MANAGEMENT Coordinating work activities so that they are completed efficiently and effectively with and through other

people. Efficiency (Means)- resource usage. Effectiveness( end)- goal attainment Management Strives For: Low resource wastage (high efficiency), High goal attainment (high effectiveness) "Management is the art of getting things done through and with people in formally organized groups. - Harold Koontz "To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control. - Henri Fayol CHARACTERISTICS OF MANAGEMENT 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Continuous and never ending process Getting things done through people Result oriented science and art Multidisciplinary in nature A group and not an individual activity Follows established principles or rules Situational in nature Need not be an ownership Both an art and science Management is all pervasive Management is intangible Use a professional approach in work Management is dynamic in nature

NEED FOR THE MANAGEMENT In All sectors All sizes of organization- small/large All types of organizations- profit/ non- profit All organizational levels- top to bottom All organizational areas

SIGNIFICANCE OF MANAGEMENT 1. Organization management gives a sense of security and oneness to the employees. 2. An effective management is required for better coordination among various departments.

3. Employees accomplish tasks within the stipulated time frame as a result of effective organization management. 4. Employees stay loyal towards their job and do not treat work as a burden. 5. Effective organization management leads to a peaceful and positive ambience at the workplace. BASIC FUNCTIONS OF MANAGEMENT Planning Organizing Staffing Directing Communicating and Controlling -Henri Fayol TYPES OF MANAGERS 1. Top level board of directors, Presidents and vice presidents 2. Middle level directors of nursing, supervisory staffs and department heads 3. First line/front line/ or supervisory managementhead nurses and staffs. The primary differences between levels of managers are the degree of authority and the scope of responsibility and organizational activity at each level. For example, top-level managers such as nursing administrators have authority over and responsibility for the entire Nursing Leadership and Management CHARACTERISTICS OF MANAGERS Formally appointed to positions of authority Charged with directing and enabling others to do their work effectively Responsible for utilizing resources Accountable to superiors for results

MANAGERIAL SKILLS Technical skillsability to understand and apply the techniques, knowledge, and tools and equipment of a specific discipline or department Interpersonal skillsinterpersonal skills that enable a manager to work effectively with and through people Conceptual skillsability to see the organization as a unified whole and to understand how each part of the overall organization interacts with other parts. Diagnostic skills Communication skills Decision making skills MANAGERIAL ROLES

1. Interpersonal Figurehead Leader Liaison 2. Informational Monitor Disseminator Spokesperson 3. Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator NURSING MANAGEMENT Nursing service administration is the process of planning, organizing, leading and controlling that encompasses human, material, financial and informational resources in an organizational environment to achieve the predetermined objectives. Nursing management process

Characteristics of the Nursing Management Process Systematic Dynamic Interpersonal Goal Directed Universally Applicable

Scope of management in Nursing Nursing Education

Nursing practice Nursing research

Purpose of the Nursing Management Process To achieve scientifically based, holistic, individualized care for the patient To achieve the opportunity to work collaboratively with patients and others To achieve continuity of care

PRINCIPLES & THEORIES OF MANAGEMENT Effective management Based on Principles & Theories of management Principles of Management Henri Fayol First wrote that management is a set of principles which can be learned. Developed Fourteen Principles of Management.

Henri Fayols 14 principles 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Specialization of labor Authority Discipline Unity of command Unity of direction Subordination of Individual Interests Remuneration Centralization Scalar Chain (line of authority) Order Equity Personnel Tenure Initiative Esprit de corps

1. Division of Labor/ Specialization of labor Applicable to All Organization & Human Beings. Specializing encourages continuous improvement in skills and the improvements in methods. Division of work was emphasized to increase workers efficiency levels.

Can be according to Functions Departments in organization

Principles of division of works/ specialization of work Fair division According to the skill

2. Authority The right to give orders and the power to exact obedience. To get the accountability from the employees there should be Authority to accomplish assigned responsibility.

3. Discipline No slacking, bending of rules Employees must obey and respect the rules that govern the organization. Good discipline involves the judicious use of penalties for breaking the rules.

4. Unity of command. Fayol advocated having only one manager, with no conflicting line of command. 5. Unity of direction. There must be one agreed-upon plan both up and down the hierarchy, 6. Subordination of Individual Interests The goals of the organization are of paramount importance and take precedence over the individuals particular needs. 7. Remuneration Employees receive fair payment for services, not what the company can get away with. Money is an important motivator, and a fair wage is to be paid for work performed.

8. Centralization of authority Decreasing the role of subordinates in decision making is centralization, increasing their role is decentralization. Fayol believed that the managers should retain the final responsibility. But should at the same time give their subordinate enough authority to do the jobs properly.

The problem is finding the proper degree of centralization in each case. 9. Scalar Chain (line of authority). Formal chain of command running from top to bottom of the organization, like military. The line of authority is drawn from highest management to lowest ranks. communication moves up and down this line

10. Order. All materials and personnel have a prescribed place, and they must remain there. Materials and the order should be in the right place at the right time. People In particular should be in job or position they are most suited to

11. Equity. Equality of treatment (but not necessarily identical treatment). Enforcement of established rules with kindness and justice. Justice and understanding are important to developing a fair and equitable system. 12. Personnel Tenure Limited turnover of personnel. Lifetime employment for good workers. A high employee turnover rate undermines the efficient functioning of an organization. Every organization strives to retain its staff because of the cost of recruiting, training, and orienting new employees. 13. Initiative. Subordinate should be given the freedom to conceive and carry out their plans even though some mistake may result. 14. Esprit de corps Harmony, cohesion, team-spirit & sense of belongingness among personnel. Even small amount helps. He suggested for example the use of verbal communication instead of formal, written communication whenever possible. Development of high morale is important, and it is the responsibility of the manager at the top to have a vision and to communicate it to the employees in a way that motivates them to achieve it.

The development of esprit de corps, or team spirit, continues to be important in todays workplace. Teamwork remains essential to providing optimal patient care, and high morale is conducive to the levels of collaboration and teamwork that are required in the complex health-care.

REFERENCES 1. Jones R A P. nursing leadership and management; theories, process and practise.1st ed: F A Davis Co; 2007. Philadelphia.p13-23. 2. Gillies D A. Nursing Management; a systems approach. 3rd ed: Saunders;1994. philadelphia.p3546. 3. Simms L M, Price S A, Ervin N E. Nursing administration. 2nd ed: Delmar; 1994.columbia.P 30-43. 4. Koontz H, ODonnell C, Weihrich H. Essentials of management. 4th ed; Mc Graw Hill: p 7-17. 6. Goddard H A(editorial). Principles of administration applied to nursing service. WHO monograph series. 1978. 7. http://www.jblearning.com/samples/0763757144/57144_CH02_018_049.pdf 8. http://faculty.ksu.edu.sa/Hanan_Alkorashy/Nursing%20management%20489NUR/3._The_Natu re_of_Organizational_Theory.pdf 9. Butts J, Rich K. Philosophies and Theories for Advanced Nursing Practice. Jeane Barrette. 10. http://nptel.iitm.ac.in/courses/IITMADRAS/Management_Science_I/Pdfs/1_2.pdf