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    Chapter Four: Functions of Management

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    Omar Mohamed
    The document discusses the key functions of management, including planning, organizing, staffing, directing, coordinating, and controlling. It provides definitions and examples of each function. Specifically, it describes planning as determining objectives and actions, organizing as mobilizing resources, and delegation as assigning responsibilities to others. The purpose of management functions is to achieve organizational goals through efficient use of resources.

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    Chapter Four: Functions of Management

    Uploaded by

    Omar Mohamed
    46 views27 pages
    The document discusses the key functions of management, including planning, organizing, staffing, directing, coordinating, and controlling. It provides definitions and examples of each function. Specifically, it describes planning as determining objectives and actions, organizing as mobilizing resources, and delegation as assigning responsibilities to others. The purpose of management functions is to achieve organizational goals through efficient use of resources.

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    The document discusses the key functions of management, including planning, organizing, staffing, directing, coordinating, and controlling. It provides definitions and examples of each function. Specifically, it describes planning as determining objectives and actions, organizing as mobilizing resources, and delegation as assigning responsibilities to others. The purpose of management functions is to achieve organizational goals through efficient use of resources.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    46 views27 pages

    Chapter Four: Functions of Management

    Uploaded by

    Omar Mohamed
    The document discusses the key functions of management, including planning, organizing, staffing, directing, coordinating, and controlling. It provides definitions and examples of each function. Specifically, it describes planning as determining objectives and actions, organizing as mobilizing resources, and delegation as assigning responsibilities to others. The purpose of management functions is to achieve organizational goals through efficient use of resources.

    Copyright:

    © All Rights Reserved
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    Download as pptx, pdf, or txt
    of 27

    CHAPTER FOUR

    FUNCTIONS OF MANAGEMENT
    Objectives:

    • At the end of this chapter, the student


    should be able to:
    • Define the common terms used in the
    management process
    • List down the expected functions of a
    nurse manager
    Cont:

    • Discuss the concepts of each function


    using some examples
    • Describe the effect of delegation on the
    manager’s
    • responsibility for the delegated functions.
    Definitions

    • Planning – determining the long-and


    short-term objectives (ends) of the
    institution or unit and the actions (means)
    that must be taken to achieve these
    objectives.
    • Staffing- Selecting the personnel to carry
    out these actions and placing them in
    positions appropriate to their knowledge
    and skills
    Cont:

    • Organizing- Mobilizing human and


    material resources so institutional
    objectives can be achieved.
    • Directing- Motivating and leading
    personnel to carry out the actions needed
    to achieve the institution’s objectives.
    Cont:

    • Controlling- Comparing results with


    predetermined standards of performance
    and taking corrective action when
    performance deviates from these
    standards.
    • Decision Making- Identifying a problem,
    searching for solutions, and selecting the
    alternative that best achieves the
    decision maker’s objectives.
    Management Functions of a Nurse
    Manager

    • Success of management depends on


    learning and using the management
    functions. These functions include
    planning, organizing, staffing, directing,
    coordinating and controlling. These
    functions represent these activities
    expected of managers in all fields.
    Managers develop skill in the
    implementation of these functions as they
    gain experience in the role of managers.
    Planning

    • Planning is a technical managerial


    function that enables organizations to
    deal with the present and anticipate the
    future. It is the first and fundamental
    function of management because all other
    management functions are dependent on
    it.
    Cont:

    • Planning is deciding what is to be done,


    when it is to be done, how it is to be done
    and who is to do it. It is an orderly
    process that gives organizational
    direction. Planning is the process of
    determining how the organization can get
    where it wants to go. Planning is the
    process of determining exactly what the
    organization will do to accomplish its
    objectives.
    Purpose of planning

    • It gives direction to the organization.


    • It improves efficiency
    • It eliminates duplication of efforts.
    • It concentrates resources on important
    services.
    • It reduces guess work. It improves
    communication and coordination of
    activities
    The planning hierarchy

    • Planning responsibilities are different for


    managers at each organizational level.
    • Strategic planning
    • Top-level managers, formulate long-term
    strategic planning to reinforce the firm’s
    mission (the mission clarifies
    organizational purpose) Strategic plans
    are specified for five years period
    Operational planning

    • Operational planning is accomplished by


    first-line managers. Operational planning
    is most concerned with budgets, quotas
    and schedules. These are refinements of
    tactical objectives in which work is
    defined and results are measured in small
    increments. Time horizon for operational
    planning is very short. Most plans at this
    level reflect operational cycles.
    Cont:

    • Operational objective are:


    • Narrow in scope
    • Short-lived
    • Subject to sudden change.
    Characteristics of objectives

    • Well-defined objectives have several


    Characteristics. They are:
    • Specific
    • Measurable
    • Realistic and challenging
    • Defined time period
    Communicate plans

    • Planning requires clear and effective


    communication at all levels before
    performance begins to mirror
    expectations. Objectives are written and
    plans are documented to give employees
    direction. Managers communicate plans
    into two categories:
    Cont:

    • A. Standing use plans- are those that are


    used on a continuous basis to achieve
    consistently repeated objectives. Standing
    plans take the form of:
    • Policies
    • Procedures
    • Rules
    Policies:

    • A standing plan that furnishes broad


    guidelines for channeling management
    thinking toward taking action consistent
    with reaching organizational objectives. It
    provides guidelines for behavior. Policies
    are also instruments of delegation that
    alert subordinates to their obligations.
    Effective policy statements are clear,
    understandable, stable overtime, and
    communicated to everyone involved.
    Procedures

    • a standing plan that outlines a series of


    related actions that must be taken to
    accomplish a particular task. It is an
    explicit set of actions, oftensequential in
    nature, required to achieve a well defined
    result. Formal procedures provide
    specific and detailed instructions for the
    execution of plans.
    B. Single use plans-are

    • those that are used once to achieve unique


    objectives or objectives that are seldom
    repeated. They are communicated
    through:
    • Programs
    • Budget
    • Schedule
    Approaches to planning

    • There are three distinct approaches that


    describe who has the responsibility for
    formulating plans:
    • Centralized top down planning- is the
    traditional approach to planning in which a
    centralized group of executives or staff
    assumes the primary planning
    responsibility.
    • Bottom-up planning- is an approach that
    delegates planning authority to division
    and department managers, who are
    expected to
    Cont:

    • Team planning- is a participative


    approach to planning where by planning
    teams comprising managers and staff
    specialties initiate plans and formulate
    organizational objectives.
    There are six steps in the organizing
    process:

    • 1. Establish overall objectives


    • 2. Formulate supporting objectives,
    policies and plans
    • 3. Identify and classify activities
    necessary to accomplish the objectives
    • 4. Group the activities in light of the
    human and material resources available
    and the best way of using them under the
    circumstances
    Cont:

    • 5. Delegate to the head of each group and


    the authorities necessary to perform the
    activities
    • 6. Tie the groups together horizontally
    and vertically, through authority
    relationships, and information systems.
    Cont:

    • Five criteria for sound objectives in a


    management area have been established.
    • Acceptable
    • Attainable
    • motivational,
    • simple.
    • communicated
    Delegation

    • Delegation : is the process of assigning


    part or all of one person’s responsibility
    to another person or persons. Delegating
    is an effective management competency
    by which nurse managers get the work
    done through the employees The purpose
    of delegation is efficiency.
    Barriers to Delegating

    • Preference for operating by oneself


    • Demand that everyone “know all the
    details”
    • Lack of experience in the job or in
    delegating
    • Insecurity
    • Fear of being disliked
    • Refusal to allow mistakes
    • Lack of confidence in subordinates
    Cont:

    • Barriers in the Delegatee


    • Lack of experience
    • Lack of competence
    • Avoidance of responsibility
    • Over dependence on the boss
    • Overload of work

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