This document discusses the functions of administration, specifically planning and controlling. It defines administration and outlines its key functions. Planning involves deciding actions in advance to achieve objectives, and is important for coordination and control. Organizing establishes responsibility and authority to achieve objectives. Staffing, directing, coordinating, budgeting and controlling are also outlined as important administrative functions. Control involves establishing standards, measuring performance, comparing to standards, and taking corrective actions.

1. WELCOME

2. SEMINAR ON
FUNCTIONS OF ADMINISTRATION
PLANNING AND CONTROLLING

3. ADMINISTRATION
• 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 the accomplishment
of defined objectives. - Luther Gullick

4. FUNCTIONS OF ADMINISTRATION

5. 1. PLANNING
• Planning means to decide in advance
what is to be done. It charts a course of
actions for the future.
• It is an intellectual process and it aims
to achieve a coordinated and consistent
set of operations aimed at desired
objectives.

6. 2.Organizing
• Once the objectives have been established
through planning, management concern
must turn to developing an organization
that is capable of carrying them out. The
management function of organizing can be
defined as ,‖relating people and things to
each other in such a way that they are all
combined and interrelated into a unit
capable of being directed toward the
organizational objectives

7. The most basic premise of
organization is
 Division of work (is essential for efficiency)
Work activities required for the
organizational performance are separated

8. Contd…
• Horizontal differentiation (i.e..
Dividing the organization into
operational units for more effective and
efficient performance.)
• Vertical differentiation (i.e..
Establishes the hierarchy and the
number of levels in the organization
•

9. RESPONSIBILITY AUTHORITY
FORMAL ORGANIZATION

10. The formal organization
depends on two basic principles:
• a) Responsibility: responsibility in
an organization is divided among
available personnel by grouping the
functions that are similar in objectives
and content. This should be done in a
manner that avoids overlaps and gaps
as much as possible. Responsibility may
be continuing or it may be terminated
by the accomplishment of a single
action.

11. CONTD..
• b) Authority: when responsibility is
given to a person, he must also be given
the authority to make commitments,
use resources and take the actions
necessary to carry out his
responsibilities.

12. 3. STAFFING
• Staffing is the selection, training,
motivating and retaining of a personnel
in the organization. Before selection we
have to make analysis of the particular
job, which is required in the
organization., then comes the selection
of the personnel. It involves manpower
planning to have the right person in the
right place and avoid ―square peg in
the round hole‖.

13. Manpower planning involves the
following steps.
• 1. Scrutiny of present personnel
strength.
• 2. Anticipation of manpower needs.
• 3. Investigation of turnover of
personnel.
• 4. Planning job requirements and job
descriptions.

14. 4. DIRECTING
• Directing means the issue of orders,
assignments and instructions that
permit the subordinate to understand
what is expected of him, and the
guidance and overseeing of the
subordinate so that he can contribute
effectively and efficiently to the
attainment of organizational objectives.
•

15. Directing includes the following
activities

16. LEADING
COMMUNICATING

17. Giving orders:
• The central task in directing is giving
orders. The order is the technical means
through which a subordinate
understands what is to be done. To
facilitate this there are certain
characteristics of good orders which
manager should be aware of:

18. • The order should be clear, concise and
consistent to give sufficient information to
ensure understanding
• Order should be based on obvious
demands of a particular situation, it seems
logical to the subordinates and not just an
arbitrary whim of the manager.
• The tone of the order is very important.
The manner in which the manager delivers
the order has a great deal to do with its
acceptance by the subordinate.

19. CONTD..
• Whenever possible, the reason for
the order should be given. A
subordinate will accept an order more
readily if he understands the need for it.
• In some instances the manager uses
delegation of authority instead of
issuance of orders for avoiding too
many specific orders.

20. SUPERVISION
• Supervision is the activity of the
management that is concerned with the
training and discipline of the work
force. It includes follow up to assure the
prompt and proper execution of orders.
• Supervision is the art of overseeing,
watching and directing with authority,
the work and behaviour of other.

21. LEADING
• Leadership is the ability to inspire and
influence others to contribute to the
attainment of the objectives. Successful
leadership is the result of interaction
between the leader and his subordinates
in a particular organizational situation.
• There are number of styles of leadership
that have been identified such as
autocratic, democratic participative
leadership.

22. Motivating
• Motivation refers to the way in
which the needs (urges, aspirations,
desires) control, direct or explain
the behaviour of human beings.
The manager must motivate, or
cause, the employee to follow
directives

23. Communicating:
• Communication is the passing of
information and understanding from a
sender to receiver.
• Communication is vital to the directing
function of the management, one way to
visualise this importance is to view the
manager on one side of a barrier and the
work group on the other. Communication
is the means the manager has of reaching
through the barrier to attain work group
activity.

24. 5.COORDINATING
• It is the act of synchronising people and
activities so that they function smoothly
in the attainment of organization
objectives. Coordination is more
important in the health services
organization, because functionally they
are departmentalized. Different kinds of
organization require different amount
of coordination.

25. Controlling:
• Controlling can be defined as the
regulation of activities in accordance
with the requirements of plans.

26. Steps of control
• The control function, whether it is applied
to cash, medical care, employee morale or
anything else, involves four steps.
•
•
•
•
•
ESTABLISHMENT OF STANDARDS
MEASURING PERFORMANCE
COMPARING ACTUAL RESULTS WITH STANDARD
CORRECTING DEVIATIONS FROM STANDARD

27. TYPES OF CONTROL
PRELIMINARY
(FEEDFORWARD )
CONCURRENT(STEERING)
POSTACTION(FEEDBACK)
INTERNAL
EXTERNAL

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TYPES OF CONTROL
• Preliminary
Sometimes called the
feedforward controls, they are
accomplished before a work
activity begins.
They make sure that proper
directions are set and that the
right resources are available to
accomplish them.

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TYPES OF CONTROL
• Concurrent
Focus on what happens during the work
process. Sometimes called steering
controls, they monitor ongoing
operations and activities to make sure
that things are being done correctly.

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TYPES OF CONTROL
• Postaction
Sometimes called feedback controls, they
take place after an action is completed.
They focus on end results, as opposed to
inputs and activities.

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TYPES OF CONTROLS
Managers have two broad options with
respect to control.
• They can rely on people to exercise self-
control (internal) over their own
behavior.
• Alternatively, managers can take direct
action (external) to control the behavior
of others.

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TYPES OF CONTROL
• Internal Controls
Allows motivated individuals to
exercise self-control in fulfilling job
expectations.
The potential for self-control is enhanced
when capable people have clear
performance objectives and proper
resource support.

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TYPES OF CONTROL
• External Controls
It occurs through personal supervision
and the use of formal administrative
systems.
–Performance appraisal systems,
compensation and benefit systems,
employee discipline systems, and
management-by-objectives.

34. REPORTING AND 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.

35. Purposes of reporting
1) To show the kind and amount of services
rendered over a specified period.
2) To illustrate progress in reaching goals.
3) As an aid in studying health conditions.
4) As an aid in planning.
5) To interpret services to the public and to
the other interested agencies.
6) Records and reports must be functional,
accurate, complete, current organized and
confidential.

36. BUDGETING:
• Budgeting, though primarily recognized
as a device for controlling, becomes a
major part of the planning process in
any organization. It is expressed in
financial terms and based on expected
income and expenditure. Budget is the
heart of administrative management.
• It served as a powerful tool of
coordination and negatively an effective
device of eliminating duplicating and
wastage.

37. Features of budget
1) Should be flexible.
2) Should be synthesis of past, present and
future.
3) Should be product of joint venture &
cooperation of executives/ department heads
at different levels of management.
4) It should be in the form of statistical
standard laid down in specific numerical
terms.
5) It should have support of top management

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39. Meaning of Planning
Planning is the process of
deciding in advance what is to be
done, how it is to be done, where,
when and whom.
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40. 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.
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41. ESSENTIALS OF GOOD PLANNING
Yields reasonable organizational objectives and
develops alternative approaches to meet these
objectives.
1. Helps to eliminate or reduce the future
uncertainty and chance.
2. Helps to gain economical operations.
3. Lays the foundation for organizing.
4. Facilitates co-ordination.
5. Helps to facilitate control.
6. Dictates those activities to which employers are
directed.

42. IMPORTANCE OF PLANNING
i) Make objectives clear
ii) Helps the organisation a right path
iii) It reduces risks and uncertainity
iv) It improves efficiency of operation
v) It provides the basis of control
vi) It facilitate decision making
vii) Effective co-ordination
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43. • FUNCTIONS OF PLANNING

44. • 1) Facilitates quick achievement of
objectives.
• 2)Brings unity of purpose and
direction
• 3)Ensures full utilisation of
resources
• 4) Avoids inconsistency in efforts
• 5)Raises competitive
capacity/strength
• 6)Promotes managerial efficiency
• 7)Avoids hasty decisions and actions

45. • 8)Ensures effective control on the
Organisation
• 9)Acts as an insurance against future
uncertainties
• 10)Facilitates other managerial
functions
• 11)Improves motivation
• 12)Planning ensures survival,
stability and progress of a business
unit.
• 13)Ensures uniform decision-making.

46. • 14)Acts as a key to solve problems
and challenges faced by a business
unit
• 15)Sets performance standards for
functional departments.
• 16)Planning enables a business unit
to adjust itself with ever changing
business environment.
• 17)Planning increases the
organization's ability to adapt to
future eventualities
• 18)Planning helps crystallize
objectives

47. • 19)Planning ensures a relatedness
among decisions
• 20)Adequate planning reduces
unnecessary pressures of
immediacy
• 21)Planning reduces mistakes and
oversights
• 22)Planning ensures a more
productive use of the organization's
resources
• 23)Planning makes control easier

48. • 25)Planning can help the
organization secure a better position
or standing
• 24)Planning enables the identification
of future problems and makes it
possible to provide for such
contingencies
• 26)Planning enables the organization
to progress in the manner considered
most suitable by its management
• 27)Planning increases the
effectiveness of a manager

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Steps in Planning

50. Followup/review
implementation
Establishing the sequence of activities
Choosing the best plan
Evaluating alternative plans
Framing alternative plans
Setting of objectives
Analysis of internal environment
Analysis of external environment
problem

51. CONTROLLING

52. INTRODUCTION
• Control is an essential function of
management in every organization. The
management process is incomplete and
sometimes useless without the control
function.

53. CONTD…
• The term”control ” has different
meanings in different contexts. In the
management context,’control’ referes to
the evaluation of performance and the
implementation of of corrective actions
to accomplish organizational objectives.
Some people confuse ‘control’ with
‘supervision’. Supervision is a part of
control; it helps identify deviations from
the established standards os
performance.

54. CONTD..
• Control must be exercised by everyone
in the organization, from thetop level to
the bottom level. There isa
misconception that it is the duty ofonly
the top level of an organization to
exercise control

56. FUNCTIONS OF CONTROL
• Controlling as a Management Function
• 1)A process of monitoring performance
and taking action to ensure desired
results.
• 2)It sees to it that the right things
happen, in the right ways, and at the
right time.

57. CONTD..
• 3)Done well, it ensures that the overall
directions of individuals
• and groups are consistent with short
and long range plans.
• 4)It helps ensure that objectives and
accomplishments are consistent
• with one another throughout an
organization.

58. CONTD..
• 5)It helps maintain compliance with
essential organizational rules and
• policies.
• 6)It plays an important role in helping
managers to detect irregularities,
identify opportunities, handle complex
situations, minimize costs and cope
with uncertainity.

60. Compare
results with
objectives and
standards
Take necessary
action

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1)Establish Objectives and Standards
• There are two types of standards:
– Output Standards - measures performance
results in terms of quantity, quality, cost, or
time.
– Input Standards - measures work efforts
that go into a performance task.

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2)Measuring Actual
Performance
• Measurements must be accurate enough to
spot deviations or variances between what
really occurs and what is most desired.
• Without measurement, effective control is
not possible.

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3)Comparing Results with
Objectives and Standards
• The comparison of actual performance with
desired performance establishes the need for
action.
• Ways of making such comparisons include:
– Historical / Relative / Engineering
– Benchmarking

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4)TAKING CORRECTIVE ACTION
• Taking any action necessary to correct
or improve things.
• Management-by-Exception focuses
managerial attention on substantial
differences between actual and desired
performance.

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TAKING CORRECTIVE ACTION
–Management-by Exception can
save the managers time, energy,
and other resources, and
concentrates efforts on areas
showing the greatest need.

66. •SUMMARY