MANAGEMENT PROCESS - COORDINATION & CONTROL.pptx

Management process - Coordination and Control

1. NURSING ADMINISTRATION AND WARD MANAGEMENT CO-ORDINATION AND CONTROL

2. ADMINISTRATION The word 'administration' has been derived from Latin word 'Ad + ministaire, means to manage affairs, or to look after or to care for people. Administraire means 'serve'.

3. DEFINITION Administration has to do with getting things done: with the accomplishment of defined objectives. —Luther Gullick 'Administration is the organization and direction of human and material resources to achieve desired ends'. —Pfiffner and Presthur 'Administration means the performance of the executive duties of any institution, business, or organization. —Tiny M Calender

4. MANAGEMENT Traditional Concept Mary Parker Follett defines ‘management is the art of getting things done through people’ and according to George ‘management consists of getting things done through others. A manager is one who accomplishes organizational objectives by directing the efforts of others’.

5. Modern concept Koontz Harold and Cyril O’Donnell define that ‘management is the creation and maintenance of an internal environment in an enterprise where individuals, working in groups, can perform efficiently and effectively towards the attainment of group goals’. Henri Fayol viewed ‘to manage is to forecast and plan, to organize, to command, to coordinate and to control’. George R. Terry defined ‘management is a distinct process consisting of planning, organizing, actuating (directing) and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources’.

6. DEFINITIONS ‘Coordination is the achievement of orderly group efforts and unity of action in the pursuit of common goals’. —Mooney and Railey ‘Coordination is the integration of several parts into an orderly whole to achieve the purpose of understanding’. —Charles Worth

7. CONTD.. ‘Coordination is the act of making different people or things work together for a goal or effect. It deals with the interdependencies by effectively linking together the various parts of organization or by linking two or more organizations to pursue a common objective’. —Malone and Crowston, 1994

8. N EED AND IMPORTANCE OF COORDINATION • It plays an important role in performance, efficiency and cost effectiveness of health care organization. • Effective coordination of staff leads to better clinical outcomes . The quality of coordination determines the effectiveness of organized efforts. • Coordination reduces the conflicts among the people because of understanding and helps to improve team spirit and morale

9. •Coordination also makes the people to move equally for attaining objectives and it increases the capability of the people to solve the problems. • It facilitates the stability and growth of an organization. • It provides a framework for strategic decision making on issues of common concern. • Coordination eliminates gaps and duplication of services in meeting the needs of clients. • Coordination is an all-inclusive concept and the end result of management process.

10. Elements of Coordination Balancing – To create a balance between the resources of different departments and individuals. Timing – Timing means adjusting the time schedules of different activities so that they support and reinforce each other. Integrating – Integrating is involving unification of the diverse interests under the common purpose

11. Principles of Coordination According to Mary Parker Follett, there are four principles for effective coordination that can be applied for nursing services: Direct Personal Cordinationn is best achieved through direct personal contact with people concerned. Direct face-to-face communication is the most effective way to convey ideas and information and to remove misunderstanding.

12. Early Beginning Coordination can be achieved more easily in early stages of planning and policy-making. Coordinated plans when put into operation are always successful. Reciprocity This means that all factors in a given situation are interdependent and interrelated. Coordination becomes easier when people appreciate the reciprocity of relations. Continuity Coordination is an on-going or never-ending process rather than a once-for-all activity.

13. TYPES OF COORDINATION On the Basis of Scope • Internal : When the coordination is between the different units of an organization within and is achieved by integrating the goals and activities of different departments of the organization. • External : It refers to coordination between an organization and its external environment comprising government, community, customers, investors, suppliers, competitors, research institutions, etc.

14. On the Basis of Hierarchy • Vertical : When the coordination is between different levels of the organization and has to ensure that all the levels in the organization act in harmony and in accordance with the goals and policies of the organization. • Horizontal or lateral: It refers to coordination between different departments and other units at the same level of the management hierarchy.

15. Barrier of Effective Coordination Loss of Ad hoc Communication Lack of Lack of Contact among Employees Time to Initiate Contact or Communication initiate contact Communication Differences or Preferences Lack of Trust Personal Work Style Differences Different Backgrounds of Members Not Realizing there is a Need to Communicate

16. Skills to Achieve Effective Coordination Sound Planning Effective Communication Effective Leadership and Supervision Proper Delegation Voluntary Coordination Evaluation Skills Coordination Through Committees Meetings