Introduction about Nursing Management, Principles, functions of nursing management

1. PRESENTED BY:
DR. PALLAVI

2. INTRODUCTION
 Administration is the activities of group cooperating to
accomplish common goals it is the organization and use of
men and materials to accomplish a purpose.
Meaning of Administration
 The word ―administer‖ is derived from the Latin word
―ad+ ministraire‖, means ‗to care for‘ or ‗to look after
people-to manage affairs‘.

3. Definition of Administration
“Administration is the direction, coordination and control of many
people to achieve some purposes or objectives.”
- -Pfiffner and Prethus.
“Administration is the activities of the groups cooperating to
accomplish common goals”
- Herbert A Simon
“Administration is the organization and direction of human and
material resources to achieve desired ends”.
Luther Gulick.

4. Management is art of doing things through
and with the people, informally organized
group.
-Koontz

5. CONCEPT OF MANAGEMENT
The concept of management is not fixed. It has changing
according to time and circumstances. The concept of
management has been used in integration and authority, etc.
Different authors in management have given different
concepts of management are as follows:
1. FUNCTIONAL CONCEPT
 According to this concept “management is what a manager does”.
The man follower of this concept was Louis & Allen George,
R.Terry, Henry Fayol etc.The functional concept as given by some of
authors:
 Louis & Allen: ‘management is what a manager does’.
 Henry Fayol: To manage is to forecast and plan, to organize, to
command, to coordinate and to control.

6. 2. UNIVERSAL CONCEPT
According to universal concept “management is universal”.
Management is universal in sense that it is equally applicable
anywhere whether social , religious, or business & industrial.
The follower of this concept are Henery Fayol , Megginson,
Theo Haimenn etc.
• -According to Henery Fayol : management is an universal activity which is
equal applicable in all type os organization whether social , religious, or
business & industrial.
• -According to Megginson: Management is management whether it is in
Lisbon, or in London or in Los Angles.

8. Administrative process is intellectual, social dynamic and creative as
well as continuous. The features or nature of administration is as follows:
 It is universal: all basic elements of administration such as planning, organizing,
staffing, directing, coordinating, reporting, budgeting can apply its effective
achievement of goals.
 It is holistic: it involve total activities of the organization.
 It is intangible: It cannot be transferable to anywhere. So every organization has
to develop its own administrative style within the content of functional elements of
administration.
 It is continuous and ongoing process
 It is goal oriented: administration is always struggling to achieve the laid down goals
and objectives of the organization.
 It is social and human: usually administration, there will be group of people are
there to achieve the objective; it needs goal social and interpersonal contact or
relationship to achieve the goal .
 It is dynamic: it is flexible and adaptable and adjustable.
 It is creative or innovative: administration provides innovation, offers and invites
creative ideas it its organizational teams.

9. Elements/ functions/ components of Administration
Professor Luther Gullick (1937) summed up certain principles or
elements in the word “POSDCORB”.
 “P”. Stands for Planning: that is working out a broad outline, the
things that need to be done and the methods for doing them to
accomplish to purpose set for the enterprises or of the purpose in
hand.
 “O”. Stands for Organizing: That is the establishment of the formal
structure of authority through which work of sub divisions are
arranged, defined and coordinated for the defined objectives.
 “S”. Stands for Staffing: That is the whole personnel function of
bringing in and training the staffing and maintaining favorable
conditions of work.

10.  “D”. Stands for Directing: That is the continuous tasks of
making decision and embodying them, in specific and general
orders and instructions and serving as leader of the enterprise.
 “CO”. Stands for Co-ordinating. That is all important duty of inter
relating the various parts of the work and eliminating of overlapping
and conflict.
 “R” Stands for Reporting: That is keeping those to whom the
executive is responsible informed as to what is going on, which thus
includes keeping himself and his subordinates informed through
records, research and inspection.
 “B”. Stands for Budgeting: With all that goes with budgeting in the
form of fiscal planning, accounting and control.

11. Principles of Administration
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12. Principles of Administration
Henri Fayol 14 Principles of Administration
1) Division of labour: In any administration or manager cannot perform all the
activities to achieve its objectives. So there should be division of work according to job
which grouped according job which grouped according to departments.
2) Authority, responsibility, and accountability: If the person has to perform job
assignment effectively according to their own qualification and experience, there should
be delegation of authority and responsibility needed, which in turn helps to get
accountability.
3) Discipline: For smooth running of administration to achieve the objectives there
should be proper observation of the rules, regulations, norms, decorum, manners,5 code
of ethics and respect; this requires to be enforced within with in the organization
by the manager.
4) Unity of command: In any organization the subordinates should be supervised by a
single supervisor to whom he/she should be accountable.
5) Unity of direction: In any organization, there should be one supervisor to give
direction to his/her subordinates.

13. 6) Subordination of individual interest to organizational interest: This implies that narrow
selfish interest should be overcome or should turn to common and board interest of the
organization welfare. eg. collective bargaining
7) Remuneration of personnel: There should be to fair policy for payment to the personnel
justifying the work load, job hazards, efficiency and quality of performance.
8) Centralization: There should be some amount of greater and larger authority resting with
top level managers.
9) Scalar chain of command: which implies that there is chain or link of directional
instruction from the top level to the lowest rank of organizational members in the hierarchy
10) Order: In an administration there should be proper, systematic arrangement of staff,
materials, supplies and equipments according to the requirement of specific job departments.
11) Equity: In administration, there should be a fair and impartial treatment to all
workers irrespective of their job.

14. 12) Stability of texture of personnel: organizations should make proper efforts stability
and continuity in the texture of personnel, which gives security and promotes
productions.
13) Initiative: Administration should always be encouraging initiative from each
employee by allowing him freedom to do his/her best.
14) Esprit de corps: It refers to sense of belonging. This fosters the team spirit. ie. The spirit
of working together to achieve objective effectively

15. ROLE OF NURSE AS A MANAGER
 LEADERSHIP
 EDUCATOR
 ORGANIZER
 DIRECTOR
 COORDINATOR
 RECORDER
 COUNSELLER
 SUPERVISOR
 EVALVATOR
 CONTROLLER

16. THEORIES OF MANAGEMENT
Theory : It is set of concept & phenomena.
 A well sub sustained explanation of some aspect of natural world, an
organized system of accepted knowledge that applies in a variety of
circumstances to explain a specific set of phenomena.
 There are several theories of management.
 MAJOR ORGANIZATIONAL THEORIES.
 1. Classical organizational theory
 2. Neo-classical organizational theory
 3. Modern organizational theory

17. 1. Classical organizational theory
 Scientific management theory
 Weber’s bureaucratic theory/approach
 Administrative approach/theory
2. Neo –classical theory[Behavioral /Humanistic theory}
Behavioral theory
Humanistic theory {human relation theory}
Social theory
3. Modern organizational theory
System approach
Socio-technical approach
Contingency or situation approach

18. 1. Classical organizational theory
 It deals with the formal organization & concept to increase
management efficiency.
a} Scientific management theory
 Frederick Winslow Taylor {1856-1912} an American Mechanical engineer .
Taylor is recognized as “father of scientific management”.
 Taylor was one of the intellectual leader of the efficiency movement and his
ideas.
 Taylor famous work entitled “principles of scientific management” was
published in 1911.
 His primary concern was to increase productivity through greater efficiency
in production and increase pay for workers, through the application of
scientific method.

19.  Taylor ‘s principles of scientific management.
Scientific
management theory
Logic and replacing rule
of thumb with science
Analysis
Synthesis
Elimination of waste
Standardization of best
practices
Affectivity
Work ethics
Rationality

20.  He conducted time and motion studies to the workers.
 Analyze their movements & set their standards. He used stop watch.
 He applied the principle of observations, measurement, and scientific
comparison to determine the effective way to achieve a task.
{b} Weber’s bureaucratic theory/approach
This was developed by German, Psychologist, Sociologist & political,
economist , Max Weber{1864-1920}.
He earned the title of “father of organizational theory”.
His conceptualization was on bureaucracy structure of authority that
would facilitate the accomplishment of organizational objective.

21. According to Max Weber 3 type of power in an organization
 traditional authority/power
 charismatic power
 Legal /bureaucratic power
Major principles of bureaucratic theory
 A formal hierarchal structure
 Management by rules{MBR}
 Organization by functional specialty
 Employment based on technical qualification
 Well defined rules & regulation.

22. {C} Administrative approach/theory
 Hanary fayol was a French industrialist known as “father of the
management process”. He studied the function of managers &
conclude that management is universal.
 He gave the 14 principle of management.
1. Division of labour
2. Authority, responsibility, and accountability
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination
7. Remuneration of personne
8. Centralization
9. Scalar chain of command
10. Order
11. Equity
12. Stability of texture of personnel
13. Initiative
14. Esprit de corps

23. 2. Neo-classical theory of management
 The importance of individual or group behavior or emphasis on human
relations.
PRINCIPLES
 The individual
 The work group
 Participative management
{a} Human relation theory
Human relation movement refers to those researchers who study the behavior
of people in groups and in particular work places.
It originated in the 1930s which examine the effect of social relations,
motivations and employee satisfactions on factory productivity.

24. He focused on the effect of individual behavior on the success or failure of
an organization .
Classical organization & management theory concentrated on the physical
environment , instead of concentrating the organization structure,
managers encourages worker to develop their potentials and help them to
meet their needs for
 Recognition
 Accomplishment
 Sense of belonging
{b} Behavioral science theory
Hugo Minsterbery acknowledged being “father of industrial
psychology”{was trained as psychologist}.
In 1910 his interest turned to the application of psychology to industry,
where he saw the importance of applying behavioral science to the new
scientific management movement.

25. His emphasis is on
 Use of scientific procedure to study the psychologist
 Sociologist
 Anthropological ,aspect of human behavior in organization.
Behavior science indicated
 The importance of maintaining a +ve attitude towards people.
 Training program
 Fitting supervisory action to the situations.
 Meeting employee needs.
 Promoting employee sense of achievement.
{C} Sociological theory
Max Weber, Emile D. and V. Pareto are generally regarded as “father of
organizational theory or social system approach to management”.

26.  Weber’s analysis of church, government, military and business led him to
believe that hierarch, authority and bureaucracy, lie at the foundation of
all social organizations.
 Emile D. emphasized the ideas that groups, by establishing their values
and norms, control human conduct in any social organization.
 Pareto viewed society as clusters of independent units, i.e. as social
system with many subsystem. He said that the social system had a tendency
to seek equilibrium upon being disturbed by outside or inside forces.
 According to him it was the task of elite{small gp. Of people who control
political power} in any society to provide the leadership to maintain the
social system.

27. 3. Modern organizational theory
The modern era is characterized by trends in the management viz:
 Microanalysis of human behavior, motivation, group dynamics, leadership
leading to many theory of organization.
 The macro search for fusion of the many systems in business organization ,
economical, social, technical, political & qualitative methods in decision
making.
An organization is defined as designed & structure process in which individual
interact for objectives.
It have { 3} approaches.
 System approach
 Socio-technical approach
 Contingency or situation approach

28. {a} System approach
According to system approach organization is unified, purposeful
SYSTEM COMPOSED of interrelated parts and also interrelated with its
environments.
System approach view organization as a system composed of interrelated
& thus mutually dependent sub-system.
It consist of {3} basic elements.
 Component
 Linking process
 Goal of organization
 Environment system
INPUT THROUGHPUT OUTPUT
Raw material work activity, operational method product & services
Human resources financial results
FEEDBACK

29. {b} Socio-technical approach
 The socio technical approach based on the premise that every organization
consist the technical system & the environment.
Social
system
Technical
system
Environmen
tal system
Management system External relationship
Strategic planning

30. {c} Situational/ contingency approach
 The contingency approach can be described as the behavior approach. It
does not prescribe the application of certain management principle to any
situation. It is recognition of the extreme importance of individual
manager performance in any given situation.
 Wood word found that many variation in organization structure.
Information system Transportation & energy
Technology
Engineering & robotic Manufacturing & construction
Education

31. Prepared by:
MRS. PALLAVIPARBHAT CHAUHAN