Nursing Management .ppt

introduction to nursing management for msc and bsc nursing students

1. NURSINGMANAGEMENT

2. ADMINISTRATION
Theword“administer”isderivedfromLatinword
“ad+ministraire”,meanstocareforortolookafter
peopletomanageaffairs.
Administrairemeans“Serve”.Themeaningitself
reflectthattheadministratorregardshimselfas
servant,notthatthemastertolookafter,performall
thefunctions.Itisacooperativeeffort,directed
towardstherealizationofaconsciouslylaiddown
objectives.

3. ADMINISTRATION
Definition
“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
accomplishment of defined objectives.”
-Luther Gullick
“Administration is the direction, coordination and control of
many persons to achieve some purposes or objectives.”
-LD White
“Administration is the activities of groups cooperating to
accomplish common goals.”
-Herbert A Simon

4. NATURE OF ADMINISTRATION
Universal
Holistic
Intangible
Dynamic
Goal oriented
Continuous
Social and Human
Creative

5. PHILOSOPHY OF ADMINISTRATION
Cost effectiveness
Execution and control of work plans
Delegation of Responsibility and authority
Human relations and Good Morale
Effective communication
Flexibility in certain situations.

6. INTRODUCTION TOMANAGEMENT
Managementisageneraltermwhichisdescribedinvarious
ways,withsignificantlydifferentmeaning.
Foreg:sociologist,treateditasaclassorgroupofpersons
Practitioners,aprocesscomprisingdifferentactivities
Traditionalauthors,itisaartofgettingthingsdone
Modernauthors,itisaprocesstoachievecertainobjectives
throughutilizationofhumanandotherresources

7. Managementiscommonlytermedasfunctioningwithand
throughthepersonnel,individuallyoringroup,tomanage
theresourcestothemaximumtoachievetheobjectives
Managementtechniquesaresignificantlyrelevanttothose
whocontrolthebehaviorofthoseunderthemto
accomplishthegoals.

8. Fourmaincomponentsofmanagementprocess:
framingstrategiesofplanningmanagement
Systemizingtheworkprocess
Reinforcingormotivatingtheworkers
Supervisingtoachievethegoalsofthemanagement

9. CONCEPTSOFMANAGEMENT
Traditionalconcept
Itisviewedasanartofgettingthingsdone
MaryParkerFolettdefines‘managementistheartof
gettingthingsdonethroughpeople’
‘managementconsistofgettingthingsdonethrough
others’

10. MODERNCONCEPT
Managingnotonlylimitedtodirectingtheeffortsto
otherstoaccomplishthegoalsoforganizationbut
alsoinvolvescreatinganenvironmentorclimatein
theorganizationwherebytheindividualsare
motivatedtoworkefficientlytoachievespecific
objectivesoforganization

11. KoontzHaroldandCyrilO’Donnelldefines
“managementisthecreationandmaintenanceofaninternal
environmentinanenterprisewhereindividuals,workingin
groups,canperformefficientlyandeffectivelytowardsthe
attainmentofgroupgoals.”

12. Takingalltheemergingconceptsinview,the
managementcanbeusedinthefollowingfourways:
managementasadiscipline
Managementasanactivity
Managementasagroupofpeople
Managementaprocess

13. Accordingtotheseconceptsmanagementisviewedinthe
directionofpeoplewithdefinedactivitiestowards
organizationalobjectives.
WeilrichsandKoontz(1994)stated“managementisaprocess
ofdesigningandmaintaininganenvironmentinwhichthe
individualsworkingtogetheringroupsefficientlyaccomplish
selectedaims.”
Themanagersaretocarryoutmanagerialfunctionsof
planning,organizing,staffing,leadingandcontrolling.

14. FINALLY
Managementistheprocessofachievingitsobjectivesby
utilizingandcontrollingthegroupofappointedcandidatesin
ordertocompletethemanagementtask
Providinggoodworkenvironmentensuresthattheworkers
performwell,
Ultimately,thegroupperformanceremovesthehurdlesand
provideswaysformaximizingtheskillinattainingthe
objectivesofthemanagement.

15. Managementinvolvesasetofactivitiesdirectedatthe
efficientandeffectiveutilizationofresources-human,
financialandphysical–throughplanning,organizing,
leadingandcontrollingfunctions
Itisbasedoneconomicresources,goals,processesand
authority

18. CONCEPTSOFMANAGEMENT
Raymond Gi Leon in his famous book has written
“manage more by doing less” which explains the
following concepts of management;
Communication
System
Results
Participation
Motivation
Exception
Objectives

19. AccordingtoDr.C.B.Guptaconceptsof
managementare:
Managementasaneconomicresource
Managementasateam
Managementasanacademicdiscipline
Managementasaprocess
Managementasahumanprocess
Managementisconcernedwithideas,thingsand
people
Managementistheeffectiveutilizationofhuman
andmaterialresourcestoachievetheenterprise
objectives

20. DEFINITIONOFMANAGEMENT
Managementistheartofgettingthingsdone
throughandwithpeopleinformallyorganized
groups.
Koontz
Managementisthefunctionofgettingthingsdone
throughpeopleanddirectingeffortsofindividuals
towardsacommonobjective.
TheoHaimann

21. Managementcanbedefinedastheartofapplying
theenvironmentprinciplesthatunderlinethe
controlofmenandmaterialintheenterpriseunder
consideration.
KimballandKimball
“Managementmaybedefinedastheartof
securingmaximumresultswiththeminimumof
effortsoastosecuremaximumprosperityand
happinessforbothemployerandemployeeand
givethepublicthebestpossibleservice.”
JohnMee

22. DEFINITIONOFMANAGEMENT
Managementisaprocessofdesigningandmaintainingan
environmentinwhichindividuals,workingtogetheringroups,
efficientlyaccomplishselecteditems.
Managementhasbeendefinedasthecreationandmaintenance
ofinternalenvironmentinanenterprisewhereindividuals
workingtogetheringroups,canperformefficientlyandtowards
theattainmentofgroupgoals.
KoontzandO’Donell

23. NURSINGMANAGEMENT PARALLELSNURSING
PROCESS
AAASS
NURSING
PROCESS
ASSESSMENT DIAGNOSIS
PLANNING
IMPLEMENTATION
EVALUATION
PLANNING
ORGANISING
STAFFING
LEADING
CONTROLLING
DATA
GATHERING

24. NURSING MANAGEMENT -A GENERAL SYSTEM
THEORY

25. DIFFERENCES IN ADMINISTRATION &
MANAGEMENT
Bases Management Administration
MainfocusGettingtheworkdone Formulation of
policies,objectives,
plans,programmes
Function Executionofdecisions Decisionmaking
Concern Implementationofpolicieslaid
downbyadministration
Determinationofmajor
policies
AuthorityOperational authorityto
implement administrative
decisions
Authoritytotakeup
strategicandpolicy
decisions
Levelin
the
organizati
on
Applicableatlowerlevelsof
management
Referstohigherlevels
ofmanagement
Decision
making
Decisionismadewhowill
executethepoliciesetc
Determinewhatisto
bedoneandwhenitis
tobedone

26. Bases Management Administration
ApplicabilityApplicableinprivatesector Applicable in
governmentsector
Directive
activities
Concernedwithdirectionof
humaneffortsattheoperational
level
Notdirectlyconcerned
withoperationallevel
officials

27. ELEMENTS/ FUNCTIONSOF ADMINISTRATION
ProfessorLutherGullick(1937)has
summed uptheelementsof
administrationinthe word,
“POSDCORB”

29. P-PLANNING:
Itreferstoworkingoutabroadoutline,thethingsthat
needtobedoneandthemethodsfordoingthemto
accomplishthepurposesetfortheenterprisesorof
thepurposeinhand.

30. PlanningisPreparingablueprint.
Itisacontinuous,Intellectualprocessof
determiningphilosophy,Objectives,Policies,
proceduresandrulesandstandards,longandshort
termprojectedoutcomesandfiscalcourseof
actionsandmanagingplannedchange.Thisisthe
preliminaryandmostimportantstepof
managementprocess.

31. PLANNING
AccordingtoKOONTZ,“Planningisdecidingin
advance–whattodo,whentodo&howtodo.It
bridgesthegapfromwhereweare&wherewewantto
be”.
Aplanisafuturecourseofactions.
Planningisaprocessofdeterminingtheobjectiveseffort
anddevisingthemeanscalculatedtoachievethem.
-Millet

32. ADVANTAGES OFPLANNING
Planningfacilitatesmanagementby
objectives
Planningminimizesuncertainties
Planningfacilitatesco-ordination
Planningimprovesemployee’smorale
Planninghelpsinachievingeconomies
Planningfacilitatescontrolling
Planningencouragesinnovations

33. O-ORGANISING:
Itreferstotheestablishmentoftheformalstructure
ofauthoritythroughwhichworkofsubdivisionsare
arranged,definedandcoordinatedforthedefined
objective.
Buildingupthestructureofauthoritythroughwhich
theentireworktobedoneisarrangedintowell
definedsubdivisionsandcoordination's.

34. Itisestablishingthestructuretocarryoutplans.
Determiningthemostappropriatetypeofpatientcare
deliveryinahealthagency.Oreducationalprogramsin
aninstitution.Groupingtheactivitiestomeetitsgoals,
Otherfunctionsinvolve;
workingwithinthestructureofanorganizationand
understandingand
usingpowerandauthorityappropriately.

35. ORGANIZING
Organizationistheformofeveryhuman
associationfortheattainmentofcommon
purposeandtheprocessofrelatingspecific
dutiesorfunctioninawhole.
-J.D.Mooney.

36. S-STAFFING:
Thewholepersonnelfunctionofbringingandtraining
thestaffandmaintainingfavorableconditionsofwork
Appointingsuitablepersonstothevariouspostsunder
theorganizationandthewholeofpersonnel
management

37. STAFFING
AccordingtoKoontz&O’Donell,“Managerialfunctionof
staffinginvolvesmanagingtheorganizationstructurethrough
properandeffectiveselection,appraisal&
developmentofpersonneltofilltherolesdesignedandthe
structure”.
Staffinginvolves:
Manpowerplanning
Recruitment,selection&placement.
Training&development.
Remuneration.
Performanceappraisal.
Promotions&transfer.

38. Itisaprocessofassigningcompetentpeopletofill
theappropriatenursingrolesinaaninstitution,
designatedfortheorganizationalstructurethrough;
Recruitment&Selectionofstaff
HiringandOrientingstaff,
Staffschedulingand
Staffdevelopmentactivities,.
staffingoftenbecomespartoforganizing.Example
:AppointmentofaDeanforthecollegeofnursing,
nursingsuperintendentforahospitalorahead
nurseforasurgicalunitetc.

39. D-DIRECTING:
Continuoustaskofmakingdecisionsand
embodyingtheminspecificandgeneralordersand
instructionsandservingasleaderoftheenterprise.
Makingdecisionsandissuingordersand
instructionsembodyingthemfortheguidanceofthe
staff.

40. Is a process of involving many human resource
management responsibilities such as ;
Motivating
Managing a conflict,
Communicating and
Facilitating Collaboration and Coordination.

41. CO-COORDINATING:
Interrelatingvariouspartsoftheworkandeliminating
ofoverlappingandconflict

42. CO-ORDINATING
Itistheactofsynchronisingpeopleandactivities
sothattheyfunctionsmoothlyintheattainmentof
organizationobjectives.
 Co-ordinationistheintegratingprocessinan
orderlypatternofgroupeffortsinanorganization
towardstheaccomplishmentofacommonobjective.
-Terry

43. R-REPORTING:
Keepinghimselfandhissubordinatesinformed
throughrecords,researchandinspection

44. REPORTING & 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.

45. B-BUDGETING:
Budget is the whole of financial administration.
Budget is mainly in the form of fiscal planning,
accounting and control.

46. BUDGETING
Itisexpressedinfinancialtermsandbasedonexpected
incomeandexpenditure.Itistheformoffiscalplanning,
accountingandcontrollingoffinancialresources.It
servedasapowerfultoolofcoordinationandnegatively
aneffectivedeviceofeliminatingduplicatingand
wastage.

47. FUNCTIONSOFADMINISTRATION
Henri Fayol (1925) first identified the functions of
Administration. They are
Planning
Organization
Command
Coordination
Control

49. Thesefunctionsarerevisedandarenowtaughtas
planning,organizing,staffing,directingand
controlling(Kannan)
Thesefunctionsappearstobeindependent,they
arereallyinteractiveandmakeupthemanagement
process.

50. PLANNING
Determines
Mission/ Philosphy
Goals/ Objectives
Policies/ Rules
Procedures
Scheduled changes
Fiscal/ budget actions

51. ORGANIZING
Itprovidesthestructurerequiredtoexecutetheplan.
Organizingincludeseverythingneededto:
Carryoutplans
Assignthedutiesandactivitiestospecificpositions
andpeopletoprovideclientcare
Groupactivitiestomeetgoals
Delegateauthority
Establishhorizontalandverticalauthority-
responsibilityrelationships
Workwithinthesystem

52. STAFFING
Involves selecting the right person to execute each
planned task. Staffing transforms a plan into action.
It includes
Recruiting
Interviewing
Hiring
Orientation
Staff development

53. DIRECTING
Itincludes
Motivate
Manageconflict
Delegate
Communicate
Collaborate
Functionsofdirectingincludesgivingordersand
instructions,supervisingthepeopleatwork,
enhancingmotivationbycreatingawillingnessin
otherstoworktowardsspecificobjectivesetc

54. CONTROLLING
It includes
Performance appraisals
Fiscal accountability
Quality control
Legal and ethical issues
Professional and collegial control

55. Later Luther Gullick (1937) expanded the functions
in the term of POSDCORB
Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting

56. PRINCIPLES OF ADMINISTRATION
According to Finer, following are the principles of
administration:
1. Principle of Oneness
2. Principle of Specialism and the Whole
3. Principle of Hierarchy and Regimentation
4. Principle of Morale
5. Principle of Bureaucracy
6. Principle of Self Administration.

57. PRINCIPLEOFONENESS
Fromtheapprehensionofpurpose,fromits
absorption,flowsdirectlytheonenessofleadership
thatgivesformtothewholeaggregateofpeople
whoseskillsareneededforitsfulfillment
Onenessimpliesthatallthepersonnelare
members.
Thefirstrequirementisthattherightofpeopleto
havepositionsofauthority

58. PRINCIPLEOFSPECIALISMANDTHEWHOLE
Intheadministration,eachoneshouldbecomeanexpert.
Thecontributionthatexpertnessmaketoawhole
organizationisthesuremasteryofpartofclinicalor
administrativepractice,amasterythatothersneedasan
ingredientoftheirservice,andmusttakeonauthorityof
thepersonwhoisexpert.
Failuretodothismeanseitheralossofeffectivenessor
theneedtoneglectotherworkinordertoimmense
oneselfinthespecialism
Eg;expertinsweeping,sotheexpertnessofthespecialist
isindispensableandmustbepreservedandencouraged

59. PRINCIPLEOFHIERARCHYANDREGIMENTATION
Administrationhasacceptedtheideaofhierarchyto
denoteauthoritycomingdownwardfromabove,butnotin
thesenseofchastisingdogmaticrule.
Whentheadministrativescientisttalkofhierarchy,they
meannotregimentationbutthepervasionofwhole
organizationwithanotionofitsonenessandfitting
togetherofallmembersvertically(downward)inthelineof
authorityandhorizontally(across)ofteamsandcolleagues
inspecialistskill.

60. PRINCIPLEOFMORALE
Moraleisthespiritofactivedevotiontothepersons
workingtogetherforacommonpurpose.
Whenitishigh,subjectiveburdensofthework,itshours,
itsroutines,thepatienceitdemands,thesubmissionsof
personalinterestingandvaluesarelightlycarriedand
thereisaneasyandcheerfuldemeanoronthepartof
thosewhotakeandgiveorder.
Whenitislow,theworkandpurposelosevalueand
personalityfrustratesthem.Whenagainst,personal
tensions,individualandinterpersonal,riseinhighand
rebelliouslymoreendangered.
Tobuymorale,allaspectsofemployeesaretakeninto
confidenceatalllevels

61. PRINCIPLEOFBUREAUCRACY
Bureaucracyisdiseasedadministration,thedisease
maybedefinedasdeficiencyinthespiritthatcreated
itspurposethatcausedorganizationtobecreated,
sothateithercooperationhasfallenapartoractivities
areexecutedwithoutanyinterestintheobject
originallyassignedtothem.
Bureaucracyisadministrationwithoutpurpose,ethos,
onenessormorale;itistheorganizationalformof
personalityequaltotheindividualpersoncalled
‘Hollowmen’.

62. PRINCIPLEOFSELFADMINISTRATION
Administrationbeginswithselfinrelationshiptothe
fulfillmentofapurpose.Theadministratorbegins
withselfadministration,theadaptationofhisown
stubborn,passive,incompetentordissentientself
tothepurpose,evenifnooneelseisatworkwith
himonthejob
Everyprofessionalworkerisobligedtoadminister
himself/herself,theymustretaintheircaprices,
harnesstheirenergiesandabatespiritualand
mentalrebellionintheirnaturesforthesuccessful
andmosteconomicalmasteryofpurpose.

63. ACCORDINGTOHENRIFAYOL, PRINCIPLESOF
ADMINISTRATION:

64. 1. DIVISON OF WORK:
The work in organisation must be divided among
individuals and departments.
It leads to specialisation.
improvement in quality, quantity, and reduction in
cost

65. 2. AUTHORITY AND RESPONSIBILITY
Authority is the right to give orders and obtain
obedience, and responsibility is the corollary of
authority.

66. 3. DISCIPLINE
Employees must obey and respect the rules that govern the
organization.
Good discipline is the result of effective leadership,
regulation.

67. 4. UNITY OF COMMAND
Every employee should
receive orders from only
one superior or behalf of
the superior.
Every employee should
follow orders from superior
as per the instructions.

68. 5. UNITY OF DIRECTION
directed by one
manager using one
plan for achievement of
one common goal.
Particular activity
must be directed with
single plan

69. 6. SUBORDINATION OF INTEREST
Every employee or a
group
should work in the
interest
of the organisation.
They should not
work for
their own self interest.

70. 7. REMUNERATION
All Workers must be
paid a
fair wage for their
services.
Value of the
employee.

71. 8. CENTRALISATION
degree to which
subordinates are
involved
in decision making.
There should be a
central
power to guide and
take
decisions.

72. 9. SCALAR CHAIN
Communications
should
follow this chain.
Chain can be broken
as per
the situation or demand
in
interest of the
organisation.

73. 10. ORDER
This principle is
concerned
with systematic
arrangement of men,
machine, material etc.
There should be a
specific
place for every
employee
in an organization.

74. 11. EQUITY
Managers should be kind and fair to their
subordinates.
There must not be partiality in transfers,
promotions etc.

75. 12. STABILITY OF TENURE
Employee should not be temporary for long
period of time.
Employee should be made permanent so that
they do not leave the organisation

76. 13. INITIATIVE
Superior must sacrifice his own vanity to encourage
and inspire those under him to show initiative.
Employees who are allowed to originate and carry out
plans will exert high levels of effort.

77. 14. ESPRIT DE CORPS
Promoting team spirit will build harmony and unity
within the organization.
Loyalty, dedication and commitment.

78. NURSING ADMINISTRATION AND
NURSING MANAGEMENT
Nursingadministrationisabovenursing
management
“NursingAdministrationisprimarilytheprocess
andagencyusedtoestablishthenursing
objectivesorpurposes,whichanundertakingor
staffsaretoachieve.Italsohastoplanandto
stabilize,thebroadlinesorprinciplesthatwill
governnursingaction.Thesebroadlinesare
usuallycalledpolicies.Whereasthenursing
managementistheprocessandagencythrough
whichexecutionofnursingpolicyisplannedand
supervised.”
MilwardGE

79. NURSINGMANAGEMENT
Nursingmanagementas‘theprocessofworking
throughnursingstaffmemberstoprovidecare,cure
andcomforttopatients’
GilliesDA
Nursingmanagementisdefinedastheprocessof
planning,organizing,activatingandcontrollingthe
managerialfunctionsofnursinginordertodetermine
andaccomplishtheobjectivesofnursingcare
Nursingmanagementistheartofgettingworkdone
throughandwithnursingstaffbynursemanager.Itisa
cooperativeeffortaimedatprovidinghighqualitycare
tothepatient

80. TYPES OF NURSING MANAGEMENT
PERSONNAL
MANAGEMENT
MATERIAL
MANAGEMENT
FINANCIAL
MANAGEMENT

81. PERSONNAL MANAGEMENT
Itisthepartofthemanagementfunction,whichis
primarilyconcernedwiththehumanrelationshipwithin
theorganization.
Elements
Recruitingemployee
Retainingemployee
Maintaininggoodinterpersonalemployee,employer
relationships
Ensuringthattheemployeesawareoftheobjectives

83. Aims:
Toattractandretaincompetentprofessionalnursesand
otherpersonnel
Toachieveeffectivenursingservice
Toprovidenursingservicewhichcontributetohealth,
developmentofefficiencyandcontentmentofthe
personnel

84. MATERIALMANAGEMENT
It is an important and integral component of
resource mangement covering both human and
materials management.
It is concerned with 5M’s
Men
Money
Material
Machines
Moral

86. FINANCIALMANAGEMENT
Itisconcernedwithmanagementofmoneyand
expenditure,throughraisingfundsprofitablyand
ensuringitscontrol
Importance
Buildingandmaintainingtheinfrastructure
Procuringdrugs,suppliesandequipment
Undertakingmedicallaboratoryservices,radiographic
services,bloodbankingservices,pharmacyservices,
laundryservices,CSSDservicesandsoon

88. Toplevelmanagement
Responsibleforplanning.Itlaysdownthepolices
andprogrammesfortheenterprise.Itthus,
providesaframeworkwithinwhichtheentire
enterpriseworks.Topmanagementisresponsible
forprovidingleadership,guidanceandsupervision.

89. Themiddleordermanagement
Responsibleforexecutiveworkatthesecondtier
whichcertainlyfunctionsasthesecondordertothe
topmanagement.
Thelowestlevelmanagement
Likethemiddleorderresponsiblefortheexecution
fortheplans,policesandprogrammes.Thislevelis
directlyinvolvedintheoperationofjobwhilethe
middleordermanagement,thesecondtier,is
indirectlyresponsibleforexecution.

91. SKILLS AND LEVELS OF MANAGEMENT

92. Board of director
Managing director TOP LEVEL
General manager
Dept manager
Deputy manager MIDDLE LEVEL
Asst manager
Forman
Supervisor firstline LOWER LEVEL
Workers

93. MANAGEMENT TECHNIQUES
TECHNIQUES
Detection
Evaluation
Improving
performance
Optimising
performance
Specification of a
desired value of
situation or action
Control
Communication
Demonstration

94. Detection
To find out what is happening or discover something,
eg. What is wrong.
Techniques: Input-output analysis, attitude survey,
production study, activity sampling, critical
examination and break even analysis.

95. Evaluation
Tomeasureorestimatethevalueofanitem
Techniques:jobevaluation,workmeasurement,work
estimation,performance,appraisal,costbenefit
analysisandnetworkanalysis
Improving performance
Techniques: management by objective, method study,
value analysis, management by exception

96. Optimizing performance
Techniques: linear programming ergonomics,
operational research
Specification of a desired value of situation or
action
Techniques: layout planning for offices and plants
etc
Control
Techniques: cost control, credit control, labour
control, inventory control, production control and
budget control

97. Communication:
Techniques:visualaids,suggestionschemes,
reportwriting,communicationtheory,information
theory,managementinformationetc
Demonstration:
Techniques:programmedlearning,jobinstruction,
managementdevelopmentandtrainingetc