the module.
Please read questions and instructions carefully. There is important information
about assessment in the SOPH Programme Handbook, be sure to refer it before
submitting your assignment.
3.5
Assignment for Management Strategies for Public Health I
Assignment 1 focuses on people management and Assignment 2 addresses
planning and resource management. You are required to submit the assignment
on the due date with the Module Evaluation Form (at the back of this Guide).
Assignments with poor referencing will be returned to you. No marks will be
allocated until the references are corrected.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
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ASSIGNMENT 1 - Analyse a Situation of Conflict and Propose Solutions
(1 500 words) (40% of the result)
Scenario
The setting is a health district in a remote part of a country in sub-Saharan
Africa. The health system is resource-constrained with regard to human
resources, transport, financial and other resources. Staff shortages have
resulted in nurses working substantial overtime and feeling overworked.
Ongoing questions have been raised by nurses regarding how their overtime
should be paid. Doctors (all of whom are from other countries) are employed
through a recruitment agency on two year contracts and are uncertain about
their future.
A conflict has arisen between the Hospital Matron and the Principal Medical
Officer (PMO). The PMO, Dr B is in charge of the district, and reports to a
Chief Medical Officer (CMO); the matron, Matron M is head of the nurses and
reports directly to the PMO. These two role players (the matron and PMO)
have different family and cultural backgrounds, levels of education and
experience.
Matron M is 45 years old: she is single, has no children and is a national of the
country. She is a qualified registered nurse by profession and speaks the local
language which is also the language spoken by most people of this district and
country. Matron M is permanently employed by the Ministry of Health.
On the other hand, Dr B, the PMO is a younger female medical doctor aged
35, who is a national of a neighbouring country. She has to reapply for her
contract position every two years. She is married and has two children.
Although she does not speak any of the local languages, she communicates in
English which is the country’s official language.
All information leaving and entering the health district must pass through the
PMO (Dr B’s) office according to policy. This, however, has not been the case.
The community and other organisations increasingly rely on Matron M for
information in the district. The matron takes a keen interest in all new
resources coming into the district like ambulances and equipment. In
addition, she also determines who should attend workshops and training
events.
Having noted that her authority is being undermined, Dr B requested a
meeting with Matron M and asked for an explanation. Matron M was respectful
but asserted that she could not help it if personnel preferred to channel
issues through her. Since the meeting, there has been an atmosphere of cold
conflict, and Dr B is now contemplating speaking to the CMO, but is not sure
whether she will get support.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
xi
Your Task
a) Summarise the main causes of interpersonal conflict described by Whetten et al
(2005) and match the causes of conflict with those identified in the scenario.
b) Identify and discuss the roles described by Mintzberg (Pugh & Hickson, 1989) that
the individuals involved in this conflict are playing, thereby demonstrating your
understanding of the concept of roles.
c) Analyse the behaviour of the individuals involved in this conflict in terms of Role
Theory, individual needs and motivation, citing relevant literature. Discuss whether
these issues could underpin the conflict (Problem identification).
d) Choose and outline a conflict resolution approach; justify your choice using relevant
literature.
e) Describe how you, the District Manager, would mediate the process of resolving
this conflict. You must use an approach to resolve the conflict from the literature; it
could be the guidelines for the mediator in Whetten et al (2005) or any other
guidelines. Cite the relevant literature.
Assessment Criteria for Assignment 1
Marks
i) Description of the causes of conflict
7
ii) Role identification
3
iii) Relevant and appropriate application of literature-based theories
to the scenario
20
iv) Description of the factors contributing to the underlying behaviour
of the individuals (Problem identification)
v) Appropriate selection and justification of conflict management
approach (Problem-solving)
Total
5
5
40
Assignment 2 – Develop a Plan to Address a Health Problem in Your District
(1 500 – 2 000 words) (60% of module result)
Your district has a serious prevalence of TB. You are required to develop an
intervention plan for next year’s budget to address this problem.
Using the Planning Cycle, develop a one-year plan to address this problem,
taking into account: medicines supply and management, personnel
requirements and budget. Your plan should include one goal and five
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
xii
objectives. Each objective must have a target, and each target must have an
indicator and inputs.
Your plan should be structured under the following sub-headings:
1. Problem identification and problem analysis.
This should also cover the areas of medicines supply and management, and
personnel requirements.
2. Goals and objectives.
Set one goal and five objectives for the TB programme.
You are advised to develop a table for sections 3, 4 and 5. An example is
provided below.
3. Targets, e.g. To mobilize 50 patients on DOTS treatment by the end of
the first quarter of 2010.
Each objective listed in (2) should have a target. The targets should be SMART
and directly linked to an objective.
4. Indicators, e.g. Adherence to TB treatment
Each target should have at least one indicator and the sources of this
information should be included.
5. Activities and Inputs
Give sufficient detail of all activities required to achieve each objective. Your
inputs must be derived from your activities. Here is an example:
Objectives
SMART Target
1
Indicators
Activities
Inputs
1. To increase
the number
of patients
on DOTS
treatment
To mobilize 50
patients on
DOTS treatment
by the end of
the first quarter
of 2010
The number of
new patients on
DOTS treatment.
Information
source: TB
register
Increase the
skills of all clinic
staff to screen
suspected TB
cases.
Clinic to arrange
screening the
families of TB
sputum-positive
patients.
In-house training
workshop on
identifying
suspected TB
cases for all
clinic staff.
TB clinic staff
and DOTS
supporters.
2.
6. Budget (Template attached)
Provide a detailed budget for all your activities and inputs. There is a template
in Unit 4 that you could use, but you could also develop your own or use any
other template.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
xiii
Assessment Criteria for Assignment 2
Marks
i. Quality of problem analysis and identification
10
ii. Goal and objectives (relevance, appropriateness)
20
iii. Developed SMART targets
20
iv. Developed indicators and identified appropriate sources of
information
15
v. Activities and inputs are relevant to objectives
15
vi. Budget is appropriate for activities and inputs
20
Total
3.6
100
Contribution for your Portfolio
For the PG Diploma in Public Health, you are required to prepare an electronic
portfolio – a file in electronic form – of tasks and documents produced in the
course of your studies. This portfolio serves to strengthen your learning as you
study and allows you to reflect on your progress and growth across the whole
course, as well as the challenges you have experienced.
Through the Portfolio we are trying to encourage you to link and integrate the
content of the six modules into a coherent whole. Some of you will have
experience of portfolios providing evidence of learning in a particular field or
course. You may realise that parts of the portfolio could also serve to
demonstrate your competence in Public Health to current or prospective
employers in furthering your career.
The Portfolio should be developed across the duration of your PG Diploma in
Public Health programme, but the written report should only be completed as
you are finishing your Health Promotion for Public Health I module, i.e. towards
the end of your studies. A study diary kept over the duration of your studies is
therefore a good idea. These guidelines are included so that you can prepare
yourself
Preparing Your Portfolio
The portfolio contains two parts: Part 1 - a careful selection of your work which
you should compile as you work through the six modules; and Part 2 – a
reflective report in which you comment on your experience and growth.
The portfolio should not be more than 25 pages. It should have a contents page
listing the selection of work (Part 1) and Reflective Report. Each of the
components of your portfolio should be clearly labelled with Initial and Surname,
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
xiv
Name of the component, and the number corresponding with contents page.
E.g. LMdaka IPH Reflection 1.
Take note of any assignments which are marked with this symbol
The assignments or questions marked with this symbol are to be
included in your final portfolio.
P
Keep a study diary
While engaged in all modules, be sure to write regular notes on your learning
and achievements in a section of your study diary. Write notes at the end of
each unit. This will help you in the end to develop your portfolio report as you
may not be able to recall everything that happened during the year when you
reach the end of the Diploma
Part 1: Selection of your work to provide evidence of your experience and
growth
Guidance on what should be included
You have to select between six and eight samples of your work that
demonstrate your experience and growth within this postgraduate programme.
Be aware that you are required to be selective – so show your best evidence,
rather than include everything you have. Remember that LESS IS MORE. Your
selection of samples should be from the following two sources:
1.
Assignments or tasks from your modules that are marked with the
P
symbol on the right, meaning that it must be included in the portfolio.
There are only three assignments or tasks marked with the symbol and
these are in the first three modules of the course.
1.1. Introduction to Public Health Module: Assignment 2 Question 1: The
Biological Basis of a Disease – community health worker powerpoint
presentation.
1.2. Population Health and Development: A Primary Health Care Approach I:
Assignment 2 Part 2: Reflect on your own practice/ programme or
projects that you have been involved in. How comprehensive or
selective have these programmes or projects been? How has this
Module changed the way you think about the Primary Health Care
Approach? Write a 3-page reflection piece.
1.3. Descriptive Epidemiology: Assignment 1.
2.
Other samples of your work which show evidence of your learning and
growth over time. These samples could be selected from the following:
2.1. Any part of an assignment or task from the remaining three
Postgraduate Diploma modules (Management Strategies for the Public
Health Services I, Health Promotion for Public Health I, Monitoring and
Evaluation for Health Services Improvement I).
2.2. Your portfolio may also include items developed in the course of your
professional work since you embarked on your studies, reports or
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
xv
proposals you have written, training reports, audio recordings of your
input, course notes from anything you have taught, posters presented at
conferences … in fact anything that you consider evidence of your
competence and growth, e.g. a letter of appreciation from your
employees, or any similar item.
Part B: Compiling Your Reflective Report
Guidance for compiling your reflective report (This report is 40 marks of
Assignment 2 of Health Promotion for Public Health I)
Write a reflective report in NO MORE than 1 000 words, 1.5 spacing 12pt
Times New Roman on your experience of the PG Diploma course. Your report
should include the following items:
a. A discussion of what you have learned and whether and how it influenced
your work. Use the evidence you provided in your list of samples in Part 1 to
illustrate your discussion.
b. A diagram could be used to show how you see the different modules fitting
together.
c. Highlights and challenges you have experienced in the PG Diploma course.
d. Reflections on your own growth over the period of this course.
e. Changes in your view of your role in Public Health.
f. Gaps in your capacity as a Public Health practitioner.
g. Goals for future learning in any area relevant to this course.
Assessment Criteria for the Portfolio (part of Assignment 2 –
Health Promotion for Public Health)
Marks
i. Demonstrates insight into the field of Public Health
5
ii. Insightful reflections on own growth and development with
exemplification (incl. strengths and weaknesses)
20
iii. Selection shows growth over time
10
iv. Evidence of future learning goals
5
Total
40
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Introduction
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3.7
Assignment Cover Sheet
School of Public Health – University of the Western Cape
An Assignment Cover Sheet needs to be attached to every assignment. Please fill in all details
clearly and staple this form to the front of your assignment. Alternatively, please fax it as the first
page of your assignment, or develop a cover sheet like this one to e-mail with your assignment.
Full name:
Address:
___________________________________________________________
_________________________________________________________
Postal code: ___________________________________________________________
Student number:
Module name: Management Strategies for Public Health I
Due date:
___________________________
Assignment number:
_____
Module Convenor:
If faxed, state the total number of pages sent including this page: __________________
Assignment topic as stated in the Module Guide
______________________________________________________________________
Student’s comments to lecturer
______________________________________________________________________
______________________________________________________________________
Declaration by student
I understand what plagiarism is. This assignment is my own work, and all sources of information
have been acknowledged. I have taken care to cite/reference all sources as set out in the
SOPH Academic Handbook.
Signed by the student:____________________________________________________
The lecturer’s comments are on the reverse of this form
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SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
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4
WORKLOAD AND SUGGESTED WORK PLAN
There are 13 sessions in this module. Because the sessions vary in length, we
suggest you set your own goals for when to complete each study session using
the time-plan provided. Keep track of the time it takes you to study so that you
can plan your schedule more accurately.
Remember that your draft assignment must be sent at least two weeks before
the due date and if it is sent so late, it should be e-mailed or faxed. Assignment
1 requires you to complete Units 1 and 2. Assignment 2 requires you to
complete Units 3 and 4
Planning process
Use these steps to develop your own work plan:

Review the Module Guide. Identify the weeks when you will be under other
pressures. Fill in fewer Study Sessions for those weeks.

Write in the Draft and Final Assignment dates.

Spread the units across the time available ensuring that Units 1 and 2 are
completed well before the draft of Assignment 1 is required.

Reserve time for completing the draft and final assignment.

Write the sessions you plan to complete in the final column in pencil, and
adjust the schedule if it becomes necessary.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
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SUGGESTED WORK PLAN FOR Management Strategies for Public Health I
WEEK
STARTING DATE
UNIT & SESSION
YOUR OWN WORKPLAN
1
2
3
4
5
6
7
8
9
10
11
12
13
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
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Management Strategies for Public Health I – Readings
If you wish to quote a reading, use the page numbers under Publication Details.
All sources are gratefully acknowledged and copyright fees have been paid for
the use of these readings.
Author/s
Publication Details
Blanchard, K.
(1994). The One Minute Manager Builds High Performing
Teams. London: Harper Collins: 10-109.
(2009). Handbook on Monitoring and Evaluation of Human
Resources for Health with Special Applications for Low- and
Middle-Income Countries. Geneva: WHO: 1-22.
(2000). Managing Drug Supply for Health Institutions. Eastern
Cape: Eastern Cape Dept of Health: 1-94.
Dal Poz, M., Gupta,
N., Quain, E. &
Soucat, A.
Department of
Health, Province of
the Eastern Cape.
Gustafson, D. &
Ingle, M. (USAID).
Jones, B., Pierce, J.
& Hunter, B.
(August 1992). Policy Characteristics Analysis.
Implementing Policy Change Project Technical Notes, No 3.
Washington: USAID: 1-5.
(1999). Understanding Organisations. London: Penguin
Books: 60-71.
(1999). Understanding Organisations. London: Penguin
Books: 72-74.
(1999). Understanding Organisations. London: Penguin
Books: 92-95.
(1999). Understanding Organisations. London: Penguin
Books: 334-339.
(1982). Health Center Operations. The Medex Primary
Health Care Series. Hawaii: John Burns School of
Medicine, University of Hawaii: 106-110.
(1994). Using Information for Action: A Training Manual for
District Health Workers. The Netherlands: Royal
Tropical Institute: 2-6 & 9-11.
(1988). The Challenge of Implementation - District
Health Systems for Primary Health Care. Geneva: WHO: 916.
(Dec 1988/Jan1989). Teaching Students to Construct
Graphic Representations. Educational Leadership: 20-25.
London School of
Hygiene and
Tropical Medicine.
(1998). Case Studies on Sanitation and Hygiene in
Cameroon and Tanzania. MSc Course Notes. London School
of Hygiene and Tropical Medicine: 1.
Handy, C.
Handy, C.
Handy, C.
Handy, C.
Health Manpower
Development Staff.
Heywood, A.,
Campbell, B. &
Awunyo-Akaba.
Janovsky, K.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
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Author/s
Publication Details
MSH (Management
Sciences for Health).
(1997). Ch 10 - Managing Drug Selection. Managing Drug
Supply. West Hartford, Connecticut: Kumarian Press: 122126.
(1997). Ch 11 - Treatment Guidelines and Formulary
Medicines. Managing Drug Supply. West Hartford,
Connecticut: Kumarian Press: 138-139.
(1997). Ch 12 - Essential Medical Supplies and Equipment.
Managing Drug Supply. West Hartford, Connecticut:
Kumarian Press: 150-155.
(2001). Managing Your Organization’s Finances. The
FamilyPlanning Manager’s Handbook. [Online], Available:
http://erc.msh.org [Downloaded : 25/2/10]: 37 pages.
(2002). A District Health Management Team Responds to
Challenges of Decentralization: Case Study for Training and
Group Discussion. The Manager, 11(1): Boston: Management
Science for Health: 1-4.
(1998). How to Conduct a Rapid Situational Analysis.
Durban: Health Systems Trust: 30-32.
(1992). Ch 2 - Leading a Health Team. On Being in
Charge. Geneva: WHO: 58-63.
(1992). Ch 4 - Managing Time. On Being in Charge.
Geneva: WHO: 195-208.
(1992). Ch 1 - Planning Health Activities. On Being in
Charge. Part IV. Geneva: WHO: 267-270.
(1992). Ch 1 - Planning Health Activities. On Being in
Charge. Part IV. Geneva: WHO: 272-288.
(1992). Ch 2 - Implementing Health Activities. On Being in
Charge. Geneva: WHO: 323-327.
(1992). Ch 2 - Implementing Health Activities. On Being in
Charge. Geneva: WHO: 327-334.
(1998). Appendix 2 – Classifications of Costs.
Handbook for District Managers. Pretoria: Dept of
Health: 79.
(1998). Handbook for District Managers. Pretoria: Dept of
Health: 93-95.
MSH (Management
Sciences for Health).
MSH (Management
Sciences for Health).
MSH (Management
Sciences for Health).
MSH (Management
Sciences for Health).
McCoy, D. &
Bamford, L.
McMahon, R.,
Barton, E. & Piot, M.
McMahon, R.,
Barton, E. & Piot, M.
McMahon, R.,
Barton, E. & Piot, M.
McMahon, R.,
Barton, E. & Piot, M.
McMahon, R.,
Barton, E., Piot, M.
McMahon, R.,
Barton, E. & Piot, M.
Pillay, Y., Mzimba,
M. & Barron, P.
[Eds].
Pillay, Y., Mzimba,
M. & Barron, P.
(Eds).
USAID (SARA).
Vriesendorp, S. for
MSH (Management
Sciences for Health).
(Feb 2003). The Health Sector: Human Resource Crisis in
Africa: An Issues Paper. Washington: USAID: Bureau for
Africa, Office of Sustainable Development: 1-40.
(2010). Ch 1 – Achieving Results by Strengthening Health
Systems. Health Systems in Action: An eHandbook for
Leaders and Managers. Cambridge, MA: Management
Sciences for Health: 1.2-1.11. [Online], Available:
http://www.msh.org/resource-center/health-systems-inaction.cfm [Downloaded: 10/5/10].
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
xxi
Author/s
Publication Details
Vriesendorp, S.
MSH (Management
Sciences for
Health)
(2010). Ch 2 – Leading and Managing: Critical Competencies
for Health Systems Strengthening. Health Systems in Action:
An eHandbook for Leaders and Managers. Cambridge, MA:
Management Sciences for Health: 2.1-2.13. [Online],
Available: http://www.msh.org/resource-center/health-systemsin-action.cfm [Downloaded: 10/5/10].
Walt, G.
(1994). Ch 8 - Implementation: do those who implement
decide? Health Policy: An Introduction to Process and Power.
Johannesburg and London: Wits University Press and ZED
Books: 153-177.
Walt, G. & Gilson,
L.
(1994). Reforming the Health Sector in Developing Countries:
The Central Role of Policy Analysis. Health Policy and
Planning, 9(4): 353-370.
Whetten, D. A. &
Cameron, K.S.
(2005). Ch 7 – Managing Conflict. Developing Management
Skills. New Jersey: Pearson/Prentice Hall: 345-352.
Whetten, B. A. &
Cameron, K.S.
(2005). Ch 7 – Managing Conflict. Developing Management
Skills. New Jersey: Pearson/Prentice Hall: 352-360.
Whetten, B. A. &
Cameron, K.S.
(2005). Ch 7 – Managing Conflict. Developing Management
Skills. New Jersey: Pearson/Prentice Hall: 360-370.
Whetten, B. A. &
Cameron, K.S.
(2005). Ch 7 – Managing Conflict. Developing Management
Skills. New Jersey: Pearson/Prentice Hall: 371-373.
WHO. (World
Health
Organisation).
(1993). Motivation. Training Manual on Management of
Human Resources for Health, Section 1, Part A, Annex 3.
Geneva: WHO: 1-8.
WHO. (World
Health
Organisation).
(1993). Problem-solving. Training Manual on Management
of Human Resources for Health, Section 1 Part B. Geneva:
WHO: 3-6.
WHO. (World
Health
Organization).
(1993). Problem-solving. Training Manual on Management
of Human Resources for Health, Section 1 Part B. Geneva:
WHO: 5-7.
SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
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II STUDY SESSIONS
Title
Page
Unit 1
Management: An Introduction
21
Session 1
What is Management?
25
Session 2
Policy in the Management Context
37
Session 3
Challenges to Managing the District Health System
47
Unit 2
Managing People
59
Session 1
Managing Yourself and Your Team
61
Session 2
Motivation
83
Session 3
Developing and Leading Teams
93
Session 4
Managing Conflict
105
Unit 3
Planning
121
Session 1
Planning: What and Why?
125
Session 2
The Planning Cycle
143
Session 3
Information for Planning and Management
159
Unit 4
Managing Systems
177
Session 1
Medical Supplies and Equipment
179
Session 2
Medicines Management
189
Session 3
Developing and Interpreting Budgets
205
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Introduction
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SOPH, UWC, Postgraduate Diploma in Public Health: Management Strategies for Public Health 1 – Module
Introduction
xxiv