BNS third year Introduction to Management unit 1.ppt

Introduction to management

2. Manage
ment

3. Productivity approach
Management:
•Frederick W. Taylor: Management is the
art of knowing “ what you want to do….in
the best and cheapest way”

4. “Management according to Henri Fayols is to
conduct the affairs of a business, moving towards its
objectives through a continuous improvement and
optimization of resources via the essential
management functions.

5. Human relation orientation
•According to Koontz: Management as the
art of getting things done through and with
informally organized groups;”
•The focus of this approach are individual,
group process, inter-personal relations,
leadership, and communication.

6. Process orientation
•Management is the distinct process
consisting of planning, organizing,
actuating, and controlling to determine and
accomplish the stated objectives by the
use of human and other resources.
(George R. Terry)

7. Decision making orientation
•According to Stanley Vance: Management
is simply the process of decision making
and control over the action of human
beings for the express purpose of attaining
pre-determined goals.

8. •Management may be defined as the
process of planning, organizing, directing,
and controlling to accomplish the
predetermined objectives effectively
through the coordinated use of human and
material resources

9. “Management may be defined as the art of
securing maximum results with a minimum of
efforts so as to secure maximum prosperity
and happiness for both employer and
employee and give the public best possible
service.”
(John Mee)

10. “Meaning of Administration:
“administer” = “ad+ ministraire”,
means “to care for” or “to look after people-to
manage affairs”.
Administer means ―serve- the meaning is
sluggish enough, as it insists on the
administrator to regard himself as servant, not
that the master to look after, perform all
functions.

11. Definition of Administration
“Administration is the direction, coordination
and control of many people to achieve some
purposes or objectives.”
(Pfiffner and Prethus)
“Administration has to do with getting things
done; with the accomplishment of defined
objectives.”
(Luther Gullick)

12. “Administration is the activities of the groups
cooperating to accomplish common goals”.
(Herbert A Simon)

13. Concept of administration and
management:
Both administration and management are
processes.
Both are concerned with attainment of certain
pre-determined objectives.
Some experts told that these two terms are
synonymous.
Some other holds that these are two distinct
terms.

15. Management and administration
Top level
managemet
Middle level
managemet
Lower level
management
Administration
Board and
executive
director
Hospital
matron
Asst.
matron
Nursing
supervisor
Wardsister
Management

16. Manager
•The function of management are
performed by person called managers. We
can classify managers by their level in the
organizational hierarchy and by type.. As
enterprise grow from an owner to a group
to a corporation, a number of managerial
levels and layers are created.

17. Classification of managers by their levels

18. LEADERSHIP
•Leadership is a quality hidden in the personality of a
human being.
•Human personality is very complex and it is very
difficult to grade individuals according to one’s
personality.
•Leadership on the other hand depends on the organic
structure of the personality which includes experience,
skill, responsibility, intelligence, power of organizing
people and social interaction. There are different styles of
leadership through which a leader interacts with
subordinates. Each leadership style behaviour style can
be appropriate depending on the situation.

19. DEFINITION- LEADERSHIP:
•Leadership is an art of influencing people to progress
towards the accomplishment of specific goal.
•According to Talbort “Leadership is the vital
ingredient that transforms a crowd into a functioning,
useful organization.”

20. •Leadership is a dynamic relationship (based on
mutual influence and common purpose) between
leaders and collaborators which leads both parties to
higher levels of motivation and moral development as
they evoke “real” change.
 

21. •According to John Gardner “ Leadership is the
process of persuation or example by which an
individual (or leadership team) induces a group of
people to persue objectives held by the leader, shared
by the leader and his followers. “

22. Features of management
•Any manager at one time or other performs the same
basic action, which regardless of nature, size, and
type, is common to all enterprises. Lele and Terry
have enlisted some special features of management,
which are:

23. 1. Management is Purposeful

24. 2. Management is a distinct
activity

25. 3. Management is
accompanied by, with and
through the effort of people.

26. 4. Management makes things happen.

27. 5. Management is a social process:

28. 6. Management is Intangible

29. Principles of management

30. PRINCIPLES OF MANAGEMENT
•Principles may be considered as widely
accepted statement which is found to be true
and reflective of life situations. They are
developed out of experts for bringing
efficiency and effectiveness in management.
•Management by objectives
•Learning from experience
•Division of labor

31. •Substitution of resources
•Delegation of authority
•Management by exception
•Shortest decision path
•Principle of balance
•Principle of coordination
•Principle of participation

32. Henri Fayol's 14 Principles of Management
1.Division of Labour/ work
Division of labour focus on the specialization of
jobs.
work of all kinds must be divided & subdivided
and allotted to various persons according to
their expertise in a particular area.
Subdivision of work makes it simpler and
results in efficiency and economy.

33. 2. Authority & Responsibility
–Authority & responsibility are co-existing.
–If authority is given to a person, he should also be
made responsible.
–In a same way, if anyone is made responsible for
any job, he should also have concerned authority.
–There should be a balance between the two i.e.
they must go hand in hand.
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.

34. 3. Unity of Command
A sub-ordinate should receive orders and be accountable to
one and only one boss at a time.
If they receive instructions from more than one person then

 It undermines authority
 Weakens discipline
 Divides loyalty
Creates confusion
Escaping responsibilities
 
 
Duplication of work

35. 4. Unity of Direction
According to this principle, efforts of all the members
of the organization should be directed towards
common goal.
Whoever is engaged in the same activity should have
a unified goal. This means all the people working in a
company should have one goal and motive which will
make the work easier and achieve the set goal easily
Without unity of direction, unity of action cannot be
achieved.
In fact, unity of command is not possible without
unity of direction.

36. 5.Equity
Equity is essential to create and maintain cordial relations
between the managers and sub-ordinate.
It implies that managers should be fair and impartial while
dealing with the subordinates.
They should give similar treatment to people of similar
position.
They should not discriminate with respect to age, caste, sex,
religion, relation etc.

37. 6. order
This principle is concerned with proper &
systematic arrangement of things and
people.
Arrangement of things is called material
order and placement of people is called
social order.

38. 7. Discipline
This principle applies that subordinate should respect
their superiors and obey their order. Discipline is not
only required on part of subordinates but also on the
part of management. It is an important requisite for
smooth running of the enterprise.

39. 8. Initiative
–Workers should be encouraged to take initiative in the work
assigned to them.
–Fayol advised that management should provide opportunity
to its employees to suggest ideas, experiences& new method
of work.
–It helps in developing an atmosphere of trust and
understanding.

40. 9. Fair Remuneration
–The quantum and method of remuneration to be paid to
the workers should be fair, reasonable, satisfactory &
rewarding of the efforts.
–As far as possible it should accord satisfaction to both
employer and the employees.

41. 10. Stability of Tenure
It implies that employees should not be moved
frequently from one job position to another i.e. the
period of service in a job should be fixed.
Stability of job creates team spirit and a sense of
belongingness among workers which ultimately
increase the quality as well as quantity of work.

42. 11. Scalar Chain
–Every orders, instructions, messages, requests,
explanation etc. has to pass through Scalar chain.
–But, for the sake of convenience & urgency, this path
can be cut shirt and this short cut is known as Gang
Plank.

43. 12. Espirit De’ Corps
 (can be achieved through unity
of command)
–It refers to team spirit i.e. harmony in the work groups
and mutual understanding among the members.
–Spirit De’ Corps inspires workers to work harder.

44. 13. Centralization & De-Centralization
–Centralization means concentration of authority at
the top level.
–Decentralization means disposal of decision
making authority to all the levels of the
organization.

45. 14. Sub-Ordination of Individual
Interest to General Interest
–An organization is much bigger than the
individual it constitutes therefore interest of the
undertaking should prevail in all circumstances.
–As far as possible, reconciliation should be
achieved between individual and group
interests.
–But in case of conflict, individual must sacrifice
for bigger interests.
–In order to achieve this attitude, it is essential .

46. “Effective management does not
happened by accident, it has to be
planned, organized and
implemented.”

47. What all are skills
and responsibilities
requires to be a
good nurse
manager?

48. Skills of nurse manager:
To be an effective nurse manger three basic
skills is required. These are:

49. Technical skill:
Technical skill is the specific type of activities
involving methods, process or techniques.
It implies specialized knowledge in that trade and
proficiency in the use of techniques and tools of
the trade, and which can be easily observed and
assessede understanding of and proficiency in.

50. Human skill:
It involves ability and judgement in working with and
through people, including an understanding of
motivation. This skill is demonstrated in the way the
individual perceives his superiors, equals and
subordinates, and requires awareness of their attitudes,
beliefs and feelings.

51. Conceptual skill: (forsightness)
Conceptual skill involves the ability to understand
complexities of the whole organization and how
changes in any one part of the organization affect
others.
This knowledge permits the managers to act according to
the objectives of the total organization rather than only
on the basis of need of the problem at hand.

52. Responsibilities of the Nurse Manager
Managing human
 resources  
Maintaining customer focus
Managing finances
Ensuring standards of care
Aligning unit’s interests and resources with
organizational goals

53. function of
management

54. Function of management
P = Planning
O = Organizing
S = Staffing
D = Directing
Co = Coordinating and
controlling
R = Reporting
B = Budgeting

55. Planning:
Planning is a pivotal process in administration
and management involving conceptual skills,
skills of analytical and critical thinking,
decision making and problem-solving.”
 

56. Purpose of planning
It gives direction to the organization.
It improves efficiency.
It eliminates duplication of efforts.
It concentrates resources on important
services.
It reduces guess work.
It improves communication and
coordination of activities

57. Characteristics of planning
•Primacy
•Futuristic orientation
•Pervasiveness
•Flexibility and dynamism
•Unity of purpose and direction

58. Types of Planning:
Strategic and long range planning:
1.This type of planning is undertaken by the top-level
managers and as such a function of management
serving as the bandmaster of the band of all other
managerial functions

59. This is involved with:
•In depth analysis of the environment in which the
organization exists and the internal environment of the
organization itself for assessment of Strength,
weakness, opportunities, and threats and of the
organization, also referred as ‘SWOTS’.
•Formulation of realistic objectives for the future
taking into account the ‘SWOT’ and the environment
constraints and strengths.
 

60. DEFINITIONS OF ORGANIZATION
•“Organization is the form of every human
association for the attainment of common purpose
and the process of relating specific duties and
functions in a whole.” J D Mooney
•“Organization consists of the relationship of
individual to individuals and group to groups which
are related as to bring about orderly division of
labor. Pfiffiner
• “Organization is a formal structure of authority
through which work subdivisions are arranged,
defined and coordinated for the defined objectives.
Luther Gullick

61. From the above definitions it is clear that
•Any organisation must have defined goals
or objectives.
•The functionaries shall endeavor to achieve
those goals and objectives.
•The structure of duties and activities
necessary for the conduct of or operation of
activities without which the organisational
objectives cannot be achieved.

62. 2. Short range and operational
planning:
It is undertaken by middle level and first or
supervisory level managers.
This type of planning is involved with:
•Planning for a few months to one financial year.

63. Organization
Organizing means arranging of component
parts into functioning wholes. The purpose of
organizing is to coordinate activities so that a
goal can be achieved.
.

64. Essential factors of organization
1. Division of work

65. 2. Departmentation

66. Contd..
3. hierarchy

67. 4. cordination

68. Contd…
5. Allocation of resources

69. Principle of organization
•Clear objectives
•Division of work
•Unity of command
•Span of control
•Decentralization
•Flexibility
•Separation of line and staff function
•Scalar chain

70. What is staffing
•The staffing is an management
function which includes all activities
involved for supplying an adequate
number of the right type of workers
to each nursing unit on every shift of
each day of the year”

71. Contd…
“Staffing is selection, training, motivating and retaining
of a personnel in the organization”.
Staffing is the management activity that provides for
appropriate and adequate personnel to fulfil the
organization’s objectives.

72. CONTD…
Staffing as management function involves:
•Recruiting,
•Interviewing,
•Testing,
•Selecting,
•Orienting,
•Training,
•Wage
 & salary admin,
•Evaluating,
•Rewarding
 

73. Directing
 
“Directing is telling people what to do and seeing
that they do it to the best of their ability. It
includes making assignment, corresponding
procedures, seeing that mistakes are corrected,
providing on the job instructions and of course
issuing orders”.

74. Directing
 
The directing is the fourth function of the management
process. The foundation provided through planning,
shape given by organizing, life instilled by staffing are
followed by directing which sustains the life of the
organization.
In this way it gives guidance and directives to the
members of the organization.
Directing is the means through which managerial
decisions are translated into concrete actions.

75. Directing is a function of the manager that gets work
done through others. Through the following process
the nurse manager can enhance the growth of
organization:

Giving directions,
Supervising,
Leading,
Motivating, and
Communicating.

76. Coordinating and Controlling:
Coordination is the balancing and keeping the team
together by ensuring a suitable allocation of
working activities to the various members and
seeing that these are performed with due harmony
among the members, themselves.”

77. Coordination can be achived through
•By having direct contact with people
•By specification of rules, procedures and policies
•Early starting
•By establishing authority and responsibility
relationship
•Being clear and make the objectives clear to the
subordinates.

78. Contd…
•Simplify the procedures in the organization
•Maintaining effective communication style
and motivate others to develop a sense of
involvement
•By providing effective leadership and
supervision 

79. Controlling
•Controlling is that function of organization
that ascertains whether the laid down
objectives of an organization are being
accomplished or not and takes remedial
actions as necessary.”

80. •Control means identification of varitions,
their causes, and corrective actions.
•Control function of management has close
relationship with the planning function.
These two function are inseparable.

81. Through controlling
Setting standards
Assessing or comparing actual performance against
standards.
Taking action on the basis of the results obtained
from assessment or feedback

82. Purpose
•To ensure work is done according to set
objectives.
•To enable manager to recognize gaps.
•To enable manager to recognize and reward
good work.
•To enable the manager to ensure that the
resources provided for the work are adequate.
•To enable the management to take corrective
action.

83. “The key is to select good
people, be accessible to
them when they need you
but leave them free to
operate” Russi Modi

84. What is recording
and reporting
function of
management?

85. Recording and reporting:
The nursing records are essential to document
the type and quality at work done or
accomplished. The records are important with
respect to the patients, nurses, hospital and for
nursing education, research and administration.

86. Reporting: is a process of keeping the superior
informed to whom the subordinates are responsible
and accountable. Reporting consists of written and
verbal communication between and amongst
person’s associates with nursing

87. Budgeting:
It is the form of fiscal planning, accounting and
controlling of financial resources. It is an
instrument used by the management in planning its
future activities.

88. Contd..
•A manager has to prepare a budget and
monitor expenditure and assess the financial
performance at the end of the financial year.

89. Purpose of budgeting
To Translate financial objectives into
projected monthly spending pattern.
To enhance financial panning and decision
making.
To identify controllable and uncontrollable
cost areas.
Early identification of problem areas
Measuring and recording financial success.