Management process - Coordination and Control

1. NURSING ADMINISTRATION AND WARD MANAGEMENT
CO-ORDINATION AND CONTROL

2. ADMINISTRATION
The word 'administration' has been derived from Latin word
'Ad + ministaire, means to manage affairs, or to look after or to
care for people. Administraire means 'serve'.

3. DEFINITION
 Administration has to do with getting things done: with the accomplishment of
defined objectives. —Luther Gullick
 'Administration is the organization and direction of human and material
resources to achieve desired ends'. —Pfiffner and Presthur
 'Administration means the performance of the executive duties of any
institution, business, or organization. —Tiny M Calender

4.  MANAGEMENT
Traditional Concept
Mary Parker Follett defines ‘management is the art of getting things done
through people’ and according to George ‘management consists of getting
things done through others. A manager is one who accomplishes
organizational objectives by directing the efforts of others’.

5. Modern concept
 Koontz Harold and Cyril O’Donnell define that ‘management is the creation
and maintenance of an internal environment in an enterprise where
individuals, working in groups, can perform efficiently and effectively towards
the attainment of group goals’.
 Henri Fayol viewed ‘to manage is to forecast and plan, to organize, to
command, to coordinate and to control’.
 George R. Terry defined ‘management is a distinct process consisting of
planning, organizing, actuating (directing) and controlling, performed to
determine and accomplish stated objectives with the use of human beings
and other resources’.

9. DEFINITIONS
‘Coordination is the achievement of orderly group efforts and unity of
action in the pursuit of common goals’. —Mooney and Railey
‘Coordination is the integration of several parts into an orderly whole to
achieve the purpose of understanding’. —Charles Worth

10. CONTD..
‘Coordination is the act of making different people or things work together
for a goal or effect. It deals with the interdependencies by effectively
linking together the various parts of organization or by linking two or more
organizations to pursue a common objective’. —Malone and Crowston,
1994

11. NEED AND IMPORTANCE OF COORDINATION
• It plays an important role in performance, efficiency and cost
effectiveness of health care organization.
• Effective coordination of staff leads to better clinical outcomes.
The quality of coordination determines the effectiveness of
organized efforts.
• Coordination reduces the conflicts among the people because of
understanding and helps to improve team spirit and morale

12.  •Coordination also makes the people to move equally for attaining
objectives and it increases the capability of the people to solve the
problems.
 • It facilitates the stability and growth of an organization.
 • It provides a framework for strategic decision making on issues of
common concern.
 • Coordination eliminates gaps and duplication of services in meeting the
needs of clients.
 • Coordination is an all-inclusive concept and the end result of
management process.

13. Elements of Coordination
 Balancing – To create a balance between the resources of different
departments and individuals.
 Timing – Timing means adjusting the time schedules of different
activities so that they support and reinforce each other.
 Integrating – Integrating is involving unification of the diverse interests
under the common purpose

14. Principles of Coordination
According to Mary Parker Follett, there are four principles for effective
coordination that can be applied for nursing services:
 Direct Personal
Cordinationn is best achieved through direct personal contact with
people concerned. Direct face-to-face communication is the most
effective way to convey ideas and information and to remove
misunderstanding.

15.  Early Beginning
Coordination can be achieved more easily in early stages of planning and policy-
making. Coordinated plans when put into operation are always successful.
 Reciprocity
This means that all factors in a given situation are interdependent and
interrelated. Coordination becomes easier when people appreciate the reciprocity
of relations.
 Continuity Coordination is an on-going or never-ending process rather than a
once-for-all activity.

16. TYPES OF COORDINATION
 On the Basis of Scope
• Internal: When the coordination is between the different units of an
organization within and is achieved by integrating the goals and activities
of different departments of the organization.
• External: It refers to coordination between an organization and its
external environment comprising government, community, customers,
investors, suppliers, competitors, research institutions, etc.

17.  On the Basis of Hierarchy
• Vertical: When the coordination is between different levels of the
organization and has to ensure that all the levels in the organization act in
harmony and in accordance with the goals and policies of the
organization.
• Horizontal or lateral: It refers to coordination between different
departments and other units at the same level of the management
hierarchy.

18. Barrier of Effective Coordination
 Loss of Ad hoc Communication
 Lack of Lack of Contact among Employees
 Time to Initiate Contact or Communication initiate contact
 Communication Differences or Preferences
 Lack of Trust
 Personal Work Style Differences
 Different Backgrounds of Members
 Not Realizing there is a Need to Communicate

19. Skills to Achieve Effective Coordination
 Sound Planning
 Effective Communication
 Effective Leadership and Supervision
 Proper Delegation
 Voluntary Coordination
 Evaluation Skills
 Coordination Through Committees
 Meetings