LEADERSHIP MANAGEMENT GOVERNMENCE

 LEADERSHIP MANAGEMENT GOVERNMENCE

ENTREPRENEURSHIP

b) In entrepreneurship, there are several important concepts that are used. Here are five of them:

1. Opportunity recognition: This concept involves identifying and evaluating potential business opportunities in the market. It requires understanding customer needs, market trends, and industry dynamics to identify gaps and potential areas for growth.

2. Innovation: Innovation is the process of developing new ideas, products, or services that create value and solve problems. Entrepreneurs need to be creative and innovative in order to differentiate themselves from competitors and meet the changing needs of customers.

3. Risk management: Entrepreneurship involves taking risks, but it is important to manage and mitigate those risks. This concept involves identifying potential risks, assessing their impact and likelihood, and implementing strategies to minimize or transfer those risks.

4. Business model: A business model is the framework that describes how an organization creates, delivers, and captures value. It outlines the key elements of a business, such as its target market, value proposition, revenue streams, and cost structure.

5. Networking: Networking is the process of building and maintaining relationships with other individuals and organizations. It is an important concept in entrepreneurship as it can lead to partnerships, collaborations, and access to resources and opportunities.

c) Developing a business plan involves several steps. Here are the key steps:

1. Executive summary: This is a brief overview of the business plan, summarizing the key points and highlighting the main objectives and strategies of the business.

2. Company description: This section provides detailed information about the company, including its mission, vision, values, legal structure, and location.

3. Market analysis: This step involves conducting research and analysis of the target market, including the industry, competitors, customers, and market trends. It helps to identify the target market segment and understand customer needs and preferences.

4. Organization and management: This section outlines the organizational structure of the company and the roles and responsibilities of key management personnel. It also includes information about the ownership structure and any strategic partnerships or alliances.

5. Products and services: Here, the business plan describes the products or services offered by the company, highlighting their unique features, benefits, and competitive advantage.

6. Marketing and sales strategy: This step involves developing a marketing and sales plan, including pricing, promotion, distribution, and customer acquisition strategies. It also includes a sales forecast and budget.

7. Financial projections: This section presents the financial forecasts for the business, including income statements, balance sheets, and cash flow statements. It also includes assumptions and key financial indicators.

8. Funding request: If the business plan requires external funding, this step includes a detailed request for funding, including the amount required, how it will be used, and the expected return on investment.

9. Appendix: The appendix includes additional information and supporting documents, such as market research data, resumes of key personnel, and legal documents.

d)

i. As an Entrepreneur, Ms. Kalenga would require knowledge of the Financial Administration Management System (FAMS) to improve financial performance and ensure compliance with financial regulations. Here are five key features of FAMS that I would share with Ms. Kalenga to ensure compliance:

1. Financial record keeping: FAMS helps in maintaining accurate and organized financial records, including income, expenses, assets, and liabilities. This enables Ms. Kalenga to have a clear view of the financial position of her company.

2. Financial reporting: FAMS generates financial reports that provide insights into the financial performance of the company. These reports include income statements, balance sheets, and cash flow statements, which are essential for decision-making and meeting regulatory requirements.

3. Budgeting and forecasting: FAMS allows Ms. Kalenga to create budgets and forecasts for her business. This helps in planning and controlling expenses, identifying areas for cost reduction, and setting financial targets.

4. Compliance with regulations: FAMS ensures that Ms. Kalenga's company complies with financial regulations and requirements. It helps in tracking and reporting taxes, managing payroll, and ensuring adherence to accounting standards.

5. Internal controls: FAMS includes internal control features that help in preventing fraud, errors, and unauthorized access to financial data. It provides security measures such as user access controls, audit trails, and encryption to safeguard financial information.

ii. To assist Ms. Kalenga in mobilizing resources for her business, here are five ways:

1. Networking: I would help Ms. Kalenga build a strong network of contacts in her industry and related sectors. This can provide access to potential investors, suppliers, customers, and mentors who can offer financial support or guidance.

2. Financial analysis: I would assist Ms. Kalenga in conducting a thorough financial analysis of her business. This would involve assessing the financial health, identifying areas for improvement, and developing strategies to attract investors or lenders.

3. Funding options: I would research and present different funding options to Ms. Kalenga, such as loans, grants, venture capital, crowdfunding, or angel investors. Each option would be evaluated based on their suitability for her business and the specific requirements.

4. Business pitch: I would help Ms. Kalenga develop a compelling and persuasive business pitch that effectively communicates the value proposition of her business to potential investors or lenders. This would include highlighting the unique features, market potential, and financial projections.

5. Financial planning: I would work with Ms. Kalenga to develop a comprehensive financial plan that outlines the financial needs of her business and the strategies to meet those needs. This would involve setting financial goals, creating budgets, and identifying strategies to generate revenue and control expenses.

THREE LEVELS OF MANAGEMENT.

1. Administrative, Managerial, or Top Level of Management

This level of management consists of an organization’s board of directors and the chief executive or managing director. It is the ultimate source of power and authority, since it oversees the goals, policies, and procedures of a company. Their main priority is on the strategic planning and execution of the overall business success.

The roles and responsibilities of the top level of management can be summarized as follows:

Laying down the objectives and broad policies of the business enterprise.

Issuing necessary instructions for the preparation of department-specific budgets, schedules, procedures, etc.

Preparing strategic plans and policies for the organization.

Appointing the executives for middle-level management, i.e. departmental managers.

Establishing controls of all organizational departments.

Since it consists of the Board of Directors, the top management level is also responsible for communicating with the outside world and is held accountable towards an organization’s shareholders for the performance of the enterprise.

Providing overall guidance, direction, and encouraging harmony and collaboration.

2. Executive or Middle Level of Management

The branch and departmental managers form this middle management level. These people are directly accountable to top management for the functioning of their respective departments, devoting more time to organizational and directional functions. For smaller organizations, there is often only one layer of middle management, but larger enterprises can see senior and junior levels within this middle section.

The roles and responsibilities of the middle level of management can be summarized as follows:

Executing the plans of the organization in accordance with the policies and directives laid out by the top management level.

Forming plans for the sub-units of the organization that they supervise.

Participating in the hiring and training processes of lower-level management.

Interpreting and explaining the policies from top-level management to lower-level management.

Sending reports and data to top management in a timely and efficient manner.

Evaluating the performance of junior managers.

Inspiring lower level managers towards improving their performance.

3. Supervisory, Operative, or Lower Level of Management

This level of management consists of supervisors, foremen, section officers, superintendents, and all other executives whose work must do largely with HR oversight and the direction of operative employees. Simply put, managers at the lower level are primarily concerned with the execution and coordination of day-to-day workflow that ensure completion of projects and that deliverables are met.

The roles and responsibilities of the lower level of management can be summarized as follows:

Assigning jobs and tasks to various workers.

Guiding and instructing workers in day-to-day activities.

Overseeing both the quality and quantity of production.

Maintaining good relations within lower levels of the organization.

Acting as mediators by communicating the problems, suggestions, and recommendatory appeals, etc. of workers to the higher level of management, and in turn elucidating higher-level goals and objectives to workers.

Helping to address and resolve the grievances of workers.

Supervising and guiding their subordinates.

Taking part in the hiring and training processes of their workers.

Arranging the necessary materials, machines, tools, and resources, etc. necessary for accomplishing organizational tasks.

Preparing periodical reports regarding the performance of the workers.

Upholding discipline, decorum, and harmony within the workplace.

Improving the enterprise’s image as a whole, due to their direct contact with the workers.

LEADERSHIP AND MANAGEMENT

a) I) Management

Management is the process of planning, organizing, leading and controlling the work of

organizational members and of using all available resources to reach stated organizational goals. (Stoner, 1987). Management is a process by which managers create, direct, maintain operate purposive organization through systematic coordinated cooperative human efforts.

(Koontz 1968)

ii) Leadership

Leadership is the art of influencing and directing people in such a way that will win their

obedience, confidence, respect and loyal cooperation in achieving common objectives.

The essence of leadership is the ability to influence other people. In other words,

leadership involvesinfluencing other people, usually in some type of group, to work toward the achievement of the group’s goals. In addition, leaders help others develop “a sense of what is important

. . . a sense of direction and of purpose”.Effective nurse leaders are those who inspire

others to work together in pursuit of a shared goal. This goal may be providing excellent

patient care, designing a cost-saving procedure,

or challenging the ethics of a new policy.

b)) 1.] Autocratic Or Dictatorial Leadership.

This type of leadership is also referred to as authoritarian or dominative leadership.

Autocratic leaders keep the decision making authority & control in their own hands and

assume full responsibility for all actions. it is the commanding style - “Do as I say,

because I am the boss.”These leadersMakes all decisions without seeking much input from individualsStructure the entire work situation in their own way & expect the workers to follow their orders and tolerate no deviation from their orders.The leader believe that his leadership is based upon the authority conferred upon him

by some source such as;

Position

Knowledge

Strength / the power to punish or reward

2] Democratic Or Participative Leadership

This is the type of leadership where the subordinates are consulted and their feedback

is taken into the decision making process.The leader’s job is to moderate, even though he makes the final decision and he is solely responsible for the results.The subordinates are encouraged to demonstrate initiative & creativity and take interest in setting plans and policies and have maximum participation in decision makingThis ensures

Better management-employee relationsHigher moraleGreater job satisfaction.

3] Laissez faire or free reign leadership

Here leaders are loose and permissive and abstain from leading their staff. They foster

freedom for everyone and want everyone to feel good. They are just figure heads and

do not give any direction.The leader lets subordinates plan and organize and develop their own techniques for accomplishing goals. The leader participates very little and instead of leading and directing, he just becomes one of the members.This type of leadership is highlyeffective when subordinates are highly intelligent and are fully aware of their roles and responsibilities and have knowledge and the skills to accomplish tasks without direct supervision.

C) Some of the barriers to effective communication are as

follows.

 Noise – This is an external factor which interferes with effective communication.

The interference may be due to;

 Noisy surroundings which may lead to destruction or blocking of a part of the

message.

 Poor radio wave transmission.

 Static effects in telephone conversation.

 Poor Timing – A message must be sent at an appropriate time to avoid

problems.

 A Message that requires action in the distant future may be forgotten by the time

action is taken. A last minute communication with a deadline may put too much

pressure on the receiver (and may result in resentment) The manager must

know when to communicate.

 Inappropriate Channel – The manager must decide on the most effective channel

of communication. It could be written, face to face conversation, telephone call or a

combination of these modes. Face to face communication generally emphasizes the

strength of the form because it’s supported by non-verbal gestures, eye contact,

facial expression and tone of the voice.

 Inadequate Information – The information must be meaningful to the receiver too

little, too much and too ambiguous information should be avoided.

 Organizational Structure – The organizational structure should be such that the

chain of command and channels of communications are established and

responsibility and authority are clearly assigned.

Semantic Barriers – Occur due to difference in individual interpretation of words and

symbols. The choice of a wrong word and meaning of the intended message.

D) i) Planning is the process of setting goals, developing strategies, and outlining tasks and schedules to accomplish the goal.Planning also involves devising a systematic process for attaining the goals of the organization. It prepares the organization for the future.

Types:

Strategic planning:

is conducted by top management and is a process of determining

overall objectives of an organization. It is a long range type of planning, e.g. for three

years (Basavanthapa,2009). Strategic planning is the process of developing and

analyzing the organization's mission, overall goals, general strategies, and allocating

resources. A strategy is a course of action created to achieve a long-term goal.

Intermediate planning/Tactical planning:

Tactical plans have shorter time frames and narrower scopes than strategic plans. Tactical planning provides the specific ideas for implementing the strategic plan. It is the process of making detailed decisions about what to do, who will do it, and how to do it. this type of planning covers a life time of six months to one year. . Usually done by middle management These also have a task of polishing up on top management’s plans.

 Operational planning:

this is planning done by lower level managers. These are

short range plans covering a life span of one week to one year. These plans are

more specific and determine how the specific job should be done in the best

possible way(Basavanthapa, 2009). Supervisors implement operational plans that

are short-term and deal with the day-to-day work of their team. Supervisors set

standards, form schedules, secure resources, and report progress. They need very

detailed reports about operations, personnel, materials, and equipment. The

supervisor interprets higher management plans as they apply to his or her unit.

II) Organizing

Organizing is the process of identifying and grouping of the works to be performed,

defining and delegating responsibility and authority and establishing relationships for the

purpose of enabling people to work most efficiently.The function of organizing involves

the determination of activities that need to be done in order to reach the organization

goals.

follows therefore, that the functions of organizing is concerned with:-

(a) Identifying the tasks that must be performed and grouping them whenever

necessary.

(b) Assigning these to the personnel while defining their authority and responsibility.

(c) Delegating authority to these employees.Establishing a relationship between

authority and responsibility.

(e) Considering the social and economical consequences associated with various

organizational firms

III) Directing

Directing means giving instructions, guiding and counseling, motivating and leading the

staff in an organization in doing work to achieve Organizational goals

(Basavanthapa,2009). Directing involves the guiding, leading, and overseeing of

employees to achieve organizational goals. We can also say that directing is influencing

people's behavior through motivation, communication, group dynamics, leadership and

discipline. The purpose of directing is to channel the behavior of all personnel to

accomplish the organization's mission and objectives while simultaneously helping them accomplish their own career objectives.

Iv) Controlling

is determining what is being accomplished - that is, evaluating performance

and, if necessary, applying corrective measures so that performance takes place

according to plans"(Cole, 2004). Controlling is a four-step process of establishing

performance standards based on the firm's objectives, measuring and reporting actual

performance, comparing the two, and taking corrective or preventive action as

necessary. Controlling involves verifying that actual performance matches the plan. If

performance results do not match the plan, corrective action is taken

The manager must make certain that the whole thing occurs in compliance with the

plans adopted, the directions issued and the principles established.

V) Staffing

is the function by which managers build an organization through the

recruitment, selection, and development of individuals as capable employees.Staffing is that part of the process of management which is concerned with acquiring, developing, employing, appraising, remunerating and retaining people so that the right type of people are available in right positions and at the right time in the organization.

In the simplest terms, staffing is ‘putting people to jobs’

LEADERSHIP AND MANAGEMENT

The Zambian government on 15th August, 2017 through the Republican President

announced a policy change regarding HIV testing from voluntary to compulsory

testing.

a) Define the following terms

1. Policy

2. Policy Development

3. Policy analysis

b) i. List any ten (10) health related policies in Zambia

ii. State five (5) reasons why is important to have policy regarding health care

c) Explain four (4) steps that are involved in policy development

You have been asked to be part of the team to analyze the current policy regarding HIV

d) Discuss in detail five (5) methods of policy analysis

DEFINITIONS

1. A policy is a general plan of action used to guide the desired outcome. It is a

guideline or rule used to make decisions.

2. Policy development is the decision process by which individuals, groups or

institutions establish policies pertaining to plans, programs or procedures.

3. Policy analysis involves the systematic comparison and analysis of a set of

policy alternatives to determine which option is most likely to achieve a set of

objectives.

HEALTH POLICY

Health policy can be defined as the "decisions, plans, and actions that are

undertaken to achieve specific healthcare goals within a society.

According to the World Health Organization, an explicit health policy can achieve

several things: it defines a vision for the future; it outlines priorities and the expected

roles of different groups; and it builds consensus and informs people

List any five (5) health related policies in Zambia

HEALTH CARE POLICIES

1. HIV work place policy

2. Malaria Treatment policy

3. Infection prevention policy

4. TB treatment policy

5. HIV Post Exposure Treatment policy

6. Public health policy

7. Mental health policy

8. Health care services policy,

9. Personal healthcare policy,

10.Pharmaceutical policy

11.Vaccination policy

12.Tobacco control policy

13. Breastfeeding promotion policy

State five (5) reasons why is important to have policy regarding health care

THE PURPOSE OF A POLICY.

The purpose of a policy (or health care procedure)

1. To provide standardization in daily operational activities.

2. Policies and procedures provide clarity when dealing with issues and activities

that are critical to health and safety, legal liabilities and regulatory requirements

that have serious consequences.

3. Policy is also used to communicate to employees the desired outcomes of the

organization. They are usually broad, state what has to be achieved and why and

answer major operational issues.

4. Policies again can help employees understand their roles and responsibilities

within the organization.

5. Policies generally to help them run organizations efficiently in achieving their objectives.

Explain four (4) steps that are involved in policy development

PROCESS OF POLICY DEVELOPMENT.

There are four typical and main steps in the policy development process:

1. Identifying a problem,

2. Formulating a policy,

3. Implementing the policy change, and

4. Evaluating the result.

Each step is usually followed in the order listed to make sure that the process is done

correctly.

1. Identifying the Problem.

The first step in the policy process is to outline the problem since a policy is usually

developed to provide solution to identified problem. This involves not only recognizing

that an issue exists that needs to be addressed but also studying the problem and its

causes in detail. This stage involves determining how aware the public is of the issue,

deciding who will participate in fixing it, and considering what means are available to

accomplish a solution.

2. Formulating a Policy to Resolve the Problem

After identifying and studying the problem, a new policy may be formulated or

developed. This step is typically marked by discussion and debate to identify potential

obstacles, to suggest alternative solutions, and to set clear goals and list the steps that

need to be taken to achieve them. Once the policy is developed, the authorities must

agree to it.

3. Implementing the Policy

This is the step of actualizing the policy. A new policy must be put into effect to address

the identified problem. This steps also involves communicating the new policy to the

frontline implementers as well as supervisors. Coordination, as well as sufficient

funding, are also needed to make this step a success.

4. Evaluating the Effect of the Policy

The final stage in the policy process, known as evaluation, is typically ongoing. This

step usually involves a study of how effective the new policy has been in addressing the

original problem, which often leads to additional policy changes. It also includes

reviewing funds and resources available to ensure that the policy can be maintained.

Historically, this step has not always been treated as very important, but policy makers

are increasingly finding ways to make sure that the tools needed for evaluation are

included in each step of the policy process.

You have been asked to be part of the team to analyze the current policy

regarding HIV testing in Zambia

Discuss in detail five (5) methods of policy analysis

The following is a review of the most prominent methodologies used in policy analysis to

describe, analyze, and compare policies.

1) Needs Assessment.

This involves identifying the nature, scope, and extent of the problem whether the

current policy addresses the problem adequately or not. An assessment of the extent of

need in a variety of ways is made and the nature of the problem through analysis of

existing information. This information is used to describe the current state of need and

to forecast likely needs.

2) Cost–Benefit Analysis

Cost–benefit analysis is an approach that attempts to relate the direct and indirect costs

of policies to the direct and indirect benefits of those policies. Cost–benefit analysis

requires that both the costs and the benefits of policies be calculated in monetary form.

This is frequently difficult to do, because policy analysts are often unable to give a

precise dollar figure for saving a life for example.

3) Cost-Effectiveness Analysis

Cost-effectiveness analysis looks at the costs of different policies in achieving the

desired policy results. Unlike cost–benefit analysis, this methodology does not require

the monetization of the benefits of each policy. Although policy analysts may not know

the dollar value of certain benefits, they can compare which policy costs less to achieve

the same desired outcome, regardless of monetary value of the expected benefits.

4) Outcome Studies

Outcome studies document the comparative effectiveness of different policy

alternatives. Policy analysts are able to assess the extent to which some policy

intervention has had the intended impact on the problem it was designed to

address.

5) Case Studies

ADVOCACY IN LEADERSHIP & MGT

Define the following terms;

ADVOCACY. 5%

Advocacy is speaking up for, or acting on behalf of, yourself or another person.

LOBBYING 5%

The process of influencing public and government policy at all levels.

NEGOTIATION 5%

Trying to reach an agreement or compromise by discussion with others

COLLABORATION 5%

Working with others towards solutions that satisfy the work of involved parties e.g. Ministry of health and World Health Organization. OR

COLLABORATION is independent entities working together in an effort of mutual interest.

NETWORKING

This is when two or more people or organizations work together to achieve a common goal. They can be offering the same service or different services but meeting client needs.

THE 4 AREAS OF NURSE ADVOCACY MODEL IN RELATION TO PATIENT CARE

1.A Nurse is a Guardian of Patient’s Right

2.A Nurse Preserves Patient Values

3.A Nurse is a Champion of Social Justice in the provision of healthcare

4.A Nurse is a Conservator of the patient’s best interest

STRATEGIES USED IN ADVOCATING FOR CONCERNS

1.Advocacy or Social Mobilization

2. Lobbying

3. Negotiation

THE PRINCIPLES OF ADVOCACY

1.INDEPENDENT-Advocacy must be independent with no conflict of interest.

2.NEEDS BASED-Service is provided to people in the client group according to need.

3.DUTY OF CARE-The advocate has a duty of care to not advocate in ways that are illegal or that will cause significant harm to the client.

4.CULTURALLY SENSITIVE-must take into consideration the cultural, linguistic and communication needs of clients.

5. CONFIDENTIALITY-Confidentiality builds trust between client and advocate. Clients have the right to expect that information will be dealt with confidentiality unless they give their express permission for it to be disclosed.

6. CONFLICT MANAGEMENT-Advocates endeavour to avoid confrontational approaches as much as possible.

7.CLIENT DIRECTED- Advocates work at the direction of clients. Advocates may advise clients as to options so that the client makes an informed choice.

8.EMPOWERMENT -Advocacy works to increase the power and control clients have over their lives.

9.NON-PARTISAN- Advocacy is on the side of the disadvantaged party. It exists to assist the clients. Advocates must be neutral mediators..

Group formation refers to how individuals come together to form a cohesive unit, often for a shared purpose. It typically follows stages, with the most widely recognized model being Tuckman’s stages of group development: Forming, Storming, Norming, Performing, and later Adjourning (or Mourning). Here’s a concise breakdown:

1. Forming: Individuals come together, often cautiously. They’re polite, assessing roles, goals, and group dynamics. Trust is low, and members seek structure or leadership.
2. Storming: Conflicts emerge as personalities clash, roles are questioned, or goals seem unclear. This stage is critical for working through differences but can be chaotic.
3. Norming: The group establishes norms, roles solidify, and cohesion grows. Trust builds, and members start collaborating effectively.
4. Performing: The group functions at its peak, with clear roles, strong communication, and focus on achieving goals. Productivity is high.
5. Adjourning: The group disbands after completing its purpose. Members may feel a sense of loss or closure, depending on the group’s success and bonds formed.

Factors Influencing Group Formation:

• Purpose: A clear goal (e.g., project, social, or task-oriented) drives formation.
• Size: Smaller groups tend to form faster but may lack diversity; larger groups take longer to gel.
• Diversity: Varied backgrounds can enrich ideas but may slow consensus during storming.
• Leadership: Strong leadership can accelerate norming and performing.
• Communication: Openness fosters trust and smoother transitions between stages.