functions.ppt
- 2. • Administration is the process of collective and operative effort directed towards the realization of a consciously laid down goals and objectives by an organization. • Management is creative problem solving
- 3. DEFINITION • Management may be defined as the art of securing maximum results with a minimum of effort so as to secure maximum prosperity and happiness for both employer and employee and give the public the best possible service (John Mee, 1963)
- 4. DEFINITION • Administration is the activities of groups of people cooperative to accomplish common goals (Herebert A Simmon).
- 5. CONCEPTS OF MANAGEMENT Nature of administration • Administrative process is intellectual, social, dynamic and creative as well as continuous.
- 6. CONCEPTS OF MANAGEMENT The feature or nature of administration are; • It is universal • It is holistic • It is intangible • It is continuous and ongoing process • It is goal oriented
- 7. CONCEPTS OF MANAGEMENT • It is social and human • It is dynamic • It is creative or innovative
- 8. CONCEPTS OF MANAGEMENT Functional Concept • The concept of management has changed according to time and circumstances. According to this concept, management is what a manager does- Louis. • Management is principally the task of planning, coordination, motivation and controlling the effort of other towards a specific objective -James.
- 9. CONCEPTS OF MANAGEMENT Getting things done through other concept • According to this concept, management is the art of getting things done through others. It is very narrow and traditional concepts of management.
- 10. CONCEPTS OF MANAGEMENT Leadership and decision- making concept • According to this concept, management is an art and science of decision –making and leadership. • Most of the times of manager is consumed in taking decision.
- 11. CONCEPTS OF MANAGEMENT • Achievement of objectives depends on the quality of decision similarly. • Production and productivity, both can be increased by efficient leadership only • Leadership provides efficiency, coordination and continuity in an organization
- 12. CONCEPTS OF MANAGEMENT Productivity concept • According to this, management is an art of increasing productivity. Universal concept • According to this management is universal in the sense that is application any where whether social, religious or business and industrial
- 14. Henri Fayol is the most outstanding name among those who have tried to analyze the functions of management. According to him, “To manage is to forecast and plan, to organize to command, to coordinate and to control.”
- 15. Thus, the main activities involved in management functions are: Planning Organizing Commanding Coordinating Controlling.
- 16. Luther Gullick coined the word “POSDCORB” to describe the functions of management. • Each letter of this word denotes the initial letter of a management function. Thus ‘P’ stands for planning ‘O’ for organizing, ‘D’ for directing, ‘S’ for staffing, ‘CO’ for coordinating, ‘R’ for reporting and ‘B’ for budgeting. • Reporting is covered by the controlling functions and budgeting is part of planning
- 17. Koontz and O’Donnell classified managerial functions into five groups. Planning Organizing Staffing Directing Controlling
- 18. Planning. • It involves the laying of objectives and determining the course of action to achieve the objectives. • Objectives have to be clarified before taking any other decisions. • Planning implies, deciding in advance what to do, when to do, where to do and how the results are to be evaluated.
- 19. Organizing Once planning is effected, the people in the organization have to be organized. • It is an important activity by which management brings together the manpower and material resources for the accomplishment of pre- determined goals. • Organizing is the process of establishing relationships among the members of the organization.
- 20. Staffing • Staffing is considered as a separate function in view of the need to employ the right types of people and develop them for the well-being of the organization. • It is concerned with the human resources of an organization.
- 21. Directing . • Directing is otherwise called management in action. • In the words of George R. Terry, “Directing means moving to action and supplying stimulative power to the group.” • Directing thus involves issuing instructions (or communication) to subordinates, guiding, motivating and supervising them.
- 22. Controlling. • Controlling is the process of seeing whether the activities have been performed in conformity with the plans. • It helps the management to get its policies implemented and to take corrective actions if performance is not in accordance with the planned objectives. • In the words of E.F.L. Brech, “Controlling is the process of checking actual performance.”
- 23. COORDINATION Coordination, is the process of synchronizing activities of various persons in the organization for the accomplishment of objectives. In other words, coordination is the harmonious blending of the activities of different departments for the attainment of desired goals.
- 24. PLANNING
- 25. Koontz and O’Donnell Defined planning in terms of future course of action. They state that: “Planning is the selection from among alternatives for future courses of action for the enterprise as a whole and each department within it.”
- 26. ESSENTIALS OF GOOD PLANNING Minimizes uncertainty Planning helps in minimizing the uncertainties of the future as it anticipates future events. Emphasis on objectives The first step in planning is to fix the objectives. When the objectives are clearly fixed, the execution of plans will be facilitated towards these objectives.
- 27. Promotes coordination Planning helps to promote the coordinated effort on account of pre- determined goals. Facilitates control Planning and control are inseparable in the sense that unplanned actions cannot be controlled. Control is nothing but making sure that activities conform to the plans.
- 28. Improves competitive strength Planning enables an enterprise to discover new opportunities, which give it a competitive edge. Economical operation Since planning involves a lot of mental exercises, it helps in proper utilization of resources and elimination of unnecessary activities. This, intern, leads to economy in operation.
- 29. Encourages innovation Many new ideas come to the mind of a manager when he is planning. This creates an innovative foresighted attitude among the managers. Tackling complexities of modern business With modern business becoming more and more complex, planning helps in getting clear idea about what is to be done, when it is to be done, where it is to be done and how it is to be done.
- 30. NATURE OF PLANNING The nature of planning can be highlighted by studying its characteristics. They are as follows: Planning is a mental activity Planning is goal-oriented Planning is forward looking Planning pervades all managerial activity
- 31. • Planning is based on facts • Planning is the primary function • Planning is flexible • Planning is essentially decision making
- 32. REQUIREMENTS OF A GOOD PLAN Clear objective Proper understanding Flexible Stable Comprehensive Economical
- 33. TYPES OF PLANNING Types of plans are as follows: Financial and non-financial planning • Financial planning relates to the monitory aspects of the concern. • On the other hand, non financial planning relates to the physical resources of the concern.
- 34. TYPES OF PLANNING Formal and informal planning • A planning in black and white is known as formal planning. • Informal planning is only thinking about it and nothing more.
- 35. TYPES OF PLANNING Short-range and long-range planning • Short-term planning relates to a period of less than one year. It is to accomplish objectives in the near future. • Medium-term planning covers a period of over one year but less than three years. A planning between 3 – 5 years is known as along term planning.
- 36. TYPES OF PLANNING Administrative and operational planning • An administrative planning associate with middle level managers and provides guide lines to operational planning’s. • On the other hand, operational planning associates with lower levels of management and deals with actual execution of operations. Top level planning is concerned with fixing of objectives.
- 37. STEPS IN PLANNING ESTABLISHING OBJECTIVES IDENTIFYING THE REAL PROBLEM COLLECTING AND ANALYSING INFORMATION DETERMINING PLANNING PREMISES IDENTIFYING ALTERNATIVE COURSES OF ACTION EVALUATION OF ALTERNATIVE COURSES OF ACTION SELECTING THE BEST COURSE OF ACTION FOLLOW-UP ACTION VARIOUS TYOES INVOLVED IN THE PLANNING PROCESS
- 38. CONTROLLING
- 39. DEFINITION • Controlling is regulation and monitoring of organizational activities in order to ensure compliance with standards set.
- 40. PURPOSE OF CONTROL • To detect the deviation from desirable standards • To take preventive and corrective action to ensure that organization mission and objectives are accomplished effectively and efficiently as possible. • To guide behaviour and set in to motion planes for the future.
- 41. TYPES OF CONTROL • Anticipatory control: “what can we do ahead of time to help our plan succeed”. For this, a manager need to; • Review mission and goals • Review past success and failures • Assess needs • Project for the future
- 42. TYPES OF CONTROL • Concurrent control: a type of control deals with present rather than the future or past. • It involves monitoring and adjusting ongoing activities and processes to ensure compliances with standards. • For this a manger need to monitor ongoing activities and make adjustments.
- 43. TYPES OF CONTROL • Feed back control: this involves gathering information about an ongoing or completed activity, evaluating that information and taking that steps to improve that activity or similar activities in the future. For this, the manager need to; – Gather information on completed activity – Learn from mistakes – Take steps to improve situation
- 44. STAGES OF CONTROL There are three stages in this process, which are; • Setting standards • Assessing or comparing actual performance against standards • Taking actions on the basis of the results obtained from assessment or feedback.
- 45. ADVANTAGES OF CONTROL It provides; • An established standard of performance with corresponding performance indicators for different jobs • A regular ongoing comparative study between the current performance and established standards and its performance indicators
- 46. ADVANTAGES OF CONTROL • Taking actions to correct a performance that does not meet these standards. • The basic factor is to attain the objective of the organization in the desired manner and hence timely corrective action helps to control a bad situation from developing.
- 47. COORDINATION
- 48. DEFINITION: According to Brech, coordination is “balancing and keeping the team together by ensuring a suitable allocation of working activities to the various members and seeing that these are performed with the harmony among the members themselves”.
- 49. NATURE OF COORDINATION The features of coordination are as follows: • It is a managerial activity. • It is an orderly arrangement of group activity. • Its aim is to secure unity of action towards a common goal. • It is a continuous process.
- 50. TYPES OF COORDINATION Coordination may be either vertical and horizontal (on the basis of its shape) or internal and external (on the basis of its scope and coverage).
- 51. TYPES OF COORDINATION Vertical coordination Coordination is vertical when it is to be achieved between various links or different levels of the organization. It is the function of the top executives to bring about this coordination and is needed to ensure that all the levels in the organization act in harmony.
- 52. TYPES OF COORDINATION Horizontal Coordination Coordination is horizontal when it has to be achieved between departments on the same level in the managerial hierarchy, i.e. coordination between the production department, the sales department, the personnel department, etc.
- 53. • Internal coordination Coordination is internal when it is achieved between different departments, sections and units of an organization. It is both vertical and horizontal. TYPES OF COORDINATION
- 54. • External coordination Coordination is external when a business enterprise maintains proper coordination with external agencies like government, customers, suppliers, and competitors. TYPES OF COORDINATION
- 55. Creative force • Group efforts when coordinated create a result greater than the sum total of the individual and isolated. Unity of direction • Co-ordination ensures unity if direction by way of securing spontaneous collaboration on the part of different departments. IMPORTANCE OF CO-ORDINATION
- 56. High employee morale • co-ordination enhances the general level of employee morale and provides satisfaction Diverse and specialized activities • Total activities of an organisation are divided into several units and subunits on the basis of either product specialisation. IMPORTANCE OF CO-ORDINATION
- 57. To avoid personal rivalries and prejudice • Human organisation give rise in course of time to the development of personality politics among members. IMPORTANCE OF CO-ORDINATION
- 58. To avoid conflict of interests • Subordination of individual interest to general interest often happen in organizations. There is need for coordination to avoid conflicts or overlapping in the work of employees or units or as organisation. IMPORTANCE OF CO-ORDINATION
- 59. PRINCIPLES OF COORDINATION Mary Parker Follett • Principle of direct contact. Direct personal contact is one of the best ways to coordinate the activities of different individuals. • Principle of continuity Coordination never ends. It is a continuous process starting with planning and running through other managerial functions.
- 60. PRINCIPLES OF COORDINATION • Principle of early start Coordination can be attained easily during the early phases of planning and policy making. • Principle of reciprocal relationship This principle states that all the factors in a situation are reciprocally related. For example, when X works with Y. Each finds himself influenced by the other persons and factors in the whole situation.
- 61. Techniques of effective coordination Clearly defined goals. The overall goals of the enterprise should be clearly laid down and should be properly understood by each and every person in the enterprise.
- 62. Clear lines of authority and responsibility Coordination can be achieved only through the clear-cut indication of the line of authority and responsibility. A clear-cut line of authority indicates as to who is accountable to whom. Precise and comprehensive programmes and policies Another measure for achieving effective coordination is through well defined programmes and policies. Techniques of effective coordination
- 63. Cooperation • Coordination should be accompanied by cooperation. • Thus coordination can be achieved only if the individuals in the organization are willing to help each other voluntarily. Techniques of effective coordination
- 64. Effective communication • Effective communication is the key to proper coordination. • Thus can be achieved through personal contacts and reliable channels of communication. Techniques of effective coordination
- 65. Effective leadership and supervision. • Appropriate leadership ensures coordination both at the planning and implementing stages. • Proper supervision is highly essential to guide the activities of individuals in the proper direction. Techniques of effective coordination
- 66. • Begin coordinating at a very early stage • To have direct contact with the people • Maintain continuity • Infuse dynamism • To be clear ad make the objectives clear to subordinates Measures For Co-ordination
- 67. • To work out clear delineation of authority • To simplify the procedures in the organization • To provide effective leadership and supervision. Measures For Co-ordination
- 68. • Uncertainty of the future, as to the behaviour of the individual and the people. • Lack of knowledge, experience, wisdom and character among leaders and their confused and conflicting ideas and objectives. • Lack of administration skill and technique. Hindrances to co-ordination
- 69. • Vast number of variables involved and the incompleteness of human knowledge, particularly with regard to men and life. • Lack of orderly methods coordination.. • Size and complexity, personality and political factors. Hindrances to co-ordination
- 70. • Lack of leaders with wisdom and knowledge pertaining to public administration • Accelerated expansion of public administration of international dimension. Hindrances to co-ordination
- 71. • Health care system requires intense coordination to function it effectively. • Nursing service is often the largest group of health personnel with wide range of functions and skills. • Effective coordination of nursing services and patient care will lead to patient satisfaction, better quality of service and patient outcomes. Coordination Applied to Nursing Management