This document discusses key concepts related to management including administration, management definitions, concepts of management, functions of management, planning, controlling, coordination. Some main points: - Administration involves collective effort towards goals while management is creative problem solving. - Management functions include planning, organizing, staffing, directing, and controlling. Planning involves determining objectives and courses of action. Controlling checks performance against standards. - Coordination synchronizes activities to accomplish common goals and ensures harmony between departments. Clear communication and defining roles are important for effective coordination. - Planning helps minimize uncertainty and promotes coordination. Good plans have clear objectives and are flexible. Planning involves identifying problems, collecting data, evaluating alternatives, and selecting actions.

2. • Administration is the process of collective and
operative effort directed towards the realization
of a consciously laid down goals and objectives
by an organization.
• Management is creative problem solving

3. 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)

4. DEFINITION
• Administration is the activities of groups of
people cooperative to accomplish common
goals (Herebert A Simmon).

5. CONCEPTS OF MANAGEMENT
Nature of administration
• Administrative process is intellectual, social,
dynamic and creative as well as continuous.

6. CONCEPTS OF MANAGEMENT
The feature or nature of administration are;
• It is universal
• It is holistic
• It is intangible
• It is continuous and ongoing process
• It is goal oriented

7. CONCEPTS OF MANAGEMENT
• It is social and human
• It is dynamic
• It is creative or innovative

8. CONCEPTS OF MANAGEMENT
Functional Concept
• The concept of management has changed
according to time and circumstances. According
to this concept, management is what a manager
does- Louis.
• Management is principally the task of planning,
coordination, motivation and controlling the effort
of other towards a specific objective -James.

9. CONCEPTS OF MANAGEMENT
Getting things done through other concept
• According to this concept, management is the
art of getting things done through others. It is
very narrow and traditional concepts of
management.

10. CONCEPTS OF MANAGEMENT
Leadership and decision- making concept
• According to this concept, management is an art
and science of decision –making and leadership.
• Most of the times of manager is consumed in
taking decision.

11. CONCEPTS OF MANAGEMENT
• Achievement of objectives depends on the
quality of decision similarly.
• Production and productivity, both can be
increased by efficient leadership only
• Leadership provides efficiency, coordination and
continuity in an organization

12. CONCEPTS OF MANAGEMENT
Productivity concept
• According to this, management is an art of
increasing productivity.
Universal concept
• According to this management is universal in the
sense that is application any where whether
social, religious or business and industrial

13. FUNCTIONS OF MANAGEMENT

14. Henri Fayol is the most outstanding
name among those who have tried to analyze
the functions of management. According to
him, “To manage is to forecast and plan, to
organize to command, to coordinate and to
control.”

15. Thus, the main activities involved in
management functions are:
Planning
Organizing
Commanding
Coordinating
Controlling.

16. Luther Gullick coined the word
“POSDCORB” to describe the functions of
management.
• Each letter of this word denotes the initial letter of a
management function. Thus ‘P’ stands for planning
‘O’ for organizing, ‘D’ for directing, ‘S’ for staffing,
‘CO’ for coordinating, ‘R’ for reporting and ‘B’ for
budgeting.
• Reporting is covered by the controlling functions
and budgeting is part of planning

17. Koontz and O’Donnell classified
managerial functions into five groups.
Planning
Organizing
Staffing
Directing
Controlling

18. Planning.
• It involves the laying of objectives and
determining the course of action to achieve the
objectives.
• Objectives have to be clarified before taking any
other decisions.
• Planning implies, deciding in advance what to do,
when to do, where to do and how the results are
to be evaluated.

19. Organizing
Once planning is effected, the
people in the organization have to be organized.
• It is an important activity by which management
brings together the manpower and material
resources for the accomplishment of pre-
determined goals.
• Organizing is the process of establishing
relationships among the members of the
organization.

20. Staffing
• Staffing is considered as a separate function in
view of the need to employ the right types of people
and develop them for the well-being of the
organization.
• It is concerned with the human resources of an
organization.

21. Directing .
• Directing is otherwise called management in
action.
• In the words of George R. Terry, “Directing means
moving to action and supplying stimulative power
to the group.”
• Directing thus involves issuing instructions (or
communication) to subordinates, guiding,
motivating and supervising them.

22. Controlling.
• Controlling is the process of seeing whether the
activities have been performed in conformity with
the plans.
• It helps the management to get its policies
implemented and to take corrective actions if
performance is not in accordance with the planned
objectives.
• In the words of E.F.L. Brech, “Controlling is the
process of checking actual performance.”

23. COORDINATION
Coordination, is the process of synchronizing
activities of various persons in the organization for
the accomplishment of objectives.
In other words, coordination is the harmonious
blending of the activities of different departments
for the attainment of desired goals.

24. PLANNING

25. Koontz and O’Donnell Defined planning
in terms of future course of action. They state
that:
“Planning is the selection from among
alternatives for future courses of action for
the enterprise as a whole and each
department within it.”

26. ESSENTIALS OF GOOD PLANNING
Minimizes uncertainty
Planning helps in minimizing the uncertainties of
the future as it anticipates future events.
Emphasis on objectives
The first step in planning is to fix the
objectives. When the objectives are clearly fixed,
the execution of plans will be facilitated towards
these objectives.

27. Promotes coordination
Planning helps to promote the coordinated
effort on account of pre- determined goals.
Facilitates control
Planning and control are inseparable in the
sense that unplanned actions cannot be
controlled. Control is nothing but making sure that
activities conform to the plans.

28. Improves competitive strength
Planning enables an enterprise to discover
new opportunities, which give it a competitive
edge.
Economical operation
Since planning involves a lot of mental exercises,
it helps in proper utilization of resources and
elimination of unnecessary activities. This, intern,
leads to economy in operation.

29. Encourages innovation
Many new ideas come to the mind of a manager
when he is planning. This creates an innovative
foresighted attitude among the managers.
Tackling complexities of modern business
With modern business becoming more and more
complex, planning helps in getting clear idea about
what is to be done, when it is to be done, where it
is to be done and how it is to be done.

30. NATURE OF PLANNING
The nature of planning can be highlighted by
studying its characteristics. They are as follows:
Planning is a mental activity
Planning is goal-oriented
Planning is forward looking
Planning pervades all managerial activity

31. • Planning is based on facts
• Planning is the primary function
• Planning is flexible
• Planning is essentially decision making

32. REQUIREMENTS OF A GOOD PLAN
Clear objective
Proper understanding
Flexible
Stable
Comprehensive
Economical

33. TYPES OF PLANNING
Types of plans are as follows:
Financial and non-financial planning
• Financial planning relates to the monitory aspects
of the concern.
• On the other hand, non financial planning relates
to the physical resources of the concern.

34. TYPES OF PLANNING
Formal and informal planning
• A planning in black and white is known as formal
planning.
• Informal planning is only thinking about it and
nothing more.

35. TYPES OF PLANNING
Short-range and long-range planning
• Short-term planning relates to a period of less
than one year. It is to accomplish objectives in the
near future.
• Medium-term planning covers a period of over
one year but less than three years. A planning
between 3 – 5 years is known as along term
planning.

36. TYPES OF PLANNING
Administrative and operational planning
• An administrative planning associate with middle
level managers and provides guide lines to
operational planning’s.
• On the other hand, operational planning
associates with lower levels of management and
deals with actual execution of operations. Top
level planning is concerned with fixing of
objectives.

37. STEPS IN PLANNING
ESTABLISHING
OBJECTIVES
IDENTIFYING
THE REAL
PROBLEM
COLLECTING
AND ANALYSING
INFORMATION
DETERMINING
PLANNING
PREMISES
IDENTIFYING
ALTERNATIVE
COURSES
OF ACTION
EVALUATION OF
ALTERNATIVE
COURSES
OF ACTION
SELECTING
THE BEST
COURSE
OF ACTION
FOLLOW-UP
ACTION
VARIOUS TYOES INVOLVED IN THE PLANNING PROCESS

38. CONTROLLING

39. DEFINITION
• Controlling is regulation and monitoring of
organizational activities in order to ensure
compliance with standards set.

40. PURPOSE OF CONTROL
• To detect the deviation from desirable
standards
• To take preventive and corrective action to
ensure that organization mission and objectives
are accomplished effectively and efficiently as
possible.
• To guide behaviour and set in to motion planes
for the future.

41. TYPES OF CONTROL
• Anticipatory control: “what can we do ahead of
time to help our plan succeed”.
For this, a manager need to;
• Review mission and goals
• Review past success and failures
• Assess needs
• Project for the future

42. TYPES OF CONTROL
• Concurrent control: a type of control deals with
present rather than the future or past.
• It involves monitoring and adjusting ongoing
activities and processes to ensure compliances
with standards.
• For this a manger need to monitor ongoing
activities and make adjustments.

43. TYPES OF CONTROL
• Feed back control: this involves gathering
information about an ongoing or completed
activity, evaluating that information and taking that
steps to improve that activity or similar activities in
the future. For this, the manager need to;
– Gather information on completed activity
– Learn from mistakes
– Take steps to improve situation

44. STAGES OF CONTROL
There are three stages in this process, which are;
• Setting standards
• Assessing or comparing actual performance
against standards
• Taking actions on the basis of the results obtained
from assessment or feedback.

45. ADVANTAGES OF CONTROL
It provides;
• An established standard of performance with
corresponding performance indicators for different
jobs
• A regular ongoing comparative study between the
current performance and established standards
and its performance indicators

46. ADVANTAGES OF CONTROL
• Taking actions to correct a performance that does
not meet these standards.
• The basic factor is to attain the objective of the
organization in the desired manner and hence
timely corrective action helps to control a bad
situation from developing.

47. COORDINATION

48. DEFINITION:
According to Brech, coordination is “balancing
and keeping the team together by ensuring a
suitable allocation of working activities to the
various members and seeing that these are
performed with the harmony among the members
themselves”.

49. NATURE OF COORDINATION
The features of coordination are as follows:
• It is a managerial activity.
• It is an orderly arrangement of group
activity.
• Its aim is to secure unity of action towards a
common goal.
• It is a continuous process.

50. TYPES OF COORDINATION
Coordination may be either vertical and horizontal
(on the basis of its shape) or internal and external
(on the basis of its scope and coverage).

51. TYPES OF COORDINATION
Vertical coordination
Coordination is vertical when it is to be
achieved between various links or different levels
of the organization. It is the function of the top
executives to bring about this coordination and is
needed to ensure that all the levels in the
organization act in harmony.

52. TYPES OF COORDINATION
Horizontal Coordination
Coordination is horizontal when it has to be
achieved between departments on the same level
in the managerial hierarchy, i.e. coordination
between the production department, the sales
department, the personnel department, etc.

53. • Internal coordination
Coordination is internal when it is achieved
between different departments, sections
and units of an organization. It is both
vertical and horizontal.
TYPES OF COORDINATION

54. • External coordination
Coordination is external when a business
enterprise maintains proper coordination
with external agencies like government,
customers, suppliers, and competitors.
TYPES OF COORDINATION

55. Creative force
• Group efforts when coordinated create a result
greater than the sum total of the individual and
isolated.
Unity of direction
• Co-ordination ensures unity if direction by way of
securing spontaneous collaboration on the part of
different departments.
IMPORTANCE OF CO-ORDINATION

56. High employee morale
• co-ordination enhances the general level of
employee morale and provides satisfaction
Diverse and specialized activities
• Total activities of an organisation are divided into
several units and subunits on the basis of either
product specialisation.
IMPORTANCE OF CO-ORDINATION

57. To avoid personal rivalries and prejudice
• Human organisation give rise in course of time to
the development of personality politics among
members.
IMPORTANCE OF CO-ORDINATION

58. To avoid conflict of interests
• Subordination of individual interest to general
interest often happen in organizations. There is
need for coordination to avoid conflicts or
overlapping in the work of employees or units or
as organisation.
IMPORTANCE OF CO-ORDINATION

59. PRINCIPLES OF COORDINATION
Mary Parker Follett
• Principle of direct contact.
Direct personal contact is one of the best ways
to coordinate the activities of different individuals.
• Principle of continuity
Coordination never ends. It is a continuous
process starting with planning and running through
other managerial functions.

60. PRINCIPLES OF COORDINATION
• Principle of early start
Coordination can be attained easily during the
early phases of planning and policy making.
• Principle of reciprocal relationship
This principle states that all the factors in a
situation are reciprocally related. For example,
when X works with Y. Each finds himself influenced
by the other persons and factors in the whole
situation.

61. Techniques of effective coordination
Clearly defined goals.
The overall goals of the enterprise should be
clearly laid down and should be properly
understood by each and every person in the
enterprise.

62. Clear lines of authority and responsibility
Coordination can be achieved only through
the clear-cut indication of the line of authority and
responsibility. A clear-cut line of authority indicates
as to who is accountable to whom.
Precise and comprehensive programmes and
policies
Another measure for achieving effective coordination
is through well defined programmes and policies.
Techniques of effective coordination

63. Cooperation
• Coordination should be accompanied by
cooperation.
• Thus coordination can be achieved only if the
individuals in the organization are willing to help
each other voluntarily.
Techniques of effective coordination

64. Effective communication
• Effective communication is the key to proper
coordination.
• Thus can be achieved through personal contacts
and reliable channels of communication.
Techniques of effective coordination

65. Effective leadership and supervision.
• Appropriate leadership ensures coordination both
at the planning and implementing stages.
• Proper supervision is highly essential to guide the
activities of individuals in the proper direction.
Techniques of effective coordination

66. • Begin coordinating at a very early stage
• To have direct contact with the people
• Maintain continuity
• Infuse dynamism
• To be clear ad make the objectives clear to
subordinates
Measures For Co-ordination

67. • To work out clear delineation of authority
• To simplify the procedures in the organization
• To provide effective leadership and supervision.
Measures For Co-ordination

68. • Uncertainty of the future, as to the behaviour of the
individual and the people.
• Lack of knowledge, experience, wisdom and
character among leaders and their confused and
conflicting ideas and objectives.
• Lack of administration skill and technique.
Hindrances to co-ordination

69. • Vast number of variables involved and the
incompleteness of human knowledge, particularly
with regard to men and life.
• Lack of orderly methods coordination..
• Size and complexity, personality and political
factors.
Hindrances to co-ordination

70. • Lack of leaders with wisdom and knowledge
pertaining to public administration
• Accelerated expansion of public administration of
international dimension.
Hindrances to co-ordination

71. • Health care system requires intense coordination to
function it effectively.
• Nursing service is often the largest group of health
personnel with wide range of functions and skills.
• Effective coordination of nursing services and
patient care will lead to patient satisfaction, better
quality of service and patient outcomes.
Coordination Applied to Nursing
Management

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