it is easy to learn and understand the organization setup and their working environment

2. ‣Organization implies the arranging of ways
and means for achieving pre determined
goals.
‣Planning sets the goals and objectives of a
business.
‣It is the organization,which provides the
means for purposive integrated &
cooperative action by its members.

3. ‣Organizing involves creation of the
structure with inter related parts.
‣So that the parts are related to one another
& In turn are related to the whole.
‣There are two essential requirements for an
organization
• The parts &
• Their Inter-relation.

4. &
‣By creating these relationships between
these two independent parts, it would be
possible to realize their unification
integration & coordination needed for the
achievement of the institution
predetermined objectives.
Relation should be established b/w human beings in terms of
Their WORK &
ACTIVITIES
Various
PHYSICAL
RESOURCES

5.  Organization is a group of people
intentionally organized to accomplish an
overall,common goal or set of goals.
 A group of people who come together to
achieve certain predetermined objectives.
CARTER MC-NAMARA

6. Delegation
of
authority
among
various
managerial
positions
The span of control of
the manager and
helps him discharging
his responsibility in a
more effective
manner.
Sound
organization
structure
facilities
effective
management.
It helps in
coordinatin
g various
jobs in the
department
or division.
Organizing virtually
means order &
discipline both with
respect to working
behavior of the
employee.
The
employee
knows very
well what
exactly he is
expected to
contribute.
It facilitates
formal
communicati
on through
line
authority.

7. 1
• Understanding the objectives
clearly.
2
• Assessing the total work & breaking the
same into component activities.
3
•Grouping the activities into
practical units.

8. 4
• Assigning the duties & responsibilities
and providing the physical means
required for performing the different
activities.
5
• Assigning the qualified personnel.
6
• Delegating the authority to the people so
that the necessary relationship can be
created.

9.  It refers to the formal configuration
between individual & the group with respect
to the allocation of tasks,responsibilities
and authority with organization.

10. VERTICAL/TALL
ORGANIZATION
STRUCTURE
• ORGANIZATION
STRUCTURETYPES OF
HORIZONTAL/FLAT
ORGANIZATION
STRUCTURE

11. VERTICAL/TALL
ORGANIZATION
STRUCTURE
• It refers to the increase
in length of the
hierarchical chain
command of the
organization.
HORIZONTAL/FLAT
ORGANIZATION
STRUCTURE
• It refers to an
organization
structure,which has
increase in breadth of its
structure
• There are a lesser
number of levels in the
organizational hierarchy
of such organizational
with relatively large
span of control.

12.  To understand the organization of a health
care agency (e.g. a hospital, nursing home
health care agency or public department) or
of any kind of institution, one must be
familiar organizational theory.
ORGANIZATIONAL THEORY

13. CLASSICAL
DOCTRINE
HUMANISTIC
SCHOOL
MODERN
ORGANIZATIONAL
THEORY
CLASSIFICATION OF
ORGANIZATONAL
THEORY

14.  Classical doctrine is the oldest theory in the organization.
 It emphasizes rigid,centralized control of worker to promote
high production.
 FREDERICK TAYLOR is considered the father of classical
theory & knows as the father of scientific management.
 High production was his primary concern in developing the
theory.
 Taylor believed that the high production could be achieved by
paying high wages.
 In his opinion , it was possible to pay high wages & still have
an over all low labor cost
CLASSICAL DOCTRINE

15.  Fayol identified 14 principles of management &
further developed taylor’s ideas (fayol 1949).
1. Division of work.
2. Authority.
3. Discipline.
4. Unity of command.
5. Unity of direction.
6. Subordination of individual interest to general
interest.
7. Remuneration of personnel.
8. Centralization.
9. Scalar chain.
10.Order.
11.Equity.
12.Stability of tenure for personnel.
13.Initiative.
14.Esprit de crops.

16. Formulation of new theory of organization in
the 1930s.
The humanistic theory,also called behavioral or
neoclassical theory
Identifies two major functions of organizations.
i. Maintaining the external balance, that is
economics(the focus of classical theory).
ii. Maintaining the internal balance that is the
social organization of the workers through
which they stratify their own desire & needs
of worker.
HUMANISTIC SCHOOL

17. Modern organization theory began in the late
1950s.
It consists of two main approaches:
1) System.
2) Contingency.
 The basic assumption of this theory in a
system framework is that an organization is
an open system , consisting of input, through
put , out put & feed back
MODERN ORGANIZATION
THEORY
input
Through
put
Out
put

18. REVIEW OF CHANNELS OF COMMUNICATION

19. The word communication comes from the
Latin word communis, meaning common
sense.
DEFINITION:-
Communication is a two-way process by
which information exchanged between or
among individuals through a common
system of symbols,signs and behavior.

20. Chitty (2001) defines communication as the
complex exchange of thoughts,ideas,or
information on at least 2 levels:-
VERBAL
COMMUNICATION
• The transmission of
ideas,opinions,feelings,emotions or attitudes
through the use of words.
• Ex: comments,question,reactions
NONVERBAL
COMMUNICATION
• It refers to the sending of messages to
another person utilizing methods or means
other than words.
• Ex: facial expression,gesture,eye contact

24. NONVERBAL
COMMUNICATION
SKILLS
VERBAL
COMMUNCATION
SKILLS:-Written
& Oral
LISTENING
GROUP
COMMUNICATION

25. FACIAL EXPRESSION
ENVIRONMENT
APPEARANCE
EYE
CONTACT
SPACE
POSTURE &
GESTURES

26.  The active process of listening is an
important as verbal skills.
 Listening and hearing what people are
saying to you is a science and an art.
 The leader must continually work to
improve listening skills.
 The leader’s primary purpose , then, is to
receive the message being sent rather than
forming a response before the transmission
of the message is complete.

27. Managers must communicate with large or small
groups, as well as individual employees.
 It is essential that the manager has an
understanding of group dynamics, including the
sequence each group must go through before
work can be accomplished.
 Juckman and jenes (1977) developing the
stages of group communication.
 1.forming stage: when people are introduced,
they must go through a process of meeting
each other.

28.  2. storming stage: In this stage there is a
much competition and attempts at the
establishment of individual identities.
 3. Norming stage: The group begins to
establish rules and design its work.
 4. Performing stage: in this stage the
work actually gets done.

29. 1.written communication:
a. written messages allow for documentation.
b. Most managers are required to do a
considerable amount of this type of
communication and there fore need to be able
to write clearly.
2.Face-to-face communication:
a.Oral communication is rapid but may result
in fewer people receiving the information than
necessary.
b.Communicate verbally in formal meetings,
with peer work groups, and when making
formal presentations.

30.  Non verbal communication:
a. It includes facial expression, body
movements and gestures and is commonly
referred to as body language.
b. it is generally considered more reliable than
verbal communication.
c. it involves the emotional component of the
message.
d. there is a significant danger, in
misinterpreting non verbal messages if there
are not assessed in context with the verbal
message.

31. Telephone communication:
a. A telephone call is rapid and allows the
receiver to clarify the message at the
same time it is given.
b. Accents may be difficult to understand as
well in a multicultural workforce.

32. Meaning:
The origin of the word “lead” is a word
meaning “to go”
Definition:
1.Leadership is the ability to influence
other people - lansdale
2. Leadership is the lifting of mans
vision to higher sights, the rising of mans
performance to higher standard, the
building of mans personality beyond its
normal limitation - peter drucker

33.  PERSON: A leader by its meaning is one
who goes first and leads. And others are
motivated to follow him.
 PURPOSE: A requirement for leadership is
personal vision
It should meet the following criteria:
 Achievable
 Inspiring
 Measurable
 shared

34. PEOPLE:
To be a leader, one must have followers.
To have followers, one must have their
trust

35. PURPOSE
PEOPLEPERSON

36.  It is a personal quality of character and behavior in
man which enables him to exert internal personal
influence.
 It is concerned with the lying down group objectives
and policies for the followers, motivating them
coordinating their efforts to accomplish the
objectives.
 Its style may differ from situation to situation.
 It is a process of influencing exercised by leader on
members of a group.
 It is the ability to pursue others and motivate them to
work for accomplishing certain objectives.

37. perseverance
integrity
Ability to
handle stress
balanceenergy
Self
awareness
courage
optimism
initiative

38. LEADERSHIP THEORIES
• “Great Man” theories
• Trait theories
• Contingency theories

39.  Great man theories assume that the
capacity for leadership is inherent – that
great leaders are born,not made.
 The term “Great Man” was used because ,
at the time , leadership was thought of
primarily as a male quality , especially in
terms of military leadership.
“GREAT MAN” THEORIES

40.  Similarly , trait theories assume that people in
inherit certain qualities and traits that make them
better suited to leadership.
 Trait theories often identify particular personality or
behavioral characteristics shared by leaders.
 If particular traits are key features of leadership ,
then how do we explain people who possess those
qualities but are not leaders?
 This question is one of the difficulties in using trait
theories to explain leadership.
TRAIT THEORIES

41.  Contingency theories of leadership focus on
particular variables related to the environment
that might determine which particular style of
leadership is best suited for the situation.
 According to this, no leadership style is best in
all situations.
 Success depends upon number of variables,
including the leadership style, qualities of the
followers & aspects of the situation.
CONTINGENCY THEORIES

42. Continuing education
Preceptor ship
Mentorship
Guidelines for delegating nursing care
Employee responsibilities
Patient care coordination
APPLICATION OF LEADERSHIP IN
NURSING