SEMINAR

ON
PHILOSOPHY,PURPOSE,ELEMENTS,
PRINCIPLES AND SCOPE OF
ADMINISTRATION.

SUBMITTED TO SUBMITTED BY
Mrs.Joseph hermaline,M.Sc(N).,ph.d., Mrs.N.Karthiga
Vice-principal M.Sc(N)-IIyr
VMCON VMCON
KARAIKAL KARAIKAL

1
 UNIT I: INTRODUCTION

Administer‖ derived from the Latin word ―ad + ministraire‖, - to care for or to look
after people to manage affairs. Administration is the activities of groups co-operating to
accomplish common goals. -Herbert A Simon
Administration may be defined as the management of affairs with the use of well
thought out principles and practices and rationalized techniques to achieve certain objectives.
– Goel

DEFINITION:
ADMINISTRATION: ―
Administration is the organization and direction of human and material resources to
achieve desired ends‖ - Pfiffner and presthus
Administration has to do with getting things done; with the accomplishment of
defined objectives. - Luther Gullick

MANAGEMENT:
• Management may be defined as the art of securing maximum results with a minimum of
effort so as to secure maximum prosperity and happiness for both employer and employee
and give the public the best possible service. - John Mee

• Management is distinct process consisting of planning, organising, actuating, activating and

controlling, performed to determine and accomplish the objectives by the use of people and
resources. - George

Management and Administration:

These two words are slightly similar and can employ interchangeable.
 Management‘ refers to private sector. Whereas administration refers to public
sector‖.

 Management or Administration is the process for exceeding the goal expected."

- Derek French and Heather Saward.

2
Difference between administration and management

Basis of difference Administration Management

Nature of work It is concerned about the It puts into action the policies
determination of objectives and plans laid down by the
and major policies of an administration.
organization
Type of function It is a determinative It is an executive function
function
Scope It takes major decisions of It takes decisions within the
an enterprise as a whole framework set by the
administration.

Level of authority It is a top-level activity. It is a middle level activity

Nature of status It consists of owners who It is a group of managerial
invest capital in and receive personnel who use their
profits from an enterprise. specialized knowledge to
fulfill the objectives of an
enterprise
Nature of usage It is popular with It is used in business
government, enterprises.
military, educational, and
religious organizations.
Decision making Its decisions are influenced Its decisions are influenced
by public opinion, by the values, opinions, and
government policies, social, beliefs of the managers.
and religious factors.
Main functions Planning and organizing Motivating and controlling
functions are involved in it. functions are involved in it.

Abilities It needs administrative It requires technical activities

rather than technical
abilities.

3
Managerial levels

Who are Managers?

Someone who coordinates and overseas the work of other people so that organizational goals
are accomplished.
First-line Managers
Individuals who manage the work of non-managerial employees.

4
Middle Managers
Individuals who manage the work of first-line managers.
Top Managers
Individuals who are responsible for making organization-wide decisions and establishing
plans and goals that affect the entire organization.
Functions:
• Planning - Defining goals, establishing strategies to achieve goals, developing plans to
integrate and coordinate activities.

• Organizing - Arranging and structuring work to accomplish organizational goals.

• Leading - Working with and through people to accomplish goals.

• Controlling - Monitoring, comparing, and correcting work.

Role:
• Interpersonal roles - Figurehead, leader, liaison

• Informational roles - Monitor, disseminator, Spokesperson

• Decisional roles - Entrepreneur, Disturbance handler, resource allocator, negotiator

Skills:
• Technical skills - Knowledge and proficiency in a specific field

• Human skills - The ability to work well with other people

• Conceptual skills - The ability to think and conceptualize about abstract and complex
situations concerning the organization .

5
Skills Needed at Different Management Levels

Importance of management:
The Value of Studying Management:
The universality of management

Good management is needed in all organizations.

The reality of work

Employees either manage or are managed.

Rewards and challenges of being a manager

Management offers challenging, exciting and creative opportunities for meaningful

and fulfilling work.

Successful managers receive significant monetary rewards for their efforts.

6
Universal Need for Management

PHILOSOPHIES OF ADMINISTRATION

Philosophy is based on the following key points: Administration believes in:

7
• Cost effectiveness

• Execution and control of work plans

• Delegation of responsibility

• Human relations and good morale

• Effective communication

• Flexibility in certain situation

PRINCIPLES OF ADMINISTRATION

Meaning of management principles: Management principles are statements of fundamental

truth which act as guidelines for taking managerial action.

Management principles are derived and developed in the following two steps.

(a) Deep Observations

(b) Repeated experiments Henri Fayol (1841 - 1925): Graduated from the National School of
Mines in Saint Etrenne in 1860

Fayol‟s 14 principles of management

1. Division of Work. Specialization allows the individual to build up experience, and to

continuously improve his skills. Thereby he can be more productive. Small task, Competent,
Specialization, Efficiency, Effectiveness

2. Principle of Authority and Responsibility Authority means power to take decisions.

Responsibility means obligation to complete the job assigned

3. Principle of discipline: General rules and regulations for systematic working in an

organization.

4. Principle of unity of command: Employee should receive orders from one boss only.

5. Unity of direction: All the efforts of the members and employees of the organization must
be directed to one direction that is the achievement of common goal.
8
6. Subordination of individual interest to general interest: Subordination of individual
interest to general interest the interest of the organization must supersede the interest of the
individuals.

7. Principle of remuneration of persons: Employees must be paid fairly or adequately to

give them maximum satisfaction

8. Principle of centralization and decentralization: Centralization refers to concentration

of power in few hands. Decentralization means evenly distribution of power at every level.

9. Principle of scalar chain: Means line of authority or chain of superiors from highest to
lowest rank

10. Principle of Order: Principle of Order It refers to orderly arrangement of men and
material a fixed place for everything and everyone in the organization

11. Principle of Equity: Principle of Equity Fair and just treatment to employees.

12. Stability of tenure of personnel: Stability of tenure of personnel No frequent

termination or transfer.

13. Principle of Initiative: Principle of Initiative Employees must be given opportunity to

take some initiative in making and executing a plan

14. Principle of Esprit De Corps: Principle of Esprit De Corps Means union is strength.

PRINCIPLES OF ADMINISTRATION

According to finer:

Oneness

Specialism and the whole

Hierarchy and regimentation

Morale

Bureaucracy

Self administration

9
Fayol's definition of management roles and actions distinguishes between Five
Elements:

Five Elements: management roles and actions

• Prevoyance. (Forecast & Plan)- Examining the future and drawing up a plan of action. The
elements of strategy.

• To organize - Build up the structure, both material and human, of the undertaking.

• To command - Maintain the activity among the personnel.

• To coordinate - Binding together, unifying and harmonizing all activity and effort.

• To control -Seeing that everything occurs in conformity with established rule and
expressed command.

ELEMENTS OF ADMINISTRATION:

POSDCORB”

• Planning

• Organizing

• Staffing

• Directing
10
• Co-ordinating

• Reporting

• Budgeting

SCOPE OF ADMINISTRATION
Political: Functions of the administration includes the executive –legislative relationship.

Defensive: It covers the hospital protective functions.

Economic: Concerns with the vast area of the health care activities.

Educational: Its involves educational administration in its broadest senses.

Legislative: It includes most not mealy delegated legislation, but the preparatory work
done by the administrative officials.

Financial: It includes the whole of financial, budget, inventory control managements.

Social: It includes the activities of the department s concerned with food, social factors.

Local: It concerned with the activities of the local bodies.

Conclusion:

The principle of management atiore universally applicable . these are flexible and not
absolute. These are applicable regardless of changing conditions. These form the basis of
scientific management. Management simply means specific process of planning,
organizing,staffing directing and controlling the efforts of the people who are engaged in
activities in business organization in order to attain predetermined objective of such
organization.

Bibliography

1.Brewer M. Five keys to successful nursing management. Philadelphia:

Williams & Wilkins, 2003.
2. WHO. The hospital in rural and urban districts. Report of a WHO study
group on the functions of hospitals at the first level Jeneva. 1992; 31.
3. Lee RI, Jone LW. The fundamentals of good medical care. Chicago:
University of Chicago Press, 1983.

11
4. Maxwell RJ. Quality assessment in health. British Medical Journal.
1984; 288 (46):1470-1472.
5. Ellis Roger, Whittington. Dorothy Quality Assurance in health care.
A hand book Edward Arnold; 1993.
6. American Association of college of nursing report. Project on the
essentials of college & University education for professional nursing.
Washington: 1986.
7. Hader A, Sorenson ER, Edelson W, et al. Developing a Registered
nurse performance appraisal tool. Journal of nursing administration.
1999; 29 (9): 26-32.
8. Janet RN. Changing roles in Nursing, Perception of Nurse
administrators. Journal of nursing administration. 1990; 29(3): 21-29.

Net reference:

https://en.m.wikipedia.org/wiki/nursing management&ved

https://onlinelibrary.willey.com/journal/13652834&ved

https://journals.rcni.com/nursing management

https://onlinenursing.duq.edu/blog/roles-nurse-manager-leading-nursing.

https://www.graduatenursingedu.org/nurse manager

12