The document discusses the key functions of administration and management. It defines administration as the organization and direction of resources to achieve goals, while management is the process of directing operations to realize established aims. The main functions of administration and management are described as planning, organizing, staffing, directing, coordinating, controlling, reporting, recording and budgeting. The differences between administration and management are also outlined. Administration focuses on policy formulation while management is concerned with implementation.

1. Functions of ADMINISTRATION
& MANAGEMENT
Mr. Kailash Nagar
Assistant Professor
Dept. Community Health
Dinsha Patel College of Nursing, Nadiad

2. FUNCTIONS
OF
ADMINISTRATION
Kailash Nagar

3. FUNCTIONS
ACTIVITIES
RESPONSIBILITIES
DUTIES
PURPOSES OF
EXECUTION

4.  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

5. • Management may be defined as the art of
securing maximum results with a minimum of
effort give the public the best possible
service.--- John Mee (1963)
• Management is the process and agency
which directs and guides the operations of an
organisation in realising established aims.---
OrdwayTead

6. NATURE OF ADMINISTRATION
Universal
Holistic
Intangible
Dynamic
Goal oriented
Continuous
Social human
Creative

7. • Assigned position within the formal organization
• Carry out specific functions, duties and
responsibilities
• Emphasizes Control, decision making, decision
analysis and results
• Manipulate individuals, the environment, money,
time, and other sources to achieve
Organizational goals.
• Formal responsibility and accountability
• Direct willing and unwilling subordinates.

8. PROVIDE
VISIBILITY
PROVIDE
RESOURCES
MEDIATE
CONFLICT
MONITOR
RESULTS
SERVEASA
COACH

9. DIFFERENCES IN ADMINISTRATION &
MANAGEMENT
BASES MANAGEMENT ADMINISTRATION
Main focus Getting the work done Formulation of policies,
objectives, plans, programmes
Function Execution of decisions Decision making
Concern Implementation of policies laid
down by adminisration
Determination of major policies
Level in the
organization
Applicable at the lower level of
management
Refers to higher levels of
management
Directive
activities
Concerned with direction of human
efforts at the operational level
Not directly concerned with
operational level officials

10. ADMINISTRATION MANAGEMENT
Physiology
Matters of broad policy
Anatomy
Pattern of facilities and operational
units forming a health system.
Direction of people in association to
achieve goal temporarily shared.
Art of management and something
more than management.
Execution of that policy
Detailed working of the operational
units forming a health care systemand
of the working relationship between
the units.
Concerned with those operations
leading an organization towards
success within the broader framework
set by administration.
Employed to represent activities
within and subordinate to
administration often the management
of the activities of personnel alone.

11. P
O
S
D
• Planning
• Organizing
• Staffing
• Directing
• Co-ordinating &Controlling
• Reporting and Recording
• Budgeting
Co
R
B

12. • According to KOONTZ, “Planning is deciding
in advance – what to do, when to do & how to
do. It bridges the gap from where we are &
where we want to be”. A plan is a future
course of actions.
• Planning is a process of determining the
objectives effort and devising the means
calculated to achieve them.- Millet

14. Steps
• Analysis of the health situation
• Establishment of objective and
goals
• Assessment of resources
• Fixing priorities
• Write up the formulated plan
• Programming and implementation
• Evaluation

15. PRINCIPLES OF PLANNING
CLEARLY
DEFINED
OBJECTIVES
DOCUMENTED
GOOD HARMONY
WITH THE
ORGANIZATION
FLEXIBLE
SIMPLE
CONTINUOUS
PROCESS
PRECISE

16. TYPES OF PLANNING
TIME-PERIOD
Depends on the type of the business and structure of the
organisation.
LONG TERM :
 Strategic in nature.
 Involves generally 3-5 years.
 It relates to matters like new product ,product
diversification .
SHORT TERM :
 Short term planning typically covers time frames of less
than one year in order to assist their company in moving
gradually toward its longer term.

17. APPROACH
PROACTIVE PLANNING :
The suitable course of action are designed considering the
changes expected in a relevant enviroment.
REACTIVE PLANNING :
It is the type of planning that is done after the environment
changes have taken place.

18. DEGREE OF FORMALISATION
FORMAL PLANNING:
It is a structured plan. (systemic) It
has some procedure to follow.
Written record is followed in formal plan.
Eg. Five year plan of a country.
INFORMAL PLANNING:
It is unstructured plan.
It does not have any procedure to follow. No
record is maintained for future purpose.

19. IMPORTANCE OF CONTENTS
STRATEGIC:
It sets future directions of the
organization in which it wants to proceed in future
It involves a time horizon of more than one year and for most
of the organization it ranges between 3 and 5 years
Strategic plans are generally developed by top level management
Eg. diversification of business into new lines
OPERATIONAL:
Operational plans are developed to determine the steps necessary for
achieving tactical goals
They are used as a guide for day to day operation by department
managers

20. TYPES OF PLANS
Standing Plans: Developed for activities that recur
regularly over a period of time.
 Policy
 Standard Operating Procedure
 Rules & Regulations
Single use plans: Developed to carry out a course
of action not likely to be carried out the future.
 Program plans
 Project plans

21. Strategic plans:
Strategic planning is a disciplined effort to produce
fundamental decisions and actions that shape and
guide what an organization is, what it does, and
why it does it with the focus on the future.

22. Operational plans
An operating plan is a schedule of events and
responsibilities that details the actions to be taken in
order to accomplish the goals and objectives laid out in
the strategic plan.
Operational Plans are the day-to-day plans for producing
or delivering products and services over a 30 days to 6
months period.
For example: Time-Table for a week, Weekly activities,
Examination Schedule.

23. Short range & long range plans
 Short range plans are relates to a period of less
than one year.
 Long-range plans are strategic plans that set
long-term goals.

24. ADVANTAGES OF PLANNING
Planning facilitates management by objectives
Planning minimizes uncertainties
Planning facilitates co-ordination
Planning improves employee’s morale
Planning helps in achieving economies
Planning facilitates controlling
Planning encourages innovations

25.  organization is the form of every human
association for the attainment of common
purpose and the process of relating specific
duties or function in a whole.- J.D. Mooney.
 According to Henry Fayol, “To organize a
business is to provide it with everything
useful or its functioning i.e. raw material,
tools, capital and personnel’s”.

26. Identification of activities.
Classification of grouping of activities.
Assignment of duties.
Delegation of authority and creation of
responsibility
Coordinating authority and
responsibility relationships

27. Hierarchy
Span of control
IntegrationVersusdisintegration
CentralizationVersus Decentralization
Unity ofCommand
Delegation

28. According to Koontz & O’Donell,
“Managerial function of staffing
involves manging the organization
structure through proper and
effective selection, appraisal &
development of personnel to fill the
roles designed and the structure”.

29. Manpower planning
Recruitment, selection &
placement.
Training & development.
Remuneration.
Performance appraisal.
Promotions & transfer.

30.  Directing is
influencing people's
behaviour through
motivation,
communication,
group dynamics,
leadership and
discipline.

31. GIVING
ORDERS
MAKING
SUPERVISION
LEADING MOTIVATING
COMMUNICATING

32.  It is the act of synchronising people and
activities so that they function smoothly in
the attainment of organization objectives.
 Co-ordination is the integrating process in
an orderly pattern of group efforts in an
organization towards the accomplishment
of a common objective.-Terry

33. Basic functions-
 Planning
 Organization
 Direction
 Control

34. 2. External co-ordination - refers to
the blending of all efforts,
activities and operating forces
without the outside the enterprise
or organization.

35. Corrective coordination
Preventive coordination
Regulatory coordination
Promotive coordination

36. Controlling is the process of checking whether or
not proper progress is being made towards the
objectives and goals and acting if necessary, to
correct any deviation. -Theo Haimann
Controlling is the measurement & correction of
performance activities of subordinates in order to
make sure that the enterprise objectives and
plans desired to obtain them as being
accomplished. - Koontz &O’Donell

37. Establishments
of standards
performance
Measuring
performance
Comparing the
actual results
with the
standards
Correcting
deviations from
standards

38.  Reports are oral or written exchanges
of information shared between caregiversor
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.

39.  Patient’s clinical record
 Record of nurses’ observations
 Record of orders carried out
 Record of treatment
 Record of admission and discharge
 Record of equipment loss and replacement
 Record of personnel performance.

40.  Forms, Case cards and registers – birth and
death register, MCH register Child register
Subcenter/ PHC register
 Diaries
 Return e.g PHC monthly report

41. BUDGETING
It is expressed in financial terms and based on expected
income and expenditure. It is the form of fiscal planning,
accounting and controlling of financial resources. It
served as a powerful tool of coordination and negatively
an effective device of eliminating duplicating and
wastage.
Features of budget:
 Flexible.
 Synthesis of past, present and future.
 Statistical standard
 Support of top management

42.  Management and administration sometimes
appear to be synonymous, but they are not
synonymous terms.
 Managers address complex issues by
planning, budgeting, and setting target
goals.They meet their goals byorganizing,
staffing, controlling and problem solving.