Functions of administration

1. WELCOME

2. SEMINAR ON FUNCTIONS OF ADMINISTRATION PLANNING AND CONTROLLING

3. ADMINISTRATION Administration is the organization and direction of human and material resources to achieve desired ends - Pfiffner and presthus Administration has to do with getting things done; with the accomplishment of defined objectives. - Luther Gullick

4. FUNCTIONS OF ADMINISTRATION

5. 1. PLANNING Planning means to decide in advance what is to be done. It charts a course of actions for the future. It is an intellectual process and it aims to achieve a coordinated and consistent set of operations aimed at desired objectives.

6. 2.Organizing Once the objectives have been established through planning, management concern must turn to developing an organization that is capable of carrying them out. The management function of organizing can be defined as ,‖relating people and things to each other in such a way that they are all combined and interrelated into a unit capable of being directed toward the organizational objectives

7. The most basic premise of organization is Division of work (is essential for efficiency) Work activities required for the organizational performance are separated

8. Contd … Horizontal differentiation (i.e.. Dividing the organization into operational units for more effective and efficient performance.) Vertical differentiation (i.e.. Establishes the hierarchy and the number of levels in the organization  

9. RESPONSIBILITY AUTHORITY FORMAL ORGANIZATION

10. The formal organization depends on two basic principles: a) Responsibility: responsibility in an organization is divided among available personnel by grouping the functions that are similar in objectives and content. This should be done in a manner that avoids overlaps and gaps as much as possible. Responsibility may be continuing or it may be terminated by the accomplishment of a single action.

11. CONTD.. b) Authority: when responsibility is given to a person, he must also be given the authority to make commitments, use resources and take the actions necessary to carry out his responsibilities.

12. 3. STAFFING Staffing is the selection, training, motivating and retaining of a personnel in the organization. Before selection we have to make analysis of the particular job, which is required in the organization., then comes the selection of the personnel. It involves manpower planning to have the right person in the right place and avoid ―square peg in the round hole‖.

13. Manpower planning involves the following steps. 1. Scrutiny of present personnel strength. 2. Anticipation of manpower needs. 3. Investigation of turnover of personnel. 4. Planning job requirements and job descriptions.

14. 4. DIRECTING Directing means the issue of orders, assignments and instructions that permit the subordinate to understand what is expected of him, and the guidance and overseeing of the subordinate so that he can contribute effectively and efficiently to the attainment of organizational objectives.  

15. Directing includes the following activities

16. MAKING SUPERVISION GIVING ORDERS LEADING COMMUNICATING MOTIVATING

17. Giving orders: The central task in directing is giving orders. The order is the technical means through which a subordinate understands what is to be done. To facilitate this there are certain characteristics of good orders which manager should be aware of:

18.  The order should be clear, concise and consistent to give sufficient information to ensure understanding  Order should be based on obvious demands of a particular situation, it seems logical to the subordinates and not just an arbitrary whim of the manager.  The tone of the order is very important. The manner in which the manager delivers the order has a great deal to do with its acceptance by the subordinate.

19. CONTD..  Whenever possible, the reason for the order should be given. A subordinate will accept an order more readily if he understands the need for it.  In some instances the manager uses delegation of authority instead of issuance of orders for avoiding too many specific orders.

20. SUPERVISION Supervision is the activity of the management that is concerned with the training and discipline of the work force. It includes follow up to assure the prompt and proper execution of orders. Supervision is the art of overseeing, watching and directing with authority, the work and behaviour of other.

21. LEADING Leadership is the ability to inspire and influence others to contribute to the attainment of the objectives. Successful leadership is the result of interaction between the leader and his subordinates in a particular organizational situation. There are number of styles of leadership that have been identified such as autocratic, democratic participative leadership.

22. Motivating Motivation refers to the way in which the needs (urges, aspirations, desires) control, direct or explain the behaviour of human beings. The manager must motivate, or cause, the employee to follow directives

23. Communicating: Communication is the passing of information and understanding from a sender to receiver. Communication is vital to the directing function of the management, one way to visualise this importance is to view the manager on one side of a barrier and the work group on the other. Communication is the means the manager has of reaching through the barrier to attain work group activity.

24. 5.COORDINATING It is the act of synchronising people and activities so that they function smoothly in the attainment of organization objectives. Coordination is more important in the health services organization, because functionally they are departmentalized. Different kinds of organization require different amount of coordination.

25. Controlling: Controlling can be defined as the regulation of activities in accordance with the requirements of plans.

26. Steps of control The control function, whether it is applied to cash, medical care, employee morale or anything else, involves four steps.             ESTABLISHMENT OF STANDARDS MEASURING PERFORMANCE COMPARING ACTUAL RESULTS WITH STANDARD CORRECTING DEVIATIONS FROM STANDARD

27. TYPES OF CONTROL

28. 1/23/2014 28 TYPES OF CONTROL Preliminary Sometimes called the feedforward controls, they are accomplished before a work activity begins. They make sure that proper directions are set and that the right resources are available to accomplish them.

29. 1/23/2014 29 TYPES OF CONTROL Concurrent Focus on what happens during the work process. Sometimes called steering controls, they monitor ongoing operations and activities to make sure that things are being done correctly.

30. 1/23/2014 30 TYPES OF CONTROL Postaction Sometimes called feedback controls, they take place after an action is completed. They focus on end results, as opposed to inputs and activities.

31. 1/23/2014 31 TYPES OF CONTROLS Managers have two broad options with respect to control. They can rely on people to exercise self-control ( internal ) over their own behavior. Alternatively, managers can take direct action ( external ) to control the behavior of others.

32. 1/23/2014 32 TYPES OF CONTROL Internal Controls Allows motivated individuals to exercise self-control in fulfilling job expectations. The potential for self-control is enhanced when capable people have clear performance objectives and proper resource support.

33. 1/23/2014 33 TYPES OF CONTROL External Controls It occurs through personal supervision and the use of formal administrative systems. Performance appraisal systems, compensation and benefit systems, employee discipline systems, and management-by-objectives.

34. REPORTING AND RECORDING Reports are oral or written exchanges of information shared between caregivers or workers in a number of ways. A report summarizes the services of the person, personnel and of the agency. Reports are written usually daily, weekly, monthly or yearly.

35. Purposes of reporting To show the kind and amount of services rendered over a specified period. To illustrate progress in reaching goals. As an aid in studying health conditions. As an aid in planning. To interpret services to the public and to the other interested agencies.   Records and reports must be functional, accurate, complete, current organized and confidential.

36. BUDGETING: Budgeting, though primarily recognized as a device for controlling, becomes a major part of the planning process in any organization. It is expressed in financial terms and based on expected income and expenditure. Budget is the heart of administrative management . It served as a powerful tool of coordination and negatively an effective device of eliminating duplicating and wastage.

37. Features of budget Should be flexible. Should be synthesis of past, present and future. Should be product of joint venture & cooperation of executives/ department heads at different levels of management. It should be in the form of statistical standard laid down in specific numerical terms. It should have support of top management

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39. Meaning of Planning Planning is the process of deciding in advance what is to be done, how it is to be done, where, when and whom. 1/23/2014 39

40. ACCORDING TO L.F.UR WICK Planning is fundamentally a mental predisposition to do things is an orderly way, to think before and to act in the light of the fact rather than of guesses. 1/23/2014 40

41. ESSENTIALS OF GOOD PLANNING  Yields reasonable organizational objectives and develops alternative approaches to meet these objectives.  Helps to eliminate or reduce the future uncertainty and chance.  Helps to gain economical operations.  Lays the foundation for organizing.  Facilitates co-ordination.  Helps to facilitate control.  Dictates those activities to which employers are directed.  

42. IMPORTANCE OF PLANNING Make objectives clear Helps the organisation a right path It reduces risks and uncertainity It improves efficiency of operation It provides the basis of control It facilitate decision making Effective co-ordination 1/23/2014 42

43. FUNCTIONS OF PLANNING

44. 1) Facilitates quick achievement of objectives. 2)Brings unity of purpose and direction 3)Ensures full utilisation of resources 4) Avoids inconsistency in efforts 5)Raises competitive capacity/strength 6)Promotes managerial efficiency 7)Avoids hasty decisions and actions

45. 8)Ensures effective control on the Organisation 9)Acts as an insurance against future uncertainties 10)Facilitates other managerial functions 11) Improves motivation 12)Planning ensures survival, stability and progress of a business unit. 13)Ensures uniform decision-making.

46. 14)Acts as a key to solve problems and challenges faced by a business unit 15)Sets performance standards for functional departments. 16)Planning enables a business unit to adjust itself with ever changing business environment. 17)Planning increases the organization's ability to adapt to future eventualities 18)Planning helps crystallize objectives

47. 19)Planning ensures a relatedness among decisions 20)Adequate planning reduces unnecessary pressures of immediacy 21)Planning reduces mistakes and oversights 22)Planning ensures a more productive use of the organization's resources 23)Planning makes control easier

48. 25)Planning can help the organization secure a better position or standing 24)Planning enables the identification of future problems and makes it possible to provide for such contingencies 26)Planning enables the organization to progress in the manner considered most suitable by its management 27)Planning increases the effectiveness of a manager

49. 1/23/2014 49 Steps in Planning

50. problem

51. CONTROLLING

52. INTRODUCTION Control is an essential function of management in every organization. The management process is incomplete and sometimes useless without the control function.

53. CONTD… The term”control ” has different meanings in different contexts. In the management context,’control ’ referes to the evaluation of performance and the implementation of of corrective actions to accomplish organizational objectives. Some people confuse ‘control’ with ‘supervision’. Supervision is a part of control; it helps identify deviations from the established standards os performance.

54. CONTD.. Control must be exercised by everyone in the organization, from thetop level to the bottom level. There isa misconception that it is the duty ofonly the top level of an organization to exercise control

55. FUNCTIONS OF CONTROL

56. FUNCTIONS OF CONTROL Controlling as a Management Function 1)A process of monitoring performance and taking action to ensure desired results. 2)It sees to it that the right things happen, in the right ways, and at the right time.

57. CONTD.. 3)Done well, it ensures that the overall directions of individuals and groups are consistent with short and long range plans. 4)It helps ensure that objectives and accomplishments are consistent with one another throughout an organization .

58. CONTD.. 5)It helps maintain compliance with essential organizational rules and policies. 6)It plays an important role in helping managers to detect irregularities, identify opportunities, handle complex situations, minimize costs and cope with uncertainity .

59. THE CONTROLL PROCESS

60. Establish objectives and standards Measure actual performance Compare results with objectives and standards Take necessary action

61. 1/23/2014 61 1)Establish Objectives and Standards There are two types of standards: Output Standards - measures performance results in terms of quantity, quality, cost, or time. Input Standards - measures work efforts that go into a performance task.

62. 1/23/2014 62 2)Measuring Actual Performance Measurements must be accurate enough to spot deviations or variances between what really occurs and what is most desired. Without measurement, effective control is not possible.

63. 1/23/2014 63 3)Comparing Results with Objectives and Standards The comparison of actual performance with desired performance establishes the need for action. Ways of making such comparisons include: Historical / Relative / Engineering Benchmarking

64. 1/23/2014 64 4)TAKING CORRECTIVE ACTION Taking any action necessary to correct or improve things. Management-by-Exception focuses managerial attention on substantial differences between actual and desired performance.

65. 1/23/2014 65 TAKING CORRECTIVE ACTION Management-by Exception can save the managers time, energy, and other resources, and concentrates efforts on areas showing the greatest need.

66. SUMMARY