AUROVINDO COLLEGE OF

NURSING
BHOPAL (M.P.)

SUBJECT:- NURSING MANAGEMENT

TOPIC:- concept OF MANAGEMENT

SUBMITTED TO:- SUBMITTED BY:-

MR. DUSHYANT SHARMA MR. HEMANT KUMRAWAT

ASSISTANT LECTURER M.SC. NURSING 2STNURSING

SUBMITTED ON-15/04/2019
 CONCEPTS OF MANAGEMENT

Management Concepts and Applications/Management

INTRODUCTION

Management means many things to many people. To a layman management means an

impressive person occupying an air-condition chamber with an overstaked table and cushioned
chair. Some people suggest management as commanding other. To many others, management is
nothing more than clerical work and putting fancy signatures. But truly management is the
process of planning, organizing, staffing, directing, co-coordinating and controlling the activities
of business enterprises. It is also described as the technique of leadership, decision making and a
mean of co-coordinating

DEFINITION AND MEANING

MEANING

Management Process

As there is no universally accepted definition for management, it is difficult to define it.

But a simple traditional definition, defines it as the "art of getting things done by others". This
definition brings in two elements namely accomplishment of objectives, and direction of group
activities towards the goal. The weaknesses of this definition is that firstly it uses the word "art",
whereas management is not merely an art, but it is both art and science. Secondly, the definition
does not state the various functions of a manager clearly.

A more elaborate definition given by George R. Terry, defines management as a process

"consisting of planning, organizing, actuating and controlling, performed to determine and
accomplish the objectives by the use of people and resources." Firstly it considers management
as a "process" i.e. a systematic way of doing things. Secondly it states four management
activities: Planning, organizing, actuating, and controlling. Planning is thinking of an actions in
advance. organizing is coordination of the human and material resources of an organization.
Actuating is motivation and direction of subordinates. Controlling means the attempt to ensure
no deviation from the norm or plan. Thirdly it states that manager uses people and other
resources. For example a manager who wants to increase the sales, might try not only to increase
the sales force, but also to increase advertising budget. And fourthly, it states that management
involves the act of achieving the organization's objectives.

DEFINITIONS
A few definitions by experts are:

 "Management is an art of knowing what is to be done and seeing

that it is done in the best possible manner." (planning and
controlling)
 Management is the art of getting things done through others .
o F.W. Taylor (father of scientific management)

 "Management is to forecast, to plan, to organize, to command, to

coordinate and control activities of others."
o Henri Fayol (father of modern management)
  "Management is the process by which co-operative group directs
actions towards common goals."
o Joseph Massie

PRINCIPLES OF MANAGEMENT

FAYOL'S 14 PRINCIPLES OF MANAGEMENT]

The Principles of Management are the essential, underlying factors that form the foundations of
successful management. According to Henri Fayol in his book General and Industrial
Management (1916), there are 14 'Principles of Management'.

1. Division of Work - According to this principle the whole work is divided into small
tasks. The specialization of the workforce according to the skills of a person, creating
specific personal and professional development within the labour force and therefore
increasing productivity; leads to specialization which increases the efficiency of labour.
2. Authority and Responsibility - This is the issue of commands followed by
responsibility for their consequences. Authority means the right of a superior to give
enhance order to his subordinates; responsibility means obligation for performance.
3. Discipline - It is obedience, proper conduct in relation to others, respect of authority, etc.
It is essential for the smooth functioning of all organizations.
4. Unity of Command - This principle states that each 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.
5. Unity of Direction - 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.
6. Subordination of Individual Interest to Mutual Interest - The management must put
aside personal considerations and put company objectives firstly. Therefore the interests
of goals of the organization must prevail over the personal interests of individuals.
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.
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.
9. Line of Authority/Scalar Chain - This 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.
 10.Order - Social order ensures the fluid operation of a company through authoritative
procedure. Material order ensures safety and efficiency in the workplace. Order should
be acceptable and under the rules of the company.
11.Equity - 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, giving
equal attention towards all employees.
12.Stability of Tenure of Personnel - Stability of tenure of personnel is a principle stating
that in order for an organization to run smoothly, personnel (especially managerial
personnel) must not frequently enter and exit the organization.
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 organization
because it provides new and better ideas. Employees are likely to take greater interest in
the functioning of the organization.
14. Esprit de Corps/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. Team spirit helps to finish the task on time.

PROCESS OF MANAGEMENT
Management is a process which brings the scarce human and material resources together and
motivates people for the achievement of objectives of the organization. Management is not a onetime
act but an on-going series of interrelated activities. The sum total of these activities is known as
management process. It consists of a set of interrelated operations or functions necessary to achieve
desired organizational goals. A process is a systematic way of doing things. It is concerned with
conversion of inputs into outputs. An analysis of management process will enable us to know the
functions which managers perform.

1. Goal oriented Process: The process of management comes

with the purpose of achieving the organizational goals correctly
and meaningfully. Hence, it is a goal oriented process.
 2. All Pervasive: Management is used by all departments of an
organization and by all organizations, irrespective of size,
nature and location. It is also practiced at each level of an
organization.
3. Multidimensional: Management covers all aspects of an
organization ranging from work, people and operations.
Different mechanisms and systems are set up for each aspect.
4. Continuous Process: A series of functions are performed in
organization by all its managers simultaneously. It keeps
running in a cycle that repeats itself over and over again.
5. Group Activity: Management is never done in solidarity. It is a
group activity that involves participation of all the people of an
organization, including the managers and the workers, for the
desired achievement of objectives.  
6. Intangible Force: Management in its essence cannot be seen or
touched, and hence is termed as intangible. But its effect can be
felt and measured based on the results achieved by way of the
organizational functions.

FUNCTION OF MANAGEMENT

POSDCORB
DEFINITION: POSDCORB

POSDCORB is an acronym which means Planning, Organizing, Staffing, Directing,

Coordinating, Reporting and Budgeting which was first coined in a paper on administrative
management that was written for the Brownlow Committee by Luther Gulick and Lyndall
Urwick. POSDCORB can be used as a systematic framework for efficiently executing business
processes in a company or by an individual.

STEPS OF POSDCORB
This essentially refers to the various steps or stages involved in a typical administrative process.
POSDCORB can be explained in detail below:

1. Planning: This essentially refers to establishing a broad sketch of the work to be completed

and the procedures incorporated to implement them.

2. Organizing: Organizing involves formally classifying, defining and synchronizing the various

sub-processes or subdivisions of the work to be done.

3. Staffing: This involves recruiting and selecting the right candidates for the job and facilitating
their orientation and training while maintaining a favorable work environment.

4. Directing:  This entails decision making and delegating structured instructions and orders to
execute them.

5. Coordinating: This basically refers to orchestrating and interlinking the various components

of the work.

6. Reporting: Reporting involves regularly updating the superior about the progress or the work
related activities. The information dissemination can be through records or inspection.

7. Budgeting: Budgeting involves all the activities that under Auditing, Accounting, Fiscal
Planning and Control.
The above image shows the various stages of POSDCORB

Importance of POSDCORB

Every business needs to have systematic framework in ensuring there is maximum output,
minimum wastage and higher margins. POSDCORB is one such method in management where
workforce and employees can be managed in a way which would be beneficial for a company.
This concept helps organizations to break down the work into multiple processes and help in
getting maximum value out to each employee. These steps and stages of POSDCORB help the
HR team to deliver to the needs of a company.

Example of POSDCORB

Consider a multinational starting an exercise involving a good number of employees in the

workforce. As per POSDCORB, the planning stage would be doing the thorough research about
the number of people needed, team size, work type etc. Organizing and staffing stages would be
the HR department making a list of people i.e. supervisors and subordinates who would could
execute this role. One this is done, as per POSDCORB directing would be giving instructions
and ensuring implementation of the plan as per the requirement. To ensure a better two way
communication, coordinating plays a pivotal role. Once all this done, the different ways of
reporting are done which ensures accountability and responsibility of the team. Finally, the
budget to be allocated is studied. In this way, POSDCORB can be used for better management.

MANAGEMENT: ART OR SCIENCE

Management involves characteristics of both art and science. While certain aspects of management
make it a science, certain others which involve application of skills make it an art. Every discipline of
art is always backed by science which is basic knowledge of that art. Similarly, every discipline of
science is complete only when it is used in practice for solving various kind of problems. Whereas
under "science" one normally learns the "why" of a phenomenon, under "art" one learns the "how" of
it. In the words of Robert H. Hilkert: "In the area of management, science and art are two sides of the
same coin".

In the beginning of development of management knowledge, it was considered as an art. There was a
jungle of management knowledge. Any one used it to get things done in his own way. But later by
codifying and systemizing the management, it became a science as well as being an art.

MANAGEMENT AS AN ART
Management can be an art in the sense that it has the following characteristics:

 Just like other arts it has to be practiced and performed. The

knowledge should be learned and practiced, just as medical or legal
practitioners practice their respective sciences.
 The manager gains experience by continual application of
management knowledge and facing new experiences. This helps to
develop more skills and abilities for translating knowledge into
practice.
 Application calls for innovativeness and creativity.
  The fourth reason is that in many situations, theoretical knowledge
of management may not be adequate or relevant for solving the
problem. It may be because of complexity or unique nature of the
problem.

The art is in knowing how to accomplish the desired results. This implies that there exists a body of
knowledge which management uses to accomplish the desired results in organization

MANAGEMENT AS A SCIENCE
Management as a science has the following characteristics:

 Its principles, generalizations and concepts are systematic. In this

case the manager can manage the situation or organization in a
systematic and scientific manner.
 Its principles, generalizations and concepts are formulated on the
basis of observation, research, analysis and experimentation, as
is the case with the principles of other sciences.
 Like other sciences, management principles are also based
on relationship of cause and effect. It states that same cause under
similar circumstance will produce same effect. Suppose if workers
are paid more (cause), the produce more (effect).
 Management principles are codified and systematic, and can be
transferred from one to another and can be taught.
 Management principles are universally applicable to all types of
organizations.

there is no tailor - made answer to a question- Is management a science or art? To ascertain the
nature of management with respect of science or art, there is a need to know the exact meaning of the
words 'science' or 'art' and subsequently, their application to management.

MANAGEMENT AND ADMINISTRATION

There has been a controversy regarding the interpretation of these two terms. There are different
views in this regard:
According to first view (William Newman, Peter Drucker, etc), there is no basic difference between
the two terms, and they are interchangeable. If there is any difference, it may perhaps be in their
usage in practice. The term administration is used for non-business activities, and management is
used for business activities.

According to second view (Kimball, Brech, other British writers, etc), management is a more
comprehensive term which includes administration. Management involves "thinking" and
administration involves "doing". Management is responsible for planning and organizing, and
administration is responsible for directing and controlling. Whereas management refers to a high
level of managerial activities such as goal-setting, policy formulation and strategy making,
administration refers to an operative part concerned with lower level management activities such as
execution of policies.

According to third view (Sheldon, Speriegal, Milward, etc), administration is a more comprehensive
term which includes management. Administration involves "thinking" and management involves
"doing". Administration is a top level function which concentrates on determination of plans, policies
and objectives, whereas management is a lower level function which deals with the execution and
direction of policies and operations. It doesn't mean that we need two separate sets of personnel, but
each manager performs both the managerial as well as administrative functions. At top level more
time is spent in administrative activity and as one moves down, more time is spent in management
activity.

Difference between Administration and Management. 1. Management is the act or function of putting
into practice the policies and plans decided upon by the administration. 2. Administration is a
determinative function, while management is an executive function. 3. Administration makes the
important decisions of an enterprise in its entirety, whereas management makes the decisions within
the confines of the framework, which is set up by the administration. 4. Administrators are mainly
found in large and multi-layered enterprises such as governments, military, religious and educational
organizations or corporations. Management, on the other hand, is used by mid-size to small
enterprises and may take administrative functions or even be labeled as administration but granted
mostly a management function. For example the administration of a condominium is mostly a
managerial body that is needs to convey an assembly to reach most decisions.

Levels of Management
Top Level of Management

It consists of board of directors, chief executive or managing director. The top management is the
ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time
on planning and coordinating functions. While this may be more visible in large organisations there
is not normally such a sharp stratification in smaller organisations where the same person may
perform strategic, tactical and operational roles.

The role of the top management can be summarized as follows -

Top management lays down the objectives and broad policies of the enterprise.
It issues necessary instructions for preparation of department budgets, procedures, schedules etc.
It prepares strategic plans & policies for the enterprise.
It appoints the executive for middle level i.e. departmental managers.
It controls & coordinates the activities of all the departments.
It is also responsible for maintaining a contact with the outside world.
It provides guidance and direction.
The top management is also responsible towards the shareholders for the performance of the enterprise

MIDDLE LEVEL OF MANAGEMENT

The branch managers and departmental managers constitute middle level. They are responsible to the
top management for the functioning of their department. They devote more time to organizational
and directional functions. In small organization, there is only one layer of middle level of
management but in big enterprises, there may be senior and junior middle level management. Their
role can be emphasized as -

They execute the plans of the organization in accordance with the policies and directives of the top management.
They make plans for the sub-units of the organization.
They participate in employment & training of lower level management.
They interpret and explain policies from top level management to lower level.
They are responsible for coordinating the activities within the division or department.
It also sends important reports and other important data to top level management.
They evaluate performance of junior managers.
They are also responsible for inspiring lower level managers towards better performance.
LOWER LEVEL

Lower Level of Management

Lower level is also known as supervisory / operative level of management. It consists of supervisors,
foreman, section officers, superintendent etc. According to R.C. Davis, “Supervisory management
refers to those executives whose work has to be largely with personal oversight and direction of
operative employees”. In other words, they are concerned with direction and controlling function of
management. Their activities include -

Assigning of jobs and tasks to various workers.

They guide and instruct workers for day to day activities.
They are responsible for the quality as well as quantity of production.
They are also entrusted with the responsibility of maintaining good relation in the organization.
They communicate workers problems, suggestions, and recommendatory appeals etc. to the higher level and
higher level goals and objectives to the workers.
They help to solve the grievances of the workers.
They supervise & guide the sub-ordinates.
They are responsible for providing training to the workers.
They arrange necessary materials, machines, tools etc. for getting the things done.
They prepare periodical reports about the performance of the workers.
They ensure discipline in the enterprise.
They motivate workers.
They are the image builders of the enterprise because they are in direct contact with the workers.
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