Functions of nursing administration

TOPIC
ON
“ FUNCTIONS OF ADMINISTRATION ”
Presented by:
Mr. Manjunath. Beth
Associate professor
&
HOD OF MSN DEPARTMENT

FUNCTIONS
OF ADMINISTRATION
Presented By: Mr. Manjunath. M. Beth (Lecturer) Dept: Med-Sur-Nsg

Functions of management are
• Planning
• Organizing
• Directing
• Coordinating and Controlling
• Reporting and Recording
• Budgeting

INTRODUCTION
• Management is creative problem solving.
• Management is a generic function that includes
similar basic tasks in every discipline and in
every society.
• Management and administration sometimes
appear to be synonymous, but they are not
synonymous terms.

DEFINITION
• Management may be defined as the art of
securing maximum results with a minimum of
effort so as to secure maximum prosperity and
happiness for both employer and employee and
give the public the best possible service (John
Mee, 1963)

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.

Essentials of good planning
• Yields reasonable organizational objectives and
develops alternative approaches to meet these
objectives.
• Helps to eliminate or reduce the future uncertainty and
chance.
• Helps to gain economical operations.
• Lays the foundation for organizing.
• Facilitates co-ordination.
• Helps to facilitate control.
• Dictates those activities to which employers are
directed.

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.”

• Work activities required for the organizational
performance are separated through
– 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

The formal organization depends on two
basic principles:
a) Responsibility: responsibility n 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.
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.

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”.

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.

Directing
• Directing means the issuance 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.

• Directing includes the following activities
• Giving orders
• Making supervision
• Leading
• Motivating
• Communicating

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: 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.
• 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.

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.

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.

• The continuum of leadership styles, ranges from
the completely authoritarian situation with no
subordinate participation to a maximum degree of
democratic leadership, enabling the subordinate
to participate in all phases of the decision making
process.

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.

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.

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.

Basic approaches to coordination
• Corrective co ordinations are those coordinative
activities that rectify the present error or correct a
dysfunction in the organization.
• Preventive coordination comprises those
coordinative activities that are aimed at preventing
the occurrence of anticipated problems of
coordination, or at least minimizing the impact of
these problems.

• Regulatory coordination comprises those
coordinative activities that are aimed at the
maintenance of existing structural and functional
arrangements in the organizations.
• Promotive coordination has those coordinative
activities that are aimed at attempting to improve
the articulation of the parts of the organization, or
to improve the existing organizational
arrangements without regard for specific
problems.

Controlling
• Controlling can be defined as the regulation of
activities in accordance with the requirements
of plans.
• Steps of control:
– The control function, whether it is applied to cash,
medical care, employee morale or anything else,
involves four steps.

1. Establishments of standards.
2. Measuring performance
3.Comparing the actual results with the
standards.
4. Correcting deviations from standards.

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.

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

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.

Features of budget
• Should be flexible.
• Should be synthesis of past, present and future.
• Should be product of joint venture & cooperation
of executives/ department heads at different levels
of management.
• It should be in the form of statistical standard laid
down in specific numerical terms.
• It should have support of top management
throughout the period of its planning and
supplementation.

Conclusion
• Managers address complex issues by planning,
budgeting, and setting target goals.
• They meet their goals by organizing, staffing,
controlling and problem solving.
• The nurse manager can assist the staff to think
strategically about what it is doing and what it
should be doing for its clients , for example, in
today’s world of cost containment, examining what
clients pay for the care they receive from the health
care professionals.

Functions of nursing administration

Functions of nursing administration

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