Principles of Management

-Assignment

Selected organization-WHO(world health organization)

1.Introduction/characteristics of WHO:

Founded in 1948, WHO is the United Nations agency that connects nations, partners and
people to promote health, keep the world safe and serve the vulnerable – so everyone,
everywhere can attain the highest level of health

WHO: World Health Organisation

WHO is the directing and coordinating authority for health within the United Nations
system. It is responsible for providing leadership on global health matters, shaping the
health research agenda, setting norms and standards, articulating evidence-based policy
options, providing technical support to countries and monitoring and assessing health
trends.

In the 21st century, health is a shared responsibility, involving equitable access to

essential care and collective defense against transnational threats

The WHO has played a leading role in several public health achievements, most notably
the eradication of smallpox, the near-eradication of polio, and the development of an
Ebola vaccine. Its current priorities include communicable diseases, particularly
HIV/AIDS, Ebola, COVID-19, malaria and tuberculosis; non-communicable diseases such
as heart disease and cancer; healthy diet, nutrition, and food security; occupational
health; and substance abuse. Its World Health Assembly, the agency's decision-making
body, elects and advises an executive board made up of 34 health specialists. It selects
the director-general, sets goals and priorities, and approves the budget and activities.
The current director-general is Tedros Adhanom Ghebreyesus of Ethiopia

Working with 194 Member States across 6 regions and on the ground in 150+ locations,
the WHO team works to improve everyone’s ability to enjoy good health and well-
being.WHO’s work remains firmly rooted in the basic principles of the right to health and
well-being for all people, as outlined in our 1948 Constitution. The World Health
Assembly is the decision-making body of WHO and is attended by delegations from all
Member States.

The role of WHO in public health

WHO fulfils its objectives through its core functions:

● providing leadership on matters critical to health and engaging in partnerships

where joint action is needed;
● shaping the research agenda and stimulating the generation, translation and
dissemination of valuable knowledge;
● setting norms and standards and promoting and monitoring their implementation;
● articulating ethical and evidence-based policy options;
● providing technical support, catalysing change, and building sustainable
institutional capacity; and
● monitoring the health situation and assessing health trends.
● WHO leads global efforts to expand universal health coverage. We direct and
coordinate the world’s response to health emergencies. And we promote healthier
lives – from pregnancy care through old age. Our Triple Billion targets outline an
ambitious plan for the world to achieve good health for all using science-based
policies and programmes.
● Promoting development;During the past decade, health has achieved
unprecedented prominence as a key driver of socioeconomic progress, and more
resources than ever are being invested in health. Yet poverty continues to
contribute to poor health, and poor health anchors large populations in poverty.
Health development is directed by the ethical principle of equity: Access to life-
saving or health-promoting interventions should not be denied for unfair reasons,
including those with economic or social roots. Commitment to this principle
ensures that WHO activities aimed at health development give priority to health
outcomes in poor, disadvantaged or vulnerable groups. Attainment of the health-
related Millennium Development Goals, preventing and treating chronic diseases
and addressing the neglected tropical diseases are the cornerstones of the health
and development agenda.
● Fostering health security;Shared vulnerability to health security threats demands
collective action. One of the greatest threats to international health security arises
from outbreaks of emerging and epidemic-prone diseases. Such outbreaks are
occurring in increasing numbers, fuelled by such factors as rapid urbanization,
environmental mismanagement, the way food is produced and traded, and the
way antibiotics are used and misused. The world’s ability to defend itself
collectively against outbreaks has been strengthened since June 2007, when the
revised International Health Regulations came into force.
● Strengthening health systems;For health improvement to operate as a poverty-
reduction strategy, health services must reach poor and underserved populations.
Health systems in many parts of the world are unable to do so, making the
strengthening of health systems a high priority for WHO. Areas being addressed
 include the provision of adequate numbers of appropriately trained staff,
sufficient financing, suitable systems for collecting vital statistics, and access to
appropriate technology including essential drugs.
● Harnessing research, information and evidence;Evidence provides the foundation
for setting priorities, defining strategies, and measuring results. WHO generates
authoritative health information, in consultation with leading experts, to set norms
and standards, articulate evidence-based policy options and monitor the evolving
global heath situation.
● Enhancing partnerships;WHO carries out its work with the support and
collaboration of many partners, including UN agencies and other international
organizations, donors, civil society and the private sector. WHO uses the strategic
power of evidence to encourage partners implementing programmes within
countries to align their activities with best technical guidelines and practices, as
well as with the priorities established by countries.
● Improving performance;WHO participates in ongoing reforms aimed at improving
its efficiency and effectiveness, both at the international level and within
countries. WHO aims to ensure that its strongest asset – its staff – works in an
environment that is motivating and rewarding. WHO plans its budget and activities
through results-based management, with clear expected results to measure
performance at country, regional and international levels.
● Improved health outcomes, with WHO meeting the expectations of its
MemberStates and partners in addressing agreed global health priorities, focused
on the actions and areas where the Organization has a unique function or
comparative advantage, and financed in a way that facilitates this focus.
● Greater coherence in global health, with WHO playing a leading role in enabling
the many different actors to play an active and effective role in contributing to the
health of all peoples.
● An Organization that pursues excellence; one that is effective, efficient,
responsive, objective, transparent and accountable (EBSS/2/2).

These core functions are set out in the 11th General Programme of Work, which provides
the framework for organization-wide programme of work, budget, resources and results.
Entitled “Engaging for health”, it covers the 10-year period from 2006 to 2015.

2.The managers role in the organization:

The director-general of the World Health Organization (WHO) is the chief executive
officer of WHO and the principal advisor to the United Nations on matters pertaining
global health. The director general is elected by and answers to the World Health
Assembly (WHA)

The current director-general of WHO is

Mr.TEDROS ADHANOM GHEBREYESUS
who was appointed on 1 July 2017 and re-appointed on 24 May 2022.

Mr.Tedros Adhanom
Ghebreyesus

-Managers role in the organization:

To meet the many demands of performing their functions, managers assume multiple
roles. A role is an organized set of behaviors. Henry Mintzberg has identified ten roles
common to the work of all managers.

Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management:
Inside our Strange World of Organizations," in 1990.

The ten management roles are:

● Figurehead.
● Leader.
 ● Liaison.
● Monitor.
● Disseminator.
● Spokesperson.
● Entrepreneur.
● Disturbance Handler.
● Resource Allocator.
● Negotiator

Figurehead

Figureheads represent their teams. If you need to improve or build confidence in this
area, start with your image, behavior, and reputation Cultivate humility and
empathy ,learn how to set a good example at work , and think about how to be a good
role model.

Leader

This is the role you probably spend most of your time fulfilling. To improve here, start by
taking our quiz, How Good Are Your Leadership Skills?This will give you a thorough
understanding of your current abilities.

Next, learn how to be an authentic leader , so your team will respect you. Also, focus on
improving your emotional intelligence – this is an important skill for being an effective
leader.

Liaison

To improve your liaison skills, work on your professional networking techniques. You
may also like to take our Bite-Sized Training course on Networking Skills .

Monitor

To improve here, learn how to gather information effectively and overcome information
overload. Also, use effective reading strategies,so that you can process material quickly
and thoroughly, and learn how to keep up-to-date with industry news.

Disseminator

To be a good disseminator you need to know how to share information and outside
views effectively, which means that good communication skills are vital.
Learn how to share organizational information with Team Briefings. Next, focus on
improving your writing skills. You might also want to take our communication skills quiz,
to find out where else you can improve.

Spokesperson

To be effective in this role, make sure that you know how to represent your organization
at a conference. You may also want to read our articles on delivering great presentations
and working with the media (if applicable to your role).

Entrepreneur

To improve here, build on your change management skills, and learn what not to do
when implementing change in your organization. You'll also need to work on your
problem solving and creativity skills , so that you can come up with new ideas, and
implement them successfully.

Disturbance Handler

In this role, you need to excel at conflict resolution and know how to handle team
conflict.It's also helpful to be able to manage emotion in your team.

Resource Allocator

To improve as a resource allocator, learn how to manage a budget ,cut costs,and

prioritize, so that you can make the best use of your resources. You can also use VRIO
Analysis to learn how to get the best results from the resources available to you.

Negotiator

Improve your negotiation skills by learning about Win-Win Negotiation and Distributive
Bargaining.

You might also want to read our article on role-playing – this technique can help you
prepare for difficult negotiations.

The ten roles are divided into three groups:

● Interpersonal role
● Informational role
● Decisional role
Interpersonal Management Roles

The managerial roles in this category involve providing information and ideas.

Figurehead – As a manager, you have social, ceremonial and legal responsibilities.

You're expected to be a source of inspiration. People look up to you as a person with
authority, and as a figurehead.

Leader – This is where you provide leadership for your team, your department or perhaps
your entire organization; and it's where you manage the performance and responsibilities
of everyone in the group.
Liaison – Managers must communicate with internal and external contacts. You need to
be able to network effectively on behalf of your organization.

Informational Management Roles

The managerial roles in this category involve processing information.

Monitor – In this role, you regularly seek out information related to your organization and
industry, looking for relevant changes in the environment. You also monitor your team,
in terms of both their productivity, and their well-being.
Disseminator – This is where you communicate potentially useful information to your
colleagues and your team.
Spokesperson – Managers represent and speak for their organization. In this role, you're
responsible for transmitting information about your organization and its goals to the
people outside it.

Decisional Management Roles

The managerial roles in this category involve using information.

Entrepreneur – As a manager, you create and control change within the organization.
This means solving problems, generating new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's
the manager who must take charge. You also need to help mediate disputes within it.
Resource Allocator – You'll also need to determine where organizational resources are
best applied. This involves allocating funding, as well as assigning staff and other
organizational resources.
Negotiator – You may be needed to take part in, and direct, important negotiations within
your team, department, or organization.

The performance of managerial roles and the requirements of these roles can be played
at different times by the same manager and to different degrees depending on the level
and function of management. The ten roles are described individually, but they form an
integrated whole.

-Required managerial skills:

Managers at every level in the management hierarchy must exercise three basic types of
skills: technical, human, and conceptual. All managers must acquire these skills in
varying proportions, although the importance of each category of skill changes at
different management levels.
As Mr.Tedros Adhanom Ghebreyesus is a manager for top level management of WHO,he
adopts strategic or conceptual skills which includes analyzing and diagnosing different
states. In such a way, they can predict the future of the business or department as a
whole.

3.How COVID-19 had impacted manager’s job in the organization:

During COVID-19, the working world has changed inevitably, and many managers
experience extreme strain and stress.The pandemic has meant constant change for
managers—pivoting their teams to remote work, helping employees through COVID-19
and listening to workers stress about how to remote-school their kids, among other
challenges.

Workforce management has been recognized as an efficient way to counteract the

disruption caused by the COVID-19 pandemic. This past year, companies have had their
resilience tested, been forced to adapt to new market circumstances, and restructured
the way their employees collaborate. New strategies and business models have helped
companies stay afloat, and some of these changes may be more permanent than
previously thought.Manager’s had a hard time regarding aspects like flexibility and
adaptation to difficult circumstances,recruitment trends,business resilience(as COVID-19
appeared suddenly and stayed longer than anyone expected it bought new crisis),remote
work,employee well being and how they support their clients

-How COVID-19 impacted WHO’s management:

COVID-19 has exposed persistent inequalities by income, age, race, sex and geographic
location. Despite recent global health gains, across the world people continue to face
complex, interconnected threats to their health and well-being rooted in social,
economic, political and environmental determinants of health.

From the start, the World Health Organization (WHO) has been at the center of the
COVID-19 storm—and the target of criticism. The pandemic and the controversies
associated with it have created an immediate crisis for WHO as COVID-19 rages on. But
it's also created a prospective crisis because the outbreak and political reactions to it will

shape the future of WHO.

Source: WHO calculations using COVID-19 World Symptoms Survey data led by
Facebook and the University of Maryland for 35 high-income countries, May 2020 –
February 2021.
Much of the criticism of WHO asserts that it failed to exercise global health leadership
and instead became a tool of Chinese politics, power, and propaganda. This critique
holds that WHO had the ability to question China’s handling of the outbreak in Wuhan so
that the organization could better prepare the world for a dangerous disease—but that
WHO failed to act decisively. The criticism raises questions about WHO’s authority to
challenge states during serious outbreaks for the good of global health. In contrast,
praise for WHO often highlights how it has its deployed scientific skills, epidemiological
expertise, medical know-how, outbreak-response capacities, and global networks in
helping China and other countries. These commendations emphasize the imperative for
WHO to work with governments in battling outbreaks.

The World Health Statistics 2021 report presents the most up-to-date data and trends on
more than 50 health-related indicators for the Sustainable Development Goal and WHO’s
Triple Billion targets.

*List of challenges faced by WHO’s management during COVID-19:

● Deploying these capabilities tends not to generate political problems because the
focus is on fighting outbreaks
● Claims that WHO turned a blind eye to China’s dissembling about its outbreak
suggest that WHO failed to act on information it had from other sources
● A Tale of Two Decades: WHO and the IHR
● The Ebola outbreak in West Africa in 2014 was a disaster for WHO and the
International Health Regulations
● Director-General Tedros eventually declared a public health emergency of
international concern—but only after the outbreak became even more dangerous
● “All countries must have the necessary capacity and resources to accurately
collect and use health data even in the midst of an ongoing crisis”, says Dr
Tedros Adhanom Ghebreyesus, Director-General of the World Health
Organization. “The COVID-19 pandemic has shown the importance of data and
science to build back more resilient health systems and equitably accelerate
 towards our shared global goals.”

● China’s political needs overwhelmed WHO’s desire to avoid politics in working

with China in the interests of global health
● The latest analysis warns that COVID-19 has pushed an additional 88 million
people into extreme poverty this year – and that figure is just a baseline.
● The COVID-19 recession has seen the fastest, steepest downgrades in consensus
growth projections among all global recessions since 1990
● This economic fallout is hampering countries’ ability to respond effectively to the
pandemic’s health and economic effects. Even before the spread of COVID-19,
almost half of all low-income countries were already in debt distress or at a high
risk of it,leaving them with little fiscal room to help the poor and vulnerable who
were hit hardest.
● Without more action on debt, a sustainable recovery could be stunted in many
countries – along with a host of other development goals.
● Remittances – the money that migrants send to their home countries – are of
special concern.
● The pandemic slowdown has deeply impacted businesses and jobs. Around the
world, companies – especially micro, small, and medium enterprises (MSMEs) in
the developing world – are under intense strain, with more than half either in
arrears or likely to fall into arrears shortly.
● Firms thus far have been more likely to reduce hours or wages than fire workers
● Reduced family incomes – whether due to job loss, a stop in remittance payments,
or a multitude of other COVID-19-related factors – will continue to put human
capital at risk. With less money, families will be forced to make trade-offs and
sacrifices that could harm health and learning outcomes for a generation.
● Tens of millions of people are being pushed into extreme poverty by health
spending

● At the height of the COVID lockdown, more than 160 countries had mandated
some form of school closures for at least 1.5 billion children and youth
● around the world, the pandemic and associated lockdowns are underscoring that
digital connectivity is now a necessity
 ● Beyond education, children – male and female – are also vulnerable to the global
rise in food insecurity , affecting people in both urban and rural settings. Our
World Development Indicators show that even before COVID-19 emerged, the
number of people who were undernourished – an indicator that tracks how many
people fail to access sufficient calories – was increasing, after decades of decline.

4.Does WHO follows Henri Fayol’s 14 principles of management?

-What are Henri fayol’s principles of management?

Henry Fayol, also known as the ‘father of modern management theory’ gave a new
perception of the concept of management. He introduced a general theory that can be
applied to all levels of management and every department. The Fayol theory is practised
by the managers to organize and regulate the internal activities of an organization. He
concentrated on accomplishing managerial efficiency.

Henri Fayol

The fourteen principles of management created by Henri Fayol are explained below.

1. Division of Work-

Henri believed that segregating work in the workforce amongst the worker will enhance
the quality of the product. Similarly, he also concluded that the division of work improves
the productivity, efficiency, accuracy and speed of the workers. This principle is
appropriate for both the managerial as well as a technical work level.

2. Authority and Responsibility-

These are the two key aspects of management. Authority facilitates the management to
work efficiently, and responsibility makes them responsible for the work done under their
guidance or leadership.
3. Discipline-

Without discipline, nothing can be accomplished. It is the core value for any project or
any management. Good performance and sensible interrelation make the management
job easy and comprehensive. Employees good behaviour also helps them smoothly build
and progress in their professional careers.

4. Unity of Command-

This means an employee should have only one boss and follow his command. If an
employee has to follow more than one boss, there begins a conflict of interest and can
create confusion.

5. Unity of Direction-

Whoever is engaged in the same activity should have a unified goal. This means all the
person working in a company should have one goal and motive which will make the work
easier and achieve the set goal easily.

6. Subordination of Individual Interest-

This indicates a company should work unitedly towards the interest of a company rather
than personal interest. Be subordinate to the purposes of an organization. This refers to
the whole chain of command in a company.

7. Remuneration-

This plays an important role in motivating the workers of a company. Remuneration can
be monetary or non-monetary. However, it should be according to an individual’s efforts
they have made.

8.Centralization-

In any company, the management or any authority responsible for the decision-making
process should be neutral. However, this depends on the size of an organization. Henri
Fayol stressed on the point that there should be a balance between the hierarchy and
division of power.

9. Scalar Chain-

Fayol on this principle highlights that the hierarchy steps should be from the top to the
lowest. This is necessary so that every employee knows their immediate senior also they
should be able to contact any, if needed.
10. Order-

A company should maintain a well-defined work order to have a favourable work culture.
The positive atmosphere in the workplace will boost more positive productivity.

11. Equity-

All employees should be treated equally and respectfully. It’s the responsibility of a
manager that no employees face discrimination.

12. Stability-

An employee delivers the best if they feel secure in their job. It is the duty of the
management to offer job security to their employees.

13. Initiative-

The management should support and encourage the employees to take initiatives in an
organization. It will help them to increase their interest and make then worth.

14. Esprit de Corps-

It is the responsibility of the management to motivate their employees and be supportive

of each other regularly. Developing trust and mutual understanding will lead to a positive
outcome and work environment.

These 14 principles of management are used to manage an organization and are

beneficial for prediction, planning, decision-making, organization and process
management, control and coordination.

-Does WHO follows these 14 principles?

1.Division of work:

Under the leadership of our Regional Director, the Divisions of Programme Management
and Administration and Finance help countries develop WHO country cooperation
strategies, support 15 country offices in the Region, and coordinate the Organization’s
work with other United Nations agencies and global health initiatives.

“Our office also coordinates governing body meetings, including the Regional
Committee and the Region’s participation in the Executive Board and World Health
Assembly.
Our main areas of work are communicable diseases, health security and emergencies,
noncommunicable diseases and health through the life-course, and health sector
development.”

So In my opinion WHO follows division of work

2.Authority and Responsibility:

Dr Tedros Adhanom Ghebreyesus is the Director-General of WHO, elected by a vote of

Member States at the World Health Assembly on 23 May 2017. The Director-General is
WHO's chief technical and administrative officer and oversees the policy for the
Organization's international health work. Dr Tedros took office for a five-year term on 1
July 2017.He is under the control of authority and responsibility of WHO

3.Discipline:

WHO follows disciplinary rules in the organization about the work,decision making or
even for punishments.WHO makes sure that problems are being solved in a disciplinary
manner so this principle is being followed well in WHO

4.Unity of command:

"How is it difficult for humans to unite and fight a common enemy that is killing people
indiscriminately?" WHO Director-General Tedros Adhanom Ghebreyesus asked at a
briefing in Geneva, his voice rising with emotion.
This shows that WHO gives importance to unity and even decisions are made through
the unity of members

5.Unity of direction:

The entire organization should be moving towards a common objective in a common

direction.WHO works worldwide to promote health, keep the world safe, and serve the
vulnerable. Its goal is to ensure that a billion more people have universal health
coverage, to protect a billion more people from health emergencies, and provide a further
billion people with better health and well-being.

So unity of direction is being followed well

6.Subordination of individual interests:

In my opinion WHO follows this principle as it works for one common objective which is
safety and health,so individuals interests would not be taken as priority over the
organizations goal
7.Remuneration:

The average World Health Organization salary ranges from approximately ₹1.8 Lakhs per
year for a Staff Nurse to ₹ 22 Lakhs per year for a Product Owner,The average World
Health Organization salary ranges from approximately $43,651 per year for
Administrative Assistant to $96,000 per year for Consultant. The average World Health
Organization monthly salary ranges from approximately $3,084 per month for Fellow to
$5,689 per month for Health Care Advisor.

Salary estimates are based on 245 World Health Organization salaries received from
various employees of World Health Organization.So WHO gives a good remuneration to
the employees

8.Centralization:

Certain tasks, however, must be centralized. They include, for example, health policy
development and the development of a quality strategy, to make sure that patients
across the country can expect the same conditions of access, coverage and service
delivery. Public health institutes, health technology agencies and other regulatory
agencies are also preferably placed at national level, even if they have decentralized
offices at regional and local levels.

9.Scalar chain:

A chain of authority exists from the highest organizational authority to the lowest ranks
in WHO

10.Order:

WHO follows order for the efficient and effective work in the organization

11.Equity:

WHO itself promoted equity among the people so it would definitely be following equity
among the employees and the members of board

12.Stability:

WHO provides its staff and workforce with physical, psychological, social, financial and
organizational working conditions that protect and promote health and safety. It enables
managers and workers to increase control over their own health and to improve it, and to
become more energetic, positive with more opportunities to grow in life and job security
to the employees
13.Initiative:

WHO thinks out a plan for effective decisions on welfare and ensuring its success is an
extremely strong motivator. Zeal, energy, and initiative are desired at all levels of the
organizational ladder.

14.Esprit de corps:

Teamwork in health is defined as two or more people who interact interdependently with
a common purpose, working toward measurable goals that benefit from leadership that
maintains stability while encouraging honest discussion and problem solving.Even there
are good teamwork between employees,problems related to accountability, conflict
management, decision-making, reflecting on progress, and coaching may arise and in
my opinion WHO takes care of it and ensures the team work of employees

So,at last,WHO follows all 14 principles of management by henri fayol despite being an
worldwide health care organization.

-References:

1.https://www.hcmworks.com/blog/how-covid-19-impacted-workforce-management?
hs_amp=true
2.https://en.m.wikipedia.org/wiki/Director-General_of_the_World_Health_Organization
3.https://www.who.int/
4.https://blogs.worldbank.org/voices/2020-year-review-impact-covid-19-12-charts
5.https://www.quora.com/
6.https://www.who.int/publications/m/item/course-04-being-an-effective-team-player
7.https://in.indeed.com/cmp/World-Health-Organization/reviews?ftopic=jobsecadv

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