This document defines management and its principles. It provides definitions of management from several experts, including that it is the process of achieving goals through others. The key differences between administration and management are discussed. Management involves important functions like planning, organizing, staffing, leading, and controlling. Other principles of management discussed include the division of work, unity of command, centralization of authority, order, and discipline. Effective management requires skills in technical, human, and conceptual areas.

1. Definitions and Principles of Management
BY : Dr. Anup kumar Yadav
Hospital Administration

2. Definitions
• Management is the process of designing and maintaining an
environment in which individuals , working together in groups ,
efficiently accomplish selected aims.
Harold Koontz

3. • Management is to forecast , to organize, to command , to
coordinate and control activities of others
Henri Fayol

4. • Management is the art of getting things done through people
Mary Parker Follett

5. • Management is the art of knowing what you want to do and
then seeing that they do it in the best and the cheapest
manner
Frederick Winslow Taylor

6. Adminstration
Polices
Management
Executive
Achieving objectives

7. Difference between administration & management
Basis of difference Adminstration Management
1. Level in organization Top level Middle and lower
2. Major focus Policy formation &
Objective determination
Policy execution for objective
achievement
3. Nature of functions Determinative Executive
4. Scope of functions Broad & conceptual Narrow & operational
5. Factors affecting decisions Mostly external Mostly internal
6. Employer-employee Entrepreneurs Employees

8. Importance of Management
 Effective Utilization of resources
 Development of resources
 To incorporate innovations
 Integrating various interest groups
 Stability in the society

9. Skills of Management :
 Technical Skills
 Human Skills
 Conceptual Skills
 Design Skills

10. Managerial Skills and the Organizational Hierarchy

11. Functions of Management
1. Planning
2. Organizing
3. Staffing
4. Leading
5. Controlling

12. 1.Planning
• Selecting missions and objectives as well as actions to achieve them
• Before a decision is made , all that exists is a planning study , an analysis or a
proposal
2. Organizing
• Establishing an internal structure of roles for people to fill in an organization
• So we divided all the tasks to people who can do the best to accomplish goals.

13. 3. Staffing
Filling and keeping filled the positions in the organization structure
And this done by identifying Workforce requirement , recruiting , compensating , training .
So that the tasks are accomplished effectively.

14. 4. Leading
Its influencing people so that they will contribute to organizational and group goals .
Most Managers agree that Most problems are arise from peoples
• Due to their desires
• Attitudes
• Behaviors as individual and in groups
SO Leading involves :- Motivation , Leadership styles , approaches and
communication

15. 5. Controlling

16. Managerial functions at Different Organizational Levels
Time spent in carrying out managerial functions
Partly based on and adapted from Thomas A. Mahoney, Thomas H. Jerdee , J. Carroll, "The Job(s) of Management,"
Industrial Relations (February 1965), pp. 97-110.

17. 1. Division of work
• An employee assigned to Only One type of Work to increase Output
• That’s also leads to specialization
• And the division should be done based on efficiency of subordinates.
Principles of Management

18. 2. Authority and responsibility
• Authority and responsibility are inseparable
• Authority means right to give order and power
• Without authority one cannot discharge responsibility.

19. 3. Discipline
• The workers should be obedient and respectful of the organization and this is
absolutely essential.
• Managers and administrators should set the good example through their
actions and behavior

20. 4. Unity of command
• This means that employees should receive orders from one
superior only.
• Each employee in the organisation must know
who is his immediate boss and be responsible to him for his
work.

21. 5. Unity of Direction
• Each group of activities with the same objective must have
one head and one plan.
• Unity of direction relates to the organisation as a whole.
• There should be teamwork and unity in the organisation. If
people at various level are divided about objectives, there
will be wastage of organisational resources

22. 6. Centralisation of Authority
It should be clear in the organisation as to who is to issue orders and the areas of
authority.
Otherwise , conflicting orders will create confusion in the organisation

23. 7. Scalar chain
The chain of supervisors from the highest to the lowest
ranks in the organisation. While this will not be departed
from needlessly, it could be short-circuited at times only
when to follow it scrupulously would be detrimental in a
given situation.

24. 8. Order
This is "a place for everything (every one) and everything a
(every one) in its (his) place".
As a principle of organisation in the arrangement of things and people, this will
result in optimisation of the resources.

25. 9. Remuneration
Equal pay for equal work. Each person should be paid
according to his contribution,
The remuneration and methods of payment should be fair and afford maximum possible
satisfaction to employees and employer.

26. 10. Stability of tenure
Unnecessary turnover of employees is both the cause and
the effect of bad management.
The employee requires assurance about the permanent nature of the job,
resulting in a feeling of security and involvement in work.

27. 11.Delegation of Authority
Because managers manage through the work of others, there
should be delegation of authority.
Through delegation , subordinates get prepared for higher responsibility. The
needs, training, and motivation of the delegater and delegatee
must match.

28. 12. Initiative
Initiative is the thinking out and execution of a plan.
Employee should be given opportunities for use of creative ideas in their work.
It is a means to job involvement and commitment to organisational goals-the keenest
satisfactions for a worker to experience.

29. 13. Subordination of individual interest to organisational interest
When the two differ, management must reconcile them.
As the organisation is set up to meet the needs of society, the
individual must sacrifice some selfish interests in the overall
interest of the organisation and society

30. 14. Equity
Loyalty and devotion should be elicited from personnel by a
combination of impartiality, kindness and justice on the part
of managers, when dealing with subordinates.
Subordinates must be treated without any bias for race, religion, sex
and class.

31. THANK YOU