This document provides an introduction to management in nursing, focusing on the management process. It discusses several frameworks for the management process, including Henry Fayol's steps of planning, organizing, commanding, coordinating, and controlling. Luther Gulick and Lyndall Urwick expanded on this with their POSDCORB model of planning, organizing, staffing, directing, coordinating, reporting, and budgeting. Each step in the POSDCORB model is then defined in more detail. The document aims to outline the key functions and responsibilities of management to facilitate effective and efficient organizational operations.

1. INTRODUCTION TO MANAGEMENT
IN NURSING
(FUNCTIONS OF MANAGEMENT/
MANAGEMENT PROCESS)
LECTURE 4
Prof
Nagamani.T
Dept.of Community Health
Nursing

2. INTRODUCTION
The process is defined as a series of actions or operations
conducted to an end.
Management can be defined as the organization and coordination of
activities of a business to achieve set objectives. Management is
incorporated as a factor of production together with materials,
machines, and money.
Management involves engaging and connecting functions of
generating corporate policies, planning, organizing, directing and
controlling the resources to achieve the objectives of that policy.
Management as a process emphasize that all managers, regardless
of their particulars aptitudes or skills, engage in certain interrelated
activities in order to achieve their desired goals.

3. MANAGEMENT PROCESS
“Management is a set of principles relating to the functions of
planning, organizing, directing, and controlling, and the applications
of these principles in harnessing physical, financial, human, and
informational resources efficiently and effectively to achieve
organizational goals”.
Nursing Management Process:
It is the process of working through Nursing Personnel to promote
and maintain health, prevent illness and suffering. The role of Nurse
Manager is to plan, organize, direct and control available resources in
order to provide effective economic care to groups of clients
efficiently.
So management is a dynamic process which is universal and can be
used in variety of settings and situations.

4. HENRY FAYOL STEPS OF
MANAGEMENT PROCESS
Henry Fayol first identified the functions of management as:
Planning
Organization
Command
Coordination
Control

5. LUTHER GULICK& LYNDAL URWICK
STEPS OF MANAGEMENT PROCESS
Luther Gulick & Lyndall Urwick expanded the activities of
management described by Henry Fayol by adding two more steps.
These are described as POSDCORB
 P Planning
O Organizing
S Staffing
D Directing
CO Coordinating
R Reporting
B Budgeting

7. POSDCORB
POSDCORB is an acronym widely used in the field of management and
public administration that reflects the classic view of organizational
theory.
It appeared most prominently in a 1937 paper by Luther Gulick (in a
set edited by himself and Lyndall Urwick).
However, he first presented the concept in 1935. Initially, POSDCORB
was envisioned in an effort to develop public service professionals. In
Gulick's own words, the elements are as follows: Planning,
Organizing, Staffing, Directing, Co-Ordinating, Reporting and
Budgeting.
This presentation on functions of management, discuss in detail
various administrative and functional responsibilities of management
that should be exhibited by the management for the smooth running

8. 1. PLANNING:
Planning is the hallmark of intelligent behavior.
Planning means looking ahead and chalking out future courses of
action to be followed. It is a preparatory step. It is a systematic
activity which determines when, how and who is going to perform a
specific job. Planning is a detailed programme regarding future
courses of action.
It is rightly said “Well plan is half done”. Therefore planning takes into
consideration available & prospective human and physical resources
of the organization so as to get effective co-ordination, contribution
& perfect adjustment.
It is the basic management function which includes formulation of
one or more detailed plans to achieve optimum balance of needs or
demands with the available resources.

9. Planning:
According to Urwick, “Planning is a mental predisposition to do things
in orderly way, to think before acting and to act in the light of facts
rather than guesses”. Planning is deciding best alternative among
others to perform different managerial functions in order to achieve
predetermined goals.
According to Koontz & O’Donell, “Planning is deciding in advance
what to do, how to do and who is to do it. Planning bridges the gap
between where we are to, where we want to go. It makes possible
things to occur which would not otherwise occur”.
In other words planning is a continuous, intellectual process of
determining philosophy, objectives, policies, procedures, rules and
standards, long term and shortterm projected outcomes, fiscal course
of actions etc.
“Planning is preparing blue print”.

10. ORGANIZING
Here, the manager has been advised to arrange for all the necessary
resources i.e. raw materials, monetary resources, human resources,
and technology as well as the managerial expertise to help achieve
the goals set under planning process.
Organizing is the function of management which follows planning. It
is a function in which the synchronization and combination of human,
physical and financial resources takes place. All the three resources
are important to get results. Therefore, organizational function helps
in achievement of results which in fact is important for the
functioning of a concern.
According to Chester Barnard, “Organizing is a function by which the
concern is able to define the role positions, the jobs related and the
co-ordination between authority and responsibility. Hence, a
manager always has to organize in order to get results.

11. STAFFING
Staffing function is the most important mangerial act along with
planning, organizing, directing and controlling. The operations of
these four functions depend upon the manpower which is available
through staffing function.
Staffing involves manning the organization structure through proper
and effective selection, appraisal and development of the personnels
to fill the roles assigned to the employers/workforce.
According to Theo Haimann, “Staffing pertains to recruitment,
selection, development and compensation of subordinates.”

12. DIRECTING
DIRECTING is said to be a process in which the managers instruct,
guide and oversee the performance of the workers to achieve
predetermined goals.
Directing is said to be the heart of management process. Planning,
organizing, staffing have got no importance if direction function does
not take place.
Directing is a continuous act of making decisions and embodying
them in specific and general orders and instructions and serving as
the leader of the enterprise.
Directing is the function of guiding, inspiring, overseeing and
instructing people towards accomplishment of organizational goals.

13. CONTROLLING/ COORDINATING
It is an ongoing process to ensure that the activities of an institution
or organization adhere to the plan.
Controlling consists of verifying whether everything occurs in
confirmities with the plans adopted, instructions issued and
principles established. Controlling ensures that there is effective and
efficient utilization of organizational resources so as to achieve the
planned goals.
Co-ordination is the unification, integration, synchronization of the
efforts of group members so as to provide unity of action in the
pursuit of common goals. It is a hidden force which binds all the
other functions of management.

14. REPORTING
Reports are essential tools in every organization. They play a crucial
role in the startup, ongoing, growth, expansion, and even survival
stages of a company
Reporting plays an important role in the organizational environment.
It gives a clear picture to executive teams about the financial health
of an organization.
Reports also help build an audit trail of the past.
Reports are also helpful in decision making, whether making a
substantial purchase, planning for expansion etc.

15. BUDGETING
Budgeting is the process of creating a plan to spend the resources like
money.
Budgeting is the process of planning future business activities by
establishing performance goals and putting them into a formal plan.
Budgets are the financial roadmaps managers use to determine how
much money they should spend to generate certain levels of sales
and income.
For the efficient management of an organization every manager
should plan the budget smartly.