NURSING MANAGEMENT

INTRODUCTION:
Administer -derived from the Latin word ad +
ministraire, - to care for or to look after people to
manage affairs.
Administration is the activities of groups co-operating
to accomplish common goals. -Herbert A Simon
Administration may be defined as the management of
affairs with the use of well thought out principles
and practices and rationalized techniques to achieve
certain objectives.

DEFINITION:
ADMINISTRATION:
Administration is the organization and direction of
human and material resources to achieve desired
ends- Pfiffner and presthus
Administration has to do with getting things done;
with the accomplishment of defined objectives. Luther Gullick

 Management is creative problem solving.

Management is a generic function that includes
similar basic tasks in every discipline and in every
society.

MANAGEMENT:
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
Management is distinct process consisting of
planning, organising, actuating, activating and
controlling, performed to determine and accomplish
the objectives by the use of people and resources. George

 Management and Administration: These two

words are slightly similar and can employ
interchangeable.
Management refers to private sector. Whereas
administration refers to public sector.
Management or Administration is the process for
exceeding the goal expected." - Derek French and
Heather Saward.

Management can be seen as

1.
2.
3.
4.
5.

A process
A profession
A factor of production
A field of study
A group of people that supervise an
organization

Difference between administration

and management
Basis of difference

Administration

Management

Nature of work

It is concerned about the

determination of
objectives and major
policies of an
organization

It puts into action the

policies and plans laid
down by the
administration.

Type of function

It is a determinative
function

It is an executive
function

Scope

It takes major decisions

of an enterprise as a
whole

It takes decisions within

the framework set by the
administration.

It is a top-level activity.

It is a middle level activity

Nature of status

It consists of owners who

invest capital in and receive
profits from an enterprise

It is a group of managerial
personnel who use their
specialized knowledge to
fulfill the objectives of an
enterprise

Nature of usage

It is popular with government,

military, educational, and
religious organizations.

It is used in business
enterprises.

Decision making

Its decisions are influenced

by public opinion,
government policies, social,
and religious factors.

Its decisions are influenced

by the values, opinions, and
beliefs of the managers.

Main functions

Planning and organizing

functions are involved in it.

Motivating and controlling

functions are involved in it.

Abilities

It needs administrative rather

than technical abilities.

It requires technical activities

Managerial Concerns:
Efficiency Doing things rightGetting the most output for the least inputs
Effectiveness Doing the right thingsAttaining organizational goals

Efficiency and Effectiveness in

management

Managerial levels

Who are Managers?

Someone who coordinates and overseas the work of
other people so that organizational goals are
accomplished.
First-line Managers- Individuals who manage the
work of non-managerial employees.
Middle Managers -Individuals who manage the
work of first-line managers.
Top Managers- Individuals who are responsible for
making organization-wide decisions and
establishing plans and goals that affect the entire
organization.

Role:
Interpersonal roles - Figurehead, leader,
liaison
Informational roles - Monitor, disseminator,
Spokesperson
Decisional roles - Entrepreneur, Disturbance
handler, resource allocator, negotiator

Skills:
Technical skills - Knowledge and proficiency in a
specific field
Human skills - The ability to work well with other
people
Conceptual skills - The ability to think and
conceptualize about abstract and complex situations
concerning the organization

kills Needed at Different

Management Levels

Importance of management:
The Value of Studying Management:
The universality of management
Good management is needed in all organizations.
The reality of work

 Employees either manage or are managed.

Rewards and challenges of being a manager
Management offers challenging, exciting and
creative opportunities for meaningful and fulfilling
work.
Successful managers receive significant monetary
rewards for their efforts.

Universal Need for Management

Management Theories

The driving force behind the evolution of

management theory is the search for better
ways to utilize organizational resources.

The Evolution of Management Theory

Organizational Environment Theory

Management Science Theory

Behavioral Management Theory

Administrative Management Theory

Scientific Management Theory

1890 1900

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000

cientific Management Theory

Frederick W. Taylors One Best Way from his
time and motion studies
Taylor is the Father of Scientific Management
Machine Model viewed man as a means of
production rather than the end (economic man
model)
One of the first management consultants

F.W. Taylor (1856-1915)

Scientific Management
The systematic study of
relationships between
people and tasks for the
purpose of redesigning the
work process to increase
efficiency.

General Approach
Developed standard method for performing each
job.
Selected workers with appropriate abilities for
each job.
Trained workers in standard method.
Supported workers by planning work and
eliminating interruptions.
Provided wage incentives to workers for
increased output.
27

cientific Management Theory

Productivity at the level of the worker (skills,

physical attributes)
His management said reduced wasted efforts,
set standards for performance, encourage
specialization and, stress the selection of
qualified workers who could be developed for
a particular job.

cientific Management Theory

Basic Principles of the Machine Model

Division of labor and specialization
Unity of command and centralization of
decision-making
One way authority

cientific Management Theory

Concept of 3 Es
Efficiency
Effectiveness
Economy
Restricted focus weakness of machine
model

Four principles
The development of science.
The scientific selection of employees.
The scientific education and development of
employees
Intimate & friendly co-operation between
employees & employer.

dministrative Management Theory

Modern operational management theory

by Henry Fayol(1841-1925)
Treated administration as a process as
opposed to the prevailing practice
wherein administration is under control of
specialists.

Administrative Management

The study of how to create an

organizational structure that leads to
high efficiency and effectiveness.

dministrative Management Theory

According to Fayol, administrative management was

concerned or focused on the formal organization
structure and the delineation of the basic processes of
general management:
Planning examining the future and drawing up the
plan of action
Organizing building up the structure, material, human
resources of the undertaking
Command maintaining activity among the personnel
Coordination binding together
Control.

dministrative Management Theory

Fayols 14 Management Principles

Division of Work- This principle is the same as Adam
Smiths division of labor.
Authority-Managers must be able to give orders.
Authority gives them this right. Along with authority,
however, goes responsibility. Wherever authority is
exercised, responsibility arises.
Discipline- Employees must obey and respect the rule
that govern the organization.
Unity of Command- Every employee should receive
orders from only one superior.

dministrative Management Theory

Unity of Direction- Each group of organization
activities that have the same objective should be
directed by one manager using one plan.
Subordination of Individual Interests to the
General Interest- The interest of any one
employee or group of employees should not take
precedence over the interests of the group as a
whole.
Remuneration- Workers must be paid a fair wage
for their services.

dministrative Management Theory

Scalar Chain- The line of authority from top

management to the lowest ranks represents the
scalar chain. Communications should follow this
chain.
Order- People and materials should be in the right
place at the right time.
Equity- Managers should be king and fair to their
subordinates.
Stability of Tenure of Personnel- High employee
turnover is inefficient.

dministrative Management Theory

Centralization- This term refers to the degree to which

subordinates are involved in decision making.

Initiative- Employees who are allowed to originate

and carry out plans will exert high levels of effort.
Esprit de Corps- Promoting team spirit will build
harmony and unity within the organization.

Management was a universal function that could

be defined in terms of the various processes that
the manager performed

POSDCORB theory by Lather

Luther Gullick
He was influenced by fayol and condensed the
duties of administration into the famous acronym
POSDCORB
POSDCORB is a word composed of the intials of
the functions of the executives
POSDCORB includes 7 functions

P
O
S
D
CO
R
B

Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting

LYNDALL URWICK
He stressed the importance of design in
organization
A/C to urwick , an organization is built on
ten principles:
10 principles of organization by lyndall
urwick.

 The Principle of
The objective
Specialization
Co-ordination
authority
responsibility

definition
correspondence
Span of control
balance
continuity

Bureaucracy Organizations
Max Weber 1864-1920
MAX WEBER is the founder of
bureaucratic theory
Believed that efficiency is
achieved through impersonal
relations within a formal structure
Ethical Dilemma: The Supervisor

43

Bureaucratic Model
Relies on rational set of structuring
guidelines, such as rules and procedures,
hierarchy, and a clear division of labor
The bureaucracy is a formal organization

Bureaucratic organization
Was a hierarchy with clear superiorsubordinate communication and relations,
based on positional authority
Orders from the top were transmitted down
through the organization via a clear chain
of command.

Bureaucratic Model

Max Webers Bureaucratic characteristics

1.
2.
3.
4.
5.
6.

Division of Labor
Fixed authority and official jurisdiction
Hierarchal arrangement of officers
Written formal rules
Specialization
Security of tenure

System of written rules that specify how

Employees should
behave

Clearly specified
System of task and
Role relationships

A bureaucracy
Should have

Selection and evaluation

System that rewards
Employees fairly and
Equitably.

Clearly specified
Hierarchy of
authority

Bureaucratic Model

Webers rules (criteria on how to construct organizations

1. Organizations are impersonal and are subject to
authority
2. Organized in clearly defined hierarchy of offices
3. Each office has area of competence
4. Office is filled by way of a free contractual relationship
and there is free selection for the positions
5. Technical qualification is basis of selection

Bureaucratic Model
6. Members are remunerated by fixed salaries; right to
pensions; salary scale according to rank; right to
resign
7. Office is sole primary occupation of the members
8. Office constitutes a career with a promotion system
9. Official work separated from ownership of the
means of administration
10. Members subject to strict and systematic discipline
and control in the conduct of the office

UMAN RELATIONS THEORY

One of fathers of human relations movement
Basic principles of human relations from
Mayo and Hawthorne experiments:
a. Social norms and supervision
b. The group or democratic administration
c. Rewards and sanctions

Hawthorne Studies
Conducted in Chicagos Hawthrone Western
Electric plant
on industrial engineers to examine the effect
of various illumination levels on workers
productivity
To test several assumptions of management

 Mayo felt that work satisfaction depends to a large

extent on the informal social pattern of the working
group.
He thought that supervisor could be trained to play a
different role which could help him to take personal
interest in the subordinates and discharge his duties
in a better manner.

KEY ASPECTS
Hawthorne studies led to the belief that human
relations between workers and managers and among
workers were main determinants of efficiency.
He also noted that the worker should be made to
come out openly with their needs, interact freely &
without fear with company officials.

Field theory of human behavior:

By Kurt Lewin
He claimed that the workers on-the-job
behavior is influenced by interactions
between workers personality , work group
structure and socio-technical climate of the
work place

Social process theory

By mary parket follet:
She viewed management as a social process.
Motivating individuals & groups to work
towards a common goal

Theory of human motivation

By Abraham Maslow,
He analysed the relationship between the
human beings and organizations from the
stand point of human needs

Abraham Maslows Hierarchy

of Needs
1908-1970

Self-actualization
Esteem
Belongingness
Safety
Physiological
Based on needs satisfaction

THEORY X-Y
By DOUGLAS Mc GREGOR
2 different ways to motivate or influence others
based on underlying attitudes about human nature.
His focus was on utilizing human potentials in
organizations.

 The average human being..

Prefers to be directed
Wishes to avoid responsibility
Has rationally little ambition
Is more interested in financial increments
Wants security above the personal acchievements

 Here the management has 2 strategies

Hard
Soft

heory X and Theory Y

Theory X: essentially negative view of
people little ambition,
dislike work,
avoids responsibility, and
needs to be closely directed to work
effectively

heory X and Theory Y

Theory Y: positive view
people can exercise self- direction,
accept responsibility and
consider work to be as natural as rest or
play.

 Theory Y assumptions best captured

true nature of workers and should
guide management practice.

Theory Y
Assumptions:
Workers are not inherently lazy
Do not naturally dislike work
If given the opportunity, will do what is
good for the organization.

Douglas McGregor Theory X & Y

1906-1964
Theory X Assumptions

Dislike work will avoid it

Must be coerced,
controlled, directed, or
threatened with punishment
Prefer direction, avoid
responsibility, little
ambition, want security
65

Theory Y Assumptions

Do not dislike work

Self direction and self
control
Seek responsibility
Imagination, creativity
widely distributed
Intellectual potential
only partially utilized

 Decision theory by Herbert Simon:

He views business & service institutions are
net works of decision makers

 SOCIAL SYSTEM THEORY BY CHESTER

BERNARD.
He viewed organization as a social system.
A system is composed of elements under one
related concept.

Management Theories
Contemporary/ Modern Theories

Systems View of OrganizationsSYSTEMS THEORY

69

Exhibit 2.5, p. 58

Quantum Theory
Each person needs to be acknowledged
for his or her own talent and potential,
and each needs to be acknowledged and
helped to grow in all possible kinds of
ways.
The leader is the one responsible to
facilitate growth among his subordinates.

Chaos Theory
Recognizes that events are rarely controlled.
Chaos theorist Suggests that systems naturally
go to more complex and as they do so, these
systems become more volatile and must
expend more energy to maintain that
complexity.

 As they expend more energy, they seek more

structure to maintain stability
This Trend continues until system splits, combines
with another complex system or falls apart entirely.

Contingency Theory
Asserts that when managers make a
decision, they must take into account all
aspects of the current situation and act on
those aspects
The best style depends on the situation.
It depends approach

Contingency View of
Management

Successful resolution of organizational problems is

thought to depend on managers identification of key
variations in the situation at hand

Exhibit 2.6, p. 59

74

Contingency Theory
Most important managerial skills are
Decision-making
Inter- personal skills
Communication
Negotiating skills
Delegating

The Principles of Management

Management principles are statements of
fundamental truth.
These principles serve as guidelines for decisions
and actions of managers.
They are derived through observation and analysis
of events which managers have to face in practice.

The Principles of Management

Fayols 14 principles of
management

1. DIVISION OF WORK
The specialization of the workforce, creating
specific personal and professional development
within the labour force and therefore increasing
productivity; leads to specialization which increases
the efficiency of labour.
By separating a small part of work, the workers
speed and accuracy in its performance increases.
This principle is applicable to both technical as well
as managerial work.

The Principles of Management

2. AUTHORITY & RESPONSIBILITY
The issue of commands followed by
responsibility for their consequences.
Authority means the right of a superior to
give order to his subordinates; responsibility
means obligation for performance.
This principle suggests that there must be
parity between authority and responsibility.
They are co-existent and go together, and are
two sides of the same coin.

The Principles of Management

3. DISCIPLINE
Discipline refers to obedience, proper
conduct in relation to others, respect of
authority, etc.
It is essential for the smooth functioning of all
organizations.

The Principles of Management

4. UNITY OF COMMAND
This principle states that every 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.
Unity of Command also makes it easier to fix
responsibility for mistakes.

The Principles of Management

5. UNITY OF DIRECTION
All those working in the same line of activity must
understand and pursue the same objectives.
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.
It seeks to ensure unity of action, focusing of
efforts and coordination of strength.

The Principles of Management

6. SUBORDINATION OF
INDIVIDUAL INTEREST
The management must put aside personal
considerations and put company objectives
first.
The interests of goals of the organization must
prevail over the personal interests of
individuals.

The Principles of Management

7. REMUNERATION
Workers must be paid sufficiently as this is a
chief motivation of employees and therefore
greatly influences productivity. The quantum
and methods of remuneration payable should be
fair, reasonable and rewarding of effort.

The Principles of Management

8. 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.
Sharing of authority with lower levels is called
decentralization.

The organization should strive to achieve a proper

balance.

The Principles of Management

9. SCALAR CHAIN
Scalar Chain refers to the chain of superiors ranging
from top management to the lowest rank.
The principle suggests that there should be a clear line of
authority from top to bottom linking all managers at
all levels.
It is considered a chain of command.
It involves a concept called a "gang plank" using which a
subordinate may contact a superior or his superior in case of
an emergency, defying the hierarchy of control. However
the immediate superiors must be informed about the matter

The Principles of Management

10. ORDER
Social order ensures the fluid operation of a company
through authoritative procedure.
Material order ensures safety and efficiency in
the workplace

The Principles of Management

11. EQUITY
Social order ensures the fluid operation of a company
through authoritative procedure.
Employees must be treated kindly, and justice
must be enacted to ensure a just workplace.
Managers should be fair and impartial when
dealing with employees.

The Principles of Management

12. STABILITY OF TENURE OF
PERSONNEL
The period of service should not be too short and
employees should not be moved from positions
frequently.
An employee cannot render useful service if he is
removed before he becomes accustomed to the work
assigned to him.

The Principles of Management

13. 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 the organization because it provides
new and better ideas.
Employees are likely to take greater interest in
the functioning of the organization.

The Principles of Management

14. TEAM SPIRIT
This refers to the need of managers to ensure and
develop morale in the workplace; individually and
communally.
Team spirit helps develop an atmosphere of mutual
trust and understanding. Which can be used to
initiate and aid the processes of change, organization,
decision-making, skill management and the overall
view of the management function.

 Fayol's definition of management roles and

actions distinguishes between Five Elements:

Five Elements: management

roles and actions
Prevoyance. (Forecast & Plan)- Examining the future
and drawing up a plan of action. The elements of
strategy.
To organize - Build up the structure, both material and
human, of the undertaking.
To command - Maintain the activity among the
personnel.
To coordinate - Binding together, unifying and
harmonizing all activity and effort.
To control -Seeing that everything occurs in conformity
with established rule and expressed command.

NEED FOR MANAGEMENT

1. TO INCREASE EFFICIENCY
Principles provide the key to the understanding of the
problems.
They serve as guidelines for the thinking & action of the
managers.
Application of principles avoids the need for trial &
error and improves the quality of the management
practice.
Therefore they help to save time and effort in
understanding and solving managerial problems.
In this way, principles help to reduce risk and increase
efficiency.

2.TO
CRYSTALLISE
MANAGEMENT

THE

NATURE

OF

Development of principles is helpful in analyzing and

understanding the scope of management.
The theory of management provides a useful framework for the
education and training of managers.

3.TO IMPROVE RESEARCH IN MANAGEMENT

Codification of principles leads to the science of management.
Management principles serve as the focal point of expanding
future horizons of knowledge through research.
The principles guide managers in decision making and action.

4. TO ATTAIN SOCIAL GOALS

The standard of living in a society depends upon
the quality of management.
Competent management results in more
efficient
utilization
of
human
material resources, thereby improving
the quality of life.

Functions of Management
Organization
Planning

CoOrdinating

Staffing
FUNCTIONS OF
MANAGEMENT

Reporting &
Recording

Controlling

Directing
Budgeting

Strategies
Objectives

Policies
Rules
Procedures

Mission
Planning

Programmes/
Projects
Forecasting
Forecasting

Budgets

Delegation
Departmentation

Functionalization
/Specialiation

Committees

Centralization

Organizing

Decentralization

Span of Control

Job Analysis

Job
Description

Recruitment
Selection

Man power
planning

Placement

Disciplinary
procedure

Staffing

Grievance
Redressal

Orientation

Incentives
Wage Plan

Performance
Appraisal

Training &
Development

Leadership

Motivation

Directing

Supervision

Communication

Audits

Performance
appraisal
Reports

Budgeting
Controlling
Quality
Assurance
Human resource
Accounting

Inventory control

ELEMENTS OF ADMINISTRATION
Luther Gullick and Lyndall Urwick (1937) incorporated
Fayols theory into American administration Duties of an
administrator
POSDCORB
Planning
Organizing
Staffing
Directing
Co-ordinating
Reporting
Budgeting

1.Planning
Occurs in various ways and at all levels
Setting organizational goals
Development of strategies for achieving the goals
of org. standards, levels of equality, need to be met
in completing the tasks

 A plan is a predetermined course of action which

provides purpose and direction of an
organization.
Planning is fore-seeing future circumstances and
requirements, then, setting objectives, making
long and short term plans and determining the
policies to be followed with standards to be set.

 Planning Is one of the managerial function that

determines in advance about the future course of
action.
Planning is determination of:
? What is to be done?
? How it is to be done?
? When it is to be done? &
? where it is to be done?
? who is to do it and
? How results to be evaluated?


o
o
o

3 kinds
Strategic Planning long-range
Practical Planning
Contngency Planning a alternative courses
of action when the primary plans dont
achieve the goals

 It involves making a systematic process for

achieving the organizations goals.
In planning, managers receive and store
information, monitor and disseminate the
information.
A manager makes decisions on strategy and
allocation of resources and initiate planned
changes
Strategic planning is the process of developing and
analyzing the organizations mission, overall goals,

Who will do Planning?

Planning is done at all levels of management

Top level management

Long term plans

Middle & supervisory

managers

Short term plans

Importance of Planning?
Planning is first function of management
Planning leads to success. (when you fail to
plan, you are planning to fail)
It helps to chalk-out the sequence of steps in the
course of action
Good planning avoids overlapping of activities
Planning facilitates coordination and control

Importance of Planning?
planning helps to set standards and targets
planning helps in the appraisal of persons and
actions.
Planning leads to completeness of action, thus
achieving the desired goals.
Planning minimizes risks and uncertainties
Planning helps to understand the organizational
structure, types of personnel required, thus, helps
in the selection & training of the personnel for the
job.

Importance of Planning?
Planning helps to establish committees and
consultative bodies

Planning helps in the preparation of

organizational charts, procedure and policy
manuals, programmes and schedules,
budgeting etc.

Essentials of good planning

Yields reasonable organizational objectives
and develops alternative approaches to meet
these objectives.
Helps to eliminate or reduce the future
uncertainty and chance.
Helps to gain economical operations.
Lays the foundation for organizing.
Facilitates co-ordination.
Helps to facilitate control.

2. Organization
Organization is a group of people, systematically
arranged, working to accomplish some specific
purpose.
Definitions
Social units (or human groupings) deliberately
constructed and reconstructed to seek specific
goals (Talcott Parsons)
Is a system of consciously coordinated personal
activities of forces with specific goals (Barnard)

Characteristics of Organizations:

Distinct
purpose

Deliberate
structure

People

Characteristics of Organizations:
1. Distinct Purpose:
is expressed in terms goals or set of goals
2. People:
composed of people
3. Deliberate Structure:
all organizations develop a systematic structure that defines
and limits the behavior of its members. Eg:
creating rules & regulations
Identifying some members as bosses & giving them authority over others
members
Writing up job descriptions so that members know what they are supposed to
do.

The term organization refers to an entity that has a distinct purpose,

includes people or members, and has a systematic structure

ORGANIZING
This is the identification and classification of the
required activities, the grouping of activities
necessary to attain objectives, the assignment of
each grouping to a manager with authority and
the provision of coordination.
In
organizing,
structures
are
created,
relationships established and resources are
allocated for the accomplishment of activities

In organizing,
plans are reviewed,
tasks to be performed are listed, t
asks are grouped into jobs that can be done by an
individual,
departments are created,
work is assigned to individuals and
authority is delegated.

Specifically, they include:

1. Division of labor
2. Delegation of authority
3. Departmentation
4. Span of control
5. Coordination

3. STAFFING
Staffing involves managing the organizational
structure through proper and effective appraisal
,selection and development of people to fill the
roles designed into the structure.
Staffing is also known as Human Resource
Management. In other words, it is the
management function devoted to acquiring,
training,
appraising,
and
compensating
employees.

 Staffing is the selection, training, motivating and

retaining of a personnel in the organization.
It involves manpower planning to have the right
person in the right place

Staffing process involves:

1)Development of organizational structure.
2) Assessment of manpower required and
available.
3) Assessment of their quality, qualification
and skills for the job.
4)Appraisal Strength and shortcomings
5) Conduct development programs.

4. DIRECTING
Directing means
the issuance of orders,
assignments and instructions that permit the
subordinate to understand what is expected of him,
and the guidance and overseeing of the
subordinate so that he can contribute effectively
and efficiently to the attainment of organizational
objectives.

 Directing involves the initiation of action and it

entails three elements that are action oriented in
nature.
These are motivation, communication and
leadership.
Leading is the process of influencing people so that
they will contribute to organization and group goals.

 Supervising or leading workers to accomplish

organization's objectives

Involves
Making assignments
Assisting workers to carry out assignments
Interpreting organizational policies
Informing workers of how well they are performing

5. Coordinating
It is the act of synchronising people and activities
so that they function smoothly in the attainment of
organization objectives.
Coordination is more important in the health
services organization, because functionally they are
departmentalized.
Different kinds of organization require different
amount of coordination.

 Basic approaches to coordination:

Corrective co ordinations are those coordinative
activities that rectify the present error or correct a
dysfunction in the organization.
Preventive
coordination
comprises
those
coordinative activities that are aimed at preventing
the occurrence of anticipated problems of
coordination, or at least minimizing the impact of
these problems.

 Regulatory
coordination
comprises
those
coordinative activities that are aimed at the
maintenance of existing structural and functional
arrangements in the organizations.
Promotive coordination has those coordinative
activities that are aimed at attempting to improve the
articulation of the parts of the organization, or to
improve the existing organizational arrangements
without regard for specific problems.

6. Reporting and recording

Reports are oral or written exchanges of
information shared between caregivers or workers in
a number of ways.
A report summarizes the services of the person,
personnel and of the agency.
Reports are written usually daily, weekly, monthly
or yearly.

Purposes of reporting:
To show the kind and amount of services rendered
over a specified period.
To illustrate progress in reaching goals.
As an aid in studying health conditions.
As an aid in planning.
To interpret services to the public and to the other
interested agencies.
Records and reports must be functional, accurate,
complete, current organized and confidential.

7. Budgeting
Budgeting, primarily recognized as a device for
controlling, becomes a major part of the planning
process in any organization.
It is expressed in financial terms and based on
expected income and expenditure.
Budget is the heart of administrative
management. It served as a powerful tool of
coordination

Features of budget:
Should be flexible.
Should be synthesis of past, present and future.
It should be in the form of statistical standard laid
down in specific numerical terms.
It should have support of top management
throughout the period of its planning and
supplementation .

8. CONTROLLING.
This is the measurement and correction of
performance in order to ensure that enterprise
objectives and plans devised to attain them are
accomplished.
Controlling is a function of every manager both at
lower and upper level since all have responsibility
for the execution of plans.

 Controlling can be defined as the regulation

of activities in accordance with the
requirements of plans.
Process of determining , if the companys
goals and objectives are being met

teps of control:
The control function, whether it is applied to cash,
medical care, employee morale or anything else,
involves four steps.

Establishments of standards.
Measuring performance
Comparing the actual results with the standards.
Correcting deviations from standards.

In controlling we must:
Establish standards
Measure performance
Correct deviations

Role of
Nurse as a Manager
(formerly called head nurse)
in the Health Facility

1. Perform these roles simultaneously:

Subordinates
Superiors
Customer service representatives
2. Key leadership position directly related to the
delivery of nursing care

Characteristics of an Integrated LeaderManager

They think long term.

They look outward, toward the larger
organization.
They influence others beyond their own
group.
They emphasize vision, values and
motivation.
They think in terms of change and
renewal.

 FOUR FUNCTIONS OF MANAGEMENT :

All managers must

Plan-first component
Organize-people and resources
Lead-motivation and guidance
Control-monitoring performance

Job Description of a Nurse

Manager
Position Purpose
Serves as the official supervisor of an
assigned division and functions
to: plan, direct, coordinate, implement,
control, evaluate and improve the quality of
patient care delivered

 Primarily
Responsible for the clinical & administrative
functions of a particular unit
Responsible for the quality, cost effectiveness
& safety of patient care on his unit

 The primary function of a nurse manager is

To ensure optimal patient outcomes on unit

Other : as
Expert clinician
A mentor
Support for staff
Tireless advocate for patients & families

TYPICAL FUNCTIONS
Plans,
organizes &
directs health services
for an assigned program, unit, facility, hospital.

Selects,
mentors,
motivates &
directs development &
evaluation of the staff.

 Participates,
consults &
collaborates
in the development of long-range plans for health
care programmes.

Receives,
analyzes &
evaluates reports & other information &
Co-ordinates quality improvement activities
Develops budget estimates

 SKILLS:

Clinical practice
Excellent people skills
Negotiating abilities
Sound fiscal straregies
Great sense of humor

QUALITIES OF A GOOD NURSE

MANAGER
Knowledge

Stamina

Integrity

Enthusiasm

Ambition

Communication skills

Judgement

Planning skills

Courage

Administrative abilities

HIERARCHY
NURSING ADMINISTRATOR

pecific Responsibilities
Plans and executes administrative programs.
Interviews, selects, formally evaluates and
terminates nurses in the unit.

Establishes
standards,
goals,
objectives,
priorities and facilities change
based on the needs of patients and their families,
physicians and staff based on the results of various
recommendations.

 Holds regularly scheduled staff meetings,

which provide opportunities for
discussion of division problems,
orientation to new projects, procedures,
changes in care approaches, etc.

Controls work time schedules for entire staff and

makes the scheduling adjustments when
necessary.

Equitably delegates patient care/division

maintenance
assignments
and
authority
according to perceived strengths and limitations
of subordinates and maintaining accountability.

 Advocates for both patient and staff.

Evaluates the quality of care provided
alongside the standards and policies.

Classifications
1. Public Health Nurse Manager
Directs,
manages,
supervises and
coordinates program development,
fiscal management and
programs and activities of the Districts
health care programs .

 Provides innovations in services and

programs .
Collaborates and contracts for activities
with other health care professionals and
outside agencies

Classifications
2. Clinical Nurse Manager
Provides direction and
clinical supervision of patient care in a
particularly assigned area in the hospital

 Professional caregiver with clinical and

supervisory experience
Promotes the philosophy,
objectives of the hospital

goals

and

Levels
First-line manager
Oversees employees
Deals with immediate problems in daily
operations, organizational needs and
employees personal needs
Motivates staff to achieve goals of
organization
Represents staff to upper administration

evels
Middle Manager
Coordinates with actions of lower hierarchal
employees
Serves as channel between lower and top-level
managers
Carries out day to day operations but still
involved in some long-term planning and
establishing unit policies

evels
Top Manager
Looks at organization in broader context,
coordinates internal and external influences
Determines philosophy of organization
Sets policies
Creates goals and policies for resource
allocation
Less involved in day to day operations

Levels
Charge Nurse
Liaison to the nurse managers, assisting in shift
by shift coordination and promotion of quality
patient care as well as efficient use of resources.
Often troubleshoots problems, assists in decision
making
Role model, mentor, educator
May have more informal power than manager

Levels
Staff Nurse
Not formally a manager
Supervises others to ensure safe, quality
patient care

Mintzbergs
Behavioral Description
1. Interpersonal Roles
a. Figurehead - performs ceremonial duties
b. Leader - Defines work environment and
responsible for subordinates work
c. Liaison - Expands outside information
sources and networks

Mintzbergs Behavioral Description

2. Informational Roles
a. Monitor- Internally seeks information about
organization
b. Disseminator- Shares information within
organization
c. Spokesperson shares information outside
organization

Mintzbergs Behavioral Description

3. Decisional Roles
a. Entrepreneur Seeks ways to solve
problems/ improve organizations
b. Disturbance handler responds to problem
c. Resource allocator manages time and
coordinates efforts
d. Negotiator- mediates resources/ decisions
with outside forces

Conclusion
Management has been identified as a systematic
body of knowledge based on general principles,
concepts, theories and techniques which are variable
in terms of business practice.
These are embodied in the managerial functions of
planning, organizing, staffing, directing and
controlling which form the job of a manager.

 In planning we establish objectives, and plans.

In Organizing, activities are grouped.
In staffing we recruit, select and train personnel
required by the organization.
In directing the manager leads, motivates and
appraise personnel.
Controlling is concerned with how well the
organization is faring.