1. The document discusses various concepts and principles of management and public health administration. It defines management from different perspectives such as production oriented, people oriented, and decision making oriented views. 2. There is a terminological conflict between the terms "management" and "administration" which has led to different approaches. Some see administration as above management while others see them as the same or administration as part of management. 3. Public health administration applies administrative processes and methods to carry out health objectives in a community. Its objectives include increasing life expectancy and decreasing mortality and morbidity rates.

1. PUBLIC HEALTH
ADMINISTRATION
Concept, Principle and Scope of,
- Management
- Public Health Administration
Functions of
- PHA/Management

2. Concept of Management
• A precise definition of management is not so simple
b/c the term is used in a variety of ways.
• A new discipline
• Derived concepts and principles from a number of
disciplines such as economic, sociology, psychology,
anthropology, statistics and so on.
• The term management is used in 3 alternative ways.
– Management as a discipline
– Management as a group of people
– Management as a process
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3. PRATIK SHRESTHA - NAMS BPH
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4. Contd…
• Experts define management in different
ways emphasizing one of the followings:
– Production or efficiency oriented view
– People oriented view
– Decision making oriented view
– Function oriented view
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5. PRATIK SHRESTHA - NAMS BPH
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6. Production/Efficiency Oriented View
- Emphasizes the relationship between efforts and
results as the objectives of mgmt.
- Taylor (father of scientific management) define
management as
“Management is the art of knowing what you want to
do and then seeing that it is done in the best and
cheapest way”.
- This view focus on the utilization of less resources to
gain more output.
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7. People Oriented View
• Emphasizes on people and their role in an organization.
• Supporters of this view suggest that management is the
direction of people, not the things.
• “Koontz” and “Lawrence Appley” are the supporters of
this view.
• According to Koontz “Management is the art of getting
things done through and with people in formally
organized groups”.
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8. MANAGEMENT AS GROUP OF PEOPLE
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9. Decision Making Oriented View
• Emphasizes management in terms of decision making.
• “Peter Drucker”, a noted management thinker has
viewed that the life of a manager is a perpetual
decision making activity.
• A/c to Drucker “ whatever the manager does, he does
through decision making. Decision making power
provides a dynamic force for managers to transform
the resources of an organization into a productive,
cooperative concern.
• It indicates that the basic activity of a manger is to
make decisions and enforce these decisions.
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10. Functions Oriented View
• Emphasizes on functions performed by a manager in
an organization.
• “Henry Fayol”, father of modern management said
that “to manage is to forecast and to plan, to organize,
to coordinate and to control.
• Definition from this view could be
“ Management is a process involving planning,
organizing, staffing, directing and controlling human
efforts to achieve stated objectives in an
organization.”
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13. Definitions
• Management :
– efficient use of resources
– Getting people to work harmoniously together
and make efficient use of resources ( 3M, skills,
machine, and techniques) for fulfilling pre-
determined objectives.
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14. PRATIK SHRESTHA - NAMS BPH
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15. Comprehensive Definition of Management
“ Management is the process of planning,
organizing, staffing, directing and controlling
human efforts to achieve stated objectives in
an organization with minimum efforts and
resources involving active decision making in
all efforts.”
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17. Principles of Management
According to Henry Fayol, father of modern
management, there are 14 principles of mgmt:
1. Division of work
2. Authority and Responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to general
interest
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18. Contd…
7. Remuneration of Personnel
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure
13. Initiative
14. Esprit de Corps
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19. Initiative
Principles of
Management
Division of
work
Centralization
Stability of
tenure
. Equity
Subordination
of individual
interest
Esprit
de Crops
.
Order
Scalar chain
Authority
and
responsibility
Discipline
Unity of
command
Unity of
direction
Remuneration
of personnel
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20. Division of Work -
• According to this principle the whole work
is divided into small tasks.
• The specialization of the workforce
according to the skills of a person , creating
specific personal and professional
development within the labour force and
therefore increasing productivity; leads to
specialization which increases the
efficiency of labour.
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21. Authority and Responsibility
• This is the issue of commands followed by
responsibility for their consequences.
• Authority means the right of a superior to
give enhance order to his subordinates;
responsibility means obligation for
performance.
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22. Discipline
• It is obedience, proper conduct in relation to
others, respect of authority, etc.
• It is essential for the smooth functioning of
all organizations.
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23. Unity of Command
• States that each subordinate should receive
orders and be accountable to one and only
one superior.
• If an employee receives orders from more
than one superior, it is likely to create
confusion and conflict.
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24. Unity of Direction
• All related activities should be put under
one group, there should be one plan of
action for them, and they should be under
the control of one manager.
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25. Subordination of Individual
Interest to Mutual Interest
• The management must put aside personal
considerations and put company objectives
firstly.
• Therefore the interests of goals of the
organization must prevail over the personal
interests of individuals.
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26. Remuneration
• Workers must be paid sufficiently as this is
a chief motivation of employees and
therefore greatly influences productivity.
• The methods of remuneration payable
should be fair, reasonable and rewarding of
effort.
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27. The Degree of Centralization
• The amount of power wielded with the
central management depends on company
size.
• Centralization implies the concentration of
decision making authority at the top
management.
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28. Line of Authority/Scalar Chain
• This refers to the chain of superiors ranging
from top management to the lowest rank.
• Suggests that there should be a clear line of
authority from top to bottom linking all
managers at all levels.
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29. Order
• Must have right resources at their disposal
for proper functioning or organization
• Social order(responsibility of manager)
ensures the fluid operation of a company
through authoritative procedure.
• Material order ensures safety and efficiency
in the workplace.
• Order should be acceptable and under the
rules of the company.
• Work environment be safe, clean and tidy
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30. Stability of Tenure of Personnel
• Stability of tenure of personnel is a
principle stating that in order for an
organization to run smoothly
• personnel (especially managerial personnel)
must not frequently enter and exit the
organization.
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31. Initiative
• Using the initiative of employees can add
strength and new ideas to an organization.
• Initiative on the part of employees is a
source of strength for organization because
it provides new and better ideas.
• Employees are likely to take greater interest
in the functioning of the organization.
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32. Esprit de Corps/Team Spirit
• This refers to the need of managers to
ensure and develop morale in the
workplace; individually and jointly.
• Team spirit helps develop an atmosphere of
mutual trust and understanding.
• Team spirit helps to finish the task on time.
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33. Components/Elements & Functions of
Management
• Planning
• Organizing
• Staffing
• Directing
• Controlling
• Coordinating
& in some circumstances;
• Recording/Reporting
• Budgeting
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34. Management & Administration:
A Terminological Conflict
• At the initial level of development of management
thought, no distinction was made between them; and
both the terms were used interchangeably.
• In 1923, the terminological conflict between the two
terms was raised by Oliver Sheldon in his book "The
philosophy of Management”.
• Oliver emphasized administration as decision making
function and management as executive function.
• After that, this distinction between the two terms was
emphasized by many and the terminological conflict
proceeded further.PRATIK SHRESTHA - NAMS BPH
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35. Contd…
• Oliver Sheldon defines administration as
“a function is concerned with the determination of the
corporate policy, the coordination of finance,
production and distribution, the settlement of the
compass (i.e., structure) of the organization, under the
ultimate control of the executive.”
• “Management is concerned with the execution of the
policy, within the limits setup by administration and
the employment of the organization for the particular
objects before it.”
• Thus Sheldon declares administration as a thinking
process and management as doing process.
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36. Contd…
• Finally, this terminological conflict between
administration and management has led to the
emergence of following 3 approaches.
1. Administration is above management,
2. Administration is a part of management, and
3. Management and Administration are same.
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37. Administration is above management
• Administration is a higher level activity while
management is a lower level function.
• Administration is a determinative function concerned
with the determination of objectives and policies.
• Management is an executive function involving the
implementation of policies and direction of efforts for
the achievement of objectives.
• This view is held largely by American experts on
management.
• Administration involves decision-making and policy-
formulation while management is concerned with the
execution of policies and supervision of work.PRATIK SHRESTHA - NAMS BPH
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38. Administration is a part of management
• A/c to European School of thought, management is a
wider term including administration and
organization.
• This viewpoint has been propounded by Breach.
• “Management is the generic term for the total
process of executive control involving responsibility
for effective planning and guidance of operations of
an enterprise.”
• “Administration is that part of management which is
concerned with the installation and carrying out of
the procedures by which the programme is laid down
and communicated and the progress of activities is
regulated and checked against plans”.PRATIK SHRESTHA - NAMS BPH
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39. Contd….
• Kimball and Kimball, Richman and Copen also hold
similar views.
• According to them, administration is only an
implementing agency while management is
determinative.
• Thus, the European viewpoint is exactly opposite to
the American opinion.
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40. Management & Administration are same
• Many writers like Henri Fayol, William Newman,
Koontz make no distinction between these terms.
• According to Fayol,
– All undertakings require the same functions and all
must observe the same principles.
– There is one common science which can be applied
equally well to public and private affairs.
– Therefore, the distinction between administration and
management is unnecessary or academic.
– In actual practice, the two terms are used
interchangeably.
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41. Contd…
• The term administration is more popular in
Government and other public organizations while
the word management is more commonly used in
the business world, where economic performance
is of primary importance.
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42. How to resolve this conflict ?
• The foregoing description reveals that both
management and administration are based upon the
same set of principles and functions.
• It may be possible to make theoretical or conceptual
distinction between the two.
• But in practice such a distinction is misleading.
• In order to resolve the terminological conflict between
administration and management, we may classify
management into:
(i) Administrative management; and
(ii) Operative management.PRATIK SHRESTHA - NAMS BPH
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43. Contd…
• Administrative management involves determination of
objectives and policies whereas operative
management is primarily concerned with the
execution of plans for the achievement of objectives.
• At every level of management, an individual manager
performs both types of functions.
• Every manager spends a part of his time on
administrative management and the remaining time on
operative management.
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44. Difference between Mgmt & Admn
Areas Administration Management
Organization Level Top level Middle & Lower
Major focus Policy formulation
& objective
determination
Policy execution for
objective
achievement
Nature of functions Determinative Executive
Scope of functions Broad & conceptual Narrow &
conceptual
Factors affecting
decisions
Mostly external
(pubic opinion and
external forces)
Mostly internal
(objectives & policy
of organization)
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45. Contd…
Areas of diff. Administration Management
Skills required Conceptual and
human skills
Technical and
human skills
Usages Largely in public &
govt. sector
Largely in private &
business sector
Examples Vice Chancellor,
Registrar, Governor,
Commissioner , etc.
CEO, Managing
Director, Sales
Manager, Branch
Manager, etc.
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46. Concept of Admn
• It is the activities of groups cooperating to accomplish
common goals.
• It is also an activity which demands correct analysis and
accurate orientation.
• “the management of affairs with the use of well defined
principles and practices and rationalized techniques to
achieve certain objectives.”
• The principal aspects of administration are formulation
of policy and its implementation for the attainment of
stated organizational goals in an optimum manner.
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47. Public Health Admn
• A branch of public administration which deals with the
matters relating to the promotion of health, preventive
services, medical care, rehabilitation, delivery of health
services, development of health manpower and medical
education & training.
• The purpose of public health administration is to
provide total health services to the people with
economy and efficiency.
• Efficiency in health administration can be achieved
through proper policy formulation and its
implementation.
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48. Contd…
• Thus Public Health Administration is the
application of administrative processes and
methods which are used in carrying out the
objectives of health in an organized community.
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49. Objectives of Public Health Admn
• Increasing the average life expectancy of public.
• Decreasing the mortality rate (particularly IMR &
MMR) due to those diseases which can be easily
prevented or remedied.
• Decreasing the morbidity rate.
• Increasing the physical, mental and social well being of
the individual.
• Increasing the pace of adjustment, of individual to his
environment.
• Providing total health care to enrich quality of life.
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50. Principles of Public Health Admn
• Health opportunities need not to be related to the
purchasing power of people.
• While planning public health programmes for the
benefit of the whole community, care should be taken
to see that medical facilities are accessible to the poor
people inhabiting the rural areas, urban slums and tribal
areas.
• Investment on preventive as well as curative health
programmes and activities should be considered as
beneficial. However, the priority may be given to the
preventive health care as we know that prevention is
better than cure. PRATIK SHRESTHA - NAMS BPH
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51. Contd…
• Doctors should be trained to act as social physicians as
well to promote healthy and happier life.
• Health should not be considered in isolation from other
socio-economic factors.
• Health consciousness should be fostered thorough
health education and by providing opportunities for the
participation of the individuals in the health
programmes.
• Sound health administrative structures may be designed
for the implementation of the health policy.
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52. Contd…
• All the systems of medicine must be encouraged to
provide decent health to the people in a coordinated
fashion.
• Utilize community resources and encourages local
participation to promote self-help programme4s at the
village level.
• Ensure basic health services available, accessible and
acceptable to the public.
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53. Scope of Public Health Admn
• In order to translate the aims and objectives of the
public health organizations, the scope of health
administration is expanding.
• Health administration is concerned with 'what' and
'how' of the health.
• 'What' is the subject matter covering preventive
promotive, curative and rehabilitative services; and
• ‘How' is the technique of management, i.e. the
principles of management which can make the health
administration successful and fruitful.
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54. Contd…
• Public health administration studies all aspects for the
delivery of health care services.
• In this context, health administration studies the role of
public, private, and voluntary efforts in meeting health
challenges.
• Health administration also studies the structure and
functioning of international health administration,
government administration at all levels, private
administration and voluntary administration which help
the people in improving their health status.
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56. Models of Management
• Various scholars and thinkers of management had
given different models of management and/or
administration including its components/elements
or functions.
• However, the common models of management
and/or administration are given by:
1. Henri Fayol
2. Koontz & O-Donel
3. Richard Stars
4. Gulic Luther
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57. Henri Fayol Model of Management
Organizing
Co-
ordinating
Planning
Controlling
Commanding
Mgmt
Functions
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58. Contd…
– Planning (Prevoyance): examining the future
and drawing up a plan of action.
– Organizing: build up the structure, both
material and human, of the undertakings.
– Coordinating: binding together, unifying and
harmonizing all activity and effort.
– Commanding: maintain the activity among the
personnel.
– Controlling: seeing that everything occurs in
conformity with established rule and expressed
command.
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59. Koontz and O-Donel’s Model
Organizing
Staffing
Planning
Controlling
Directing
Mgmt
Functions
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60. Richard Star’s Model
Organizing
Planning
Controlling
DirectingMgmt
Functions
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61. Gulic Luther’s Model
Organizing
Staffing
Planning
Controlling
Directing
Mgmt
Functions
Reporting
Budgeting
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62. Comprehensive model of management
Organizing
Staffing
Planning
Controlling
DirectingMgmt
Functions
Recording/
Reporting
Budgeting
Co-
ordinating
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63. Planning
• A plan is a commitment to a particular course of
action considered necessary or desirable to achieve
specific results.
• Planning is a process that involves the determination
of what action, when to take action, why to take
action, where to take action and how to take action.
• These why, what, how and when are related with
different aspects of planning process.
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64. Organizing
• Breaking an activity and grouping similar types of
activities is known as organizing.
• Organizing involves analysis of activities to be
performed, grouping similar activities into various
department/division or section, delegation of work
and authority & responsibility so that the work is
carried out effectively.
• Organizing deals with various form and design of
organization structure, departmentation, power &
authority, authority relationship, conflict and
coordination and organizational change.
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65. Staffing
• Staffing is the process of acquiring, developing,
employing, appraising, remunerating and retaining
people so that right type o people are available at right
positions and at right time in the organization.
• According to Koontz, "the managerial function of
staffing is defined as filling positions in the
organizational structure through identifying work
force requirements, inventorying the people available,
recruitment, selection, placement, promotion,
appraisal, compensation and training of needed
people."
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66. Directing
• Directing is the process of instructing, guiding,
counseling, motivating, communicating and leading
human resources to achieve organizational goals and
objectives.
• Direction is a continuous process and it continues
throughout the life of the organization.
• Through direction, management initiates actions in the
organization.
• Direction initiates at the top level in the organization
and follows to bottom through the hierarchy. It
emphasizes that a subordinate is to be directed by his
own superior only.PRATIK SHRESTHA - NAMS BPH
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67. Coordinating
• According to Glueck, "Coordination is a set of human and
structural mechanism designed to link the parts of the
enterprise together to help achieve the specified
objectives."
• Coordination is a continuous and dynamic process which
is relevant for group efforts and not for individual efforts.
• It emphasizes unity of efforts which is the heart of
coordination.
• Coordination is the responsibility of every manager in the
organization because he tries to synchronize
(match/balance) the efforts of his subordinates with others.
However, when his does not work, there is need for
special coordinators.PRATIK SHRESTHA - NAMS BPH
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68. Contd…
• Coordination should not be confused with
cooperation.
• The term coordination is related with the
synchronization of efforts which have amount, time
and direction attributes.
• Cooperation is basically a motto; a collective action
of one person with another or other persons towards
a common goal.
PRATIK SHRESTHA - NAMS BPH
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69. Controlling
• According to Terry & Franklin, "Controlling is the
determining what is being accomplished – that is,
evaluating performance and, if necessary, applying
corrective measures so that the performance takes place
according to plans."
• Control is forward looking because one can control
future happenings and not the past.
• Control is also an executive process; each manager has
to perform control function in the organization and
according to the level of a manager in the organization,
the nature, scope and limit of his control function may
be different as compared to a manager at other level.
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70. Recording
• Recording is a process in which records are kept
systematically.
• Usually records are written information for
administrative memory which are very much
important tools in controlling and assessing works.
• Records should be timely kept, accurate, accessible
and available when needed and contain information
useful for management.
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71. Reporting
• Reporting is the process of communicating and
disseminating information, notice and records
from one level/organization to another.
• It can be done by higher authority to subordinates
or subordinates to higher authority or by an
organization to general public.
• Reporting can be done either verbally or in written
form.
PRATIK SHRESTHA - NAMS BPH
DEPT.
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72. Budgeting
• Budget is a detailed plan of operations for some
specific future period.
• It is also a statement which is expressed in
monetary unit or any physical unit i.e. it is a
financial quantitative statement.
• Gillie has defined budgeting as "allocation of
scarce resources on the basis of forecasted needs
and proposed activities over a specified period of
time."
• Budgeting is also an essential aspect of managing
an organization including its personnel, programs
and projects.
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73. System Model of PHA/Mgmt.
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74. Inputs
• In managing public health programs, inputs like
men, money and materials/supplies are essential.
• Human resources in public health includes the
personnel of officer level, program coordinators,
physicians, nurses, technologist and other middle
and lower class personnel who are directly or
indirectly related to public health programs.
• Budget is also an important aspect of every
organization and programs. It includes physical
assets (e.g. building, machinery), capital, funds
and cash.
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75. Contd…
• Materials and supplies include the various
physical materials needed to establish and run an
organization and programs effectively and
efficiently.
• E.g. Materials like furniture, clinical instruments;
supplies like drugs/medicines, vaccines; and
machinery like ECG, USG, X-ray, etc.
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76. Process
• The inputs are utilized through various
management process like planning, organizing,
staffing, directing, controlling, coordinating,
recording/reporting and budgeting, by which the
desired goals and objectives of a program/health
institution will be achieved.
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77. Results/Outputs
• Finally, the results or outputs of an organization or
health program will be in the form of both
individual and organizational level. The individual
output may be individual performance, job quality,
promotion, etc. The organizational output may be
in the form of achieving organizational objectives
in terms of public health, education, training,
research, etc.
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78. Nature of Management
• Multidisciplinary
• Dynamic nature of principles
• Relative, not absolute principles
• Universality of management
• Management as a profession
• Management as science and art
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