Management Basics

1. MANAGEMENT
PREPARED BY-
Ms. ANSHU
M.SC. NURSING 2ND YEAR
KGMU Institute of Nursing

2. LEARNING OBJECTIVES
At the end of discussion group will able to:-
• • Introduce planning.
• • Define planning
• • Discuss characteristics and importance of planning
• • Explain steps of planning process.
• • Enlist principles of planning.
• • Describe advantages and limitations of planning
• • Define decision making
• • Illustrate steps of decision making.
• • Define delegation.
• • Explain principles of delegations
• • Define centralization and decentralization
• • Introduce controlling
• • Discuss characteristics of controlling.
• • Enlist areas of controlling
• • Describe methods of controlling.
• • Explain advantages and disadvantages of controlling.

3. PLANNING

4. INTRODUCTION
• Planning is very important in modern hectic
life. There is hardly any field of life which does
not require planning. All other functions of
management :-organizing, staffing, directing
and controlling depends upon planning.

5. DEFINITION
• According to Cresto S.C:-
• Planning is the systematic development of
action programs aimed at reaching business
objectives by the process of analyzing,
evaluating and selecting among the
opportunities which are foreseen.

6. • According to Haiman:-
• Planning is deciding in advance what is to be
done. When a manager plans, he project a
course of action for the future, attempting to
achieve a consistent coordinate structure of
operation aimed at the desired results.

7. • 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.

8. CHRACTERIS
TICS OF
GOOD
PLANNING
PRIMACY
FUTURISTIC
ORIENTATIO
N
PERVASIVE
NESS
FLEXIBILITY
OF
DYNAMISM
UNITY OF
PURPOSE
AND
DIRECTIVE

9. IMPORTANCE OF PLANNING
1. Primacy of planning
2. To offset uncertainty and
changes
3. To focus attention on
objectives
4. To help in coordination
5. To help in control
6. To increase organizational
effectiveness

10. PRINCIPLES OF PLANNING
• a. Principles of contribution to objectives
• b. Principles of Pervasiveness
• d. Principles of continuity and Flexibility
• f. planning is hierarchial in nature.
• g. planning should always be documented.

11. STEPS IN PLANNING PROCESS
Determination of the objectives
Collection and forecasting of information
Development of planning premises
Discovering alternatives courses of action
Formulation of derivative plans
Communicating the plan
Follow up measures

12. ADVANTAGES OF PLANNING
• 1. Planning facilitates management by
objectives
• 2. Planning minimizes uncertainties
• 3. Planning facilitates coordination
• 4. Planning improves employee’s morale
• 5. Planning helps in achieving economies
• 6. Planning facilitates controlling

13. LIMITATIONS OF PLANNING
• 1. Rigidity
• 2. Misdirect planning
• 3. Time consuming
• 4. Probability in planning
• 5. False sense of security
• 6. Expensive

14. DECISION MAKING

15. DECISION MAKING
• INTRODUCTION
• Every organization needs to make decisions at
one point or other as part of managerial
process. Decisions are made in the best
interest of the organization. For that matter,
decisions made by the organization are to
lighten the way forward.

16. DEFINITION:
• According to the Oxford Advanced Learner’s
Dictionary the term decision making means -
the process of deciding about something
important, especially in a group of people or
in an organization.

17. SIX STEPS IN DECISION MAKING
In a management setting, decision cannot be
taken abruptly. It should follow the steps such as
1. • Defining the problem
2. • Gathering information and collecting data
3. • Developing and weighing the options
4. • Choosing best possible option
5. • Plan and execute
6. • Take follow up action

18. Problems in Decision Making
• 1. Correctness of Decision
• 2. Timing of Decision
• 3. Effective Communication of Decisions
• 4. Participation in Decision Making
• 5. Decision Environment
• 6. Implementation Decision

19. DELEGATION

20. DELEGATION
• Delegation of authority is a process in which
the authority and powers are divided and
shared amongst the subordinates.
• When the work of a manager gets beyond his
capacity, there should be some system of
sharing the work. This is how delegation of
authority becomes an important tool in
organization function.

21. DEFINITION :
• According to Haimann “Delegation” of
authority merely means granting authority to
subordinate to operate within prescribed
limits

22. PRINCIPLES OF
DELEGATION
Principle of
result
excepted
Principle of
Parity of
Authority and
Responsibility
Principle of
absolute
responsibility
Principle of
Authority
level

23. CENTRALISATION AND
DECENTRALISATION

24. CENTRALISATION
• Centralization is said to be a process where the
concentration of decision making is in a few
hands. All the important decision and actions at
the lower level, all subjects and actions at the
lower level are subject to the approval of top
management.
• According to Allen, “Centralization” is the
systematic and consistent reservation of
authority at central points in the organization.

25. Decentralization
• Decentralization is a systematic delegation of
authority at all levels of management and in all of
the organization.
• In a decentralization concern, authority in
retained by the top management for taking major
decisions and framing policies concerning the
whole concern. Rest of the authority may be
delegated to the middle level and lower level of
management.

26. MERITS OF DECENTRALISATION
• 1. Reduces Burden of Top Executives
• 2. Quick Decision
• 3. Motivation to Subordinates
• 4. Growth
• 5. Management Development
• 6. Diversion of Risk
• 7. Effective Supervision and Control

27. DEMERITS OF DECENTRALISATION
• 1. Cadre of Coordination
• 2. Difficult to Control
• 3. High cost of operation
• 4. Non Availability Talented Managers
• 5. External Constraints.

28. CONTROLLING

29. INTRODUCTION-
• Control is a fundamental managerial function
of a manager which is concerned with
securing good individual performance at a
desirable level. Control conforms to the
planning as both have the same features of
unity, continuity, flexibility and pervasiveness.

30. CHARACTERISTICS OF CONTROL
• • Control is a continuous process.
• • Control is a management process.
• • Control is embedded in each level of
organizational hierarchy.
• • Control is forward looking.
• • Control is closely linked with planning.
• • Control is a tool for achieving
organizational activities.

31. AREAS OF CONTROL
• 1. Physical resources
• 2. Human resources
• 3. Information resources
• 4. Financial resources

32. BASIC METHODS IN THE CONTROL
PROCESS
• 1. SETTING SANDARDS
• 2. EVALUATING PERFORMANCE
• 3. TAKING CORRECTIVE ACTIONS

33. ADVANTAGES OF CONTROL
• • Insurance value of control.
• • Basis for future actions
• • Acts as indicators for managerial weakness
• • Facility of co-ordination

34. LIMITATIONS OF CONTROL
• • Lack of satisfactory standards
• • Imperfection in measurements
• • Limitations of corrective actions
• • Human reaction to control

35. REFRENCES
• •
http://www.managementstudyguide.com/
what-is-decision-making.htm
• •
http://www.managementstudyguide.com/
importance_of_delegation.htm
• • Shabnam Masih. Essentials of Nursing
Management. 2nd edition. Lotus Publishers
157-160