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Textbook of
Nursing
Management
and Services for
BSc and Post
Basic Nursing
Introduction To Management In
Sukhbir Kaur, Jagjit UNIT I
Kaur Nursing
 UNIT I: Introduction To Management In
Nursing
 UNIT II: Management Process
What is management? The term management has many connotations, implications and
 UNIT III: Management Of Nursing Service In
Hospital And UNIT Community dimensions. Management is not an alien concept to us. We all manage our own likes, and the
 UNIT IV: Organization Of Behavior And Human practice of management is found in very facet of human endeavor. Most tasks in society are not
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performed in isolation, but rather, people come together as one unit to accomplish certain aims,
 UNIT V: In-Service Education
which they could not otherwise achieve as individuals. Management is a process, a profession
 UNIT VI: Management Of Nursing Educational
Institutions and a class of people. Management is both an art and science and now is regarded as resource
 UNIT VII: Nursing As A Profession also with the materials, capital and labor. Management is multidimensional in nature and the body
 UNIT VIII: Professional Advancement of knowledge derived from a variety of discipline like philosophy, economics, mathematics,
political science and behavior sciences. Management is a complex phenomenon involving
interpersonal relationship, motivation, morale: and the combination of social biological, physical
and political factors. As a process it consists of series of sequential or overlapping activities
directed towards achieving organizational objectives. Management does not provide a cookbook
solution to all problems. But provide phenomenon that can be measured, relationships that can be
represented quantitatively, causal chains whose internal consistency can be logically verified, and
conclusions that can be empirically tested.
Every individual is equipped with certain skills, abilities and strengths. When people work
together in group, these individual skills and strengths are “pooled” together, in order to maximize
the results. Managing group effort has become essential to ensure the coordination of individual
 efforts; otherwise individuals will be moving in different directions, leading to conflict and
confrontations, therefore, management deals with setting, seeking and reaching certain
objectives.
DEFINITION OF MANAGEMENT
“Management is a process of functions”, and there are five major functions like:
to forecast and plan;
to organize;
to command;
to coordinate and
to control.
– Henri Fayol
“Management is the process of designing and maintaining an environment in which

individuals, working together in groups, efficiently accomplish selected aims”.
– Harlod and Heinz Weirich
“Management is a distinct process consisting of activities of planning, organizing, actuating

and controlling, performed to determine and accomplish stated objectives with the use of human
beings and other resources.”
– George Terry
“Management identifies a group of people whose job is to direct the efforts and activities of
other people towards common objectives.”
– TN Chhabra
Management is 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.
– Koontz and O'Donell
“Management is a process that involves the coordination of human and material resources
towards the accomplishment of certain objectives.” Therefore, management can be seen as:
a process
TOC Index  a profession

a factor of production
a field of study and
a group of people that supervise an organization.

Textbook of
Nursing The term management can also be used in three alternative ways–
Management
and Services for 1. Management as a Discipline: Discipline refers to field of study having well defined concepts and
BSc and Post principles, the knowledge of which aids in managing. From this point of view, management can
Basic Nursing be treated as an art or science.
Sukhbir Kaur, Jagjit
2. Management as a group of people: Sometimes, we refer to management as a group of people
Kaur
in which we include all those personnel who perform managerial functions in organizations.
3. Management as a process: A process can simply defined as systematic method of handling

Nursing activities. However, the management process can be treated as a complex one which can be
 UNIT II: Management Process referred to as an identifiable flow of information through interrelated stages of analysis directed
 UNIT III: Management Of Nursing Service In towards the achievement of an objective or set of objectives.
Hospital And UNIT Community
 UNIT IV: Organization Of Behavior And Human
Relations
 UNIT V: In-Service Education CHARACTERISTICS OF MANAGEMENT
Institutions
Management is a process of organized activities. When a group of people are involved in
 UNIT VII: Nursing As A Profession
 UNIT VIII: Professional Advancement
working towards common objectives, the principles of management are enforced.
The group should formulate an objective or a set of objectives towards which group activities
are directed.
Management involves group activity or working with a group of individuals.
Management process involves decision-making at various levels in order to achieve the

organizational goals.
Management is concerned with proper utilization of resources—the six M's, i.e. men, money,
materials, machines, methods and markets, or basic resources to achieve organizational goals.
Management involves delegation of responsibility with authority.
Management aims at cost effectiveness, i.e. securing maximum results with minimum of effort
and cost.
 Management involves good human relations. Human relations motivate people to function in
groups. Motivation, leadership, communication, participative management and group dynamics
are the central core of human relations. 3
MANAGEMENT CONCEPTS
For any kind of organization to run smoothly in achieving their set goals and objectives they need
to implement management concepts. To plan for it, there are four basic management concepts
that allow any organization to handle planned, tactical and set decisions. Any organization,
whether new or old, whether big or small need to run smoothly and achieve the goals and
objectives which it has set forth. Therefore some management concepts need to be overlooked
and reasons why management concepts should be followed:
To increase managerial efficiency: The establishment of rules, principles and techniques of

management increases 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 programs to train and develop managers. Therefore, it's essential to
develop a science of management.
To prepare and study research projects: 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 aspect of the validity of management.
To acquire social achievement: Broadly speaking, a management function is to coordinate the

efforts of the people so that individual objectives may be translated into social achievements.
THEREFORE THE BASIC MANAGEMENT CONCEPTS ARE ITS FOUR ESSENTIAL

FUNCTIONS
1. The base function is to: Plan

It is the foundation area of management. It is the base upon which all the areas of management
should be built. Planning requires administration to assess; where the company is presently set,
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and where it would be in the upcoming. Hence an appropriate course of action is determined
and implemented to attain the company's goals and objectives. Planning is unending course of
action. Sometimes companies may face sudden change because of certain uncontrollable
Textbook of strategies. It can be said that they are external factors that constantly affect a system both
Nursing optimistically and pessimistically. Depending on the conditions, a company may have to alter its
Management course of action in accomplishing certain goals. This kind of preparation, arrangement is known
and Services for
as strategic planning. In strategic planning, management analyzes inside and outside factors
BSc and Post
Basic Nursing that may affect the company and so objectives and goals. Thorough study of strengths and
Sukhbir Kaur, Jagjit weaknesses, opportunities and threats, enables the management to be efficient and practical.
Kaur 2. The subsequent function is to: Organize
The second function of the management is getting prepared, getting organized. Management
 UNIT I: Introduction To Management In must organize all its resources well before in hand to put into practice the course of action and
Nursing to decide that has been planned in the base function. Through this process, management will
now determine the inside directorial configuration; establish and maintain relationships, and
Hospital And UNIT Community also assign required resources.
 UNIT IV: Organization Of Behavior And Human While determining the inside directorial configuration, management ought to look at the
Relations different divisions or departments. They also see to the harmonization of staff, and try to find
out the best way to handle the important tasks and expenditure of information within the
Institutions company. Management determines the division of work according to its need. It also has to
 UNIT VII: Nursing As A Profession decide for suitable departments to handover authority and responsibilities. 4
 UNIT VIII: Professional Advancement 3. The third function is to: Direct

Directing is the third function of the management. Working under this function helps the
management to control and supervise the actions of the staff. This helps them to assist the
staff in achieving the company's goals and also accomplishing their personal or career goals
which can be powered by motivation, communication, department dynamics, and department
leadership.
Highly motivated employees generally surpass in their job performance and also play important
role in achieving the company's goal that is why managers focus on encouraging their
employees. They come about with prize and incentive programs based on job performance and
geared in the direction of the employees requirements.
It is very important to maintain a productive working environment, building positive
interpersonal relationships, and problem-solving. And this can be done only with effective
 communication. Understanding the communication process and working on area that need
improvement, help managers to become more effective communicators. The finest technique
of finding the areas that requires improvement is to ask themselves and others at regular
intervals, how well they are doing. This leads to better relationship and helps the managers for
better directing plans.
4. The final function is to: Control

Control, the last of four functions of management, includes establishing performance standards
which are of course based on the company's objectives. It also involves evaluating and
reporting of actual job performance. When these points are studied by the management then it
is necessary to compare both the things. This study on comparison of both decides further
corrective and preventive actions.
In an effort of solving performance problems, management should have higher standards. They
should straightforwardly speak to the employee or department having problem. On the contrary,
if there are inadequate resources or disallow other external factors standards from being
attained, management had to lower their standards as per requirement. The controlling
processes as in comparison with other three, is unending process or say continuous process.
With this management can make out any probable problems. It helps them in taking necessary
preventive measures against the consequences. Management can also recognize any further
developing problems that need corrective actions.
Effective and efficient management leads to success, the success where it attains the
objectives and goals of the organizations. Of course for achieving the ultimate goal and aim
management need to work creatively in problem-solving in all the four functions. Management
not only has to see the needs of accomplishing the goals but also has to look into the process
that their way is feasible for the company.
THEORIES OF MANAGEMENT
There are several theories of management but few has enlightened about management thoughts.
Many different contributions of writers and practitioners resulted in different approaches to
management and these makeup a “ Management theory jungle”.
1. SCIENTIFIC MANAGEMENT THEORY

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Frederick W. Taylor (1856 – 1912) an American mechanical engineer who sought to improve
industrial efficiency, is acknowledged as “the Father of scientific management”. Taylor was one of
the intellectual leaders of the Efficiency movement and his ideas. Taylor's famous work entitled “
Textbook of Principles of Scientific Management” was published in 1911. His primary concern was to increase
Nursing productivity through greater efficiency in production and increased pay for workers, through the
Management application of scientific method. 5
and Services for
BSc and Post Taylor's principle emphasized (shown in Fig. 1.1)
Basic Nursing
Sukhbir Kaur, Jagjit Replacing rules of thumb with science (organized knowledge).
Kaur Obtaining harmony in group action, rather than discord.
Achieving cooperation of human beings, rather than chaotic individualism.

Working for maximum output rather than restricted output.
Nursing
 UNIT II: Management Process Developing all workers to the fullest extent possible for their own and their company's highest
 UNIT III: Management Of Nursing Service In prosperity.
 UNIT IV: Organization Of Behavior And Human According to Taylor, majority of workers put minimal effort in their work if they knew they
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could easily get away with it. He referred to this mode as soldering and he attributed this problem
with mismanagement of the work at the lowest level of organization. This lack of proper
Institutions organization manifested itself in a lack of productivity.

Figure 1.1: Taylor's principles of scientific management
Taylor's methodical approach to determine the “one best way” to perform a job consisted of
the following steps:
Select a sample of skilled workers and carefully study the job being done.
Carefully list each operation including extensive detail on each task being performed.
Utilize a stopwatch to time each task being performed. Repeat this step over a period of time to
obtain an average of the time it takes to perform each task.
Identify and eliminate any unnecessary tasks that are performed to finalize the job.
Identify any improvements, tools or techniques that can be adopted to reduce the time in
performing the job.
Establish new and informed times and pay – rates for the job.
Lastly, all workers are trained to perform the job in the “one best way” identified.
Taylor's scientific method to establish work procedures resulted in reduces timeframes to

perform jobs and introduced rules and procedures to industrial management. Taylor's method
became known as work study and it was embraced by several organizations. It was eventually
also applied to office and administrative jobs, e.g. by nursing superintendent and it becomes a
precursor to system analysis. 6
2. HUMAN RELATIONS THEORY (1930 – 1970)
Human relations movement refers to those researchers who study the behavior of people in
groups and in particular work places. It originated in the 1930s in Hawthorne studies which
examine the effect of social relations, motivation and employee satisfaction on factory
productivity. The movement viewed workers in term of their psychology and fit with companies,
rather than as interchangeable parts. These Hawthorne studies were conducted by George Elton
Mayo at Hawthorne plant of Western electric company from 1927 – 1930 after which the human
relation theory was introduced. He studied employee's productivity under varying environmental
conditions and he found the factors that effect productivity were motivation, counseling, leading
and communicating. He also found that employees motivated by relational factors like attention
and sense of camaraderie
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According to George Elton Mayo “the Hallmark of human relation theories is the primacy given
to organizations as human cooperative system rather than mechanical contraptions.”
Textbook of He stressed the following points:
Nursing Natural groups to be formed.

Management
Upward and two-way communication from worker to chief executive and vice versa.
and Services for
BSc and Post Cohesiveness and good leadership.
Basic Nursing Communicate goals and ensure effective and coherent decision-making.
Kaur Relationship between employees and employers not regulated by legal norms but by moral and
psychological factors.
Elton Mayo developed a matrix which he used to illustrate the likelihood that a given team
Nursing would be successful. His matrix demonstrates the role that varying combination of group
 UNIT II: Management Process norms and team cohesiveness place in team effectiveness. The following are the four
 UNIT III: Management Of Nursing Service In combination of Mayo theory: (Fig. 1.2)
Groups with low norms and low cohesiveness are ineffective; they have no impact, since none
Relations of the members are motivated to excel, according to Mayo's theory.
Groups with low norms and high cohesiveness have negative impact, since fellow members
Institutions encourage negative behaviors (e.g. gangs).
 UNIT VII: Nursing As A Profession Groups with high norms and low cohesiveness have some degree of positive impact through
 UNIT VIII: Professional Advancement individual member accomplishments.
Groups with high norms and high cohesiveness have the greater positive impact, since group
members encourage one another to excel.

Figure 1.2: Human relation theory
This concept has given rise to soft skill training of employees in order to maintain more
compatible relationship. 7
3. OPERATIONAL MANAGEMENT THEORY
Henri Fayol referred to as “Father of modern management theory” published his observation on
the principles of general management in 1916 in French under the title “Administration industrielle
at Ge'ne'rale”.
Fayol found the activities of industrial undertaking could be divided into six groups as shown
in Fig. 1.3 these groups are:
1. Technical (production).
2. Commercial (buying, selling and exchanging).
3. Financial (search for and optimum use of capital).
4. Security (protection of property and persons).
5. Accounting (including statistics) and
6. Managerial (planning, organization, command, coordination and control).
Figure 1.3: Activities in an organization
Fayol has also listed fourteen principle of management based upon his theory which are
discussed further in the chapter in details.
4. BEHAVIORAL SCIENCE THEORY

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Hugo Minsterbery acknowledged being “Father of industrial psychology” was trained as a
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.”
Textbook of
Nursing In his book entitled “Psychology and industrial efficiency”, first published in 1912, stated his
Management objectives as:
and Services for
How to find people whose mental qualities best fit them for the work they are to do?
BSc and Post
Basic Nursing Under what psychological conditions the greatest and most satisfactory output can be obtained
Sukhbir Kaur, Jagjit from the work of every person, and
Kaur
How a business can influence workers in such a way as to obtain the best possible results from
there?
 UNIT I: Introduction To Management In Hugo like taylor was interested in the mutuality of interests between managers and workers.
Nursing
His approach was even more strongly aimed at workers. He hoped to reduce their working time,
increase their wages and raise their level of life.
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5. SOCIOLOGICAL THEORY: APPROACH TO MANAGEMENT
Institutions Concurrent to the development of scientific management by Taylor and administrative
 UNIT VII: Nursing As A Profession management by Fayol considerable amount of research was being devoted to observing people as
products of group behavior. This is sometimes called the “social man” approach to management.
Max Weber, Emile Durkheim and Vilfredo Pareto are generally regarded as “Father's of
organization theory or Social system approach to management.”
Weber's analysis of church, government, military and business led him to believe that
hierarchy, authority and bureaucracy, lie at the foundation of all social organizations. Emile
Durkheim emphasized the idea that groups, by establishing their values and norms, control human
conduct in any social organization.
Pareto viewed society as intricate clusters of independent units- that is, as social system with
many subsystems. He said that the social system had a tendency to seek equilibrium upon being
disturbed by outside or inside forces.
 Social attitudes, sentiments function to cause the system to seek equilibrium when disturbed
by these forces. According to him it was the task of elite in any society to provide the leadership to
maintain the social system. 8
6. MODERN MANAGEMENT THOUGHT
Management Theory Jungle: The variety of approaches to management analysis, the amount of
research, and the number of different views have resulted in much confusion as to what
management is, what management theory and science is, and how managerial events should be
analyzed. Koontz has called these situations as ‘Management Theory Jungle’.
Some approaches to management are discussed below:
1. The system approach: The systems concepts have broad applicability. Organizations are open
system, i.e. systems have boundaries, but they also interact with the external environment. This
approach recognize the importance of studying interrelatedness of planning, organizing and
controlling in an organization as well as the many subsystems.
2. Contingency or situational approach: According to this approach, managerial practice depends

on circumstances, i.e. a contingency or a situation. Contingency theory recognizes the influence
of given solutions or organizational behavior patterns. Managers have long realized that there is
no best way to do things, but it can be very complex and difficult to determine all relevant
contingency factors and show their relationships.
3. Operational approach: This approach draws together concepts, principles, techniques and
knowledge from other fields and managerial approaches and integrates these approaches with
science and theory that is practice. It develops classification systems built around the
managerial functions of planning, organizing, staffing, leading and controlling. The operational
approach recognizes that there is a central core of knowledge about managing that is pertinent
only to the field of management. These approaches draws on and absorbs knowledge from
other fields including system theory, decision theory, theories of motivation and leadership,
individual and group behavior, social systems and cooperation and communication as well as
the application of mathematical analysis and concepts.
LEVELS OF MANAGEMENT
TOC Index 
Textbook of
Nursing
Management
and Services for
BSc and Post
Basic Nursing
Kaur
Figure 1.4: Skills and management levels

Nursing
1. TOP LEVEL OF MANAGEMENT
 UNIT IV: Organization Of Behavior And Human It consists of board of directors, chief executive or managing director. The top management is the
Relations ultimate source of authority and it manages goals and policies for an enterprise. It devotes more
 UNIT V: In-Service Education time on planning and coordinating functions. 9
Institutions
The role of the top management can be summarized as follows:
 UNIT VIII: Professional Advancement 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 and policies for the enterprise.
It appoints the executive for middle level, i.e. departmental managers.
It controls and 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.

2. 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 subunits of the organization.
They participate in employment and 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.
3. 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 RC 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
TOC Index  higher level and higher level goals and objectives to the workers.
They help to solve the grievances of the workers.
They supervise and guide the subordinates.
They are responsible for providing training to the workers.

Textbook of
Nursing They arrange necessary materials, machines, tools, etc. for getting the things done. 10
Management They prepare periodical reports about the performance of the workers.
and Services for
They ensure discipline in the enterprise.
BSc and Post
Basic Nursing They motivate workers.
Sukhbir Kaur, Jagjit They are the image builders of the enterprise because they are in direct contact with the
Kaur
workers.

Nursing
Relations
Institutions
 UNIT VIII: Professional Advancement Figure 1.5: Levels of management
TYPES/STYLES OF MANAGEMENT
1. Autocratic or authoritarian: In this the complete authority is in one person's hand and no one
else can question it. It is also known as totalitarianism or dictatorship. It does forge an
atmosphere of discipline in the organization. However, it can at anytime cause dissatisfaction
and a lack of ‘creative space’ for the employees. For such management, the employees are just
a replaceable resource and not the core of the organization. The manager believes in top - down
communication, wherein orders are given by the higher hierarchical levels to the lower ones.
The concept of ‘employee satisfaction’ does not hold importance for such manager.
 2. Democratic: In this type, the management allows the employees to voice their opinions. Most
common policies and decisions are made, taking into consideration employee opinions. It is
also known as participative style. This means that a meeting is held with representative from
each hierarchical level, in order to take decision about the smallest company policies, as well as
the major ones. “Confidentiality” is not of much substance to such management.
3. Participative/consultative: In this style, the authority is in the hand of one individual. However,
that one individual cares more about the employees than outcomes and profits that means the
manager will be more like a parent rather than a boss. This kind of a management believes in
top down as well as bottom-up communication.
4. Laissez-Faire: In this the targets are communicated to the employees however, the employees
can go about meeting those targets in whichever way they want. It is very liberal management.
However, there is lots of chaos in the delegation of authority and responsibility. Communication
is free and more through grapevine.
The above mentioned management styles are more closely linked to the personality and
leadership qualities of a leader manager. 11
FUNCTIONS OF MANAGEMENT
1. PLANNING
It is the basic function of management. It deals with chalking out a future course of action and
deciding in advance the most appropriate course of actions for achievement of pre-determined
goals. According to Koontz, “Planning is deciding in advance—what to do, when to do and how to
do? It bridges the gap from where we are and where we want to be.” A plan is a future course of
actions. It is an exercise in problem-solving and decision-making. Planning is determination of
courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways
and means for accomplishment of predetermined goals. Planning is necessary to ensure proper
utilization of human and nonhuman resources. It is all pervasive, it is an intellectual activity and it
also helps in avoiding confusion, uncertainties, risks, wastages, etc.
2. ORGANIZING
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It is the process of bringing together physical, financial and human resources and developing
productive relationship amongst them for achievement of organizational goals. According to
Henry Fayol, “To organize a business is to provide it with everything useful or its functioning, i.e.
Textbook of raw material, tools, capital and personnel's.” To organize a business involves determining and
Nursing providing human and nonhuman resources to the organizational structure. Organizing as a
Management process involves:
and Services for
BSc and Post Identification of activities.
Basic Nursing Classification of grouping of activities.
Kaur Assignment of duties.
Delegation of authority and creation of responsibility.
 UNIT I: Introduction To Management In Coordinating authority and responsibility relationships.

Nursing
Relations
Institutions
Figure 1.6: Functions of management
3. STAFFING
It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behavior, etc. The main purpose of staffing is to put right
 man on right job, i.e. square pegs in square holes and round pegs in round holes. According to
Kootz and O'Donell, “Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal and development of personnel to fill the roles
designed in the structure.” Staffing involves: 12
Manpower Planning (estimating man power in terms of searching, choose the person and
giving the right place).
Recruitment, selection and placement.
Training and development.
Remuneration.
Performance appraisal.
Promotions and transfer.
4. DIRECTING
It is that part of managerial function which actuates the organizational methods to work efficiently
for achievement of organizational purposes. It is considered life-spark of the enterprise which sets
it in motion the action of people because planning, organizing and staffing are the mere
preparations for doing the work. Direction is that inertpersonnel aspect of management which
deals directly with influencing, guiding, supervising, motivating subordinate for the achievement of
organizational goals. Direction has following elements:
Supervision
Motivation
Leadership
Communication
Supervision implies overseeing the work of subordinates by their superiors. It is the act of
watching and directing work and workers.
Motivation means inspiring, stimulating or encouraging the subordinates with zeal to work.
Positive, negative, monetary, nonmonetary incentives may be used for this purpose.
Leadership may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.
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Communication is the process of passing information, experience, opinion, etc. from one
person to another. It is a bridge of understanding.
Textbook of
Nursing 5. CONTROLLING
Management
and Services for It implies measurement of accomplishment against the standards and correction of deviation if
BSc and Post any to ensure achievement of organizational goals. The purpose of controlling is to ensure that
Basic Nursing
everything occurs in conformities with the standards. An efficient system of control helps to
Kaur predict deviations before they actually occur. According to Theo Haimann, “Controlling is the
process of checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation.” According to Koontz and O'Donell
Nursing “Controlling is the measurement and correction of performance activities of subordinates in order
 UNIT II: Management Process to make sure that the enterprise objectives and plans desired to obtain them as being
 UNIT III: Management Of Nursing Service In accomplished.” Therefore controlling has following steps:
 UNIT IV: Organization Of Behavior And Human Establishment of standard performance.
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Measurement of actual performance.
 UNIT VI: Management Of Nursing Educational Comparison of actual performance with the standards and finding out deviation if any.
Institutions
Corrective action.
PRINCIPLES OF MANAGEMENT
A principle refers to a fundamental truth. It establishes cause and effect relationship between two
or more variables under given situation. They serve as a guide to thought and actions. Therefore,
management principles are the statements of fundamental truth based on logic which provides
guidelines for managerial decision-making and actions. These principles are derived:
1. On the basis of observation and analysis, i.e. practical experience of managers.
2. By conducting experimental studies.

13
 THERE ARE 14 PRINCIPLES OF MANAGEMENT DESCRIBED BY HENRI FAYOL.
1. DIVISION OF LABOR
Henry Fayol has stressed on the specialization of jobs.
He recommended that work of all kinds must be divided and subdivided and allotted to various
persons according to their expertise in a particular area.
Subdivision of work makes it simpler and results in efficiency.
It also helps the individual in acquiring speed, accuracy in his performance.
Specialization leads to efficiency and economy in spheres of business.
2. PARITY OF AUTHORITY AND RESPONSIBILITY
Authority and responsibility are coexisting.
If authority is given to a person, he should also be made responsible.
In a same way, if anyone is made responsible for any job, he should also have concerned
authority.
Authority refers to the right of superiors to get exactness from their subordinates whereas
responsibility means obligation for the performance of the job assigned.
There should be a balance between the two, i.e. they must go hand in hand.
Authority without responsibility leads to irresponsible behavior whereas responsibility without

authority makes the person ineffective.
3. UNITY OF COMMAND
A subordinate should receive orders and be accountable to one and only one boss at a time.
In other words, a subordinate should not receive instructions from more than one person
because:
It undermines authority
TOC Index 
Weakens discipline
Divides loyalty
Creates confusion
Textbook of
Nursing Delays and chaos
Management Escaping responsibilities
and Services for
Duplication of work
BSc and Post
Basic Nursing Overlapping of efforts
Sukhbir Kaur, Jagjit Therefore, dual subordination should be avoided unless and until it is absolutely essential.
Kaur
Unity of command provides the enterprise a disciplined, stable and orderly existence.
It creates harmonious relationship between superiors and subordinates.

Nursing
 UNIT III: Management Of Nursing Service In 4. UNITY OF DIRECTION
Relations Fayol advocates one head one plan which means that there should be one plan for a group of
 UNIT V: In-Service Education activities having similar objectives.
Institutions Related activities should be grouped together. There should be one plan of action for them and
 UNIT VII: Nursing As A Profession they should be under the charge of a particular manager.
 UNIT VIII: Professional Advancement According to this principle, efforts of all the members of the organization should be directed
towards common goal.
Without unity of direction, unity of action cannot be achieved.
In fact, unity of command is not possible without unity of direction.

14
Basis Unity Of Command Unity Of Direction
It implies that a subordinate should receive It means one head, one plan for a group of
Meaning
orders and instructions from only one boss. activities. having similar objectives.
It is related to the functioning of

Nature It is related to the functioning of personnel's.
departments, or organization as a whole.
It is necessary for fixing responsibility of each

Necessity It is necessary for sound organization.
subordinates.
 Advantage It avoids conflicts, confusion and chaos.

It avoids duplication of efforts and wastage
of resources.
It leads to better superior subordinate

Result It leads to smooth running of the enterprise.
relationship.
Therefore it is obvious that they are different from each other but they are dependent on each
other, i.e. unity of direction is a prerequisite for unity of command. But it does not automatically
comes from the unity of direction.
5. EQUITY
Equity means combination of fairness, kindness and justice.
The employees should be treated with kindness and equity if devotion is expected of them.
It implies that managers should be fair and impartial while dealing with the subordinates.
They should give similar treatment to people of similar position.
They should not discriminate with respect to age, caste, sex, religion, relation, etc.
Equity is essential to create and maintain cordial relations between the managers and
subordinate.
But equity does not mean total absence of harshness.
Fayol was of opinion that, “at times force and harshness might become necessary for the sake
of equity.”
6. ORDER
This principle is concerned with proper and systematic arrangement of things and people.
Arrangement of things is called material order and placement of people is called social order.
Material order: There should be safe, appropriate and specific place for every article and every
place to be effectively used for specific activity and commodity.
Social order: Selection and appointment of most suitable person on the suitable job. There
should be a specific place for everyone and everyone should have a specific place so that they
can easily be contacted whenever need arises.
TOC Index 
7. DISCIPLINE
Textbook of According to Fayol, “Discipline means sincerity, obedience, respect of authority and observance
Nursing of rules and regulations of the enterprise.”
Management
This principle applies that subordinate should respect their superiors and obey their order.
and Services for
BSc and Post It is an important requisite for smooth running of the enterprise.
Basic Nursing Discipline is not only required on path of subordinates but also on the part of management.
Kaur Discipline can be enforced if:
There are good superiors at all levels.
There are clear and fair agreements with workers.

Nursing Sanctions (punishments) are judiciously applied. 15
 UNIT IV: Organization Of Behavior And Human 8. INITIATIVE
Relations
Workers should be encouraged to take initiative in the work assigned to them.
Institutions It means eagerness to initiate actions without being asked to do so.
Fayol advised that management should provide opportunity to its employees to suggest ideas,
experiences and new method of work.
It helps in developing an atmosphere of trust and understanding.
People then enjoy working in the organization because it adds to their zeal and energy.
To suggest improvement in formulation and implementation of place.
They can be encouraged with the help of monetary and nonmonetary incentives.
9. FAIR REMUNERATION
The quantum and method of remuneration to be paid to the workers should be fair, reasonable,
satisfactory and rewarding of the efforts.

As far as possible it should accord satisfaction to both employer and the employees.
Wages should be determined on the basis of cost of living, work assigned, financial position of
the business, wage rate prevailing, etc.
Logical and appropriate wage rates and methods of their payment reduce tension and
differences between workers and management creates harmonious relationship and pleasing
atmosphere of work.
Fayol also recommended provision of other benefits such as free education, medical and
residential facilities to workers.
10. STABILITY OF TENURE
Fayol emphasized that employees should not be moved frequently from one job position to
another, i.e. the period of service in a job should be fixed.
Therefore employees should be appointed after keeping in view principles of recruitment and
selection but once they are appointed their services should be served.
According to Fayol. “Time is required for an employee to get used to a new work and succeed to
doing it well but if he is removed before that he will not be able to render worthwhile services.”
As a result, the time, effort and money spent on training the worker will go waste.
Stability of job creates team spirit and a sense of belongingness among workers which
ultimately increase the quality as well as quantity of work.
11. SCALAR CHAIN
Fayol defines scalar chain as “The chain of superiors ranging from the ultimate authority to the
lowest.”
Every orders, instructions, messages, requests, explanation, etc. has to pass through Scalar
chain.
But, for the sake of convenience and urgency, this path can be cut short and this short cut is
known as Gang Plank.
A Gang Plank is a temporary arrangement between two different points to facilitate quick and
TOC Index  easy communication as explained below:
Textbook of
Nursing
Management
and Services for
BSc and Post
Basic Nursing
Kaur
Figure 1.7: Gang Plank 16
 UNIT I: Introduction To Management In In the Fig. 1.7 given, if D has to communicate with G he will first send the communication
Nursing upwards with the help of C, B to A and then downwards with the help of E and F to G which will
 UNIT II: Management Process take quite sometime and by that time, it may not be worth therefore a gang plank has been
developed between the two.
 UNIT IV: Organization Of Behavior And Human Gang Plank clarifies that management principles are not rigid rather they are very flexible. They
Relations
can be moulded and modified as per the requirements of situations.
Institutions
 UNIT VII: Nursing As A Profession 12. SUBORDINATION OF INDIVIDUAL INTEREST TO GENERAL INTEREST
An organization is much bigger than the individual it constitutes therefore interest of the
undertaking should prevail in all circumstances.
As far as possible, reconciliation should be achieved between individual and group interests.
But in case of conflict, individual must sacrifice for bigger interests.
In order to achieve this attitude, it is essential that:

Employees should be honest and sincere.
Proper and regular supervision of work.
Reconciliation of mutual differences and clashes by mutual agreement. For example, for
change of location of plant, for change of profit sharing ratio, etc.

13. ESPRIT DE’ CORPS (CAN BE ACHIEVED THROUGH UNITY OF COMMAND)
It refers to team spirit, i.e. harmony in the work groups and mutual understanding among the
members.
Esprit De’ Corps inspires workers to work harder.
Fayol cautioned the managers against dividing the employees into competing groups because it
might damage the moral of the workers and interest of the undertaking in the long run.
To inculcate Esprit De’ Corps following steps should be undertaken –

There should be proper coordination of work at all levels
Subordinates should be encouraged to develop informal relations among themselves.
Efforts should be made to create enthusiasm and keenness among subordinates so that they
can work to the maximum ability.
Efficient employees should be rewarded and those who are not up to the mark should be
given a chance to improve their performance.
Subordinates should be made conscious of that whatever they are doing is of great
importance to the business and society.
He also cautioned against the more use of Britain communication to the subordinates i.e. face
to face communication should be developed. The managers should infuse team spirit and
belongingness. There should be no place for misunderstanding. People then enjoy working in
the organization and offer their best towards the organization.
14. CENTRALIZATION AND DECENTRALIZATION
Centralization means concentration of authority at the top level. In other words, centralization is
a situation in which top management retains most of the decision-making authority.
Decentralization means disposal of decision-making authority to all the levels of the

organization. In other words, sharing authority downwards is decentralization.
According to Fayol, “Degree of centralization or decentralization depends on no. of factors like

size of business, experience of superiors, dependability and ability of subordinates, etc.
Anything which increases the role of subordinate is decentralization and anything which
TOC Index  decreases it is centralization.
Fayol suggested that absolute centralization or decentralization is not feasible. An organization
should strike to achieve a lot between the two. 17
Textbook of
Nursing FOLLOWING ARE THE MAIN IMPORTANCE OF THE PRINCIPLES OF MANAGEMENT
Management
and Services for
1. Improves Understanding: From the knowledge of principles managers get indication on how to
BSc and Post
Basic Nursing manage an organization. The principles enable managers to decide what should be done to
Sukhbir Kaur, Jagjit accomplish given tasks and to handle situations which may arise in management. These
Kaur principles make managers more efficient.
2. Direction for Training of Managers: Principles of management provide understanding of

 UNIT I: Introduction To Management In management process what managers would do to accomplish what. Thus, these are helpful in
Nursing
identifying the areas of management in which existing and future managers should be trained.
 UNIT III: Management Of Nursing Service In 3. Role of Management: Management principles makes the role of managers concrete. Therefore
Hospital And UNIT Community these principles act as ready reference to the managers to check whether their decisions are
 UNIT IV: Organization Of Behavior And Human appropriate. Besides these principles define managerial activities in practical terms. They tell
Relations
what a manager is expected to do in specific situation.
 UNIT VI: Management Of Nursing Educational 4. Guide to Research in Management: The body of management principles indicate lines along
Institutions
which research should be undertaken to make management practical and more effective. The
principles guide managers in decision-making and action. The researchers can examine
whether the guidelines are useful or not. Anything which makes management research more
exact and pointed will help improve management practice.
ROLE OF NURSE AS A MANAGER AND MANAGERIAL SKILLS
Henry Mintzberg in “The Nature of Managerial Work” concluded that the manager played some ten
different roles, which were as follows:
INTERPERSONAL ROLES
 Figurehead: In this role, the manager performed duties of a ceremonial nature such as
entertaining high profile nurses to exchange innovative evidence based clinical experiences and
health care practices.
Leader: As a leader, the manager must motivate nurses and health care team workers and try to
reconcile the individual needs and aspirations with the larger goals of the organization.
Figure 1.8: Role or nurse as a manager
Liaison: The manger should cultivate inter and intra departments contacts to collect
information relevant to the organization. 18
INFORMATIONAL ROLE
Monitor: The manager has to continually scan one's environment for information. She/he the
can receive information through personal contacts, and subordinates or it may be unsolicited
information.
Disseminator: in the role of a disseminator, the manager passes some of the prevailed
information to his subordinates, who would otherwise have no access to it.
Spokesman: In this role, the manager gives relevant information to the various groups and
people who influence the organization. He may advise shareholders about the financial
TOC Index  performance of the organization, satisfy the government abiding by the laws, etc.
DECISION ROLES
Textbook of
Nursing Entrepreneur: The manager is on the look out for new ideas to improve health care continually
Management by adapting it to the changing external environment.
and Services for Disturbance handler: In this role, the manager has to work like a firefighter and find solutions for
BSc and Post
unanticipated problems.
Basic Nursing
Sukhbir Kaur, Jagjit Resource allocator: In this role, the manager has to delegate authority and also allocate
Kaur resources so that they are optimally utilized.
Negotiator: A manager spends a considerable amount of his time in negotiations. The manager
 UNIT I: Introduction To Management In may have to negotiate with supplier, with workers over grievance, etc.
Nursing
 UNIT II: Management Process Furthermore, three kinds of skills were identified by Robert L. Katz which are essential for the
 UNIT III: Management Of Nursing Service In managerial roles. These are:
 UNIT IV: Organization Of Behavior And Human 1. Technical skill is the manager understands of the nature of job that people under him will
Relations
perform. It is his knowledge of and proficiency in activities involving method, process and
procedures.
Institutions 2. Human skill is the ability to interact effectively with people at all levels. It is the creation of an
 UNIT VII: Nursing As A Profession environment in which people feel secure and free to express their opinions.
3. Conceptual skill is the ability to see the ‘big picture’ and to take a broad and farsighted view of
the organization and its future. This skill enables the manager to recognize the significant
elements in a situation, and to understand the relationships among the elements. This skill
increases in importance as the manager moves up in organizational hierarchy. Another skill can
be added to it is the design skill which is the ability to design a workable solution to the
problem. The solution must be viable and feasible in the light of the ground realities of the
situation.
NURSE AS A MANAGER
 Nurse Managers are responsible for planning, organizing, and directing health services in their
department to ensure that the goals and objectives are performed consistently and that the
services provided to the patients is of the highest quality and standard.
They select, mentor, motivate, and direct the development and evaluation of the staff nurses.
They are responsible for establishing and keeping track of quality improvement indicators and
other information that concerns the patient care and services. They ensure that resources are
available in order to provide high quality service and the on-time performance that is consistent
and qualitative. At times, educational programs are devised specifically health related for the
facility's non-professional and professional staff.
Nurse as a manager participates, consult and collaborate, with other units and healthcare
providers in developing long term plans for health care programs.
They are also responsible for developing budget estimates and handle other information
pertaining to financial concerns and requirements. They approve and monitor expenditures and
purchases to ensure that the budget guidelines are complied to. 19
They are responsible in the staff maintenance. They assign nurses to particular cases and
oversee the patient care to ensure that it remains at a high standard. They are also involved in
creating treatment plans for patients. Health team coordination is maintained to keep everyone
up to date of the progress in the medical care and health profile of the patient.
MANAGEMENT AND ADMINISTRATION
According to Theo Haimann, “Administration means overall determination of policies, setting of

major objectives, identification of general purposes and laying down of broad programs and
projects”. It refers to the activities of higher level and lays down basic principles of the enterprise.
According to Newman, “Administration means guidance, leadership and control of the efforts of
the groups towards some common goals.” Whereas, management involves conceiving, initiating
and bringing together the various elements; coordinating, actuating, integrating the diverse
organizational components while sustaining the viability of the organization towards some
predetermined goals. In other words, it is an art of getting things done through and with the people
in formally organized groups.
TOC Index 
Textbook of
Nursing
Management
and Services for
BSc and Post
Basic Nursing
Kaur
Figure 1.9: Administration and management at various level

Nursing
THE DIFFERENCE BETWEEN MANAGEMENT AND ADMINISTRATION CAN BE
SUMMARIZED UNDER 2 CATEGORIES
 UNIT IV: Organization Of Behavior And Human 1. Functions
Relations
 UNIT V: In-Service Education 2. Usage/Applicability
Institutions Difference Between Management and Administration:
 UNIT VII: Nursing As A Profession On the Basis of Functions
Basis Management Administration
Management is an art of getting things done through

It is concerned with formulation of
Meaning others by directing their efforts towards achievement of
broad objectives, plans and policies.
predetermined goals.
Administration is a decision-making
Nature Management is an executing function.
function.
Management decides who should as it and how should Administration decides what is to be
Process
he dot it. done and when it is to be done?
Administration is a thinking function

Function Management is a doing function because managers get
because and policies are determined
plans work done under their supervision.
under it.
Skills Technical and Human skills Conceptual and Human skills
Level Middle and lower level function Top level function

 20
On the Basis of Usage
Basis Management Administration
It is applicable to business concerns, i.e. It is applicable to nonbusiness concerns, i.e.

Applicability
profit-making organization. clubs, schools, hospitals, etc.
The management decisions are influenced by The administration is influenced by public

Influence the values, opinions, beliefs and decisions of opinion, govt. policies, religious organizations,
the managers. customs, etc.
Management constitutes the employees of Administration represents owners of the

Status the organization who are paid remuneration enterprise who earn return on their capital
(in the form of salaries and wages). invested and profits in the form of dividend.
Practically, there is no difference between management and administration. Every manager is

concerned with both—administrative management function and operative management function
as shown in the Figure 1.9. However, the managers who are higher up in the hierarchy denote
more time on administrative function and the lower level denote more time on directing and
controlling worker's performance, i.e. management.
SUMMARY
Management is both art, science and now is regarded as resource also with the materials,
capital and labor.
Management is the process of designing and maintaining an environment in which individuals,

working together in groups, efficiently accomplish in selected aims.
Management is concerned with proper utilization of resources — the six M's, i.e. men, money,
materials, machines, methods and markets, or basic resources to achieve organizational goals.
Planning requires administration to assess where the company is presently set, and where it
would be in the upcoming.
Management must organize all its resources well before in hand to put into practice the course
of action to decide that has been planned in the base function.
Control, the last of four functions of management, includes establishing performance standards
which are of course based on the company's objectives.
Taylor's scientific method to establish work procedures resulted in reduces timeframes to

perform jobs and introduced rules and procedures to industrial management.
TOC Index 
The Hallmark of human relation theories is the primacy given to organizations as human
cooperative system rather than mechanical contractions.
Max Weber, Emile Durkheim and Vilfredo Pareto are generally regarded as Father's of
Textbook of organization theory or social system approach to management.
Nursing
Management Levels of management can be divided into top level, middle level and lower level.
and Services for There are various styles of management but four commonly known are autocratic, democratic,
BSc and Post participative and laissez faire.
Basic Nursing
Planning is deciding in advance—What to do, when to do and how to do? It bridges the gap from
Kaur where we are and where we want to be?
Organizing is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for achievement of organizational goals. 21
Nursing Managerial function of staffing involves manning the organization structure through proper and
effective selection, appraisal and development of personnel to fill the roles designed in the
Hospital And UNIT Community structure.
 UNIT IV: Organization Of Behavior And Human Direction is that inert—personnel aspect of management which deals directly with influencing,
Relations
guiding, supervising, motivating subordinate for the achievement of organizational goals.
 UNIT VI: Management Of Nursing Educational Controlling is the process of checking whether or not proper progress is being made towards
Institutions the objectives and goals and acting if necessary, to correct any deviation.
Subdivision of work makes it simpler and results in efficiency.
Authority refers to the right of superiors to get exactness from their subordinates whereas
responsibility means obligation for the performance of the job assigned.
Unity of command provides the enterprise a disciplined, stable and orderly existence.
Unity of direction is a prerequisite for unity of command.
Equity is essential to create and maintain cordial relations between the managers and
subordinate.
Discipline is not only required on path of subordinates but also on the part of management.
Stability of job creates team spirit and a sense of belongingness among workers which
ultimately increase the quality as well as quantity of work.
Spirit De’ Corps inspires workers to work harder.

 As a leader, the manager must motivate his employees and try to reconcile the individual needs
and aspirations with the larger goals of the organization.
Nurse Managers are responsible for planning, organizing, and directing health services in their
department to ensure that the goals and objectives are performed consistently and that the
services provided to the patients is of the highest quality and standard.
The managers who are higher-up in the hierarchy denote more time on administrative function
and the lower level denote more time on directing and controlling worker's performance, i.e.
management.
ACTION SUMMARY
Reread the learning objectives below. Objective type questions are followed by long questions.
Answering these questions accurately will help you to retain the most important concepts
discussed in this chapter. Check your answer against the answer key at the end of this chapter.
1. The famous 14 principles of management was first defined by:
1. Elton Mayo
2. Henri Fayol
3. Adam Smith.
4. James Watt
1. b.
2. Scientific management Theory was developed by:
1. Max Weber
2. Frederick Taylor
3. Adam Smith
4. Rensis Likert
2. b.
3. Which of the following concept is NOT related to Frederick Taylor's theory of modern
management:
TOC Index 
1. Management is a true science
2. The selection of workers is a science
3. Workers are to be developed and trained

Textbook of
Nursing 4. Scientific management is a collaboration of workers and managers
Management 5. The average human being prefers to be directed, wishes to avoid responsibility, has relatively
and Services for little ambition, wants security above all.
BSc and Post
Basic Nursing 3.e
Kaur 4. The famous Hawthorne experiments were conducted by:
1. Elton Mayo
2. Max Weber
Nursing
 UNIT II: Management Process 3. Henry Ford
4. FW Taylor
 UNIT IV: Organization Of Behavior And Human 22
4.a
Relations
5. All levels of management between the supervisory level and the top level of the organization
Institutions are termed_____________:
1. Middle managers
2. First line managers
3. Supervisors
4. Foremen
5.a
6. _______________is the process of getting activities completed efficiently and effectively with
and through other people:
1. Leading
2. Management
3. Supervision
 4. Controlling
6.b
7. The management process functions consist of____________:
1. Planing, organizing, staffing and directing
2. Planning, organizing, leading and directing
3. Planning, organizing, leading and staffing
4. Planning, organizing, leading and controlling
7.d
8. Which of the following theorists assumed that any worker's job could be reduced to science:
1. Mayo
2. Fayol
3. Taylor
4. Gilbreth
8.c
9. The contingency approach emphasizes the viewpoint that what managers do in practice
depends overall on:
1. The worker
2. The situation
3. The task
4. The environment
5. The manager's personality
9.b
10. The management science approach emerged after:
1. World War I
2. Civil War
3. Korean War
TOC Index 
4. World War II
10.d
Textbook of
Nursing
Management ISSUES FOR REVIEW AND DISCUSSION
and Services for
BSc and Post 1. List five approaches to managing.
Basic Nursing 2. Define classical approach to management.
Kaur 3. What is scientific management?
4. List and define Fayol's general principles of management.
 UNIT I: Introduction To Management In 5. Define behavioral approach to management.

Nursing
6. What is the significance of studies carried out at Hawthorne works of the western electric
company?
Hospital And UNIT Community 7. Describe the human relations movement?
Relations 8. List and explain three characteristics of situations in which management science applications
 UNIT V: In-Service Education usually are made.

Institutions
LEARNING EXERCISES
1. Exercise 1.1: Define nursing management as it relates to your job. If you are a student, observe
the work of a nurse manager and define management in terms of your observations.
2. Exercise 1.2: Write short theory of nursing management based on information presented in this
chapter. Remember that a theory of nursing management is an accumulation of concepts,
methods, and principles that can be or have been observed and verified to some degree and
translated into the art or practice of nursing management.
TOC Index 

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Textbook of

to forecast and plan;

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

“Management is a distinct process consisting of activities of planning, organizing, actuating

Management is defined as the creation and maintenance of internal environment in an

TOC Index  a profession

a field of study and

a group of people that supervise an organization.

3. Management as a process: A process can simply defined as systematic method of handling

Management involves group activity or working with a group of individuals.

Management process involves decision-making at various levels in order to achieve the

Management involves delegation of responsibility with authority.

To increase managerial efficiency: The establishment of rules, principles and techniques of

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

To acquire social achievement: Broadly speaking, a management function is to coordinate the

THEREFORE THE BASIC MANAGEMENT CONCEPTS ARE ITS FOUR ESSENTIAL

1. The base function is to: Plan

 UNIT VIII: Professional Advancement 3. The third function is to: Direct

4. The final function is to: Control

1. SCIENTIFIC MANAGEMENT THEORY

Achieving cooperation of human beings, rather than chaotic individualism.

Taylor's scientific method to establish work procedures resulted in reduces timeframes to

2. HUMAN RELATIONS THEORY (1930 – 1970)

Textbook of He stressed the following points:

Nursing Natural groups to be formed.

3. OPERATIONAL MANAGEMENT THEORY

2. Commercial (buying, selling and exchanging).

3. Financial (search for and optimum use of capital).

4. Security (protection of property and persons).

5. Accounting (including statistics) and

6. Managerial (planning, organization, command, coordination and control).

Figure 1.3: Activities in an organization

4. BEHAVIORAL SCIENCE THEORY

6. MODERN MANAGEMENT THOUGHT

Some approaches to management are discussed below:

2. Contingency or situational approach: According to this approach, managerial practice depends

Figure 1.4: Skills and management levels

It issues necessary instructions for preparation of department budgets, procedures, schedules,

It prepares strategic plans and policies for the enterprise.

It appoints the executive for middle level, i.e. departmental managers.

It controls and coordinates the activities of all the departments.

It is also responsible for maintaining a contact with the outside world.

It provides guidance and direction.

They make plans for the subunits of the organization.

They participate in employment and training of lower level management.

They evaluate performance of junior managers.

3. LOWER LEVEL OF MANAGEMENT

Lower level is also known as supervisory/operative level of management. It consists of

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 supervise and guide the subordinates.

They are responsible for providing training to the workers.

 UNIT I: Introduction To Management In

Delegation of authority and creation of responsibility.

 UNIT I: Introduction To Management In Coordinating authority and responsibility relationships.

Figure 1.6: Functions of management

Recruitment, selection and placement.

Training and development.

Promotions and transfer.

1. On the basis of observation and analysis, i.e. practical experience of managers.

2. By conducting experimental studies.