SlideShare a Scribd company logo
1 of 53
Download to read offline
Concepts, Principles and 
Functions of Management 
Mrs. Bhaumika Sharma 
Lecturer, MMIHS 
Banasthali, Nepal
Terms Definition 
Organization • Group of people works together, a club, business, 
institute, hospital etc. 
• The act of organizing something so it runs 
smoothly 
• The organization of the timetable 
Organize • To plan and prepare something in an orderly way 
• To put things in order 
Administration • The management of a company etc 
• The government of a country 
Administer • To be in charge of and manage 
• To give out 
Management • As the process by which a co-operative group 
direction towards action 
• Use of people and other resources to accomplish 
objectives
Contd. 
Terms Definition 
Managers • Have an assigned position within the formal 
organization 
• Are expected to carry out specific function 
duties and responsibilities 
Leader Somebody who leads or who goes first, a person 
in charge of a group 
leadership Leadership is the process of influencing people to 
accomplish goals 
Administrator • A person who dispenses or administers 
something. 
Effectiveness • Accomplishments of objectives 
Efficiency • Accomplishments of objectives with minimum 
use of resources.
Concepts of Leader and Manager 
Leader Manager 
• Is visionary in identifying 
need change 
• Is a role model 
• Is sensitive to timing 
initiatives 
• Is creative in identifying 
solutions 
• Individual efforts 
• Assess the driving and 
restricting forces 
• Identifies and 
implements strategies 
• Seek subordinates input 
• Supports and rewards 
•Understands future 
directions
Comparison bet. Leadership and Management 
Management Leadership 
• Management is 
responsible for various 
functions such as 
planning, organizing, 
leading and controlling, 
which are related to the 
total organization 
• Management is concerned 
with the promotion of the 
welfare of the entire 
organization without 
giving scope to vested 
interest. 
• Leadership is the ability to 
influence the group in 
achieving the goals set by 
the management 
• Leadership influence 
individual which will 
contribute to the 
attainment of group goals 
• Leadership used informal 
power to influence the 
group 
• Leadership is necessary to 
create change
Comparison bet. Administration & 
Management 
Administration Management 
• Determination of Objectives 
• Thinking and determinative 
functions. 
• Take major decisions about 
over enterprise. 
• Planning and organizing 
functions involved. 
• It coordinate finance, 
production and distribution 
• Plans and actions 
• Doing and executive function 
• Takes decisions within the 
framework set by the admin. 
• Motivating and controlling 
functions also involved. 
• It uses organization for the 
achievement of the targets 
fixed by administration.
Administration Versus Management 
Administration Management 
• The process and agency 
which is responsible for the 
determination of aims for 
which an organization and its 
management are to strive, 
which establishes the broad 
policies under which they are 
to operate and which gives 
general oversight to be 
continuing effectiveness of 
the total operation in 
reaching the objectives 
sought. 
• The process and agency, 
which directs and guides the 
operations as an organization 
in the realizing of established 
aims. 
• Higher functions of 
management includes 
administration. 
• Two types of management 
are there: administrative and 
operative management.
Fig. Management and Administration 
Top Level 
Management 
Middle 
Management 
Lower 
Management 
Hospital Board 
and Executive 
Director 
Hospital Matron 
Assistant Matron 
Nursing Supervisors 
Ward Sisters 
Administration 
Management
Definition 
• Management etymology: 
– Managgaire (italian): means to handle 
– Manus (latin): handling 
– Mesnagement (french) and later menagement: 
management during 17th and 18th 
• The term management is used at times to 
indicate the “process or the functions”: planning, 
organizing, staffing, directing and controlling. 
• Term management is also being used as a 
“discipline”, i.e. a body of knowledge and 
practice
Contd. 
• Management can be defined categorizing 
under three orientations. 
1. Productivity orientation 
2. Human relation orientation 
3. Process orientation 
4. Decision-Making orientation 
5. Systems approach
Productivity Orientation 
• Management is the art of knowing “what you 
want to do ….in the best and cheapest way.” – 
Frederick W. Taylor (1914), profounder of this 
approach 
• Management 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. 
– Henri Fayol (1917) 
• Critics: definition ignores the human side, which is 
the most important element of management, and 
also silent about the process of management.
Human Relation Orientation 
• Management is the art of getting things done 
through and with informally organized groups, 
and it is the art of creating the environment in 
which people can perform and individuals could 
cooperate towards attaining group goals. 
• Critics: management thinkers put primary focus 
on people and their feelings, not on productivity 
or functions. The chief concerns are individuals, 
group process, interpersonal relations, 
leadership, and communication.
Process Orientation 
• Management is the process by which managers create, 
direct, maintain and operate purposive organizations 
through systematic coordinated cooperative human 
efforts. – Dalton McFarland (1976) 
• 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. – Terry & Franklin (1988) 
• Critics: this approach embraces human element: the 
most important aspect of management, clarifies about 
what a manager has to do and why and also clearly 
indicates how it is done. The management thinkers 
believe that management does not do; it gets others to 
do.
Decision-Making Orientation 
• 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. 
• The management quality is judged by the 
quality of decision in diverse situation in the 
economic front and amid risks and 
uncertainties. – Banerjee (1996)
Contd. 
• Focuses on managerial decisions. It views 
management as a series of decision making. 
Concentrates on rational approach to decision 
making. 
• Critics: this orientation is silent about the 
process part, a it provides no clues at all as 
what the manager needs to know and do. – 
Ernest Dale (1973)
Systems Approach 
• Management is 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. 
• Nursing Management is the process of 
working through nursing and other supporting 
staff to provide care to patients or clients as 
needed by them.
Contd. 
• Critics: this approach views an enterprise as a 
system composed of a set of interrelated but 
separate elements of subsystems working towards 
achievement of a common goal. The systems 
operations are viewed as procuring inputs and 
processing the inputs into outputs. 
• Physical facilities, human resources, money are the 
part of a system; material, energy flow, and 
information are the inputs; and management 
processes these inputs into outputs in the form of 
services, products, and group-satisfaction, and 
others.
Terminology Related to Principles of 
Management 
• Division of work: specialization for all kinds of 
works to develop 
• Authority and responsibility: related authority 
flows from responsibility 
• Discipline: implies obedience and respect of 
authority 
• Unity of command: One employ one boss 
• Unity of direction: one plan and one head for 
a group of activities having one objectives
Contd. 
• Subordination: individual interest to general 
interest, interest of organization should be 
above the interest of individual 
• Remuneration: a fair and equitable pay to 
employees 
• Centralization: highly centralized power 
structure 
• Scalar chain: all employees are lined with each 
others in a hierarchy or superior subordinate’s 
relationship
Contd. 
• Order: a place for everything and everything 
in its proper place 
• Equity: sense of kindness and justice 
throughout all levels of person 
• Stability: the tenure of personal job security to 
avoid turnover of employee. A union is 
strength there should be cohesiveness spirits 
• Initiative: an encourage subordinates initiate 
• Esprit de corps: a union is strength; there 
should be cohesiveness and term spirit
Principles of Management 
• 14 principles of management as given by 
Henry Fayol (Administrative management 
theory) are: 
– Division of Work: an employee assigned to only 
one type of work to increase output which leads to 
specialization. The work division should be done 
based on efficiency of subordinates. 
– Authority and Responsibility: authority means 
right to give order and power. Responsibility refers 
to the obligation to perform the manner desired 
and directed by superior authorities in any 
management process.
Contd. 
– Discipline: the workers should be obedient and 
respectful of the organization, and this is 
absolutely essential. 
– Unity of command: one employee should have 
only one boss and receive orders for him/her 
using one plan 
– Subordination of Individual Interest to General 
Interest: it means supremacy of organizational 
goals over interests of individual or a group of 
individuals, including that of manager.
Contd. 
– Remuneration of Personnel: the price rendered 
or remuneration should be fair and satisfactory to 
the employees and employer including the 
managers justifying the workload, job hazards, 
efficiency and quality of performance. 
– Centralization: decisions are made from the top 
(managers). Subordinates should be given enough 
authority to do their job properly 
– Scalar chain (Hierarchy): the line of authority from 
top management to lowest ranks represents the 
scalar chain. Communications should follow this 
chain.
Contd. 
– Order: It implies order of things and people. 
Placing all required things and materials in 
prescribed place i.e. in right place. Working place 
should be clean, tidy and safe for employees. 
Engagement of right people in the right place. 
– Equity: It is the combination of kindness and 
justice. Employees expect equity from the 
management. Employees should be treated fairly 
and justly, kindly for devotion and loyalty from 
employees in return.
Contd. 
– Stability of Tenure of Personnel: For maximum 
productivity through efficient workers, a stable 
work force with stable tenure is needed. 
– Initiative: passion, energy and initiative from the 
employees of all levels through freedom to think 
out a plan and execute it. It motivates people and 
increases productivity. 
– Esprit de Corp: team or organizational spirit i.e. 
cohesion among personnel is a great source of 
strength in the organization. Managers should 
strive to promote team spirit, unity and 
organizational communication.
Function of Management 
1. Planning 
2. Organizing 
3. Leading / directing 
4. Controlling
Planning 
• Planning is a basic managerial function. It is 
setting goals and deciding how to best achieve 
them in advance. Planning is predetermining 
future and selecting appropriate goals and 
actions to achieve them. 
• The process by which management set 
objectives, assess the future, and develop 
course of action to accomplish these 
objectives.
Contd. 
• Planning requires decision making by all levels 
of managers 
• Planning is also to decide in advance about 
what to do, how to do, when to do and who is 
to do. 
• A good planning is also required for good 
utilization of human and non human 
resources to accomplish pre determined 
goals.
Contd. 
• Planning is the core area of all the functions of 
management. It is the foundation upon which the 
other three areas should be build. 
• The planning process is ongoing. 
• There are uncontrollable, external factors that 
constantly affect an organization both positively and 
negatively. 
• Depending on the circumstances, these external 
factors may cause an organization to adjust its 
course of action in accomplishing certain goals. This 
is referred to as strategic planning.
Contd. 
• During strategic planning, management 
analyzes internal and external factors that do 
and may affect organization, as well as the 
objectives and goals. 
• From there they determine the organization’s 
strengths, weaknesses, opportunities and 
threats. 
• In order for management to do this effectively, 
planning has to be realistic and comprehensive.
Organizing 
• An important function of management. 
• Also important for performing staffing, 
directing and controlling functions. 
• The process of arranging people and physical 
resources to carry out plans and accomplish 
the organizational goals. 
• Its ongoing.
Organizing involves: 
• Defining tasks required for achieving goals. 
What task to be done? 
• Grouping the activities in logical pattern 
• Determining manpower requirement 
• Establishing authority and responsibility for 
each position. Who reports to whom? 
• Assigning the activities to specific position and 
people
Contd. 
• Coordinating their activities authority 
relations 
• Organizing efficiency and reducing the 
operation cost through avoiding repetition 
and duplication of activities.
Leading 
• Leading – A continuous process of setting 
objectives and trying to achieve them through 
the efforts of other people. 
• Leadership is an important function of 
management. 
• Leadership is guiding and influencing people 
to achieve goals willingly and enthusiastically 
in a given situation.
Contd. 
• Leading consists of : Leadership, Motivation 
and Communication 
• Leadership is the ability to influence a group 
toward achievement of goals. 
• Motivation is the acts of stimulating people to 
contribute at some higher rate. 
• Communication consists of conveying 
information from top to bottom, bottom to 
top and at horizontal and lateral.
Controlling 
• Controlling consists of actions and decision, 
manager undertaken to ensure actual result. 
• It ensures the right thing is done in the right 
manner and at the right time. 
• The steps of controlling: 
– Establishing standards 
– Measuring actual performance 
– Finding and analyzing deviations 
– Corrective action
Principles of management that will apply in 
different situations 
• Management by objectives 
• Learning from experience 
• Division of labor 
• Substitution of resources 
• Coordination of work activities 
• Functions determine structure 
• Delegation of authority 
• Management by exception
“Management by Objectives” 
• Deciding and saying what to be accomplished 
is setting an objective ( a goal, a purpose, an 
end, a target). There are many kinds of 
objective. 
• The management principle that underlies the 
comparison of objectives with their 
achievement in order to judge effectiveness is 
known as “Learning from Experience”.
Contd. 
• When there is a gap between objectives and results 
(or achievements), management analyzes why only 
the observed results were achieved and why fell 
short of the set objectives. 
• Some causes can be easily remedied, and action is 
taken accordingly. 
• Others cannot be removed in short term and are 
then called constraints. 
• Management learns from this process and uses what 
it has learned in its further decisions for achieving its 
objectives. This process is sometimes called 
“feedback”.
“Division of Labor” 
• When work is divided, or distributed, among 
members of a group, and the work is directed 
and coordinated, the group becomes a team. 
• In a team, and generally then there is 
specialization and division of labor, which 
each category of staff exercising its own skills 
towards achieving the objectives, 
management consists in assigning a balanced 
proportion of each kind of staff to the work to 
be done.
Contd. 
• The team approach is the way in which 
management attempts to bring about balance 
among the different members of the team 
and the work they do.
“Coordination of Activities” or 
“Convergence of work” 
• Convergence of work means that the activities 
of the various people who do the work come 
together in the achievement of objectives 
• The activities should be designed, assigned 
and directed in such a way that they support 
each other in moving towards a common goal. 
• Also implies that working relations-they ways 
in which the members of a team interact with 
one another-should contribute to the success 
of each activity, and thus to general 
effectiveness.
“Substitute of Resources” 
• Substitution means replacement 
• One particular type of substitution of 
resources is labour substitution e.g. using 
trained ANM or volunteers for tasks formerly 
undertaken by professionals.
“Functions Determine Structure” 
• When work is clearly defined, i.e. the function 
and duties of individual members of the team 
are clearly defined and known to all, the 
working relations (the structure) follow.
“Delegation of Authority” 
• Delegation takes place when someone with 
authority “lends” the authority to another 
person, conditionally or not, so as to enable 
that person to take responsibility when the 
need arises. 
• Also ensure that the decision, once taken, is 
made known to all concerned. This is 
communication.
Contd. 
• Decision should be communicated between 
those who make decisions, those who 
implement them, and the people affected by 
the decisions. 
• “Shortest decision-path”: deals with the issue: 
who should make which decision? And often 
when and where as well. Delegation of 
authority is the answer to clarify this.
Contd. 
• In such way, decisions are made as close as 
possible in time and place to the object of the 
decision and to those affected by it. 
• It saves time and work (e.g. in transmitting 
information) and also ensures that decisions 
can take full account of the circumstances 
which make the decisions necessary and in 
which they are put into effect.
“Management by Exception” 
• Management of exception means two things: 
– First: be selective. Do not become overloaded with 
routine and unnecessary information. Keep your mind 
available for critical information, on which manager 
will be required to act. 
– Second: make big decisions first. To be overloaded 
with petty decisions may result in more important 
ones being neglected or what has been called 
“postponing decisions until they become 
unnecessary”. 
• In short, management by exception means 
selectivity in information and priority in decision.
Importance of Management 
1. Optimum utilization of resources 
2. Competitive strength 
3. Cordial organizational relation 
4. Motivation of employees 
5. Introduction of new techniques 
6. Effective management : society gets the 
benefits 
7. Expansion of business
Contd. 
8. Brings stability and prosperity 
9. Develops team spirit 
10.Ensures effective use of managers 
11.Ensures smooth functioning (raises the 
efficiency, productivity and profitability) 
12.Reduces turnover and absenteeism 
13.Creates sound organisation
Evolution of Management 
Thought 
This evolution of management thought can be 
studied in the following broad stages: 
1.The Classical Theory of Management (Classical 
Approach; 1900-1930): It includes the 
following three streams of thought: 
(i) Bureaucracy, 
(ii) Scientific Management; and 
(iii) Administrative Management
Contd. 
2. The Neo-classical theory of Management (1930- 
1960): It includes the following two streams: 
(i) Human Relations Approach and 
(ii) Behavioral Sciences Approach 
3. The Modern Theory of Management (1960 
onwards): It includes the following three 
streams of thought: 
(i) Quantitative Approach to Management 
(Operations Research); 
(ii) Systems Approach to Management and 
(iii) Contingency Approach to Management.
Thank You

More Related Content

What's hot

Concept and theories of organization
Concept and theories of organizationConcept and theories of organization
Concept and theories of organizationOM VERMA
 
supervision in nursing
supervision in nursing supervision in nursing
supervision in nursing Glory Supriya
 
Controlling in nursing management
Controlling in nursing managementControlling in nursing management
Controlling in nursing managementMohanPatel20
 
Nursing management (Introduction )
Nursing management (Introduction )Nursing management (Introduction )
Nursing management (Introduction )Rajalakshmi Blesson
 
Administration and management
Administration and managementAdministration and management
Administration and managementNabin Lamichhane
 
ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS
ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONSORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS
ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONSDR .PALLAVI PATHANIA
 
Budgeting in nursing
 Budgeting in nursing  Budgeting in nursing
Budgeting in nursing Purvi Patel
 
Organizational Behaviour- Nursing Management
Organizational Behaviour- Nursing Management Organizational Behaviour- Nursing Management
Organizational Behaviour- Nursing Management ELAKKUVANABHASKARARA
 
Introduction to Nursing Administration and Management
Introduction to Nursing Administration and ManagementIntroduction to Nursing Administration and Management
Introduction to Nursing Administration and ManagementSanviPatil4
 
Nursing management
Nursing management Nursing management
Nursing management NaveenJyothi
 
Collective bargaining for nursing
Collective bargaining for nursingCollective bargaining for nursing
Collective bargaining for nursingMustafa Abd
 
Introduction nursing administration & management
Introduction nursing administration & managementIntroduction nursing administration & management
Introduction nursing administration & managementAnupam Datta
 

What's hot (20)

Supervision
SupervisionSupervision
Supervision
 
Concept and theories of organization
Concept and theories of organizationConcept and theories of organization
Concept and theories of organization
 
supervision in nursing
supervision in nursing supervision in nursing
supervision in nursing
 
Controlling in nursing management
Controlling in nursing managementControlling in nursing management
Controlling in nursing management
 
Concept of Management
Concept of ManagementConcept of Management
Concept of Management
 
Nursing management (Introduction )
Nursing management (Introduction )Nursing management (Introduction )
Nursing management (Introduction )
 
Performance appraisal- Nursing Management
Performance appraisal- Nursing ManagementPerformance appraisal- Nursing Management
Performance appraisal- Nursing Management
 
Administration and management
Administration and managementAdministration and management
Administration and management
 
INTRODUCTION TO MANAGEMENT
INTRODUCTION TO MANAGEMENTINTRODUCTION TO MANAGEMENT
INTRODUCTION TO MANAGEMENT
 
Nursing audit
Nursing auditNursing audit
Nursing audit
 
ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS
ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONSORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS
ORGANIZATIONAL BEHAVIOR AND HUMAN RELATIONS
 
Budgeting in nursing
 Budgeting in nursing  Budgeting in nursing
Budgeting in nursing
 
Organizational Behaviour- Nursing Management
Organizational Behaviour- Nursing Management Organizational Behaviour- Nursing Management
Organizational Behaviour- Nursing Management
 
Introduction to Nursing Administration and Management
Introduction to Nursing Administration and ManagementIntroduction to Nursing Administration and Management
Introduction to Nursing Administration and Management
 
Material management
Material managementMaterial management
Material management
 
Nursing management
Nursing management Nursing management
Nursing management
 
Collective bargaining for nursing
Collective bargaining for nursingCollective bargaining for nursing
Collective bargaining for nursing
 
Leadership in nursing
Leadership in nursing Leadership in nursing
Leadership in nursing
 
Budgeting in nursing
Budgeting in nursingBudgeting in nursing
Budgeting in nursing
 
Introduction nursing administration & management
Introduction nursing administration & managementIntroduction nursing administration & management
Introduction nursing administration & management
 

Viewers also liked

Introduction to Management - Basic concepts & fundamentals (An overview)
Introduction to Management - Basic concepts & fundamentals (An overview)Introduction to Management - Basic concepts & fundamentals (An overview)
Introduction to Management - Basic concepts & fundamentals (An overview)Seema -
 
Directing ppt
Directing pptDirecting ppt
Directing pptHome
 
Fiscal planning in nursing management
Fiscal planning in nursing managementFiscal planning in nursing management
Fiscal planning in nursing managementViji Pn
 
Planning Nursing Administration
Planning Nursing AdministrationPlanning Nursing Administration
Planning Nursing AdministrationMiya Rayo
 
Management of nursing service
Management of nursing serviceManagement of nursing service
Management of nursing servicejensensam
 
Organisation Powerpoint
Organisation PowerpointOrganisation Powerpoint
Organisation Powerpointguest2d0bda
 
Human resource management in public health ppt
Human resource management in public health pptHuman resource management in public health ppt
Human resource management in public health pptDr. Dharmendra Gahwai
 
Introduction To Organization Fundamentals Ppt Presentation Eashwer
Introduction To  Organization   Fundamentals   Ppt Presentation   EashwerIntroduction To  Organization   Fundamentals   Ppt Presentation   Eashwer
Introduction To Organization Fundamentals Ppt Presentation EashwerChockalingam Eswaramurthi
 
Organizational Structure Of A Hospital[1]
Organizational Structure Of A Hospital[1]Organizational Structure Of A Hospital[1]
Organizational Structure Of A Hospital[1]jawadorak
 
Concepts and principles of organization, administration, and supervision
Concepts and principles of organization, administration, and supervisionConcepts and principles of organization, administration, and supervision
Concepts and principles of organization, administration, and supervisionMalditang Maharot
 
Hospital administration & Hospital Administrator
Hospital administration & Hospital AdministratorHospital administration & Hospital Administrator
Hospital administration & Hospital AdministratorNc Das
 
HUMAN RESOURCES FOR HEALTH: STAFFING
HUMAN RESOURCES FOR HEALTH: STAFFINGHUMAN RESOURCES FOR HEALTH: STAFFING
HUMAN RESOURCES FOR HEALTH: STAFFINGArpan Pandya
 
Management- Definition & Functions
Management- Definition & FunctionsManagement- Definition & Functions
Management- Definition & FunctionsPatrick Johnson
 
Organizational structure of_a_hospital
Organizational structure of_a_hospitalOrganizational structure of_a_hospital
Organizational structure of_a_hospitalEd Alzona
 
Operational plan
Operational planOperational plan
Operational planNauman khan
 

Viewers also liked (20)

Basic concept of management
Basic concept of managementBasic concept of management
Basic concept of management
 
Introduction to Management - Basic concepts & fundamentals (An overview)
Introduction to Management - Basic concepts & fundamentals (An overview)Introduction to Management - Basic concepts & fundamentals (An overview)
Introduction to Management - Basic concepts & fundamentals (An overview)
 
Directing ppt
Directing pptDirecting ppt
Directing ppt
 
Fiscal planning in nursing management
Fiscal planning in nursing managementFiscal planning in nursing management
Fiscal planning in nursing management
 
Planning for nursing service
Planning for nursing servicePlanning for nursing service
Planning for nursing service
 
Planning Nursing Administration
Planning Nursing AdministrationPlanning Nursing Administration
Planning Nursing Administration
 
Management of nursing service
Management of nursing serviceManagement of nursing service
Management of nursing service
 
Organisation Powerpoint
Organisation PowerpointOrganisation Powerpoint
Organisation Powerpoint
 
Planning of Nursing Unit
Planning of Nursing UnitPlanning of Nursing Unit
Planning of Nursing Unit
 
Human resource management in public health ppt
Human resource management in public health pptHuman resource management in public health ppt
Human resource management in public health ppt
 
Introduction To Organization Fundamentals Ppt Presentation Eashwer
Introduction To  Organization   Fundamentals   Ppt Presentation   EashwerIntroduction To  Organization   Fundamentals   Ppt Presentation   Eashwer
Introduction To Organization Fundamentals Ppt Presentation Eashwer
 
Organizational Structure Of A Hospital[1]
Organizational Structure Of A Hospital[1]Organizational Structure Of A Hospital[1]
Organizational Structure Of A Hospital[1]
 
Fiscal planning
Fiscal planningFiscal planning
Fiscal planning
 
Concepts and principles of organization, administration, and supervision
Concepts and principles of organization, administration, and supervisionConcepts and principles of organization, administration, and supervision
Concepts and principles of organization, administration, and supervision
 
Hospital administration & Hospital Administrator
Hospital administration & Hospital AdministratorHospital administration & Hospital Administrator
Hospital administration & Hospital Administrator
 
Organising
OrganisingOrganising
Organising
 
HUMAN RESOURCES FOR HEALTH: STAFFING
HUMAN RESOURCES FOR HEALTH: STAFFINGHUMAN RESOURCES FOR HEALTH: STAFFING
HUMAN RESOURCES FOR HEALTH: STAFFING
 
Management- Definition & Functions
Management- Definition & FunctionsManagement- Definition & Functions
Management- Definition & Functions
 
Organizational structure of_a_hospital
Organizational structure of_a_hospitalOrganizational structure of_a_hospital
Organizational structure of_a_hospital
 
Operational plan
Operational planOperational plan
Operational plan
 

Similar to Concepts, principles and functions of management

concepts principles functions of managementpdf.pdf
concepts principles functions of managementpdf.pdfconcepts principles functions of managementpdf.pdf
concepts principles functions of managementpdf.pdfkristinalimarenko7
 
Industrial management & engineering economy.pptx
Industrial management & engineering economy.pptxIndustrial management & engineering economy.pptx
Industrial management & engineering economy.pptxMohAbuafiya
 
CONCEPT in Nursing Management
CONCEPT in Nursing Management CONCEPT in Nursing Management
CONCEPT in Nursing Management Sumona16
 
Principles of Management - POM - MBA .ppt
Principles of Management - POM - MBA .pptPrinciples of Management - POM - MBA .ppt
Principles of Management - POM - MBA .pptVivek Birla
 
Management - Concept, Nature and Importance
Management - Concept, Nature and Importance Management - Concept, Nature and Importance
Management - Concept, Nature and Importance Shobhit Kumar Rajput
 
Principal of management
Principal of managementPrincipal of management
Principal of managementsweta prabha
 
Management-1-Module-123
Management-1-Module-123Management-1-Module-123
Management-1-Module-123Sarvesh Soni
 
Principles Of Management (KTU)
Principles Of Management (KTU) Principles Of Management (KTU)
Principles Of Management (KTU) Jim Alex
 
UNIT-I OB 27.10.2022.pptx
UNIT-I OB 27.10.2022.pptxUNIT-I OB 27.10.2022.pptx
UNIT-I OB 27.10.2022.pptxKRISHNARAJ207
 
DIPLOMA OTM HSM1.ppt
DIPLOMA OTM HSM1.pptDIPLOMA OTM HSM1.ppt
DIPLOMA OTM HSM1.pptKeyaArere
 
Ch 01 managingin today'sworld ppt
Ch 01 managingin today'sworld pptCh 01 managingin today'sworld ppt
Ch 01 managingin today'sworld pptAbdullah Rabaya
 
Concept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptxConcept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptxSushilaHamal
 
Concept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptxConcept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptxSushilaHamal
 

Similar to Concepts, principles and functions of management (20)

concepts principles functions of managementpdf.pdf
concepts principles functions of managementpdf.pdfconcepts principles functions of managementpdf.pdf
concepts principles functions of managementpdf.pdf
 
UNIT 1 FOM.pptx
UNIT 1 FOM.pptxUNIT 1 FOM.pptx
UNIT 1 FOM.pptx
 
Industrial management & engineering economy.pptx
Industrial management & engineering economy.pptxIndustrial management & engineering economy.pptx
Industrial management & engineering economy.pptx
 
1. management
1. management1. management
1. management
 
CONCEPT in Nursing Management
CONCEPT in Nursing Management CONCEPT in Nursing Management
CONCEPT in Nursing Management
 
Principles of Management - POM - MBA .ppt
Principles of Management - POM - MBA .pptPrinciples of Management - POM - MBA .ppt
Principles of Management - POM - MBA .ppt
 
Management - Concept, Nature and Importance
Management - Concept, Nature and Importance Management - Concept, Nature and Importance
Management - Concept, Nature and Importance
 
Principal of management
Principal of managementPrincipal of management
Principal of management
 
Management-1-Module-123
Management-1-Module-123Management-1-Module-123
Management-1-Module-123
 
MC - PPT
 MC - PPT MC - PPT
MC - PPT
 
HRM-1.pptx
HRM-1.pptxHRM-1.pptx
HRM-1.pptx
 
Principles Of Management (KTU)
Principles Of Management (KTU) Principles Of Management (KTU)
Principles Of Management (KTU)
 
UNIT-I OB 27.10.2022.pptx
UNIT-I OB 27.10.2022.pptxUNIT-I OB 27.10.2022.pptx
UNIT-I OB 27.10.2022.pptx
 
POM all 5 Units.pptx
POM all 5 Units.pptxPOM all 5 Units.pptx
POM all 5 Units.pptx
 
Copy of chapter_1
Copy of chapter_1Copy of chapter_1
Copy of chapter_1
 
ME Module 1 ppt.pdf
ME Module 1 ppt.pdfME Module 1 ppt.pdf
ME Module 1 ppt.pdf
 
DIPLOMA OTM HSM1.ppt
DIPLOMA OTM HSM1.pptDIPLOMA OTM HSM1.ppt
DIPLOMA OTM HSM1.ppt
 
Ch 01 managingin today'sworld ppt
Ch 01 managingin today'sworld pptCh 01 managingin today'sworld ppt
Ch 01 managingin today'sworld ppt
 
Concept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptxConcept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptx
 
Concept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptxConcept, Philosophy, Principle and Component of.pptx
Concept, Philosophy, Principle and Component of.pptx
 

More from Chitwan Medical College, School of Nursing (9)

Myocarditis
MyocarditisMyocarditis
Myocarditis
 
Rheumatic heart disease
Rheumatic heart diseaseRheumatic heart disease
Rheumatic heart disease
 
Rheumatic fever
Rheumatic feverRheumatic fever
Rheumatic fever
 
Hypertension
HypertensionHypertension
Hypertension
 
Pericarditis for student
Pericarditis for studentPericarditis for student
Pericarditis for student
 
ECG details- for Students
ECG details- for StudentsECG details- for Students
ECG details- for Students
 
Acute Kidney Injury
Acute Kidney InjuryAcute Kidney Injury
Acute Kidney Injury
 
Personnel management
Personnel managementPersonnel management
Personnel management
 
Diabetes
DiabetesDiabetes
Diabetes
 

Recently uploaded

Ayurveda research in Hypothyroidism, P
Ayurveda  research  in Hypothyroidism, PAyurveda  research  in Hypothyroidism, P
Ayurveda research in Hypothyroidism, PDr.Shalu Jain
 
HERPES SIMPLEX VIRUS 12032019 TUESDAY pptx
HERPES SIMPLEX VIRUS 12032019 TUESDAY  pptxHERPES SIMPLEX VIRUS 12032019 TUESDAY  pptx
HERPES SIMPLEX VIRUS 12032019 TUESDAY pptxPulkitMittal54
 
Explaining "pathology" in digital pathology
Explaining "pathology" in digital pathologyExplaining "pathology" in digital pathology
Explaining "pathology" in digital pathologyYves Sucaet
 
Histology of lymph node(lymph node histology)
Histology of lymph node(lymph node histology)Histology of lymph node(lymph node histology)
Histology of lymph node(lymph node histology)pranavguleria2
 
Ortho Products Franchise-solace biotech limited
Ortho Products Franchise-solace biotech limitedOrtho Products Franchise-solace biotech limited
Ortho Products Franchise-solace biotech limitedSBL DIGITAL
 
TARGET DELINEATION IN VULVAL CANCER BY DR KANHU
TARGET DELINEATION IN VULVAL CANCER BY DR KANHUTARGET DELINEATION IN VULVAL CANCER BY DR KANHU
TARGET DELINEATION IN VULVAL CANCER BY DR KANHUKanhu Charan
 
ANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTION
ANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTIONANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTION
ANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTIONojaswinihemane
 
Neutraceuticals, Herb-drug & Herb-food inetractions
Neutraceuticals, Herb-drug & Herb-food inetractionsNeutraceuticals, Herb-drug & Herb-food inetractions
Neutraceuticals, Herb-drug & Herb-food inetractionsPradnya Wadekar
 
Basic of Thyroid Hormone:- An In-depth Analysis
Basic of Thyroid Hormone:- An In-depth AnalysisBasic of Thyroid Hormone:- An In-depth Analysis
Basic of Thyroid Hormone:- An In-depth AnalysisAshishMaletha2
 
EMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdf
EMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdfEMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdf
EMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdfMayuriGamit2
 
ANATOMY OF CEREBELLUM With Clinical Anatomy.pptx
ANATOMY OF CEREBELLUM With Clinical Anatomy.pptxANATOMY OF CEREBELLUM With Clinical Anatomy.pptx
ANATOMY OF CEREBELLUM With Clinical Anatomy.pptxsiddharthroy26587
 
Spinal cord Gross anatomy with Clinical Anatomy.pptx
Spinal cord Gross anatomy with Clinical Anatomy.pptxSpinal cord Gross anatomy with Clinical Anatomy.pptx
Spinal cord Gross anatomy with Clinical Anatomy.pptxsiddharthroy26587
 
Ovarian tumors Lecture notes for MBBS.pptx
Ovarian tumors Lecture notes for MBBS.pptxOvarian tumors Lecture notes for MBBS.pptx
Ovarian tumors Lecture notes for MBBS.pptxSizan Thapa
 
Thyroid function tests for MBBS, LAB. MED & BDS.pptx
Thyroid function tests for MBBS, LAB. MED & BDS.pptxThyroid function tests for MBBS, LAB. MED & BDS.pptx
Thyroid function tests for MBBS, LAB. MED & BDS.pptxRajendra Dev Bhatt
 
Derma Pharmaceutical Franchise Company - Solace Biotech Limited
Derma Pharmaceutical Franchise Company - Solace Biotech LimitedDerma Pharmaceutical Franchise Company - Solace Biotech Limited
Derma Pharmaceutical Franchise Company - Solace Biotech LimitedSBL DIGITAL
 
SGK VIÊM KHỚP DẠNG THẤP YHN .pdf
SGK VIÊM KHỚP DẠNG THẤP YHN              .pdfSGK VIÊM KHỚP DẠNG THẤP YHN              .pdf
SGK VIÊM KHỚP DẠNG THẤP YHN .pdfHongBiThi1
 
NECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptx
NECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptxNECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptx
NECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptxSizan Thapa
 
airway management recorded for S2.pptx
airway management  recorded  for S2.pptxairway management  recorded  for S2.pptx
airway management recorded for S2.pptxnakera38
 
Substance use disorder (drug addict ), Addiction
Substance use disorder (drug addict ), AddictionSubstance use disorder (drug addict ), Addiction
Substance use disorder (drug addict ), AddictionZeinabEmad3
 

Recently uploaded (20)

Ayurveda research in Hypothyroidism, P
Ayurveda  research  in Hypothyroidism, PAyurveda  research  in Hypothyroidism, P
Ayurveda research in Hypothyroidism, P
 
HERPES SIMPLEX VIRUS 12032019 TUESDAY pptx
HERPES SIMPLEX VIRUS 12032019 TUESDAY  pptxHERPES SIMPLEX VIRUS 12032019 TUESDAY  pptx
HERPES SIMPLEX VIRUS 12032019 TUESDAY pptx
 
Explaining "pathology" in digital pathology
Explaining "pathology" in digital pathologyExplaining "pathology" in digital pathology
Explaining "pathology" in digital pathology
 
Histology of lymph node(lymph node histology)
Histology of lymph node(lymph node histology)Histology of lymph node(lymph node histology)
Histology of lymph node(lymph node histology)
 
Ortho Products Franchise-solace biotech limited
Ortho Products Franchise-solace biotech limitedOrtho Products Franchise-solace biotech limited
Ortho Products Franchise-solace biotech limited
 
TARGET DELINEATION IN VULVAL CANCER BY DR KANHU
TARGET DELINEATION IN VULVAL CANCER BY DR KANHUTARGET DELINEATION IN VULVAL CANCER BY DR KANHU
TARGET DELINEATION IN VULVAL CANCER BY DR KANHU
 
ANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTION
ANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTIONANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTION
ANTIPERSPIRANTS AND DEODORANTS : MECHANISM OF ACTION
 
Neutraceuticals, Herb-drug & Herb-food inetractions
Neutraceuticals, Herb-drug & Herb-food inetractionsNeutraceuticals, Herb-drug & Herb-food inetractions
Neutraceuticals, Herb-drug & Herb-food inetractions
 
Basic of Thyroid Hormone:- An In-depth Analysis
Basic of Thyroid Hormone:- An In-depth AnalysisBasic of Thyroid Hormone:- An In-depth Analysis
Basic of Thyroid Hormone:- An In-depth Analysis
 
EMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdf
EMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdfEMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdf
EMBRYOLOGY AND FOETAL DEVELOPMENT-mayu.pdf
 
Evolving Concepts in the Pathogenesis of Inflammatory Dermatologic Disorders ...
Evolving Concepts in the Pathogenesis of Inflammatory Dermatologic Disorders ...Evolving Concepts in the Pathogenesis of Inflammatory Dermatologic Disorders ...
Evolving Concepts in the Pathogenesis of Inflammatory Dermatologic Disorders ...
 
ANATOMY OF CEREBELLUM With Clinical Anatomy.pptx
ANATOMY OF CEREBELLUM With Clinical Anatomy.pptxANATOMY OF CEREBELLUM With Clinical Anatomy.pptx
ANATOMY OF CEREBELLUM With Clinical Anatomy.pptx
 
Spinal cord Gross anatomy with Clinical Anatomy.pptx
Spinal cord Gross anatomy with Clinical Anatomy.pptxSpinal cord Gross anatomy with Clinical Anatomy.pptx
Spinal cord Gross anatomy with Clinical Anatomy.pptx
 
Ovarian tumors Lecture notes for MBBS.pptx
Ovarian tumors Lecture notes for MBBS.pptxOvarian tumors Lecture notes for MBBS.pptx
Ovarian tumors Lecture notes for MBBS.pptx
 
Thyroid function tests for MBBS, LAB. MED & BDS.pptx
Thyroid function tests for MBBS, LAB. MED & BDS.pptxThyroid function tests for MBBS, LAB. MED & BDS.pptx
Thyroid function tests for MBBS, LAB. MED & BDS.pptx
 
Derma Pharmaceutical Franchise Company - Solace Biotech Limited
Derma Pharmaceutical Franchise Company - Solace Biotech LimitedDerma Pharmaceutical Franchise Company - Solace Biotech Limited
Derma Pharmaceutical Franchise Company - Solace Biotech Limited
 
SGK VIÊM KHỚP DẠNG THẤP YHN .pdf
SGK VIÊM KHỚP DẠNG THẤP YHN              .pdfSGK VIÊM KHỚP DẠNG THẤP YHN              .pdf
SGK VIÊM KHỚP DẠNG THẤP YHN .pdf
 
NECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptx
NECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptxNECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptx
NECROSIS FOR MBBS FIRST YEAR STUDENTS MADE EASY.pptx
 
airway management recorded for S2.pptx
airway management  recorded  for S2.pptxairway management  recorded  for S2.pptx
airway management recorded for S2.pptx
 
Substance use disorder (drug addict ), Addiction
Substance use disorder (drug addict ), AddictionSubstance use disorder (drug addict ), Addiction
Substance use disorder (drug addict ), Addiction
 

Concepts, principles and functions of management

  • 1. Concepts, Principles and Functions of Management Mrs. Bhaumika Sharma Lecturer, MMIHS Banasthali, Nepal
  • 2. Terms Definition Organization • Group of people works together, a club, business, institute, hospital etc. • The act of organizing something so it runs smoothly • The organization of the timetable Organize • To plan and prepare something in an orderly way • To put things in order Administration • The management of a company etc • The government of a country Administer • To be in charge of and manage • To give out Management • As the process by which a co-operative group direction towards action • Use of people and other resources to accomplish objectives
  • 3. Contd. Terms Definition Managers • Have an assigned position within the formal organization • Are expected to carry out specific function duties and responsibilities Leader Somebody who leads or who goes first, a person in charge of a group leadership Leadership is the process of influencing people to accomplish goals Administrator • A person who dispenses or administers something. Effectiveness • Accomplishments of objectives Efficiency • Accomplishments of objectives with minimum use of resources.
  • 4. Concepts of Leader and Manager Leader Manager • Is visionary in identifying need change • Is a role model • Is sensitive to timing initiatives • Is creative in identifying solutions • Individual efforts • Assess the driving and restricting forces • Identifies and implements strategies • Seek subordinates input • Supports and rewards •Understands future directions
  • 5. Comparison bet. Leadership and Management Management Leadership • Management is responsible for various functions such as planning, organizing, leading and controlling, which are related to the total organization • Management is concerned with the promotion of the welfare of the entire organization without giving scope to vested interest. • Leadership is the ability to influence the group in achieving the goals set by the management • Leadership influence individual which will contribute to the attainment of group goals • Leadership used informal power to influence the group • Leadership is necessary to create change
  • 6. Comparison bet. Administration & Management Administration Management • Determination of Objectives • Thinking and determinative functions. • Take major decisions about over enterprise. • Planning and organizing functions involved. • It coordinate finance, production and distribution • Plans and actions • Doing and executive function • Takes decisions within the framework set by the admin. • Motivating and controlling functions also involved. • It uses organization for the achievement of the targets fixed by administration.
  • 7. Administration Versus Management Administration Management • The process and agency which is responsible for the determination of aims for which an organization and its management are to strive, which establishes the broad policies under which they are to operate and which gives general oversight to be continuing effectiveness of the total operation in reaching the objectives sought. • The process and agency, which directs and guides the operations as an organization in the realizing of established aims. • Higher functions of management includes administration. • Two types of management are there: administrative and operative management.
  • 8. Fig. Management and Administration Top Level Management Middle Management Lower Management Hospital Board and Executive Director Hospital Matron Assistant Matron Nursing Supervisors Ward Sisters Administration Management
  • 9. Definition • Management etymology: – Managgaire (italian): means to handle – Manus (latin): handling – Mesnagement (french) and later menagement: management during 17th and 18th • The term management is used at times to indicate the “process or the functions”: planning, organizing, staffing, directing and controlling. • Term management is also being used as a “discipline”, i.e. a body of knowledge and practice
  • 10. Contd. • Management can be defined categorizing under three orientations. 1. Productivity orientation 2. Human relation orientation 3. Process orientation 4. Decision-Making orientation 5. Systems approach
  • 11. Productivity Orientation • Management is the art of knowing “what you want to do ….in the best and cheapest way.” – Frederick W. Taylor (1914), profounder of this approach • Management 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. – Henri Fayol (1917) • Critics: definition ignores the human side, which is the most important element of management, and also silent about the process of management.
  • 12. Human Relation Orientation • Management is the art of getting things done through and with informally organized groups, and it is the art of creating the environment in which people can perform and individuals could cooperate towards attaining group goals. • Critics: management thinkers put primary focus on people and their feelings, not on productivity or functions. The chief concerns are individuals, group process, interpersonal relations, leadership, and communication.
  • 13. Process Orientation • Management is the process by which managers create, direct, maintain and operate purposive organizations through systematic coordinated cooperative human efforts. – Dalton McFarland (1976) • 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. – Terry & Franklin (1988) • Critics: this approach embraces human element: the most important aspect of management, clarifies about what a manager has to do and why and also clearly indicates how it is done. The management thinkers believe that management does not do; it gets others to do.
  • 14. Decision-Making Orientation • 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. • The management quality is judged by the quality of decision in diverse situation in the economic front and amid risks and uncertainties. – Banerjee (1996)
  • 15. Contd. • Focuses on managerial decisions. It views management as a series of decision making. Concentrates on rational approach to decision making. • Critics: this orientation is silent about the process part, a it provides no clues at all as what the manager needs to know and do. – Ernest Dale (1973)
  • 16. Systems Approach • Management is 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. • Nursing Management is the process of working through nursing and other supporting staff to provide care to patients or clients as needed by them.
  • 17. Contd. • Critics: this approach views an enterprise as a system composed of a set of interrelated but separate elements of subsystems working towards achievement of a common goal. The systems operations are viewed as procuring inputs and processing the inputs into outputs. • Physical facilities, human resources, money are the part of a system; material, energy flow, and information are the inputs; and management processes these inputs into outputs in the form of services, products, and group-satisfaction, and others.
  • 18. Terminology Related to Principles of Management • Division of work: specialization for all kinds of works to develop • Authority and responsibility: related authority flows from responsibility • Discipline: implies obedience and respect of authority • Unity of command: One employ one boss • Unity of direction: one plan and one head for a group of activities having one objectives
  • 19. Contd. • Subordination: individual interest to general interest, interest of organization should be above the interest of individual • Remuneration: a fair and equitable pay to employees • Centralization: highly centralized power structure • Scalar chain: all employees are lined with each others in a hierarchy or superior subordinate’s relationship
  • 20. Contd. • Order: a place for everything and everything in its proper place • Equity: sense of kindness and justice throughout all levels of person • Stability: the tenure of personal job security to avoid turnover of employee. A union is strength there should be cohesiveness spirits • Initiative: an encourage subordinates initiate • Esprit de corps: a union is strength; there should be cohesiveness and term spirit
  • 21. Principles of Management • 14 principles of management as given by Henry Fayol (Administrative management theory) are: – Division of Work: an employee assigned to only one type of work to increase output which leads to specialization. The work division should be done based on efficiency of subordinates. – Authority and Responsibility: authority means right to give order and power. Responsibility refers to the obligation to perform the manner desired and directed by superior authorities in any management process.
  • 22. Contd. – Discipline: the workers should be obedient and respectful of the organization, and this is absolutely essential. – Unity of command: one employee should have only one boss and receive orders for him/her using one plan – Subordination of Individual Interest to General Interest: it means supremacy of organizational goals over interests of individual or a group of individuals, including that of manager.
  • 23. Contd. – Remuneration of Personnel: the price rendered or remuneration should be fair and satisfactory to the employees and employer including the managers justifying the workload, job hazards, efficiency and quality of performance. – Centralization: decisions are made from the top (managers). Subordinates should be given enough authority to do their job properly – Scalar chain (Hierarchy): the line of authority from top management to lowest ranks represents the scalar chain. Communications should follow this chain.
  • 24. Contd. – Order: It implies order of things and people. Placing all required things and materials in prescribed place i.e. in right place. Working place should be clean, tidy and safe for employees. Engagement of right people in the right place. – Equity: It is the combination of kindness and justice. Employees expect equity from the management. Employees should be treated fairly and justly, kindly for devotion and loyalty from employees in return.
  • 25. Contd. – Stability of Tenure of Personnel: For maximum productivity through efficient workers, a stable work force with stable tenure is needed. – Initiative: passion, energy and initiative from the employees of all levels through freedom to think out a plan and execute it. It motivates people and increases productivity. – Esprit de Corp: team or organizational spirit i.e. cohesion among personnel is a great source of strength in the organization. Managers should strive to promote team spirit, unity and organizational communication.
  • 26. Function of Management 1. Planning 2. Organizing 3. Leading / directing 4. Controlling
  • 27. Planning • Planning is a basic managerial function. It is setting goals and deciding how to best achieve them in advance. Planning is predetermining future and selecting appropriate goals and actions to achieve them. • The process by which management set objectives, assess the future, and develop course of action to accomplish these objectives.
  • 28. Contd. • Planning requires decision making by all levels of managers • Planning is also to decide in advance about what to do, how to do, when to do and who is to do. • A good planning is also required for good utilization of human and non human resources to accomplish pre determined goals.
  • 29. Contd. • Planning is the core area of all the functions of management. It is the foundation upon which the other three areas should be build. • The planning process is ongoing. • There are uncontrollable, external factors that constantly affect an organization both positively and negatively. • Depending on the circumstances, these external factors may cause an organization to adjust its course of action in accomplishing certain goals. This is referred to as strategic planning.
  • 30. Contd. • During strategic planning, management analyzes internal and external factors that do and may affect organization, as well as the objectives and goals. • From there they determine the organization’s strengths, weaknesses, opportunities and threats. • In order for management to do this effectively, planning has to be realistic and comprehensive.
  • 31. Organizing • An important function of management. • Also important for performing staffing, directing and controlling functions. • The process of arranging people and physical resources to carry out plans and accomplish the organizational goals. • Its ongoing.
  • 32. Organizing involves: • Defining tasks required for achieving goals. What task to be done? • Grouping the activities in logical pattern • Determining manpower requirement • Establishing authority and responsibility for each position. Who reports to whom? • Assigning the activities to specific position and people
  • 33. Contd. • Coordinating their activities authority relations • Organizing efficiency and reducing the operation cost through avoiding repetition and duplication of activities.
  • 34. Leading • Leading – A continuous process of setting objectives and trying to achieve them through the efforts of other people. • Leadership is an important function of management. • Leadership is guiding and influencing people to achieve goals willingly and enthusiastically in a given situation.
  • 35. Contd. • Leading consists of : Leadership, Motivation and Communication • Leadership is the ability to influence a group toward achievement of goals. • Motivation is the acts of stimulating people to contribute at some higher rate. • Communication consists of conveying information from top to bottom, bottom to top and at horizontal and lateral.
  • 36. Controlling • Controlling consists of actions and decision, manager undertaken to ensure actual result. • It ensures the right thing is done in the right manner and at the right time. • The steps of controlling: – Establishing standards – Measuring actual performance – Finding and analyzing deviations – Corrective action
  • 37. Principles of management that will apply in different situations • Management by objectives • Learning from experience • Division of labor • Substitution of resources • Coordination of work activities • Functions determine structure • Delegation of authority • Management by exception
  • 38. “Management by Objectives” • Deciding and saying what to be accomplished is setting an objective ( a goal, a purpose, an end, a target). There are many kinds of objective. • The management principle that underlies the comparison of objectives with their achievement in order to judge effectiveness is known as “Learning from Experience”.
  • 39. Contd. • When there is a gap between objectives and results (or achievements), management analyzes why only the observed results were achieved and why fell short of the set objectives. • Some causes can be easily remedied, and action is taken accordingly. • Others cannot be removed in short term and are then called constraints. • Management learns from this process and uses what it has learned in its further decisions for achieving its objectives. This process is sometimes called “feedback”.
  • 40. “Division of Labor” • When work is divided, or distributed, among members of a group, and the work is directed and coordinated, the group becomes a team. • In a team, and generally then there is specialization and division of labor, which each category of staff exercising its own skills towards achieving the objectives, management consists in assigning a balanced proportion of each kind of staff to the work to be done.
  • 41. Contd. • The team approach is the way in which management attempts to bring about balance among the different members of the team and the work they do.
  • 42. “Coordination of Activities” or “Convergence of work” • Convergence of work means that the activities of the various people who do the work come together in the achievement of objectives • The activities should be designed, assigned and directed in such a way that they support each other in moving towards a common goal. • Also implies that working relations-they ways in which the members of a team interact with one another-should contribute to the success of each activity, and thus to general effectiveness.
  • 43. “Substitute of Resources” • Substitution means replacement • One particular type of substitution of resources is labour substitution e.g. using trained ANM or volunteers for tasks formerly undertaken by professionals.
  • 44. “Functions Determine Structure” • When work is clearly defined, i.e. the function and duties of individual members of the team are clearly defined and known to all, the working relations (the structure) follow.
  • 45. “Delegation of Authority” • Delegation takes place when someone with authority “lends” the authority to another person, conditionally or not, so as to enable that person to take responsibility when the need arises. • Also ensure that the decision, once taken, is made known to all concerned. This is communication.
  • 46. Contd. • Decision should be communicated between those who make decisions, those who implement them, and the people affected by the decisions. • “Shortest decision-path”: deals with the issue: who should make which decision? And often when and where as well. Delegation of authority is the answer to clarify this.
  • 47. Contd. • In such way, decisions are made as close as possible in time and place to the object of the decision and to those affected by it. • It saves time and work (e.g. in transmitting information) and also ensures that decisions can take full account of the circumstances which make the decisions necessary and in which they are put into effect.
  • 48. “Management by Exception” • Management of exception means two things: – First: be selective. Do not become overloaded with routine and unnecessary information. Keep your mind available for critical information, on which manager will be required to act. – Second: make big decisions first. To be overloaded with petty decisions may result in more important ones being neglected or what has been called “postponing decisions until they become unnecessary”. • In short, management by exception means selectivity in information and priority in decision.
  • 49. Importance of Management 1. Optimum utilization of resources 2. Competitive strength 3. Cordial organizational relation 4. Motivation of employees 5. Introduction of new techniques 6. Effective management : society gets the benefits 7. Expansion of business
  • 50. Contd. 8. Brings stability and prosperity 9. Develops team spirit 10.Ensures effective use of managers 11.Ensures smooth functioning (raises the efficiency, productivity and profitability) 12.Reduces turnover and absenteeism 13.Creates sound organisation
  • 51. Evolution of Management Thought This evolution of management thought can be studied in the following broad stages: 1.The Classical Theory of Management (Classical Approach; 1900-1930): It includes the following three streams of thought: (i) Bureaucracy, (ii) Scientific Management; and (iii) Administrative Management
  • 52. Contd. 2. The Neo-classical theory of Management (1930- 1960): It includes the following two streams: (i) Human Relations Approach and (ii) Behavioral Sciences Approach 3. The Modern Theory of Management (1960 onwards): It includes the following three streams of thought: (i) Quantitative Approach to Management (Operations Research); (ii) Systems Approach to Management and (iii) Contingency Approach to Management.