Planing

INTRODUCTION
Planning is as intellectual process of thinking
resorted to decide a course of action which
helps to achieve the pre-determined objectives
of the organization in future

DEFINITION
◦ Planning is deciding in advance what to do, when and how to do and
who is going to do it – Koontz and O'Donnell
◦ Planning is the selecting and relating the facts Making and using of
assumptions regarding the future visualization and formulation of
Proposed activities believed necessary to achieve the desired result
-Terry
◦ Planning is the thinking process, the organized foresight, the vision
based on fact and experience that is required for intelligent action
-Alford and Beatty

MEANING OF PLANNING
◦ It is concerned with the future and it is essentially look ahead
◦ It involves thinking and analysis of information
◦ It was a predetermined course of action
◦ It is concerned with the establishment of objectives to be attained in the future
◦ It is fundamentally a function of choosing after a careful study of alternative courses
◦ It involves decision making
◦ Its objectives or to achieve better results
◦ It is a continuous and integrated process

MISSION OF PLANNING
Lead to success in
achieving goals
Provides meaning to
effective use of available
resources such as
personnel and facilities in
the organisation
Help to cope with
situation crisis
Ensures effective control
leading to cost
effectiveness
Helps to discover
the need for change

PHILOSOPHY OF PLANING
◦
Planning set guidelines and constraints for
the behavior of the firm
Planning requires flexibility energy and
specificity
Planning is essential; a Manager must be
able to overcome barriers that impede
planning
Planning must be done by Hierarchical order
and must be congruent in its flow

OBJECTIVES OF PLANNING
The essential objectives can be described as follows:
To bring about unity and uniformity in the working of an organization
To active coordination in power and efforts of employees working in an
organization
To direct human power toward collective interest
To curtain the cost/ expenses of an organisation
To bring about a certain meeting the functions by formulating plans

IMPORTANCE OF PLANNING
◦ Planning is an important and basic function of management
◦ Help in coordination – co-ordination is obtained by the
management through planning, published policies, programs
and procedures
◦ Orderly procedure is possible through planning
◦ Planning eliminate or reduce the chances of uncertainty
◦ Planning avoid overlapping of activities
◦ Planning helps to set standards and targets
◦ Planning give direction to an organization

IMPORTANCE OF PLANNING
◦ Planning eliminates duplication of effort
◦ Planning concentrates resources on important services
◦ Planning improve communication with patients ships
◦ Planning and shows the best utilization of resources and
economy of performance
◦ Planning is a continuous process
◦ Planning helps in decision making
◦ Planning reduces the cost of performance
◦ Effective utilization of resources – planning involves deciding in
advance of the business activities

COMPONENTS
OF PLANING
Objectives
Policies
Procedures
Programmes
Budgets

PLANING LEVELS IN MANAGEMENT
It is often called policy planning and is
concerned with broad general direction of
the program, i.e, Setting the framework of
intent and philosophy within which the
program will proceed, Relating the
program to the product planning of the
community in which the program will
function,
Eg: the state level planning at
the Directorate or secretariat of states of
union
It is concerned with the overall
implementation of the policies developed
and mobilization and coordination of the
personnel and material available in the
administrative unit for the effective action
of the service.
for eg, medical Superintendents in major
hospitals or surgeons in district hospitals or
medical superintendent in Primary Health
centers are responsible for administrative
planning
It is concerned with the actual delivery of
the services to the community.
For eg: nursing personnel at all levels plan
to deliver proper services to the
community either in hospital or community

STRATEGIC PLANNING:
1. In strategic planning, management
develops a mission and long- term
objectives and determines in advance how
they will be accomplished.
2. Undertaken by top level management
3. Providing detailed analysis of strength,
weakness, opportunity & threat (SWOT) of
an organizations both internal and external
environments
4. Developing philosophy and formulation of
objectives
5. Allocating resources on the basis of priority
6. Evaluating activities to increase efficiency
7. Providing proper direction to avoid
duplication of services
OPERATIONAL PLANING
1. In operational planning, management sets
short-term objectives and determines in
advance how they will be accomplished.
2. Planing for a few months to a financial
year
3. Planing on budgeting details and provision
of short- range goods; this should be
achieved within the given period
4. Extensional aspects of long range plan can
sometimes apply to our nursing situation

NATURE OR CHARACTERISTICS OF PLANNING
1. Focus on objectives.
2. It is an intellectual process.
3. Planning is a selective process.
4. Planning is pervasive.
5. Planning is an integrated process.
6. Planning is directed towards efficiency.
7. Planning is flexible.
8. First function in the process of management.
9. It is a decision-making process.
10. It is a continuous process.

ESSENTIALS OF GOOD PLAN
According to I.F.Urwick, essentials of a good plan are as follows:
1. It should be based on a clearly-defined objective.
2. It must be simple.
3. It should be rationale & appropriate.
4. It should be comprehensive.
5. It should provide for a proper analysis and classification of actions.
6. It must be flexible.
7. It must be balanced.
8. It must use all available resources and opportunities to the utmost before creating new authorities and new resources.
9. It should be free from social and psychological biases of the planners as well as of subordinates.
10. There should be proper co-ordination among short-term and long-term plans.

Planning Process
1. Awareness of
opportunities and
problems.
2. Collecting and
analyzing information.
3. Determination of
objectives.
4. Determining planning
premises and
constraints.
5. Finding out the
alternative courses of
action.
6. Evaluation of
alternatives and
selection.
7. Determining
secondary plans.
9. Providing for follow-
up and future
evaluation.

STEPS IN PLANNING
Step 6-
EVALUATE-
Step 5- WORK
THE PLAN-
step 4- CREATE
THE
PLANNING-
Step 3-
CONSIDER
ALTERNATIVE-
Step 2-
IDENTIFY
RESOURCES-
Step 1- DEFINE
THE TASK-

LIMITATIONS OF PLANNING
Limitation of forecasts
Time consuming & Costly
Lack of accurate information
Peoples Resistance to change
Limited scope of specific organization
Influence of external factors
Failure of planners
Lock of ability to plans
False sense of security
Environmental constraints
Inflexibility & Unsuitability

1.Minimizes
future
uncertainties
Tackle
increasing
complexity in
modern
business
Helps in
coordination
Better
utilization of
resources
Helps in
exercising
effective control
Helps in
achieving the
objectives
Facilitates unity
of action
Helps in
avoiding
business
failures
Improves
competitive
strength
Focuses
attention on the
organizational
goals Improves
adaptability
Guides decision
making
Improves
competitive
strength

CLASSIFICATION OF PLANNING
• (i) Long Range Planning,
• (ii) Medium Range
Planning and
• (iii) Short Range
Planning.
•(i) Company wise or Master
Plan and
•(ii) Functional or
Departmental Plan for each
department like production,
finance, marketing, human
resources etc.
• (i) Strategic plans,
• (ii) Administrative
plans and
• (iii) Operational
plans.
• (i) Standing
plan and
• (ii) Single
use plans. Based on
repetitiven
ess of
operations
Based
on
manager
ial levels
Based
upon
time
Based
on
scope,

PLANNING
METHODS
I. Standing or repeated-use
plans
1. Objectives.
2. Policies.
3. Procedures.
4. Methods.
5. Rules.
6. Strategies.
II. Single-use
plans
1. Programmes.
2. Budgets

◦ ORGANIZING is the process of establishing formal authority Involves setting up the
organizational structure through identification of groupings, roles and relationships
a. Determines staff needed through developing and maintaining staffing patterns
and distributes them in the various areas as needed
b. Develops job descriptions by defining the qualifications and functions of
personnel
1. Organizing is one way which nursing management coordinates the various activities
of a department or a unit so that the staff can get its work done in an orderly fashion
2. Organizing means having qualified people and the right materials, information and
equipment needed to deal with contingencies

DEFINITION
◦ Organizing is the process of arranging and allocating work, authority, and resources among an
organization’s members so that they can achieve organizational goal.
- Stoner, Freeman and Gilbert
PROCESS OF
ORGANIZING
Division of
Work
Grouping of
Work
Delegation of
Authority
Coordination
of Work

PRINCIPLES OF ORGANIZATION:
 Communication: effective and open communication in all forms;
thread that binds the organization together and
Directions of communication are
 Downward Upward
 Lateral/Horizontal
 Grapevine
 Unity of Command
 Span of Control
 Delegation of authority
 Similar Assignments (Specialization)
 Unity of Purpose
 Efficiency
 Coordination
 Responsibility
 Scalar Chain
 Continuity
Communication
Unity of Command
Span of Control
Delegation of
authority
Similar
Assignments
Unity of Purpose

ORGANIZATIONAL DESIGN
Organizational design is a formal, guided
process for integrating the people, information
and technology of an organization.
PRINCIPLES
OF
ORGANIZATIONAL
DESIGN
Division of labour
Unity of command
Authority and
responsibility
Span of Control
Contingency Factors

ELEMENTS
OF
ORGANIZING
Organizational
Structure
Staffing
Scheduling
Developing job
descriptions

ORGANIZATIONAL STRUCTURE
◦ The organizational structure refers to the
process by which a group is formed its
channel of authority, span of control and
lines of communication.
◦ It is the formal structure, the official
arrangement of positions or working
relationships that will coordinate efforts of
workers of diverse interest and abilities
IMPORTANCE OF ORGANIZATIONAL
STRUCTURE
It
enables
members
what
their
responsibilities
are
so
that
they
may
carry
them
out
It
frees
the
manager
and
the
individual
workers
to
concentrate
on
their
respective
roles
and
responsibilities
It
coordinates
all
organization
activities
so
there
is
minimal
duplication
of
effort
or
conflict.
Avoids
overlapping
of
function
because
it
pinpoints
responsibilities
Shows
to
whom
and
for
whom
they
are
responsible

PURPOSES
◦ Divides work to be done in specific jobs & dept.
◦ Assigns tasks and responsibilities associated with individual jobs.
◦ Coordinates diverse organizational tasks.
◦ Establishes relationship b/w individuals, groups and departments.
◦ Establishes formal lines of authority.
◦ Allocates organizational resources.
◦ Clusters jobs into units.

ORGANIZATIONAL RELATIONSHIP
•Formal structure, through departmentalization and work division, provides a framework
for defining managerial authority, responsibility and accountability
•Formal Structure
•Should not be flexible
•Channeled individual and group efforts
•Well defined jobs
•Definite authority / responsibility
•represents by uninterrupted lines between units, showing who reports to whom.
FORMAL RELATIONS
•Informal structure is generally social, with blurred or shifting lines of authority and accountability.
•It also has its own channels of communication, which may distribute information more broadly and
rapidly than the formal communication system.
• Informal Structure
•flexible
•Loosely organized
• ill defined
•communication networks (“grapevine”)
•Spontaneous
•represented by a broken or dotted line, where power relationships are coordinated
INFORMAL RELATIONS -

PATTERNS OF ORGANIZATIONAL STRUCTURE
TALL OR
CENTRALIZED
STRUCTURE
FLAT OR
DECENTRALIZED
STRUCTURES

Tall Or Centralized Structure
◦ Large, complex organizations often require a taller hierarchy.
◦ In its simplest form, a tall structure results in one long chain of command similar to the military.
◦ As an organization grows, the number of management levels increases and the structure grows taller.
In a tall structure, managers form many ranks and each has a small area of control.
◦ Responsible for only a few subordinates,
so there is a narrow span of control Because
of the vertical nature of the structure, there
are many levels of communication

Tall Or Centralized Structure
Advantage;
◦ 1. The quality of performance will improve due to
close supervision.
◦ 2. Discipline will improve.
◦ 3. Superior - Subordinate relations will improve.
◦ 4. Control and Supervision will become easy and
convenient.
◦ 5. The manager gets more time to plan and
organise the future activities.
◦ 6. The efforts of subordinates can be easily
coordinated.
◦ 7. Tall Organisation encourages development of
staff.
◦ 8. There is mutual trust between superior and
subordinates
Disadvantage
◦ 1. Tall Organisation creates many levels of
management.
◦ 2. There are many delays and distortion in
communication.
◦ 3. Decisions and actions are delayed.
◦ 4. It is very costly because there are many managers.
The managers are paid high salaries.
◦ 5. It is difficult to coordinate the activities of different
levels.
◦ 6. There is strict supervision. So the subordinates do
not have any freedom.
◦ 7. Tall Organisation is not suitable for routine and
standardised jobs.
◦ 8. Here, managers may became more dominating.
◦ .

Flat or Decentralized Structures
1. Flat structures have fewer management levels, with each level controlling a broad area or group.
2. Flat organizations focus on empowering employees rather than adhering to the chain of command.
3. By encouraging autonomy and self-direction, flat structures attempt to tap into employees’ creative
talents and to solve problems by collaboration.
4. Refers to an organizational structure with few or no levels of intervention between management and
staff.

Flat or Decentralized Structures
ADVANTAGES
1. Flat Organization is less costly because it has
only few managers.
2. It creates fewer levels of management.
3. Quick decisions and actions can be taken
because it has only a few levels of management.
4. Fast and clear communication is possible among
these few levels of management.
5. Subordinates are free from close and strict
supervision and control.
6. It is more suitable for routine and standardized
activities.
7. Superiors may not be too dominating because of
large numbers of subordinates.
8. The principle of “shared governance” produces
maximum potential for professional growth
DISADVANTAGES
1. There are chances of loose control because there
are many subordinates under one manager.
2. The discipline in the organization may be bad due
to loose control.
3. The relations between the superiors and
subordinates may be bad. Close and informal
relations may not be possible.
4. There may be problems of team work because
there are many subordinates under one manager.
5. Flat organization structure may create problems of
coordination between various subordinates.
6. Efficient and experienced superiors are required to
manage a large number of subordinates.
7. It may not be suitable for complex activities.
8. The quality of performance may be bad

TYPES OF
ORGANIZATION
1.Nature of Authority Line Organization- each position has
general authority over the lower positions in the hierarchy. (also
known as Bureaucratic/Pyramidal)
Informal Organization- refers to horizontal relationship rather
than vertical.(Flat or horizontal organization)
Staff Organization- purely advisory to the line structure with no
authority to put recommendations into action.
Functional Organization – each unit is responsible for a given
part of the organization’s workload.
1.Line Organization/ Bureaucratic/ Pyramidal
• Shows that each position has general authority over the lower
position of the hierarchy.
• ARA and power are concentrated at the top.
Flat Organization
• refers to an organizational structure with few or no levels of
intervention between management and staff.
Staff Organization
• purely advisory to the line structure with no authority to place
recommendations into action.
Functional Organization
• permits a specialist to aid line position within a limited and
clearly defined scope authority.

ORGANIZATIONAL CHART
◦ Organizational chart is a usual way of describing a formal organization by means of a
chart. The chart shows the flow of authority , responsibility and communication among
various departments that are located at different levels of the hierarchy
◦ Organizational chart is a line drawing that shows how the parts of an organization are
linked.
◦ The organization chart establishes the following:
Formal lines of
authority—the
official power to
act
Responsibility
—the duty or
assignment
Accountability
—the moral
responsibility

ORGANIZATIONAL CONCEPTS
◦ 1. AUTHORITY is defined as the official power to act. It is power
given by the organization to direct the work of others. Example:
A manager may have the authority to hire, fire, or discipline
others.
◦ 2. A RESPONSIBILITY is a duty or an assignment. It is the
implementation of a job. For example, a responsibility common
to many charge nurses is establishing the unit’s daily patient
care assignment
◦ 3. DELEGATION is the process of assigning duties or
responsibilities along with corresponding authority to another
person. Authority must be delegated with the responsibility.
◦ 4. ACCOUNTABILITY means that individuals agree to be
morally responsible for the consequences of their actions.
Example: A nurse who reports a medication error is being
accountable for the responsibilities inherent in the position.
1. AUTHORITY
2. RESPONSIBILITY
3. DELEGATION
4.
ACCOUNTABILITY

CHARACTERISTICS OF AN ORGANIZATIONAL CHART
◦ DIVISION OF LABOR/WORK Subdivision of work into separate jobs assigned to
different people Potentially increases work efficiency Necessary as company grows
and work becomes more complex
◦ CHAIN OF COMMAND It is a formal line of authority and communication within the
organization and the structure. demonstrates who formally reports to whom within the
organization. The vertical lines in the chart represent chain of command.
◦ UNITY OF COMMAND The concept of unity of command is that each person on the
organization chart has one manager or one boss.
◦ SPAN OF CONTROL Span of control means the number of individuals a person is
responsible for managing. A wide span of control indicates that many people are
reporting to a manager, and a narrow span of control indicates that only a few people
are reporting to the manager.
◦ AUTHORITY The rights inherent in a managerial position to tell people what to do
and expect them to do it.
DIVISION OF
LABOR/WORK
CHAIN OF
COMMAND
UNITY OF
COMMAND
SPAN OF
CONTROL
AUTHORITY

TYPES OF ORGANIZATIONAL CHARTS
◦ 1. Vertical charts
◦ It shows high-level management at the top with
formal lines of authority down the hierarchy,
are most common.
2. A left-to-right (horizontal) charts:
It shows the high-level management at the left with
lower positions to the right. Shows relative length
of formal lines of authority, helps simplify
understanding the lines of authority and
responsibility.

◦ 3. Circular charts
◦ It shows the high-level management in the centre with successive positions in circles. It shows the
outward flow of formal authority from the high-level management. It reduces status implications.

ADVANTAGES OF AN ORGANIZATIONAL CHART:
◦ 1. It provides a quick visual illustration of the organizational structure.
◦ 2. It provides help in organizational planning.
◦ 3. It shows lines of formal authority, responsibility and accountability.
◦ 4. It clarifies who supervises whom and to whom one is responsible.
◦ 5. It emphasizes the important aspect of each position.
◦ 6. It facilitates management development and training.
◦ 7. It is used to evaluate strengths and weakness of current structure.
◦ 8. It provides starting points for planning organizational changes.
◦ 9. It describes channels of communication.
DISADVANTAGES:
◦ 1. Charts become outdated quickly.
◦ 2. Does not show informal relationship.
◦ 3. Does not show duties and responsibilities.
◦ 4. Poorly prepared charts might create misleading effects.

STANDARDS FOR EVALUATING THE EFFECTIVENESS OF
HIERARCHICAL ORGANIZATION STANDARDS
◦ 1. Line authority relationships are clearly delineated and defined by the
organizational and/or functional charts and policies;
◦ 2. Staff authority relationships are clearly delineated and defined by the
organizational and /or functional charts and policies;
◦ 3. Functional authority relations are clearly delineated and defined by the
organizational and /or functional charts and policies;
◦ 4. Staff personnel consult with, advise and provide counsel to line personnel;
◦ 5. Service personnel functions are clearly understood by line and staff
personnel;
◦

DEFINITION
◦ According to American Nurses Association: Delegation is defined as: “The transfer of responsibility for
the performance of an activity from individual to another while retaining accountability for the
outcome".
◦ Delegation is a process by which the manager assigns a specific tasks or duties to workers with
appropriate authority to perform the job
◦ Delegation is one of the most important method od organizing as well as a skill required of a manager
Assignment of duties and tasks:
Grant of authority, power, right or permission
Creation of obligation or accountability

RIGHTS OF DELEGATION
Right task
Right circumstances
Right person
Right directions and
communication
Right supervision and evaluation
PRINCIPLES OF DELEGATION
1.Authority and responsibility should be
co-extensive
2.Responsibility cannot be delegated
3.Dual subordination should be avoided
4.Delegation by result expected
5.Scalar principle
6.Avoidance of organizational gaps
7.Two – way free flow of information
8.Authority level principle

Define the
task
Determine
the task
Reach an
agreement
Monitor
performance
Provide
feedback PROCESS
OF
DELEGATION
FORMAL DELEGATION:
Exercise of authority
defined by an
organizational role
FIMAK DELEGATION:
Downward delegation.
extent of the acceptance
and respect for formal
authority
TYPES OF DELEGATION
INFORMAL DELEGATION: is
accepted, when there is
problem in the exercise of
formal authority

STRATEGIES FOR EFFECTIVE DELEGATION
Plan ahead
Identify necessary skill and levels
Select most capable person
Communicate goal clearly
Empower the delegate
Set deadlines and
monitor progress
Model the role:
provide guidance
Evaluate performance
Reward accomplishment

• Delegation permits the subordinates to enlarge their jobs , to broaden their understanding and to
develop their capacity
• Delegation raises subordinates position in stature and importance and increases their job
satisfaction
• Improved Quality of Work
• Personal benefits
• Delegation serves as a vehicle of coordination. Various levels of organization are used
appropriately.
• Managers lack the motivation or knowledge to delegate effectively
• Many managers believe that "if you want it done right, you have to do it yourself”
• Lack of trust in subordinates, fear of being seen as lazy, reluctance to take risks, and fear of
competition from subordinates.
• Improper delegation can cause a host of problems, primary of which is an incorrectly completed
task, which may hurt the overall productivity of the organization.

BARRIER TO EFFECTIVE DELEGATION
◦ The belief that “I can do it better myself”
◦ Lack of confidence and trust in workers
◦ Low self confidence & insecurity
◦ Vague job description
◦ Inadequate training
◦ Lack of adequate recruitment and selection
◦ Time involved in explaining the task.
◦ Reluctance to take the risks involved in depending on others.
◦ Fear of loss of power
◦ Subordinate resistance to delegation
◦ Failure of the delegator to see the subordinates perspectives
◦ Workload assigned are highly challenging both physically and mentally
◦ Belief of employees that they are incapable of completing the delegated task.
◦ Inherent resistance to authority due to over delegation
COMMON
DELEGATION
ERRORS
Under
delegating
Over
delegating
Improperly
delegating

Common
Delegation
Mistakes
Strategic
Mistakes :
• Competing
resources
• Right
task/wrong
person
• Right
person/wrong
task
Implementing
Mistakes :
• Inadequate
authority
• Inadequate
control
• Insufficient
information
Monitoring
Mistakes :
• Too little or too
much
structure/control
• Taking back
initiative

HOW ONE SHOULD DELEGATE
◦ • Deciding what to delegate
◦ • Select capable, willing people to carry out jobs
◦ • Delegate complete jobs
◦ • Explain why the job is done, and what results are
expected
◦ • Then let go!
◦ • Give help and coach when requested
◦ • Accept only finished work
◦ • Give credit when a job has been successfully
completed
WHY PEOPLE DO NOT DELEGATE
◦ Lack of time perfectionism
◦ Fear of mistakes
◦ Fear of surrendering authority
◦ Fear of becoming invisible
◦ Belief that staff 'are not up to the job

◦ Participative (or participatory) management, otherwise known as
employee involvement or participative decision making, encourages
the involvement of stakeholders at all levels of an organization in the
analysis of problems, development of strategies, and implementation
of solutions.
◦ Employees are invited to share in the decision-making process of the
firm by participating in activities such as setting goals, determining
work schedules, and making suggestions.

FEATURES OF
PARTICIPATIVE
MANAGEMENT
Ethical Dimensions
Proper Channel of
Communication
Empowers Employees
Recognition of
Human Dignity
Psychologic
al
Satisfaction
to
Employees

REQUIREMENTS OF PARTICIPATIVE MANAGEMENT
The participative management to work, several issues must be resolved and several
requirements must be met they are…
◦ First, managers must be willing to relinquish some control to their workers; managers must
feel secure in their position in order for participation to be successful.
◦ The success of participative management depends on careful planning and a slow, phased
approach.
◦ Changing employees ideas about management takes time, as does any successful attempt at
a total cultural change from a democratic or autocratic style of management to a participative
style.

ADVANTAGES
• Increase in Productivity
• Job Satisfaction
• Motivation
• Improved Quality
• Reduced Costs:
DISADVANTAGES
• Decision making slows down
• Security Issue

CONCLUSION
Participative Management is a universally recognized concept but still most
organizations hesitate to adopt it. Through this style of management contain
both the parties, employer and employees, are satisfied. It brings management
and employees closer and thus, should be adopted open heartedly.
CONCERNS
• Participative management is not a magic cure for all that ails an
organization. Managers should carefully weigh the pros and the cons
before implementing this style of management.
• Managers must realize that changes will not take effect overnight and will
require consistency and patience before employees will begin to see that
management is serious about employee involvement.

HUMAN RESOURCE
MANAGEMENT- STAFFING

MEANING AND DEFINITION
Human Resource Management is also a function of management, concerned
with hiring, motivating and maintaining people in an organisation. It focuses on
people in the organisation.
DEFINITION
Human Resource Management is the planning, organizing, directing and
controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that
individual, organizational, and social objectives are accomplished

OBJECTIVES OF HRM
1. To help the organization reach its goal
2. To employ the skills and abilities of the workforce efficiently
3. To provide the organization with well trained & well motivated employees
4. To increase employees job satisfaction and self actualization (stimulate employees to
realize their potential)
5. To develop & maintain a quality of work life.
6. To communicate HR policies to all employees.
7. To be ethically & socially responsive to the needs of the society(ensuring compliance with
legal & ethical standards)
8. To provide an opportunity for expression & voice in management
9. To provide fair, acceptable & efficient leadership
10. To establish sound organizational structure & desirable working relationships.

◦ It is concerned with the Human resources of the enterprise.
◦ It is concerned with acquiring, developing, utilizing, and
maintaining human resources.
◦ It is a process of matching jobs with individuals to ensure right
man for the right job.
Definition:
According to Koontz and O’ Donnel “The managerial functions of
staffing involves manning the organizational structure through proper
and effective selection, appraisal and development of personnel to fill
the roles designed in to the structure”

PHILOSOPHY
Nursing administrators believe that
1.It is possible to match employees knowledge and skill to patient care needs in a manner that
optimizes job satisfaction and care quality.
2.The technical and humanistic care needs of critically ill patients are so complex that all aspects
of that care should be provided by professional nurse
3.The health teaching and rehabilitation needs of chronically ill patients are so complex that direct
care for chronically ill patients should be provided by professional and technical nurses.
4.That patient assignment , work quantification and job analysis should be used to determine the
number of personal in each category to be assigned to care for patients of each type
5.That a master staffing plan and policies to implement the plan in all units should be developed
centrally by nursing heads and staff of the hospital
6.Staffing plan should be administered at the unit level by the head nurse so that selected plan
details such as shift start time, number of staff assigned on holidays

MISSION
1. To ensure maximum utilization of human resources.
2. To discover & obtain competent personnel for various
jobs.
3. To ensure the continuity & growth of the enterprise
through adequate staffing.
4. To be able to meet crisis/emergency situations.
5. To deliver good quality of care & attain job & patient
satisfaction
6. To improve job satisfaction & morale of the
employees through objective assessment.
IMPORTANCE OF STAFFING
Utilization of resources efficiently
Makes stronger organization
Efficient Human Resources
Organizational performance
Managerial functions
Achieve the objectives

OBJECTIVE
To ensure availability of competent and dedicated workforce in the organization.
• To recruit, select and appoint right person to the right job.
• To develop and incorporate strategy regarding human resource in relation to organization strategic plan.
• To identify, develop and introduce training and development activities.
• To build climate of coordination, better communication, trust, belonging and cooperation among all members.
• To evaluate performance and motivate employees providing both intrinsic and extrinsic reward.
• To maintain better human and industrial relation.
• The societal objectives are socially and ethically responsible for the needs and the challenges of society.
• The organizational objectives recognize the role of human resource management in bringing about organizational
effectiveness.
• Functional objectives try to maintain the department’s contribution at a level appropriate to the organizations needs.
• Personal objectives assist employees in achieving their personal goals, at least insofar as these goals enhance the
individual’s contribution to the organization.

STEPS IN STAFFING
1.Manpower Planning
1.Recruitment
1.Selection
1.Placement &
Orientation
1.Training
1.Performance appraisal
1.Promotions
1.Compensation

Manpower Planning is
essentially the process of getting
the number of qualified
employees and seek to place the
right employees in the right job
at the right time, so that an
organisation can meet its
objectives.

MANPOWER PLANNING
◦ Manpower Planning or Human Resource Planning is a forward looking function.
MANPOWER
PLANNING
Qualitative Analysis (Job
Analysis): Job analysis is a
study of job content to
determine human requirements
1.Job Description: is the study of
the job duties and
responsibilities to determine
human abilities required for
execution
ii. Job Specification: is the study
of the minimum acceptable
human qualities necessary to
perform a job properly
1.Quantitative Analysis It means
to ensure a fair number of
personnel in each department
and at each level
1.Manpower Planning
Forecasting and determination
of the manpower requirements
of the organization.

IMPORTANCE OF MAN POWER PLANING
◦ It is the first step towards manpower management.
◦ It refers to the process of using available assets for the implementation
of the business plans.
◦ It also involves the process of coordinating and controlling various
activities in the organization.
◦ Efficient utilization & skilled labor.
◦ Higher productivity.

OBJECTIVES OF HUMAN RESOURCE PLANING
1.Provide Information: The information obtained through HRP is highly important for identifying
surplus and unutilized human resources. It also renders a comprehensive skill inventory, which
facilitates decision making, like, in promotions. In this way HRP provides information which can be
used for other management functions.
2. Effective Utilization of Human Resource: Planning for human resources is the main
responsibility of management to ensure effective utilization of present and future manpower.
Manpower planning is complementary to organisation planning.
3. Economic Development: At the national level, manpower planning is required for economic
development. It is particularly helpful in the creating employment in educational reforms and in
geographical mobility of talent.
4. Determine Manpower Gap: Manpower planning examine the gaps in existing manpower so
that suitable training Programmes may be developed for building specific skills, required in future.
5. To Forecast Human Resource Requirements' to determine the future human resource
needed in an organisation. In the absence of such a plan, it would be difficult to have the services
of the right kind of people at the right time.
6. Analyze Current Workforce volunteers to assist in analyzing the competency of present
workforce. It determines the current workforce strengths and abilities.
7. Effective Management of Change: Proper HR planning aims at coping with severed changes
in market conditions, technology products and government regulations in an effective way. These
changes call for continuous allocation or reallocation of skills evidently in the absence of planning
there might be underutilization of human resource.
8. Realizing Organizational Goals' helps the organisation in its effectively meeting the needs of
expansion, diversification and other growth strategies.
Provide
Information
Effective Utilization
of Human Resource
Economic
Development
Determine
Manpower Gap:
To Forecast Human
Resource Requirements
Analyze Current
Workforce
Effective Management
of Change
Realizing
Organizational Goals'

RECRUITMENT
Right people
for the right
job are
procured.

RECRUITMENT
◦ According to Flippo
“Recruitment is the process of attracting potential employees and
stimulating them to apply for the jobs in the organization.”
◦ Certain influences, however, restrain a firm while choosing a recruiting
source such as:
Poor image Unattractive
job
Conservativ
e internal
policies
Limited
budgetary
support
Restrictive
policies of
government

INTENTION AND IMPORTANCE OF RECRUITMENT
◦ Recruiting the right candidate who will work for the given period of time and exit the
institution if the performance was not good
◦ Selecting candidates based on the social and legal obligation framed by the
organisation
◦ Selecting a competent candidate from the pool of candidates
◦ Identify the competency status of different recruiting sources and procedures to find
the to find the right candidate
◦ Helping in the prevention of overlapping of highly qualified candidates with those with
below par qualification
◦ Enabling to analyze the need for the recruitment of a group of candidate at lower
expenditure for future requirement
◦ Achieving goals in short and long-term by recruiting write number of candidates

FACTORS DETERMINING RECRUITMENT
◦
Size of the business
Employment conditions in the locality of
recruitment
The past recruiting policy of
the organisation in retaining good
workers
Cost of recruitment
The rate of growth of the organisation
Working environment and compensation
package

THE SOURCES OF RECRUITMENT
INTERNAL SOURCES
•Transfers
•Promotions
•Employee referrals
•Lay-off
•Circulars
•Notification
•Extension of services
•Informal Search
EXTERNAL SOURCES
Factory gate hiring
Unsolicited applicants
Job portals (monster.com, naukri.com)
University or institute campus
Public Employment exchange
Labour contractors
Head hunters
Internships
Employment Agencies/ Consultancies
Poaching / Raiding
E-Recruitment
Internships
Outsourcing
Walk-in Interviews
Advertisement
Tele recruiting

ALTERNATIVES TO RECRUITING
1. Overtime: Short term fluctuations in work volume could best be solved through overtime. The employer benefits because the costs
of recruitment, selection and training could be avoided. The employee benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than optimal performance. Employees may slow down their pace of
work during normal working hours in order to earn overtime daily. In course of time, overtime payments become quite routine and if,
for any reason, these payments do not accrue regularly, employees become resentful and disgruntled.
2. Subcontracting: To meet a sudden increase in demand for its products and services, the firm may sometimes go for subcontracting
– instead of expanding capacities immediately. Expansion becomes a reality only when the firm experiences increased demand for
its products for a specified period of time. Meanwhile, the firm can meet increased demand by allowing an outside specialist agency
to undertake part of the work, to mutual advantage.
3. Temporary employees: Employees hired for a limited time to perform a specific job are called temporary employees. They are
particularly useful in meeting short term human resource needs. A short term increase in demand could be met by hiring temporary
hands from agencies specializing in providing such services. It’s a big business idea in United States these days ($3-$4 billion
industry). In this case the firm can avoid the expenses of recruitment and the painful effects of absenteeism, labor turnover, etc. It
can also avoid fringe benefits associated with regular employment. However, temporary workers do not remain loyal to the
company; they may take more time to adjust and their inexperience may come in the way of maintaining high quality.
4. Employee leasing: Hiring permanent employees of another company who possess certain specialized skills on lease basis to meet
short-term requirements – although not popular in India – is another recruiting practice followed by firms in developed countries. In
this case, individuals work for the leasing firm as per the leasing agreement/arrangement. Such an arrangement is beneficial to
small firms because it avoids expense and problems of personnel administration.
5. Outsourcing: Any activity in which a firm lacks internal expertise and requires on unbiased opinion can be outsourced. Many
businesses have started looking at outsourcing activities relating to recruitment, training, payroll processing, surveys, benchmark
studies, statutory compliance etc., more closely, because they do not have the time or expertise to deal with the situation. HR heads
are no longer keeping activities like resume management and candidate sourcing in their daily scrutiny. This function is more
commonly outsourced when firms are in seasonal business and have cyclical stuffing needs
Overtime
Subcontracting
Temporary
employees
Employee
leasing
Outsourcing:

INTERNAL METHOD
◦ Promotions and transfers: Promotion is the movement of an employee
from a lower level position to a higher level position with increase in salary
Transfer, on the other hand, is a lateral movement within the same
grade, from one job to another.
◦ Job posting: It is a method of publicizing job openings on bulletin boards,
electronic media and similar outlets by a company.
◦ Employee referrals: It is a kind of recommendation from a current
employee regarding a job applicant.
◦ Lay-off : Lay-off refers to the temporary separation of employee from the
organization .Recalling the lay off candidates to fill the vacant position

INTERNAL RECRUITMENT
Merits
Economical: The cost of recruiting internal candidates is minimal.
No expenses are incurred on advertising.
Suitable: The organization can pick the right candidates having
the requisite skills. The candidates can choose a right vacancy
where their talents can be fully utilized.
Reliable: The organization has knowledge about the suitability of
a candidate for a position. ‘Known devils are better than
unknown angels!
Satisfying: A policy of preferring people from within offers regular
promotional avenues for employees. It motivates them to work
hard and earn promotions. They will work with loyalty,
commitment and enthusiasm.
Demerits
Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
Time consuming: It takes time to advertise, screen, to test and to
select suitable employees. Where suitable ones are not
available, the process has to be repeated.
Demotivating: Existing employees who have put in considerable
service may resist the process of filling up vacancies from
outside. The feeling that their services have not been recognized
by the organization, forces them to work with less enthusiasm
and motivation.
Uncertainty: There is no guarantee that the organization ,
ultimately, will be able to hire the services of suitable candidates.
It may end up hiring someone who does not ‘fit’ and who may not
be able to adjust in the new set-up.

EXTERNAL RECRUITMENT
1.Wide choice: The organization has the
freedom to select candidates from a large pool.
Persons with requisite qualifications could be
picked up.
2.Injection of fresh blood: People with special
skills and knowledge could be hired to stir up
the existing employees and pave the way for
innovative ways of working.
3.Motivational force: It helps in motivating
internal employees to work hard and compete
with external candidates while seeking career
growth. Such a competitive atmosphere would
help an employee to work to the best of his
abilities.
4.Long term benefits: Talented people could join
the ranks, new ideas could find meaningful
expression, a competitive atmosphere would
compel people to give of their best and earn
rewards, etc.
Merits
Expensive: Hiring costs could go up substantially.
Tapping multifarious sources of recruitment is not an
easy task, either.
Time consuming: It takes time to advertise, screen,
to test and to select suitable employees. Where
suitable ones are not available, the process has to
be repeated.
Demotivating: Existing employees who have put in
considerable service may resist the process of filling
up vacancies from outside. The feeling that their
services have not been recognized by the
organization, forces them to work with less
enthusiasm and motivation.
Uncertainty: There is no guarantee that the
organization, ultimately, will be able to hire the
services of suitable candidates. It may end up hiring
someone who does not ‘fit’ and who may not be able
to adjust in the new set-up.
Demerits

METHOD OF TECHNIQUE OF RECRUITMENT
Direct method
•Travelling directly to the
educational institutions
•Employees contact with
public
•exhibits
Indirect method
Advertisement in newspaper
Radio
Professional journals
magazines
Third party method
Private employment agencies
Schools, colleges and and professional institutions
Employee referrals
Trade unions
Unconsolidated applications
Trade unions
Casual labor

RECRUITMENT POLICY
◦ To give each employee and treatment in the continuous growth of his skill
and talents
◦ To ascertain each employee of the organisation, concern her employment
objective and personal goals
◦ To follow on advancement of the employees
◦ To introduce the employees to his superior
◦ To maintain records
◦ To carry on final interviews
◦ Keep an eye on the letter and spirit of the concerned public policy on hiring
◦ To furnish individual employees with the maximum employment protection,
preventing lay-off or loss time

SELECTION
Selection is the
process of picking
individuals who have
relevant qualifications
to fill jobs in an
organization.

◦ Selection is much more than just choosing the best candidate. It
is an attempt to strike a happy balance between what the
applicant can and wants to do and what the organization requires
◦ According to Weihirch and Koontz,

Reception A warm, friendly and courteous reception is extended to candidates with a view to create a
favorable impression. Employment possibilities are also communicated honestly and clearly
Screening interview The HR department tries to screen out the obvious misfits through this courtesy
interview. A prescribed application form is given to candidates who are found to be suitable.
 Application blank It is a printed form completed by job aspirants detailing their educational background,
previous work history and certain personal data.
◦
◦
◦
◦
◦
◦
◦
◦

SELECTION TESTING
1. A test is a standardized, objective measure of a sample of behavior.
2. Selection tests are increasingly used by companies these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
◦ Intelligence tests: They measure a candidate’s learning ability and also the ability to understand instructions
and make judgements. They do not measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
◦ Aptitude tests: They measure a candidate’s potential to learn clerical, mechanical and mathematical skills.
Since they do not measure a candidate's on the job motivation, they are generally administered in
combination with other tests.
◦ Achievement tests: These are designed to measure what the applicant can do on the job currently, ir.,
whether the testee actually knows what he or she claims to know.
◦ Simulation tests: Simulation exercise is a test which duplicates many of the activities and problems an
employee faces while at work.
◦ Personality tests: They measure basic aspects of a candidate's personality such as motivation, emotional
balance, self confidence, interpersonal behavior, introversion etc.
◦ Projective tests: These tests expect the candidates to interpret problems or situations based on their own motives,
attitudes, values etc (interpreting a picture, reacting to a situation etc)
◦ Interest tests: These are meant to find how a person in tests compares with the interests of successful people in a specific
job. These tests show the areas of work in which a person is most interested.
◦ Preference tests: These tests try to compare employee preferences with the job and organizational requirements.
◦ Assessment center: It is a standardized form of employee appraisal that uses multiple assessment exercises
such as in basket, games, role play etc and multiple

Employment interview:
Face to face observational and personal method to evaluate a
candidate’s fitness to job
TYPES
OF
INTERVIEW

APPOINTMENT
1.CONFIRMED APPOINTMENT
• Appointed for confined position for 12 months on provision.
• Confirmation is considered at the end of this time.
2.TERM APPOINTMENT
• Appointment is offered for fixed time & termination date is
fixed.

PLACEMENT
◦ Process of assigning a specific job to the selected candidates.
◦ Assignment of specific rank & responsibility.
EFFECTIVE
PLACEMENT
Job rotation
Team work
Training and development
Job enrichment
empowerment

ORIENTATION
◦ Orientation employees are made aware about the mission and vision of the organization, the nature of operation of the
organization, policies and programs of the organization.
◦ The main aim of conducting Orientation is to build up confidence, morale and trust of the employee in the new organization,
so that he becomes a productive and an efficient employee of the organization and contributes to the organizational
success.
◦ The nature of Orientation program varies with the organizational size, i.e., smaller the organization the more informal is the
Orientation and larger the organization more formalized is the Orientation program.
◦ Orientation program includes-
◦ Familiarize and Introduce the company
◦ Employee’s layout
◦ Type of organizational structure
◦ Departmental goals
◦ Organizational layout
◦ General rules and regulations
◦ Standing Orders
◦ Grievance system or procedure
◦
Types of
Orientation
Specific
Orientation
General
Orientation

TRAINING &
DEVELOPMENT
Acc. to Dale S. Beach, “Training
is the act of increasing knowledge
and skills of an employee for
doing a particular job.”
Development relates to the
development and growth of the
employees in an organization
through a systematic process

TRAINING
Acc. to Michael Armstrong “the systematic development of knowledge, skills
and attitudes required by an individual to perform adequately a given task of
job”.
OBJECTIVES OF TRAINING:
1. To impart the basic knowledge and skill to the new entrants and enable
them to perform their jobs well.
2. To equip the employee to meet the changing requirements of the job
and the organization.

IMPORTANCE OF TRAINING
For the achievement of dept/ organizational objectives
Helps in developing the attitude of trainees uniform and uniform
Helps the trainers to make them eligible for recruitment
Raises the standard of organization
Enhances the efficiency of trainer and help them to achieve the targets
To equip the trainer with knowledge and skill about the post for which recruited

METHODS OF
TRAINING
On the job
training
Coaching
Under study
Position rotation
Vestibule training
Classroom
training

BENEFITS OF TRAINING
◦ Improves morale of employees : Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more he will
contribute to organizational success and the lesser will be employee absenteeism and turnover.
◦ Less Supervision : A well trained employee will be well acquainted with the job and will need
less of supervision. Thus, there will be less wastage of time and efforts.
◦ Fewer Accidents : Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the chances
of committing accidents in job and the more proficient the employee becomes.
◦ Chances of promotion: Employees acquire skills and efficiency during training. They become
more eligible for promotion. They become an asset for the organization.
◦ Increased productivity : Training improves efficiency and productivity of employees. Well
trained employees show both quantity and quality performance. There is less wastage of time,
money and resources if employees are properly trained.

DEVELOPMENT
Development relates to the development and growth of the
employees in an organization through a systematic process. It
helps in the developments of the intellectual, managerial, and
people management skills of managers. It trains managers to
understand and analyze different situations, and to arrive at
and implement the correct solutions.

Promotion means advancement
within an organisation.
It is an upward movement of an
employee from current job to
another that is higher in pay,
responsibility, status and
organisational level.

DEFINITION
◦ A promotion is the transfer of an employee to a job that pays more money or that enjoys some preferred
status ” Scott and Spreigal
◦ “ A promotion involves a change from one job to another that is better in term of status and responsibility “
Edwin B. Flippo
THE BASIC ELEMENTS OF PROMOTION
•Transfer of an employee to some higher job having more prestige, better Status, more
benefits and privileges.
•Reassignment of an employee to a position having increased responsibilities.
•Higher job grade

PURPOSE OF PROMOTION
◦ To put the employee in a position where he will be of greater value to the company.
◦ To develop competitive spirit and zeal in the employees to acquire the skill and knowledge etc. required by
higher level jobs.
◦ To promote employee self-development and make them await their turn of promotions. It reduce labor
turnover
◦ To develop internal source of employees ready to take jobs at higher levels in the organisation. Employees
have little motivation if better job are reserved for outsiders.
◦ To promote employee’s interest in training and development Programmes and in term development areas.
◦ To built loyalty among employees and to boost their morale.
◦ To create among employees a feeling of contentment with their present working conditions and encourage
them to succeed in the company.

PRINCIPLES OF PROMOTION
◦ The promotion policy should be in writing.
◦ The promotion policy should lay down what percentage of vacancies in higher levels of hierarchy are to be filled up by
promotion.
◦ The promotion policy should mention the basis of promotion-seniority or merit.
• Promotion is a reward for better performance of an
employee
• It brings loyalty in employees
• It gives job satisfaction
• Helps in attracting suitable people
1.PURPOSES OF PROMOTION

TYPES
1.OF
2.PROMOTION
• Horizontal promotion: In this type
payment increases but there is no
change in nature of job .
• Vertical promotion: In this case
there is a change in the status and
responsibility, job status and pay.
• Dry promotion: In this case
responsibility increases but not
financial benefits

BASES OF PROMOTION
Organizations adopt different bases of promotion depending upon their nature,
size, management etc. The well established bases of promotion are :
◦ 1. Seniority bases
◦ 2. Merit bases
◦ 3. Seniority-cum-merit basis

SENIORITY AS A BASIS OF PROMOTION
Seniority means length of recognized services in an organisation.
• If seniority as a bases of promotion, the senior most person in a lower grade shell be promoted as and when there is an
opening in a higher position.
• The logic behind considering the seniority as a bases of promotion is that there is a positive correlation between the length
of service in the same job and the amount of knowledge and the level of skill acquired by an employee in an organisation.
Advantages
• It is relatively easy to measure the length of service and to judge the seniority.
• Trade unions generally emphasis on seniority rather then merit as a basis of promotion.
• The employees trust this method as there is no scope for favoritism, discrimination and judgement.
• Security and certainty is also a plus point in the use of seniority.
• Seniority basis of promotion helps in reducing labor turnover.
Disadvantages
• It is not necessary that employees learn more with length of service.
• It demotivates the young and more competent employees results in greater labour turnover.
• It kill the zeal and interest for self development as everybody will be promoted without showing any all
round growth or promise.

MERIT AS A BASIS OF PROMOTION
Merit means ability to work.
◦ It denote an individual employee’s skill, knowledge, ability, efficiency and aptitude as measured from educational, training and past
employment record.
◦ Management personnel generally prefer merit as the basis of promotion. Merit may be determined by job performance and by analysis
of employee potential for development through written or oral examinations or personal interviews or other record of performance.
Advantages:
The skill of an employee can be better utilised at a higher level.
Competent employees are motivated to exert all their energies and
contribute to organisational efficiency and effectiveness.
This system continuously encourages the employees to acquire new
skill, knowledge etc. for all round development.
Disadvantages
Measuring merit is not always easy.
Many employees, particularly, trade unions distrust the management’s
integrity in judging merit.
The purpose of promotion may not be served if merit is taken as the
sole criteria for promotion.
The techniques of merit measurement are subjective.

SENIORITY CUM MERIT BASIS
◦ • Management mostly prefer merit as a basis of promotion as they are
interested in enriching organisational effectiveness by enriching its human
resources.
◦ • Trade unions favour seniority as the sole basis of promotion with a view to
satisfy the interests of majority of their members.
◦ • The combination of both seniority and merit may be considered as a sound
basis for promotion.

DEPLOYMENT
RETAINTION
DEMOTION
GRATUITY
SUPERANNUATION

DEPLOYMENT
 Deployment is the process of using personnel in an effective and efficient way •
 Meaning: use of something or someone
 Deploy means arrange, manage or give position to their employees.
 Deployment in Nursing: staff Nurses having qualification of bsc or msc nursing being deployed as
teaching faculty in schools and colleges i.e. redesignation form staff nurse to tutor/ lecturer. Higher
cadre
 OBJECTIVES
 Creating value to the customer and the service to be able to be handed over to the service operation
 Clear and comprehensive release and deployment management plans on.
 Building, installing, testing and deploying release packages efficiently, successfully and on schedule
 Ensuring new or changed services, enabling systems, technology and organization are capable of delivering
the agreed service
 minimal unpredicted impact
 ensuring that customers, users, and service management staff are satisfied

RETAINING
Employee retention involves taking measures to encourage
employees to remain in an organization for the maximum of
period.
Hiring is important but retention of employees is even more
important
The top organizations are on top because they value their
employees and they know how to keep them.

DEMOTIONS
◦ Demotion is the lowering of a rank, reduction in salary, reducing status
and responsibility.
◦ DefinItion- “ the assignment of an individual to a job of lower rank and pay
usually involving lower level of difficulty and responsibility
◦ Causes of demotion
◦ Breach of discipline
◦ Inadequacy of knowledge
◦ Unable to cope with change
◦ Organizational changes

SUPERANNUATION
◦ Superannuation means pension given to the employee after retirement.
◦ Pension: steady income given to person after retirement.
◦ pensions are the payments made in the form of guaranteed annuity to a retired or disabled person
Types of pensions
◦ disability pension employment based pension
◦ social & state pension
Types of superannuation plans-
◦ ACCUMULATION FUND : how much is accumulated over working life. Investment earnings-
expenses.
◦ DEFINED BENEFIT FUND defined by a set formula considering length of service & age of
retirement.

GRATUITY
is a sum of money paid by an employer to its employee at
the end of the period of his/her employment as a mark of
recognition for contributing to the company. In other
words, it is one of the retirement benefits offered by an
employer to an employee upon Retirement / leaving a job.

JOB ANALYSIS
“Job analysis is the
process of studying and
collecting information
relating to the operations
and responsibility of a
specific job”.

“Job analysis deals with the anatomy of the job … This is the complete study of the job
embodying every known and determinable factor, including the duties and responsibilities
involved in its performance; the conditions under which performance is carried on; the nature
of the task; the qualifications required in the worker; and the conditions of employment, such
as pay hours, opportunities and privileges”.
Harry Wylie
PURPOSES OF JOB ANALYSIS
Human
resource
planning
Recruitment
Selection
of
personnel
Training
and
development
Organization
audit
Job
evaluation
Job
design
Performance
appraisal
Career
planning
Safety
and
health

Steps/stages/process/procedure in Job Analysis:
 Collection of background information
 Selection of representative job to be analysed
 Collection of job analysis data
 Job Description
 Developing job specification
◦

JOB DESCRIPTION
◦ Edwin Flippo: “Job Description is an organized factual statement of the duties and responsibilities of a
specific job. It should tell what is to be done, how it is done and why.”
PURPOSE OF JOB DESCRIPTION
 The main purpose of job description is to collect job-related data in order to advertise for a particular
job. It helps in attracting, targeting, recruiting and selecting the right candidate for the right job.
 It is done to determine what needs to be delivered in a particular job. It clarifies what employees are
supposed to do if selected for that particular job opening.
 It gives recruiting staff a clear view what kind of candidate is required by a particular department or
division to perform a specific task or job.
 It also clarifies who will report to whom.

GENERAL AND SPECIFIC PURPOSE OF JOB
DESCRIPTION

GENERAL PURPOSE OF JOB DESCRIPTION
 General purpose job descriptions are used by organizations to find the very basic information about
a particular job opening. Though data includes worker’s duties but does not contain sub tasks,
performance standards and basis for evaluating jobs and establishing right compensation
packages.
Advantages
 The main benefit of general purpose job description is that it does not consume much time and
quickly provides basic information to managers. It does not require much human efforts and is very
easy and convenient to carry out. Additionally, a job analyst does not have to conduct deep
research to gather the required details.
Disadvantages
 The main disadvantage of general purpose job description is that it does not provide managers with
full-fledged information about job context and sub tasks. Sometimes, a manager may fail to extract
correct information from such small amount of data.

Specific Purpose of Job Description
 Specific purpose job description includes detailed information about job responsibilities of an employee. It also
covers sub tasks, essential functions and detailed job duties. It involves huge amount of details such as what
an employee needs to do, how it is to be done and what are the performance standards, etc.
Advantages
 The main benefit of specific purpose job description is that it offers ample information to evaluate job
performance and determine training needs of employees. It serves as a basis for all other HR processes
including recruitment and selection, performance appraisal, compensation decision and many more.
Disadvantages
 Though it assists managers in decision making process but it has its own limitations. The process, however,
may take very long and consume lots of human efforts. Since, it involves collecting detailed information; the
biased nature of job analyst can cause severe problems. The data collected may not be 100 percent genuine.
 Therefore, it can be said that information collected during job analysis defines the purpose of job description. If
data collected is extremely basic, it will serve only the general purpose and therefore, can not be used for
making management decisions. On the other hand, detailed data serves the specific purpose and can be easily
used while making important decisions.

JOB SPECIFICATION
A job specification is a written statement of educational qualifications, specific qualities, level of
experience, physical, emotional, technical and communication skills required to perform a job,
responsibilities involved in a job and other unusual sensory demands. It also includes general health,
mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability,
flexibility, values and ethics, manners and creativity, etc.
PURPOSE OF JOB SPECIFICATION
 Described on the basis of job description, job specification helps candidates analyze whether are
eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand what level of qualifications, qualities and set of
characteristics should be present in a candidate to make him or her eligible for the job opening.
 Job Specification gives detailed information about any job including job responsibilities, desired
technical and physical skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a particular job.

MEANING
Every decision taken must be properly implemented, otherwise it is of no use. Direction is
required for effective implementation of a decision. Every manager in an organization gives
direction to his subordinates as a supervisor and every manager receives direction as
subordinate from his superior.
Definition : Directing is the interpersonal aspect of
managing by which the subordinates are led to
understand and contribute effectively and efficiently
to the attainment of enterprise’s objectives. Koontz
and O’Donnel

FEATURES:
◦ Initiates action
◦ Initiates at the Top Level
◦ It is related to the human factor i.e Superior –
Subordinate Relationship
◦ It is a group of various functions
◦ Harmonizing objectives is the essence of Directing
◦ It is necessary for a manager at every levels
◦ It is a continuous Function
STEPS IN
DIRECTION
Setting and
defining the
objectives
Organising
the efforts
Measuring
the work
Developing
the people

PRINCIPLES OF DIRECTION
(A) Principles relating to the purpose of direction
◦ Principle of maximum individual contribution
◦ Principle of harmony of objectives
◦ Principle of efficiency of direction
(B) Principles relating to direction process
◦ Principle of Unity of Command
◦ Principle of Appropriateness of Direction Technique
◦ Principle of Managerial Communication
◦ Principle of Comprehension
◦ Principle of use of informal organization
◦ Principle of leadership
◦ Principle of direct supervision
◦ Principle of Follow Through
◦ Principle of effective motivation

IMPORTANCE
1.Initiates Action
2.Integrates Employees Efforts
3.Gets maximum out of individuals
4.Facilitates Organisation Changes
5.Provides Stability and Balance in the organisation
6.It is the means of motivation
ELEMENTS OF
DIRECTING
Delegation Supervision . Leadership. Motivation. Coordination.
Communicati
on &
understandin
g

TECHNIQUE
OF
DIRECTION
Consultative
direction
Free rein direction
Autocratic direction

LEADERSHIP
Leadership is the one of
the most important
function of management.
Leading involves
directing, influencing &
motivating employees to
perform

DEFINITION
• leadership is the “process of social influence in which one person can enlist the
aid and support of others in the accomplishment of a common task”.
M Chemers.
• "Leadership is ultimately about creating a way for people to contribute to
making something extraordinary happen.“
Alan Keith.
• According to Peter Drucker, “ Leadership is shifting of own vision to higher
sights, the raising of man’s performance to higher standards, the building of
man’s personality beyond its normal limitations.”

• One that leads or guides.
• One who is in charge or in command of others.
• One who heads a political party or organization.
• One who has influence or power, especially of a political nature.
WHO IS A LEADER......?

IMPORTANCE OF
LEADERSHIP
•Motivating the employee
•Creating confidence
•Building morale

STYLES OF LEADERSHIP
The three major styles of leadership are (U.S. Army Handbook, 1973)
1. Authoritarian or autocratic
2. Participative or democratic
3. Delegative or Free Reign

Autocratic
• Under the autocratic leadership style, all decision-making powers are centralized in
the leader , as with dictator leaders.
• They do not entertain any suggestions or initiatives from subordinates. The autocratic
management has been successful as it provides strong motivation to the manager.
• It permits quick decision-making , as only one person decides for the whole group
and keeps each decision to himself until he feels it is needed to be shared with the
rest of the group.
• High degree of dependency on the leader
• May be valuable in some types of business where decisions need to be made quickly
and decisively
• Decisions are enforced using rewards and the fear of punishment.
• It is an abusive, unprofessional style called “bossing people around.”
• Information is controlled by the leader.

Advantages of Autocratic style Disadvantage of Autocratic Style
• Effective in crisis and emergency
situations.
• Chain of command is clear and
understandable.
• Discipline is full y maintained.
• Subordinates participation in decision
making process is fully ignored.
• It does not motivate employees
• Employees work by fear of punishment.
• It does not consider situational need.

Democratic
◦ The participative leader include one or more employees in the decision
making process.
◦ Communication flow freely; suggestions are made in both directions.
◦ The participation encourages member commitment to the final decision.
◦ The democratic leadership style favors decision-making by the group .
◦ They can win the cooperation of their group and can motivate them
effectively and positively.
◦ The decisions of the democratic leader are not unilateral as with the
autocrat because they arise from consultation with the group members
and participation by them.
◦ Consultative: process of consultation before decisions are taken
◦ Persuasive: Leader takes decision and seeks to persuade others that the
decision is correct.

• It is also called participatory leadership style.
• power and decision making is decentralized.
• Discussion, consultation and participation is fully entertained. Its features are:
• Leaders consult with subordinates about decisions.
• Authority is delegated to subordinates.
• Influences flows both up and down ways.
• Performance based reward and punishment.
• Information is shared between leader and subordinate.
◦

• Advantages of Democratic style • Disadvantages of Democratic style
• Subordinates involved in decision making. She/he promotes
participation.
• Effective where team work is needed.
• Results in high morale and productivity. People feel
committed to goals. • Motivates subordinates.
• Provides opportunities for development and growth of
subordinates.
• Creates creativty in subordinates.
• •It is time consuming.
• •It can result indisciplin

LAISSEZ-FAIRE
◦ The free-rein leader gives power to subordinates to make the decisions. However, the leader is
still responsible for the decisions that are made. This is used when employees are able to
analyze the situation.
◦ Delegative style is generally not useful.
◦ A free rein leader does not lead, but leaves the group entirely to itself such a leader allows
maximum freedom to subordinates , i.e. they are given a free hand in deciding their own policies
and methods.
◦ Can be very useful in businesses where creative ideas are important
◦ Can be highly motivational , as people have control over their working life
◦ Can make coordination and decision making time-consuming and lacking in overall direction
◦ Relies on good team work.
◦ Relies on good interpersonal relations.

• In this style, power and decision making is entrusted
to subordinates. Its features are:
– Leaders use very little power and control.
– Subordinates have complete freedom to make decision
with decentralized authority and responsibility. They are
independent to make decision.
– Subordinates set their own path

Advantages of laissez-faire style Disadvantage of laissezfaire style
• Subordinates have freedom and autonomy so
they set their own goals.
• Effective for creative or research oriented job.
• Employees will have high morale.
• Advantages of laissez-faire style
• Subordinates lack focus towards goal.
• Hampers productivity.
• Poor coordination and direction.

characteristics autocratic democratic Laisseiz fair
Concern on patient low concern on people high concern on people No bothering people
Trust on subordinates No trust on subordinates Some trust on subordinates More trust on subordinates
Discussion with
supervisors
Subordinates do not feel free to
discuss .
Subordinates feel free to
discuss .
Subordinates no need to
discuss
Value of subordinates Workers feels that they are less
valued
Workers feel valued when their
input is an integral part
More valued
Criterion “Do what as I said else” -“Do as I
say because I am good to you”
Say –let us do Say and whatever you want
Communication flow charge nurse
Staff nurse
charge nurse
Staff nurse
charge nurse
Staff nurse
Applicable in highly structured
area
For experienced employees Highly knowledgably and
experienced staff

Other leadership style
Participative
leadership style
Charismatic
leadership style
Situational
leadership style
Transactional
leadership style
Transformational
leadership style

4. Transactional leadership
◦ Transactional leadership styles use "transactions" between a leader and his or her followers - rewards,
punishments and other exchanges - to get the job done. The leader sets clear goals, and team members know how
they'll be rewarded for their compliance. This "give and take" leadership style is more concerned with following
established routines and procedures in an efficient manner, than with making any transformational changes to an
organization.
◦ Advantages:
• Leaders create specific, measurable and time-bound goals that are achievable for employees.
• Employee motivation and productivity is increased.
• Transactional leadership eliminates or minimizes confusion in the chain of command.
• It creates a system that is easy to implement for leaders and easy to follow by employees.
• Employees can choose reward systems.
◦ Disadvantages:
• Innovation & creativity is minimized.
• Empathy is not valued.
• Transactional leadership creates more followers than leaders among employees.

5. Transformational Leadership
◦ In transformational leadership styles, the leader inspires his or her followers with a vision and
then encourages and empowers them to achieve it. The leader also serves as a role model for the
vision.
◦ Advantages:
• It leads to a lower employee turnover rate.
• Transformational leadership places high value on corporate vision.
• High morale of employees is often experienced.
• It uses motivation and inspiration to gain the support of employees.
• It is not a coercive approach to leadership.
• It places high value on relationships.
◦ Disadvantages:
• Leaders can deceive employees.
• Consistent motivation and constant feedback may be required.
• Tasks can’t be pushed through without the agreement of employees.
• Transformational leadership can sometimes lead to the deviation of protocols and regulations.

Choosing
the
leadership
Forces in the
managers
Forces in the
situation
Forces in the
subordinates

THEORIES
OF
LEADERSHIP
Trait theory
Behavioral theory
Situational theory

1. Great Man Theory
◦ According to the Great Man Theory (which should perhaps be called the
Great Person Theory), leaders are born with just the right traits and abilities for
leading – charisma, intellect, confidence, communication skills, and social skills.
◦ The theory suggests that the ability to lead is inherent – that the best leaders are born,
not made. It defines leaders as valiant, mythic, and ordained to rise to leadership
when the situation arises. The term “Great Man” was adopted at the time because
leadership was reserved for males, particularly in military leadership.

TRAIT THEORY
◦ The Trait Theory is very similar to the Great Man Theory. It is founded on the
characteristics of different leaders – both the successful and unsuccessful ones. The theory
is used to predict effective leadership. Usually, the identified characteristics are compared
to those of potential leaders to determine their likelihood of leading effectively.
◦ Scholars researching the trait theory try to identify leadership characteristics from different
perspectives. They focus on the physiological attributes such as appearance, weight, and
height; demographics such as age, education, and familial background; and intelligence,
which encompasses decisiveness, judgment, and knowledge.

3. CONTINGENCY THEORY
The Contingency Theory emphasizes different variables in a specific setting that determine the style of
leadership best suited for the said situation. It is founded on the principle that no one leadership style is
applicable to all situations.
Renowned leadership researchers Hodgson and White believe that the best form of leadership is one that
finds the perfect balance between behaviors, needs, and context. Good leaders not only possess the right
qualities but they’re also able to evaluate the needs of their followers and the situation at hand. In summary,
the contingency theory suggests that great leadership is a combination of many key variables

BEHAVIORAL THEORY
◦ In Behavioral Theory, the focus is on the specific behaviors and actions of leaders
rather than their traits or characteristics. The theory suggests that effective
leadership is the result of many learned skills.
◦ Individuals need three primary skills to lead their followers – technical, human,
and conceptual skills. Technical skills refer to a leader’s knowledge of the process
or technique; human skills means that one is able to interact with other
individuals; while conceptual skills enable the leader to come up with ideas for
running the organization or society smoothly.

SITUATIONAL THEORY
◦ The Situational Theory is similar to the Contingency Theory as it also proposes that no one leadership style supersedes others. As
its name suggests, the theory implies that leadership depends on the situation at hand. Put simply, leaders should always
correspond their leadership to the respective situation by assessing certain variables such as the type of task, nature of followers,
and more.
◦ As proposed by US professor Paul Hersey and leadership guru Ken Blanchard, the situational theory blends two key elements:
the leadership style and the followers’ maturity levels. Hersey and Blanchard classified maturity into four different degrees:
• M1 – Team members do not possess the motivation or tactical skills to complete necessary jobs.
• M2 – Team members are willing and ambitious to achieve something, but they lack the necessary ability.
• M3 – Team members possess the skills and capacity to accomplish tasks, but they’re not willing to take accountability.
• M4 – Team members possess all the right talents and are motivated to complete projects.
◦ According to situational theory, a leader exercises a particular form of leadership based on the maturity level of his or her team.

Motivation is a need or
desire that energizes
and direct behaviour.
It means inspiring
other to do work for
the accomplishment
of the objectives of
the organization.

DEFINITIONS OF MOTIVATION
◦“Motivation is the process of arousing the action, sustaining
the activity in process and regulating the pattern of activity”.
-YOUNG
◦“Motivation refers to the states within a person or animal that
drives behaviour toward some goals”
-MORGAN AND KING

NATURE OF
MOTIVATION
Dynamic and continuous process
Psychological concept
Complex and difficult function
Stimulating individual
Product of anticipated value

MOTIVE
• Motive is a force that determine the activity of an individual.
• It energizes and direct a individual along with a channels. When a motive is at work, it creates
tension and this arouses the individuals towards an activity that will relieve the tension.
DEFINITION OF MOTIVE:
• Caroll:
◦ “ A need gives rise to one or more motives. A motive is a rather specific process which
has been learned. It is directed towards a gaol”.
• Fisher:

COMPONENT OF MOTIVATION
DIRECTION
EFFORT
PERSISTENCE
• in the direction we give direction/
guideline to employee.
• How much effort put by us it
depends upon.
• We can persist in on point.

• Employees are motivated to perform allotted task, look for better ways.
• Motivated employee-more quality oriented.
• Highly motivated- more productive than adaptive workers
• Creative, spontaneous and innovative behaviors at work.
• Comprehensive understanding of the way in which organisation functions.
• Developing employees as future resource.
• Reduced labour turnover.
• Decreased absenteeism.
• Maximum utilization of production factors.
• Workers co-operation.
IMPORTANT OF MOTIVATION:

Needs:
• For security and come out from fear.
• For self-esteem / self-respect.
• From achievement/ strong will power.
Attitude:
• About self/ positive attitude toward self.
• About job/ positive attitude toward job.
• Good supervisor.
• Organization positive attitude towards the
organization.
Goals:
• Achieve the task.
• Performance level/ evaluation.
• Career advancement/ career opportunity
•INTERNAL
OR PUSH
FORCES:
•Characteristic of the job:
• Evaluate according to the task or the
workload, and the employee,
• How to job/ responsibilities is performed.
• How much time spend on it.
•Characteristic of the work satisfaction:
• Immediate social environment: Co-
ordination between the work group
members and under supervision by
supervision.
• Organizational actions:
• Should provide reward/ compensation to
the employee.
• It is availability of training.
•EXTERNAL
OR PULL
FORCE
SOURCES OF MOTIVATION

Individual centred
approach
Maslow’s
Hierarchy of
need
MeLelland’s
need theory
Alderfer’s ERG
Theory
Work Centred
Approach
Hezberg’
s
two
factor theory
Theory X/Y
Expectancy
theory
THEORIES OF MOTIVATION

EXPLANATION
Lower-end needs are the priority
needs, which must be satisfied
before higher-order need are
activated.
Needs are satisfied in sequence.
When a need is satisfied, it declines
in importance and the next need
becomes dominant.
To motivate an individual one must
know where that person is in the
hierarchy and focus on satisfying at
or above that level.
IMPLEMENTATION IN WORKPLACE
Not everyone is motivated in the
same way.
Motivation and need satisfaction
are anticipatory in nature.
Managers must seek to guide and
direct employee behaviour to
meet the organizational needs
and individual needs
simultaneously.

HERTZBERG’S TWO FACTOR THEORY:
According to Hertzberg, there are ten factors called maintenance factors and five factors called
motivational factor. The absence of maintenance factor causes of dissatisfaction in the employees, but
their presence may not produce motivation.
FRIST FACTOR or MAINTENANCE FACTOR: (10)
1. Policy.
2. Supervision.
3. Good I.P.R with supervisor.
4. Good I.P.R with subordinate.
5. Fair salary.
6. Job security.
7. Personal life.
8. Good working condition.
9. Status.
10. Management
SECOND FACTOR or MOTIVATIONAL FACTOR: (5)
1. Achievement.
2. Recognition.
3. Work itself.
4. Advancement.
5. Responsibility.

EXPLANATION
• Hygiene factors involve the presence or
absence of job dissatisfiers. When the
hygiene factors are present, the individual is
not dissatisfied; however when they are
absent the individual is dissatisfied. In any
case hygiene factors to not motivate.
• Motivators are factors that influence
satisfaction and consequently motivate the
person from within as he or she achieve the
higher-level needs of achievement,
recognition, and personal growth.
IMPLICATION OF HERZBERG’S
THEORY
• Providing the hygiene factors will eliminate
employee dissatisfaction bur will not motivate
workers to high levels of achievement.
• Recognition, responsibility, and the opportunity to
achieve personal growth will promote satisfaction
and employee performance.
• The benefit of this theory has implication for the
effect of company systems and job design (how
work is arranged and how much employees
control their work) on employee satisfaction and
performance.

MCCLELLAND’S MANIFEST NEED THEORY OF
MOTIVATION.
 David C. McClelland proposed his Achievement Motivation Theory (Also called Manifest Need Theory).
 According to him, there are certain needs that are learned and socially acquired as the individual
interacts with the environment.
 McClelland classified such needs into three broad categories. These are
 (a) Need for power,
 (b) Need for affiliation, and
 (c) Need for achievement.

◦ Proposed by Clark Hull
◦ This theory proposes that organisms experience the arousal of a drive when an
important need is not satisfied and they engage in appropriate behavior to reduce the
sensation of arousal and satisfy the need
◦ Primary drives are those that motivate that motivate the organism to fulfill some
basic need necessary for its survival. Hunger, thirst, and security are all examples of
drives
DRIVE REDUCTION THEORY

◦ Homeostasis: important component and refers to a state of balance or equilibrium necessary in many
physiological systems
◦ Drive is the force that motivates an organism to react. these drives create a disturbing state, it is the
body's job to reduce that drive. To reduce these drives, humans find a way to fulfill our needs. There
are 2 types of drives, primary and secondary. Primary drives are innate drives (e.g. thirst, hunger, and
sex), whereas secondary drives are learned by conditioning (e.g. money)
◦ Habit is a repeated response to some stimulus. The strength of habit depends on connection between
the stimulus and the response that influences the kind of behavior the drive will energies
DRIVE REDUCTION THEORY

PSYCHO ANALYTICAL THEORY OF MOTIVATION
◦ Freud believes that all behavior are stemmed from two
opposing group of instinct
◦ Freud pointed to several forms of behavior
◦ In dreams , we will often express our wishes and
impulses which we are aware
◦ Unconscious mannerisms and slips of speech may
reveal our hidden motives
◦ Symptoms of illness(esp. mental illness) which serve
the unconscious needs of the person

DOUGLAS McGREGOR THEORY OF MOTIVATION
In the 1960s, social psychologist
Douglas McGregor developed two
contrasting theories that explained
how managers' beliefs about what
motivates their people can affect
their management style.
He labelled these Theory X and
Theory Y. they refer to two styles of
management – authoritarian
(Theory X) and participative
(Theory Y).

CARROT AND STICK THEORY
• This theory suggest a combination of
both rewards and penalties for
motivation
• This is based on the strategy of putting
carrot in the front of the donkey and
hitting with the stick from behind so it
has to run
• Carrot refers to incentives
• Stick refers to penalties

AROUSAL THEORY OF MOTIVATION
 Physiological state of alertness & anticipation which prepares the body for action
 Dictionary meaning of arouse is “to stir up; excite”
 Arousal theory of motivation suggests that people take certain actions to either decrease or
increase levels of arouse.
 One of the assertions of the arousal theory of motivation is that our levels of arousal have an
influence on our performance
 EXAMPLES
 Low level of arousal such as the youngster who feel low or frustrated tends to go to clubs or hang out
with friends.
 High level of arousal such as feeling too curious about the comment of your crush on your recent
photo on Facebook or Instagram.
 According to this theory , we are motivated to maintain an optimal level of arousal.

EXPECTANCY THEORY
◦ The Expectancy theory states that employee’s motivation is an outcome of how much an
individual wants a reward (Valence), the assessment that the likelihood that the effort will lead
to expected performance (Expectancy) and the belief that the performance will lead to reward
(Instrumentality).

COMMUNICATION AND
INTERPERSONAL
RELATIONSHIP

INTRODUCTION
Communication is a dynamic, reciprocal process of sending
and receiving messages. Communication is more than the
act of talking and listening. From the first cry of a newborn to
the whisper of a person who is dying, the primary purpose of
a communication is to share information and obtain a
response. People use communication to meet their physical,
psychosocial, emotional and spiritual needs

DEFINITION
Communication is ‘any act by which one person gives to or
receives from person information about that person’s needs
desires, perception, knowledge or affective states’.
Communication may be intentional or unintentional, may
involve conventional or unconventional signals, may take
linguistic or non-linguistic forms and may occur through
spoken or other modes.

SENDER
(encodes
)
RECEIVER
(decodes
)
Barrier
Barrier
Message
Feedback/Response
• Communication requires a sender, a
message, a receiver and a response or
feedback.
• Communication is a two-way process
involving the sending and the receiving of a
message. Because the intent of
communication is to elicit a response the
process of ongoing; the receiver of the
message then becomes the sender of a
response, and the original sender then
becomes the receiver.
COMMUNICATION PROCESS

TYPES OF COMMUNICATION
ON
THE
BASIS
OF
SIDE
BASIS
OF
FLOW
OF
COMMUNICATION
ON
THE
BASIS
OF
NETWORK
BASIS
OF
SPOKEN
WORDS
BASIS
OF
SIZE
OF
GROUP
Verbal
communication
Non verbal
Communication
•Written
communication
•Expressed thru
physical means
OTHER
FORM
OF
COMMUNICATION
Vertical
Communication
•Upward
communication
•Downward
communication
Horizontal
communication
Crosswise
communication
One way
communication
Two way
communication Formal
communication
Informal
communication Intrapersonal
communication
Interpersonal
communication
Group
communication
Mass
communication
Visual
communication
Tele
communication

INTRAPERSONAL COMMUNICATION
It is conscious internal dialogue, sometimes known as self-talk. It is language use or thought
to the communicator. The individual becomes his or her own sender and receiver, providing
to him or herself in an ongoing internal process. It can be useful to envision intrapersonal
communication occurring in the mind of the individual in a model which contains a sender,
and feedback loop.
INTERPERSONAL COMMUNICATION
• It is communication between two or more people.
• Face to Face conversation between two people is the most frequent form of interpersonal
communication.
• Nurses use interpersonal communication to gather information during assessment, to teach
health issues to explain care and to provide comfort and support.
GROUP COMMUNICATION
• It is interaction that occurs among several people.
• Small group communication occurs when you engage in an exchange of ideas with two or
individuals at the same time.
PUBLIC SPEAKING
• It is a unique form of group communication. Generally the speaker addresses a dozen to
people, and varying degrees of interaction occur.
• Speaker may deliver a speech talk directly with a group of audience members or have open
discussion with the group. It is at the heart of our economy, society and politics.

An effective verbal
communicator:
• Clarifies
• Listens
• Encourages empathically
• Acknowledges
• Restates/repeats
An effective nonverbal communicator:
• Relaxes
• Opens up
• Leans toward the other person
• Establishes eye contact
• Shows appropriate
CHARACTERISTICS OF EFFECTIVE COMMUNICATOR

FACTORS INFLUENCING THE COMMUNICATION PROCESS
• Development,
• Gender
• Values And Perceptions,
• Personal Space,
• Territoriality Roles And Relationships,
• Time
• Environment,
• Congruence Factors influencing organizational communication
• Formal Channel of Communication
• Authority Structure
• Job Specialization
• Information Ownership

BARRIERS TO COMMUNICATION
• STEREOTYPING
• AGREEING AND DISAGREEING
• BEING DEFENSIVE
• CHALLENGING
• PROBING
• TESTING
• REJECTING
• CHANGING TOPICS AND SUBJECTS
• UNWANTED REASSUARENCE
• PASSING JUDGEMENT
• GIVING COMMON ADVICE

THERAPEUTIC COMMUNICATION TECHNIQUES
• USING SILENCE
• BEING SPECIFIC AND TENTATIVE
• USING OPEN-ENDED QUESTIONS
• USING TOUCH
• RESTATING OR PARAPHRASING
• SEEKING CLARIFICATION
• PERCEPTION CHECKING OR SEEKING CONSENSUAL VALIDATION
• OFFERING SELF
• ACKNOWLEDGING
• GIVING INFORMATION
• CLARIFYING TIME OR SEQUENCE
• PRESENTING REALITY
• FOCUSING
• REFLECTING
• SUMMARISING AND PLANNING

THERAPEUTIC COMMUNICATION
• Therapeutic communication means that nurses use their communication in such a way that it will
be benefit to their patient.
• Therapeutic communication differs from normal communication in that it introduces an element of
“empathy’’ into what can be traumatic experience for the patient and also the patient are made to
feel validated.
IMPORTANCE OF THERAPEUTIC COMMUNICATION
• It impels a feeling of comfort in the face of patient.
• To increase self-worth or decrease psychological distress by collecting
information to determine the illness, assessing and modifying the behaviour and providing health
information.

INTERPERSONAL RELATIONSHIP
An interpersonal relationship is a strong deep or
association / acquaintance between two or more
that may range in duration from brief to enduring.
nurse is an important of the health care team that
work in co-operation and harmony for the care of
patient. This co-operation and harmony depends

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