SEMINAR ON

Unit 2
Functions of
management
.

Submitted by, Ms.Esakkiammal ,M.sc (N) II yr.

submitted to : Mrs.Pandima Devi , Professor.
Introduction

A process is a series of steps or actions which lead to achieve a goal.and it is dynamic.

Nurses are familiar with the application of nursing process such as assessing, diagnosing,
planning, implementing and evaluating the patient care in the health care management of
their patients/clients in any setting .Similarly nurse leaders must also be aware of various
steps involved in the management process.

Generally the students are aware of managing their learning activities during their
professional carrier, and in their work in professional practice .Some of the individuals
basically organized but some will learn through exposure to certain situations during their
practice. The effective nurses are those who really understand and consciously apply the
principles of management to practice.

What is management process?

The management process is like nursing process which include;

 gathering data from different sources,

 diagnosing the problems by analyzing the data carefully,
 plan appropriate actions according to priorities,
 carry out the interventions suitable
 evaluate the outcomes of interventions and
 re plan until the problems identified are resolved.
As said in the previous lesson the management is the process of getting work done through
others.

Nursing management:

It is the process of working through nursing personnel to promote and maintain health
, prevent illness and suffering.The role of nurse manager is to plan, organize, direct, and
control available resources in order to provide effective economic care to groups of clients.

In reality the management process is more complex than nursing process as it directly deals
with the management of working with human beings, physical resources, organizational and
psychological process within a creative and innovative climate for the realization of
organizational goals.

So management is a dynamic process which is universal and can be used in variety of settings
and situations.

2
Henry Fayol (1925) first identified the functions of management.

They are;

 Planning
 Organization,
 Command,
 Co-ordination and
 Control
Later Luther Gullick (1937) expanded these activities by introducing two more activities in
addition. (POSDECORB)

Planning, Organizing, Staffing, Directing, Co-ordinating, Reporting and Budgeting.

All these are again reorganized by clubbing reporting and coordinating under the component
of control and classified as five major elements or steps in the management process

The Major FIVE elements of Management process as follows;

Elements of management
process
1.Planning

5.Controlling 2.Organizing

3.Staffing
4.Directing

1. Planning:
Planning is Preparing a blue print.

It is a continuous , Intellectual process of determining philosophy ,Objectives,

Policies, procedures and rules and standards, long and short term projected out comes
and fiscal course of actions and managing planned change. This is the preliminary and
most important step of management process.
 2. Organizing:

It is establishing the structure to carry out plans. Determining the most appropriate
type of patient care delivery in a health agency. Or educational programs in an
institution. Grouping the activities to meet its goals,

Other functions involve;

 working within the structure of an organization and

 understanding and
 using power and authority appropriately.

3 .Staffing:

It is a process of assigning competent people to fill the appropriate nursing roles in a an

institution , designated for the organizational structure through;

 Recruitment & Selection of staff

 Hiring and Orienting staff ,
 Staff scheduling and
 Staff development activities,.
staffing often becomes part of organizing. Example : Appointment of a Dean for the college
of nursing, nursing superintendent for a hospital or a head nurse for a surgical unit etc.

3.Directing:

Is a process of involving many human resource management responsibilities such as ;

 Motivating
 Managing a conflict,
 Communicating and
 Facilitating Collaboration and Coordination.
4. Controlling:

It is an ongoing process to ensure that activities of an institution or organization adhere to

the plan .It includes

 Quality assurance,
 Performance appraisal
 Fiscal accountability.
 Legal & ethical and professional control.
An effective manager uses the management process to achieve agency goals through
group efforts .In directing employees, manager follows a predetermined plan.

The overall plan for the nursing department is developed jointly by nurses from all
highrarchial levels. They specify what needs to be done, how and by whom the
responsibilities to be carried out considering the available resources like material ,money
and man power resources.
 2. Functions of administration
Introduction
Management is a generic function that includes similar basic tasks in every
discipline and in every society. Management and administration sometimes appear to be
synonymous, but they are not synonymous terms. If we consider the administration as one
side of the coin, the management is the other side of the same coin. To translate any policy
into action people need structure, that is organization, when structure is there, there are
some functions to be performed to accomplish goals, that functional aspect of organization
is dealt by management.

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)
Functions of management:
Usually the actions of the manager (planning, organizing, directing, coordinating
and controlling) are referred to in the management literature as the functions of the
management process.
1. Planning:
Planning means to decide in advance what is to be done. It charts a course of actions
for the future. It is an intellectual process and it aims to achieve a coordinated and
consistent set of operations aimed at desired objectives.
Essentials of good planning:
 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.
 Dictates those activities to which employers are directed.
The main activities in the planning are the formulation of strategies and setting the
objectives. Strategy is the set of decisions that determine the character (size, scope and
mix of services) of a health services organization and give it the direction in the market
place. In a real sense objectives are the key to the entire management process.
2. Organizing:
Once the objectives have been established through planning, management concern
must turn to developing an organization that is capable of carrying them out. The
management function of organizing can be defined as ,‖relating people and things to each
other in such a way that they are all combined and interrelated into a unit capable of being
directed toward the organizational objectives.‖
The most basic premise of organization is
 Division of work (is essential for efficiency)
 Work activities required for the organizational performance are separated through
 Horizontal differentiation (i.e.. Dividing the organization into operational units for
more effective and efficient performance.)
 Vertical differentiation (i.e.. Establishes the hierarchy and the number of levels in
the organization
The formal organization depends on two basic principles:
a) Responsibility: responsibility n an organization is divided among
available personnel by grouping the functions that are similar in objectives
and content. This should be done in a manner that avoids overlaps and gaps
as much as possible. Responsibility may be continuing or it may be
terminated by the accomplishment of a single action.
b) Authority: when responsibility is given to a person, he must also be
given the authority to make commitments, use resources and take the
actions necessary to carry out his responsibilities.
3. Staffing
Staffing is the selection, training, motivating and retaining of a personnel in the
organization. Before selection we have to make analysis of the particular job, which is
required in the organization., then comes the selection of the personnel. It involves
manpower planning to have the right person in the right place and avoid ―square peg in
the round hole‖.
Manpower planning involves the following steps.
1. Scrutiny of present personnel strength.
2. Anticipation of manpower needs.
3. Investigation of turnover of personnel.
4. Planning job requirements and job descriptions.

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 includes the following activities
  Giving orders
 Making supervision
 Leading
 Motivating
 Communicating
Giving orders: the central task in directing is giving orders. The order is the
technical means through which a subordinate understands what is to be done. To
facilitate this there are certain characteristics of good orders which manager
should be aware of:
 The order should be clear, concise and consistent to give sufficient
information to ensure understanding
 Order should be based on obvious demands of a particular situation,
it seems logical to the subordinates and not just an arbitrary whim
of the manager.
 The tone of the order is very important. The manner in which the
manager delivers the order has a great deal to do with its acceptance
by the subordinate.
 Whenever possible, the reason for the order should be given. A
subordinate will accept an order more readily if he understands the
need for it.
 In some instances the manager uses delegation of authority instead
of issuance of orders for avoiding too many specific orders.
Supervision:
Supervision is the activity of the management that is concerned with the training
and discipline of the work force. It includes follow up to assure the prompt and
proper execution of orders.
Supervision is the art of overseeing, watching and directing with authority, the
work and behaviour of other.
Leading:
Leadership is the ability to inspire and influence others to contribute to the
attainment of the objectives. Successful leadership is the result of interaction
between the leader and his subordinates in a particular organizational situation.
There are number of styles of leadership that have been identified such as
autocratic, democratic participative leadership.
The continuum of leadership styles, ranges from the completely
authoritarian situation with no subordinate participation to a maximum degree of
democratic leadership, enabling the subordinate to participate in all phases of the
decision making process.
Motivating:
Motivation refers to the way in which the needs (urges, aspirations, desires)
control, direct or explain the behaviour of human beings. The manager must
motivate, or cause, the employee to follow directives.
Communicating:
Communication is the passing of information and understanding from a
sender to receiver.
Communication is vital to the directing function of the management, one
way to visualise this importance is to view the manager on one side of a barrier and
the work group on the other. Communication is the means the manager has of
reaching through the barrier to attain work group activity.
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. Controlling:
Controlling can be defined as the regulation of activities in accordance with the
requirements of plans.
Steps of control:
The control function, whether it is applied to cash, medical care, employee
morale or anything else, involves four steps.
1. Establishments of standards.
2. Measuring performance
3. Comparing the actual results with the standards.
4. Correcting deviations from standards.
 7. 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.

8. Budgeting:
Budgeting, though 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 and negatively an effective
device of eliminating duplicating and wastage.
Features of budget:
 Should be flexible.
 Should be synthesis of past, present and future.
 Should be product of joint venture & cooperation of executives/ department heads at
different levels of management.
 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
In a nutshell the functions of a manager by Drucker include:
1. Establishes and communicates goals and objectives.
2. Organizes, analyzes and divides work into tasks.
3. Motivates and communicates.
4. Analyzes, appraises and interprets performance and measurements.
5. Develops people including self.
Research Input
1. Nurse executives, perspectives on succession planning
Six nursing executives from 5 settings were interviewed to learn more about
how succession planning is being applied in today‘s practice. Their experiences,
presented in this article provide a snapshot of ways succession planning can be
applied in different organizations. Interviewees share their personal philosophy,
concepts, and approaches to succession planning. Although these nurse executives
approach succession planning differently they share a belief that succession
planning is key to sustaining quality nursing practice.
2. Leadership and nurse retention: the pivotal role of nurse managers
This article describes the views of 32 nurse managers regarding their roles
and the characteristics they need to promote retention. The purpose of the study
was to describe the roles and skills of nurse managers, whether they posses these
skills, the characteristics of the nurse managers that facilitate or serve as a barrier to
nurse retention. A sample of 39 nurse managers was selected for the study. Data
was collected by using 4 focus group discussions. First line managers are in the
best position to impact retention because they have firsthand knowledge of issues
and challenges important nurses and care delivery.

Conclusion:
Managers address complex issues by planning, budgeting, and setting target goals.
They meet their goals by organizing, staffing, controlling and problem solving. The nurse
manager can assist the staff to think strategically about what it is doing and what it should
be doing for its clients , for example, in today‘s world of cost containment, examining
what clients pay for the care they receive from the health care professionals.
3. Concept of management

Introduction

One of the human activities is managing ever since people began forming groups to
accomplish aims they could not achieve as individuals, managing has been essential to ensure
the coordination of individual efforts concepts are building blocks of they and principles. The
concept of management must be clear to those who use them.

Definition of management

Management is the process of designing and maintaining an environment in which

individuals, working together in groups, efficiently accomplish selected items.

Management has been defined as the creation and maintenance of internal

environment in an enterprise where individuals working together in groups, can perform
efficiently and towards the attainment of group goals.

- Koontzand O’Donell
Management may be defined as the art of applying the environment principles that
underline the control of men and material in the enterprise under consideration.

- Kimball and Kimball

Important reasons for management concepts

To

1) Increase managerial efficiency

2) Develop a science of management and to crystallize the nature of management
3) prepare and study research projects every year
4) acquire social achievement

To increase managerial efficiency

The establishment rules, principles and techniques of management increase

managerial efficiency as they provide managers the important guidelines as how they should
operate and work in different situations.

To develop a science of management and to crystallize the nature of management

Lack of understanding of the management concepts, principles and techniques make it

difficult to analyze job and to design programmes to train and develop managers. Therefore,
it‘s essential to develop a science of management.

To prepare and study research projects every year

Research work must undertake to expand and improve the horizons of management
knowledge if structural frameworks of management theory exist. Major research projects
must be pursued every year by the students of management to test various aspects of the
validity of management.
To acquire social achievement

Broadly speaking, a management function is to co-ordinate the efforts of the people so

that individual objectives may be translated into social achievements.

Management, organization and administration:

At the very outset it should be made clear that the three works are neither
synonymous nor interchangeable. They have their own field of operation. All convey
different meanings. In common language they are taken as one and the same. In practice
however they have different meanings.

According to G.E Millswork all three defined as

Administration is primarily the process and the agency used to establish the object or
purpose which an understanding and its staff are to achieve, secondly, administration has to
plan and stabilize the broad lines of principles which will govern action. The broad lines are
called polices.

Management is the process the agency through which the execution of policy is
planned and supervised.

Organization is the process of dividing work into convenient tasks and duties, of
grouping such duties in the form of posts of delegating authority to each post and of
appointing staff to be responsible that work carried out as planned.

Distinction between administration, management and organization

Administration Management Organization

i) It is the process of It is the process of It is the process of dividing
determining the object to planning the work as per tasks and duties as planned by
be achieved the object laid down by the management within the
administration. objectives.
ii) It lay down the polices It executes the polices and It organize the work
and principles programmes

iii) It prepares the It supervise and controls It draw out the line and
framework under which the execution of assigned determines the line of action.
one is asked to work and work
execute.
vi) It provides It controls activities It delegates the authority and
 Direction determine the line of action.
 Guidance Fixes responsibility therefore.
 Leadership
V) Thus it is the first and It comes second follows It occupies the third place and
provides to the the administration and solely responsible for what the
management and derives strength from management has planned and
organization administration administration has set.
Stages of management

i) Top management
ii) Middle order management
iii) Lowest level management
i) Top management

Responsible for planning. It lays down the polices and programmes for the enterprise.
It thus, provides a framework within which the entire enterprise works. Top management is
responsible for providing leadership, guidance and supervision.

ii) The middle order management

Responsible for executive work at the second tier which certainly functions as the
second order to the top management.

iii) The lowest level management

Like the middle order responsible for the execution for the plans, polices and
programmes. This level is directly involved in the operation of job while the middle order
management, the second tier, is indirectly responsible for execution.

The term management is used in three alternative ways

1. Management as a discipline
2. Management as a group of people
3. Management as a process
1. Management as a discipline

Discipline refers to a field of study having well-defined concepts and principles.

When we refer to management as a discipline, we include in it the various relevant concepts
and principles, the knowledge of which aides in managing. From this point of view,
management can be treated either as an art or science.

2. Management as a group of people

Sometimes, we refer to management as a group of people in which we include all

those personnel who perform managerial functions in organizations.

E.g When we talk about relationship between management and labour in an organization, we
refer to two distinct classes or group of personnel in the organization. In the first category, we
include all those person who are responsible for managerial functions and in the second
category, we include non-managerial personnel.

3. Management as a process

A process can simply defined as systematic method of handling activities. How ever
the management process can be treated as a complex one which can be referred to as an
identifiable flow of information through interrelated stages of analysis directed towards the
achievement of an objective or set of objectives.
Principles and importance of management

Management id a living science. From time to time various thinkers of the subject
have expressed their opinion on the principles.

According to Urwick, Keith and fayol there are 15 principles

1) Principles of policy making

An effective management needs, clear and well thought out policy. The evolved
polices should be such which may be acceptable to all and may be able to arouse the interest
of the workers and provide incentives to all those who are responsible giving the polices a
practical shape.

2) Principles of Improvement and adjustment

An enterprise is a going concern, it grows step by step steadily but surely. The
management has, therefore, to prove itself a living science. It should be flexible, able to
accept improvement and adjust itself according to the dictate of the situation.

3) Principles of balance

In order to develop on proper lines with high degree of efficiency and economy the
enterprise is required to have a balanced structure. Here, at least for this purpose the chief
executives is required to go through all the details minutely and he is also to ensure that a
proper balance between the duties, responsibilities rights and authority is well established.

4) Principle of Individual effectiveness

According to Henri Fayol proper training on scientific lines for increasing the
individual effectiveness. Proper training, good wages policy, human relations, and healthy
surroundings also help the enterprise in increasing the effectiveness of an individual.

5) Principles of relationship of task and accomplishment

Everyone should be placed in his assigned job according to his skill, knowledge,
aptitude and experience so as to ensure efficiency and understanding. The scientific selection
of workers helps the management in placing the workers at places where they are fitted
suitably.

6) Principles of simplicity

Working of any organization should be as simple as possible. From principle of

simplicity we mean that plants used in production, procedure followed in routine jobs and the
way in which materials and of course the mean are put to use should be simple enough.

7) Principles of specialization

Standardization is a focal point of scientific management and it comes through

specialization. Specialization increases the productivity. Quality of product improves due to
specialization.
8) Principles of standardization

Specialization makes standardization possible. Standardization helps in marketing the

product. Quota and quality production is ensured with the help of standardization. Cost
calculation becomes easy. The principle of standardization is of utmost importance to the
management from the point of view of production, marketing, supervision and best utilization
of available resources.

9) Principles of financial Incentives

Sound wages policy based on financial incentives elicits maximum co-operation of

the workers. This obviously ensures growth and prosperity to the enterprise. Serving the
society is best possible manner in another goal of management which it can attain if the
workers are satisfied and interested in serving the enterprise to their fullest capacity. 10)
Principles of planning

Planned work ensures smooth running of an enterprise. Plans decide as to what, when,
how and of course whom a work is to be accomplished. Pre-determined objectives and
thought give the point of achievement and success.

11) Principle of control

However reasonable, discipline efficient and responsible worker might be needs a

supervision and proper control. Effective control decides the future of the organization,
standardization of jobs and product helps in better control over both men and materials.

12) Principles of leadership

Supervision and control precedes the leadership, guidance and direction. Unless these
are provided properly and as per the requirement of the enterprise no amount of supervision
and control can vouch safe the smooth running of the enterprise. A good leadership, better
direction, required direction also ensure co-operation and good human velocities.

13) Principle of co-operation

Co-operation begets confidence and ensures mutual respect. Both of them are a must
for proper and smooth working hence the principle and need for co-operation among all of
the confidence.

14) Principle of responsibility and authority

Duties and responsibilities, rights and authority go together. Rights and authority
cannot be exercised, unless they are clearly spelled out. It necessary that each workman and
each section of the enterprise must be supplied a list of their duties and responsibilities which
is to be performed and rights and authority they would enjoy while shouldering the burden of
their duties and fulfilling their responsibilities.

15) Principe of exception

According to this principle top management should be made free from routine nature
of jobs so that it may devote its time in studying the problems and solutions to solve them.
 4. PLANNING AND CONTROL

Planning

Planning means to decide in advance what is to be done. It charts a course of actions

for the future. It is an intellectual process and it aims to achieve a coordinated and consistent
set of operations aimed at desired objectives.

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.

 Dictates those activities to which employers are directed.

Controlling

Controlling can be defined as the regulation of activities in accordance with

the requirements of plans.

Steps of control:

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

1. Establishments of standards.

2. Measuring performance

3. Comparing the actual results with the standards.

4. Correcting deviations from standards.

Controlling formula

Ss+Sa+F+C I

SS- Setting the standards I- Improvement

SA – Applying the standards

F - Feed back

C – Correction
 5. CO-ORDINATION AND DELEGATION
INTRODUCTION

In every organization and harmonization of the various departmental-activities are

indispensable to achieve the desired objectives. The ensure harmonious and smooth
functioning of an enterprise, the activities in all areas, departments, decisions of an enterprise
are required to be pulled tighter. At the same time, it is necessary to avoid the splintering
efforts that may destroy the unit of action through their cross-purpose working or inter-
departmental conflicts. All this requires effective co-ordination. Co-ordination is the
integration, synchronization, or orderly pattern of individual and group efforts to achieve the
organizational objectives.co-ordination affects the people, groups, organizational units, and
all activities with in every enterprise. Lack of co-ordination causes tremendous waste of time,
effort, and money.

DEFINITIONS

Co-ordination is defined in different ways as follows.

It is the adjustment of the parts of each others and of the movement and operation of party in
time. So that each can make into maximum contribution to the product of the whole.
(TERRY)

Co-ordination is the integrating process in an orderly pattern of group efforts in an

organization toward the accomplishment of a common objective.

Co-ordination is the orderly arrangement of group efforts to provide unity of an action in

pursuit of common purpose.

Co-ordination is the orderly synchronization of efforts to provide the proper amount, timing
and directing of execution resulting in harmonious and unified actions to a stated objective.
(NEW MAN,1953)

CHARACTERSTICS

Group effort

Organization is not a haphazard collection of people, material, machnines, equipment

and other financial and physical resources. The financial, human and technical resources are
properly organized and co-ordinate.co-ordination transcends and permeates all managerial
functions. It is the orderly synchronization of efforts of the sub-ordinates to provide the
proper amount and quality of execution, so that their unified efforts lead to the stated
objectives of a group of people to achieve organizational objectives

Unity of action

Co-ordination applies to the group effort,not individual effort, co-ordination stress

the unity of effort and unity of action. It is an ongoing process where managers develop and
integrated, orderly and synchronization pattern of group effort among his sub-ordinates and
try to attain unity of effort in the pursuit of some common objective.
 Common purpose

Effective co-ordination is good management. Co-ordination is not a one-shot deal. It

is a never ending process of ensuring the achievement of organizational goals effectively.
When the individual and group as well as organization are interrelated the in congruency
between personal goals and organizational objectives gets resolved automatically.co-
ordination involves a reciprocal relationship i.e. willingness to take and give among the
people and activities concerned. Each tries to serve his own goals, perceptions, attitudes,
beliefs, values ect. Each tries to serve his own goals and ends. Conflicts between individual
goals and organizational objectives are inevitable in every firm, such conflicts and in
congruencies demand co-ordination of efforts to achieve common goals.

IMPORTANT FEATURES OF CO-ORDINATION

 Co-ordination is a integrity process.

 If subdivision of work is in escapable, co-ordinationbecomes mandatory.
 Undue confusion is a symptom of poor co-ordination.
 Co-ordination is a process. It is a process of achieving integration among different
organizational units.
 Unity of effort is the heart of co-ordination problem. By unity of effort means that the
managersarrange the nature and timing of activities so that individual efforts blend
into a harmonious
 stream of productive action.
 The idea that co-ordination is a fixed entity that either exists or does not exist is
totally
 unrealistic.co-ordination is present in all organizations but in varying degrees.
 The chief objective of co-ordination is a common purpose.
 Co-ordination cannot be achieved automatically. It must be won by intelligent,
vigorous,persistent and organized effort.

PRINCIPLES OF CO-ORDINATION

Co-ordination is a process where by an executive develops an orderly pattern of

group effort among his subordinates and secures unity of action in the pursuit of common
objectives. Co-ordination is the continuous and dynamic process and emphasizes unity of
efforts of achieve the desired objectives. Co-ordination the managerial responsibility.

1.Principle of direct contact: co-ordination can be achieves by direct contact among the
responsible people concerned. Co-ordination can be easily obtained by direct interpersonal
relationships and direct personal communications. Such personal contacts bring about
agreement on methods, actions and ultimate achievement of objectives. Direct contacts also
help with away the controversies and misunderstanding among organizational participants. It
is based on the principle that co-ordination is better achieved through understanding,not by
force or order.
2. Principle of early stages: co-ordination should start from the very beginning of planning
process. At the time of policy formulation and objective setting. Co-ordination problem is
90% solved. it is because participative goal setting enables agreement and commitment to
orgazational goals and there is no question of conflict and in congruency, if not initiated in
the early stages of planning process and policy formulation, becomes difficult to exercise in
the later stages of the execution of plans.

3.Reciprocal relationships: as the third principle: all factors in a situation are reciprocally
related.in other words all the parts influence and are influenced by other parts. For example
when A works with B and he is turn works withC and D,each of the four finds himself
influenced by others influenced by the people in the total situation.

4.Principles of self co-ordination: in this when a particular department affects other

function or department or function in turn affected, may not have direct control over the
other department that is influencing the said department. However, if other departments are
modified in such a fashion that this affects a particular department favorably then self co-
ordination is achieved. this principle is rarely practiced in day-to-day life.

IMPORTANCE OF CO-ORDINATION

Co-ordination is crucial factor in the survival of any enterprise. The need for co-
ordination arises from the diversity of tasks to be undertaken and of persons to carry them
out. It emerges as soon as the operation to be multiple or complex, by reason of the fact that
more than one person is concerned with it.co-ordination is essential as:

 It resolves conflicts between line and staff inter-department,intraa-

departmental conflicts and
 restores harmony in operations.
 It results in the accomplishment of organizational goals
 It helps to increase the effectiveness of management

CO-ORDINATION HELPS TO INCREASE THE EFFECTIVENESS OF

MANAGEMENT IN THE FOLLOWING WAYS

Co-ordination pulls all the function and activities together. In the absence of co-
ordination the energies, resources, skills, and intelligence of people, materials and
financial resources cannot follow a specific direction. it is quiet likely that the
resources and people will be misused and misutilized.
Co-ordination brings unity of action and direction. it resolves effectively the
dangerous conflicts between individual and organizational goals. The managerial
function of co-ordination strives for unity of action in a setting characterized by
baffling diversity of goals,perceptions,attitudes,personality,skills,intelligence,ect
without the desired degree of unity organization will not be in a position to attain the
specified objectives.
Activities are dividing and sub-divide in organizations. such differentiation requires
effective integration of activities. The integration is brought about by co-ordination
in terms of fusion among differentiated work units and authority centers.
 Modern organizations are considered as open system these open systems are
characterized by information flows, resource flows, and the flow of activities.co-
ordination ensures the smooth flow of resources into productive units and brings
required quality output.

TECHNIQUES TO ACHIEVE CO-ORDINATION

1. co-ordination by rules or procedures

In the work that need to be accomplished is highly predictable and hence can be
planned in advance, a manager can specify a head of time what actions his subordinating the
routine rescuing activities, rules and procedures are helpful which specify in detail a head of
time, what courses of action the subordinates should take if some situation should a rise.

2. Co-ordination by targets or goals

Most of the managers assign specific goals/ targets to their subordinates facilitate co-
ordination.

3. Co-ordination through hierarchy

Rules, regulations and procedures as well as the goals apart, managers also use the
chain of command to achieve co-ordination. When situations arise the specified rules or
targets do not cover that, subordinates are trained to bring the problem to their concerned
manager. Co-ordination through the hierarchy works well as long as the number of problems
that must be brought to the boss is not great.

4. co-ordinationthrough departmentalization

Departmentalization also serves as a technique to bring about effective co-ordination.

some forms of departmentalization also facilitate co-ordination better than do others. a matrix
approach means each project has the continuous and undivided attention of its own project
manager and the project team. Therefore in the case of matrix organization co-ordination is
automatically ensured

5. Using a staff assistant for co-ordination

To make his job of coordinatinating easier, a manager may hire an assistant. When
subordinate brings a problem to him, the assistant can comic the information on the problem,
research the problem, provide alternative solutions available. This increases, undoubtedly, the
manager‘s ability to handle the problems and coordinate the work of his subordinates.

6. Using a liaison for coordination

In some big organizations where the volume of contacts between two departments
grows, many managers appoint a special liaison person to facilitate coordination.

7. Using committee for coordination

 Another sound technique of coordination is to from committee for understanding
various functions and problems. Committees are increasingly useful for coordinating,
planning and executing programs and controlling the various activities. Committees also
establish face-to-face contacts and personal relationships and promote voluntary
cooperation.further, to coordinate the overlapping and conflicting functions committees need
to be established.

8. Using independent integrators for coordination

In some special circumstances, independent integrator may be recruited by

organizations. An independent integrator‗s job is to coordinate the activities of several
interdependent departments. They are not attached to the departments they coordinate. The
independent integrators will be either individuals or departments. Using independent
integrators for achieving coordination has to be useful in high-technology companies.

9. Conferences

Conferences at regular intervals also ensure better coordination. Conferences provide

adequate platform for discussion of various problems being encountered by different
departments.

10. The techniques of communication

To promote coordination, communication system must be perfect. It must be well designed.

Communication is an artery through which the decisions flow top to bottom and reports flow
from bottom to top. With out proper communication coordination is almost impossible.

11. Miscellaneous

Other coordinating techniques include :grouping the similar activities, reorganization of

departments to ensure coordination, cross functioning of the departments, project
management organization hierarchy, planning techniques, creation of certain staff positions,
periodical staff meetings ect.

TYPES OF CO-ORDINATION

Coordination can be classified into two broad categories, one on the basis of its shape in the
organization and other on the basis of its scope and coverage. On the former basis, it can be
classified into vertical and horizontal coordination and on, the latter basis, into internal and
external coordination.

1. Vertical and horizontal coordination

The term vertical coordination is used when coordination is to be achieved between

various links or different levels of the organization vertical coordination is needed to ensure
that all the levels in the organization act in harmony and in accordance with organizational
policies and programmers. It is the function of the top executives to bring about this co-
ordination. Vertical coordination is secured through delegation of authority and with the help
of directing and controlling.

The term ―horizontal coordination‖ is used when coordination has to be

achieved between departments on the same level in the management hierarchy. Thus, when
coordination is brought between production department, sales department, personnel
department etc it is said to be horizontal coordination.

2. Internal and external coordination

Coordination may be internal or external to be organization. Coordination is internal when it

is achieved between different departments, sections, and units of an enterprise. It is both
vertical and horizontal.

The various factors with whom it has interaction include government, customs, supplies and
competitors. An enterprise has to keep proper coordination with these. Such type of
coordination is known as external co-ordination and it is essential for the survival of the
enterprise. External coordination also involves interaction with other business, economic and
research institutions to have the benefits of latest information and technological advances.

DIFFICULTIES OF CO-ORDINATION

Lack of coordination and understanding between and among individuals, groups, and
departments.
lack of good interpersonal relations
failure in accomplishing objectives according to time and work
schedule Lack of direction and consequently aimless individual efforts.
Functioning of departments in the organization as watertight compartments.
Lack of initiative and loyalty towards the organization

DELEGATION
Delegation is defined as transferring of responsibility to subordinates on behalf of the
manager. It is an act through which a manager gives authority to others to attain certain
assignments.

Definition

 "Delegation is defined as the transfer of responsibility for the performance of a task

from one person to another"
 "Transferring to a competent individual the authority to perform a selected nursing
task in a selected nursing situation . The nurse retains accountability for delegation"

Salient Features:
1. Not to delegate total authority
2. Not to delegate authority which he himself does not possess
3. Should be only for organisational purpose and not personal purpose
4. It does not imply reduction in power
Characteristics:
1. Delegation of authority can be exercised only by higher authority
2. Delegation can be of any kind
3. Delegation does not mean transfer of final authority
4. Does not involve surrender of power

5 Rights to delegation

National Council of State Board of Nursing in the US presented 5 rights to delegation from
the perspectives of both nursing service administrator and staff nurse. Nursing service
administrator is responsible for job description, role delineation, development of
organisational policies, procedures and standards an assurance of adequate human resources.
Staff nurse is responsible for assessing client, delegating appropriately, communicate clearly,
providing monitoring and supervision.

1. Right task
2. Right circumstance
3. Right person
4. Right direction/communication
5. Right supervision/evaluation

Strategies for effective delegating

 Plan ahead
 Identify necessary skill and levels
 Select most capable person
 Communicate goal clearly
 Empower the delegate
 Set deadlines and monitor progress
 Model the role: provide guidance
 Evaluate performance
 Reward accomplishment

Kinds of delegation:
1. Full delegation
2. Partial delegation
3. Conditional delegation
4. Formal delegation
5. Informal delegation

Principles of delegation:
1. Should be written and specific
2. Authority and responsibility should be equal
3. Should be properly planned and exercised
4. Right person should be chosen
5. Good reporting system should be established
 6. Should have certain objectives to get certain results
7. Superiors should be ready to give support and guidance
8. Overall responsibility lies with the superior

Symptoms of poor delegation

1. Dissatisfied subordinates
2. Disorganized effort
3. Long queue in front of boss office
4. Boss always busy
5. Boss carrying big suitcase
6. Work never completed in time
7. Constant time pressure
8. Hold up of activities due to pending orders from boss

Common delegation errors

 Under delegating-frequently occurs from managers false assumption is that it may be

interpreted as a lack of ability on his part to do the job correctly or completely.
Another cause is manager‘s desire to complete the whole job personally due to lack of
trust in sub-ordinates.
 Over delegating- some managers over delegate burdening their subordinates. Others
do so because they feel insecure in their ability to perform a task, and due to lack of
organisation time. It can decrease the productivity.
 Improperly delegating- it includes delegating the things at wrong time, to the wrong
person or for the wrong reason. Also delegating the yaks and responsibilities that are
beyond the capability of the person to whom they are being delegated or that should
be done by the manager.

Barriers to delegation

 The belief that ―i can do it better myself‖

 Lack of confidence and trust in workers
 Low self confidence, insecurity
 Vague job description
 Inadequate training
 Lack of adequate recruitment and selection
 Time involved in explaining the task
 Reluctance to take the risks involved in depending on others.
 Fear of loss of power

Delegation as a function of professional nursing

With the restructuring of care delivery models registered nurse at all levels are
expected to make assignments for and supervise the work of different levels of employees.
Registered nurses should perform role of supervisor and delegator need preparation to assume
these leadership tasks. Nursing schools and health care organisations have to prepare
professionals for the delegator role. This includes basic principles of delegating to right
person, at a right time and for the right reason, and an action that must be undertaken when
work is delegated in an appropriate or unsafe manner.

Subordinate resistance to delegation

Common cause of this can be:

 Failure of the delegator to see the subordinates perspectives

 Workload assigned are highly challenging both physically and mentally
 Belief of employees that they are incapable of completing the delegated task.
 Inherent resistance to authority
 Due to over delegatio

Delegating to a transcultural work team-factors which may affect here include

 Communication
 Space
 Social organisation
 Time
 Environmental control
 Biological variations

Integrating leadership roles and management functions in delegation

Delegation provides a means for increasing productivities . It is also a managerial tool

for subordinate accomplishment and enrichment. It also requires highly developed leadership
skills such as sensitivity to subordinate capabilities and needs, and the ability to communicate
clearly and directly , the willingness to support and encourage subordinates in carrying out
delegated tasks and the vision to see how delegation might result in increased personal
growth for subordinates.

Conclusion

For the effective administration of any organisation co-ordination and delegation are
essential. Without these two functions it will be difficult to achieve the organisational goals .
The right to delegate and the ability to provide formal reward for successful completion of
delegated tasks reflect the legitimate authority inherent in the management role.
BIBLIOGRAPHY:

(1) Lucita Mary, Nursing: Practice and Public Health Administration (2nd Edition),
Published by Elsevier, New Delhi. Page no 3-19.
(2) Roussel Linda, Management and Leadership for Nurse Administration (4th Edition) ,
Jones and Bartlett Publishers, Sudbury. Page no 392-401.
(3) Trained Nurses Association of India, Nursing Administration and Management. Page
no 256-267.
(4) Samson Rebecca. Leadership and Management in Nursing Practice and Education (1st
Edition) Jaypee Brothers Publisher Ltd, New Delhi. Page no 64-69
(5) Basavanthappa BT. Nursing Administration ( 1st Edition) ) Jaypee Brothers Publisher

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