PHILOSOPHIES AND PRINCIPLES OF MANAGEMENT.

Introduction:-
One of the most important human activities is managing. Management is the
process of designing and maintaining an environment in which individuals, working
together in groups, efficiently accomplish selected aims, managers are changed with
the responsibility of taking actions that will make it possible for individuals to make their
best contributions to group objectives. Management thus applies to small and large
organizations.
Management:-
Management is the process involving planning, organizing, staffing, directing and
controlling human efforts to achieve stated objectives in an organization.
(L.M.Prasad 2001).
To manage to forecast and to plan, to organize, to co-ordinate and to control
(Henry fayol, 2002).
Philosophy:-
According to Brightman, “philosophy is an attempt to think truly about human
experience or to make experience intelligence”.

In Raymond’s opinion, “philosophy is unleashing effort by discern the general

truth that lies behind the particular facts, discern also the reality that lies behind
appearance”, this definition more preciously deals with the reality of life and truth.
The management philosophy:-
Peter F. Drucker viewed as
 the term “innovation in a broader sense”.
The development of new ideas, combining of old ideas and new ideas adaptation
of ideas from other field or even to act as a catalyst and encourage others to
carryout innovation, also constitute innovation.
 treats tasks as management
 He also treats management as a discipline. In management, according to
him, people are most important.
  He emphasizes “performance” and “practice”. In his own words, “In the
last analysis, management is practice; its test is not logic but result. Its
only authority is performance”.
 Management is independent of ownership.
 The work of managements is generic and continuous management is a
discipline with its own yardstick for measurement.
 Management as a discipline has its own tools, skills, techniques and
approaches. It is practice rather than a science.
 ‘empirical school’ of management.
 Manager cannot solve their problems in a purely scientific way.
 Scientific principles, methods and form of organization for performing
managerial activities should derive through systemic study analysis
generalization and on the job practical experience.
 The philosophy of management is designed not only for businessman but for
the ordinary citizen also.
 The ignorance about the knowledge of management in his view is one of the
most serious weaknesses of an industrial society and it is almost universal,
Business makes knowledge productive.
 managers must not be equipped only with skill, tools and techniques.
 The manager must be more than a technocrat.
 Management is not a culture –free party of the world of nature. It is a
social function. It is , therefore both socially accountable and culturally
embedded.
 pointed out the challenges which management is facing at present.
 Management over the years has emerged as a social leadership group and a
new social institution.
 Management has by now proved its indispensability. Management has
become highly controversial, but it is become more and more import
PRINCIPLES OF MANAGEMENT:-
Hendri Fayol’s suggested fourteen principles of management which he found
most frequently to apply in his work. He , however, recognized that there was no limit to
the number of principles of management and the principles laid down by him were
flexible and capable of adaptation to every need. These principles are:
1) DIVISION OF WORK:
1. It refers to the division of work among various individuals engaged in collective
output under the umbrella of an organization.
2. This principle is equally applicable to managerial work as to technical work. It
refers to the division of work among various individuals in the organization to
bring about specialization in every activity.
3. Fayol observed that specialization belongs to the natural order. It tends to
increase efficiency. It helps to avoid waste of time and effort caused by changes
from one work to another. But when carried too far, it leads to loss of skill and
crafts man ship of the employee and makes the job monotonous and less
interesting.
4. Division of work makes the job less satisfaction, management practice of today
gives serious thought to the possibility of job enlargement as a tool of job
satisfaction.
2. AUTHORITY AND RESPONSIBILITY:-
1. Authority and responsibility according to Henri Fayol should go together, though
generally speaking responsibility is favored as much as authority is sought after
in practicing.
2. Authority is the right or power to give orders to the subordinates. Responsibility
means the duty which the subordinate is expected to perform by virtue of his
position in the organization.
3. Responsibility must be expressed either in term of functions or in terms of
objectives. When a subordinate is asked to control the working of a machine, the
responsibility is in terms of function and when a subordinate is asked to produce
a certain number of pieces of a product, the responsibility is created in terms of
objectives.
3. DISCIPLINE:-Discipline means getting obedience to rules and regulation of the
organization. According to fayol discipline is obedience, application, energy and outward
marks of respect.Discipline is necessary for the smooth running of the organization
depends upon the quality of leadership, clear and fair agreements and a judicious
application of sanctions.
Discipline can be classified as,
1. Self imposed discipline
2. Command discipline.
 According to Fayal, ‘discipline is what leader makes it, and accepts discipline
as an outward mark of respect.
 It is absolutely essential for the smooth running of business and the best way of
maintaining discipline according to fayol is to keep a system in which,
1. Good supervisors are available at all level
2. Penalties are judiciously applied.
3. The agreements with employee are as clear and fair as possible.
4. UNITY OF COMMAND:
1. This principle implies that for one action an employee should receive orders from
one superior only.
2. The more completely an individual has a reporting relationship to a single
superior, the less is the problem of conflict in instructions.
3. By observing the principles of unity of command, the following benefits may be
delivered.
 It helps clarity authority responsibility relationship in the organization.
 There will be no possibility of the subordinate receiving conflicting orders.
 The organization structure will be simple and management will be more effective
because there will be no confusion as to who is responsible to whom.
5. UNITY OF DIRECTION:-
 Fayol expressed this principle to mean one head and plan for a group of activities
having same objectives.
 It is the condition essential to the unity of action, co-operation of strength and
focusing of efforts.
 Unity of direction is provided by sound organization of the body corporate, while
unity of command turns of the functioning of personal.
6. SUBORDINATION OF INDIVIDUALS INTEREST TO GENERAL INTEREST:-
1. The interest of one employee or group should not prevail over that of the whole
organization.
2. It is true that factors like ambition, laziness, weakness, tend to reduce the
importance of general interest, but the principle calls for reconciliation of the
objectives of individual with that of organization.
3. The interest of one employee or a group of employees can be held under check
and balance it;
 Firmness and good example of conduct and behavior are laid down by the
supervisors.
 Agreement are rendered fair
 Constant supervision is exercised over the total activities of the enterprise.
7. REMUNERATION OF PERSONNAL:-
1. This principle stands for a fair wage a remuneration which should ensure
satisfaction to the personal and to the firm.
2. Fayol insisted on fair wages and salaries which had to be neither too low nor
high.
3. Fayol insisted not only on the fairness and justice ability of the quantum of
remuneration for service rendered.
4. Fair wages and salaries be the medium and the method of payment might
depend upon the circumstances.

8. CENTRALIZATION:-
1. It means concentration of authority at one place or at one level in the
organization refers dispersal of authority to the lower levels in the organization.
2. According to fayol, the question of centralization or decentralization is a simple
question of proportion.
3. In small organization, order go directly to subordinates, in a big organization
authority has been delegated to lower levels to the maximum possible extent.
9. SCALARCHAIN:-

1. This is the line of authority from superiors to subordinate, from the very top to the
bottom of the business.
2. In each aspect of the business, the chain must be unbroken , ie at each level a
man must have an immediate boss, who himself has a boss, and so on up to the
managing director.
3. The scalar chain is the channel of authority, for communication up and down, and
for decision-making. The one exception to its use is when, with the consent of
their respective bosses, two men on different chain can make direct contact
across’ the gang plank’, reach a decision, and inform their bosses of the decision
reached.
4. Fayol suggested that a “Gangplank” or the Horizontal communication like could
be used without weakening the chain of common. By this D1 can contact directly
D2 or D2 contact with D1 directly, i.e. D1&D2 to deal with each other in few hours
with some question otherwise the scalar chain will pass through transmission.
10. ORDER:-
1. There must be “a place for everything an everything in its place” that is what is
meant by order.
2. Fayol dealt with order in material things and also social order.
3. There is a place for everything and everyone then everything and everyone are
to be put in their place, the right man will automatically find the right job.
11. EQUITY:-
1. Equity refers fair judgment in dealing with human resources.
2. Personal must be related with kindness and equity if devotion and loyalty are
expected of them.
3. The principle of equity suggests that manager should treat their employees with
‘kindness’ because the desire for equity and equality reprents aspirations which
should be taken in to account while dealing with the employees. A manager must
strive to install a “sense of equity” at all level of scalar chain.
12. STABILITY OF TENURE OF PERSONNAL:
1. Organization should provide a career structure so that its manager may continue
to stay and progress with in the organization.
2. Unnecessary turnover is the cause as well as effect of poor management.
3. This principle calls for lowest possible turnover of personal for the well being of
the concern. Moreover the employees should not be roated at different jobs very
frequently because considerable time is required to learn each job.

13. INITIATIVE;-
1. The employees with initiative should be encouraged within limits of authority and
discipline.
2. Fayol wanted that the subordinates should be given on opportunity to take some
initiative in thinking out and executing. The Plano. Employees get satisfaction
when they are followed to take initiative.
14. ESPIRIT DE CORDS (union is strength)
The phrase ‘Espirit de corps’ means ‘the spirit of loyalty and devotion’ which
unites the members of the honour of the group to which one belongs. This principle calls
for harmonious human relations in the organization so that the employees are loyal to
the organization.
Conclusion:-
It may be concluded that differences of opinion on transferability of management
knowledge between countries and cultures has largely arisen from semantics.
Management know how refers to the effective application of knowledge, it includes
knowledge of management principles, its nature , needs also and art of applying it in a
given situation.
Concept of management
Introduction
One of the human activities is managing ever since people began forming groups
to accomplish aims they could not achieve as individuals, managing has been essential
to ensure the coordination of individual efforts concepts are building blocks of they and
principles. The concept of management must be clear to those who use them.
Definition of management
Management is the process of designing and maintaining an environment in
which individuals, working together in groups, efficiently accomplish selected items.
Management has been defined as the creation and maintenance of internal
environment in an enterprise where individuals working together in groups, can perform
efficiently and towards the attainment of group goals.
- Koontz and O’Donell
Management may be defined as the art of applying the environment principles
that underline the control of men and material in the enterprise under consideration.
- Kimball and Kimball
Important reasons for management concepts
To
1) Increase managerial efficiency
2) Develop a science of management and to crystallize the nature of management
3) prepare and study research projects every year
4) acquire social achievement

To increase managerial efficiency

The establishment rules, principles and techniques of management increase
managerial efficiency as they provide managers the important guidelines as how they
should operate and work in different situations.
To develop a science of management and to crystallize the nature of management
Lack of understanding of the management concepts, principles and techniques
make it difficult to analyze job and to design programmes to train and develop
managers. Therefore, it’s essential to develop a science of management.
To prepare and study research projects every year
Research work must undertake to expand and improve the horizons of
management knowledge if structural frameworks of management theory exist. Major
research projects must be pursued every year by the students of management to test
various aspects of the validity of management.
To acquire social achievement
Broadly speaking, a management function is to co-ordinate the efforts of the
people so that individual objectives may be translated into social achievements.
Management organization and administration:
At the very outset it should be made clear that the three works are neither
synonymous nor interchangeable. They have their own field of operation. All convey
different meanings. In common language they are taken as one and the same. In
practice however they have different meanings.
According to G.E Millswork all three defined as
Administration is primarily the process and the agency used to establish the
object or purpose which an understanding and its staff are to achieve, secondly,
administration has to plan and stabilize the broad lines of principles which will govern
action. The broad lines are called polices.
Management is the process the agency through which the execution of policy is
planned and supervised.
Organization is the process of dividing work into convenient tasks and duties, of
grouping such duties in the form of posts of delegating authority to each post and of
appointing staff to be responsible that work carried out as planned.
Stages of management
i) Top management
ii) Middle order management
iii) Lowest level management

i) Top management
Responsible for planning. It lays down the polices and programmes for the
enterprise. It thus, provides a framework within which the entire enterprise works. Top
management is responsible for providing leadership, guidance and supervision.
ii) The middle order management
Responsible for executive work at the second tier which certainly functions as the
second order to the top management.
iii) The lowest level management
Like the middle order responsible for the execution for the plans, polices and
programmes. This level is directly involved in the operation of job while the middle order
management, the second tier, is indirectly responsible for execution.
stages of analysis directed towards the achievement of an objective or set of objectives.

Trends in management

Management development
During the last hundred years, management has become a more scientific
discipline with certain standardized principles and practices. It is two parts-
1) Early management
2) Modern management
1) Early management
i) Scientific management
ii) Administrative management
iii) Human relation movement
iv) Illumination experiments
2) Modern management
 i) Classical approach
ii) Behavioural approach
iii) Quantitative approach
iv) System approach
V) Contingency approach
DECISION MAKING MODEL
DEFINITION OF DECISION
Decision is a choice where by a person comes to a conclusion about a situation. It
represents a course of behaviour or action about what must or must not be done (Prasad .M,
2003).
A decision is an act of choice where in an executive forms a conclusion about what must
be done in a given situation. A decision represents a course of behaviour chosen from a number
of possible alternative (Chhabra .T.N, 2003).

CHARACTERISTICS OF A DECISION
1. It is normally rational and based on reason.
2. It is selective and involves selection of best.
A manager must apply intelligence while selecting the best course from among the
available alternative course.
3. It is usually purposive and relates means to the end – the manager must know the solution to
any problem provides an effective means to the desired end or goal.
4. It is normally positive but we may have even a negative decision.

TYPES OF DECISION

1. Administrative decisions
Administrative decisions are mainly related with structuring of the firm and how finance
can be obtained for the development of the firm. This decision is taken to run the firm smoothly
and efficiently.

2. Basic decisions or strategic decision

Basic decisions are long term decisions. They usually vital in nature and involves
important managerial decisions.
 3. Programmed or Routine or Tactile decisions
They relate to the economic use of existing resources. They may have a few alternatives
and they need little thought.
Simon classified all decision into two classes :
 Programmed decisions
 Non programmed decisions

 Programmed decisions
It involves organization which can develop specific process for handling these decision.

 Non programmed decisions

They related to general problem solving process.

4. Organizational and personal decisions

According to Barnard organizational decisions reflect company policy. They can be
delegated or transferred to others.

5. Policy and operating decisions

Policy decisions are taken by the top management. While operating decisions are taken
by the lower management in order to put into action the policy decisions.

6. Individual and group decisions

The decision taken by an individual in the organization is known as individual decisions.
Group decision refers to the decisions which are taken by a group of organizational
members, say Board of Directors.

DEFINITION OF DECISION MAKING

Decision making may be defined as the selection of one course of action from two or
more alternative course of action. It is a choice making activity and the choice determines our
action or inaction (Prasad .M, 2003).
Haynes and Massie defines, “Decision making is a process of selection from a set of
alternative course of action which is thought to fulfill the objectives of the decision problem
more satisfactorily than others”.
CHARACTERISTICS OF DECISION MAKING
 It is a process of choosing a course of action from among the alternative course of action.
 It is a human process involving to a great extent the application of intellectual abilities.
 It is the end process proceeded by deliberation and reasoning.
 It is always related to the environment. A manager may take one decision in a
particular set of circumstances and another in a different set of circumstances.
 It involves a time dimension and a time lag.
 It always has a purpose.
 It involves all actions like defining the problem and probing and analyzing the various
alternatives which takes place before a final choice is made.
ELEMENTS OF DECISION MAKING
The process of decision making consists of several elements including
 The decision maker
 The decision problem
 Decision process; and
 Decision it self.

ELEMENTS OF DECISION MAKING

Economic Macro Public

condition environments policy
Health care system

Resources Organization Environmental

goal

P C
R O
O N
V Problem Decision Decision Decision S
I makers process U
D M
E E
R R
S S
Mission Objectives

Cultural and
Technological social changes
changes
 PHASES OF DECISION MAKING
There are three phases in decision making includes;
 Intelligence activity
 Decision activity
 Choice activity

1. Intelligence activityThis phase consist of searching the environment for conditions calling
for the decision. This is also called an initial phase.

2. Decision activity
In this phase, inventing, developing and analyzing the possible courses of actions are
taken into consideration.

3. Choice activity
The last phase is the actual choice selecting a particular course of action from those
available.

STAGES OF DECISION MAKING

Decision making involves all the following stages.
1. Diagnosis and defining the problems.
2. Analysis the problem
3. Collection of data
4. Developing alternatives
5. Review of key factors
6. Selecting the best alternatives
7. Putting the decision into practice
8. Follow-up

1. Diagnosing and defining the problem

It is true to a large extend that a problem well defined is half solved. Sufficient time
should be spent on defining the problem as it is not always easy to define the problem and to see
the fundamental thing that is causing the trouble and that needs correction. Cleat definition of
the problem is very important as the right answer can be found only to a right question.

2. Analyzing the problem

 It involves classifying the problem and gathering information. Classification of problem
is based on:
 The nature of the decision
 Impact of the decision
 Futurity of the decision
 Periodicity of the decision; and
 The limiting or strategic factor relevant to the decision.

3. Collection of data
A lot of information is required to classify any problem. The collection of right type of
information is very important in decision making. Before gathering information one must be
clear as to how much time and money he can spend in gathering information he needs.

4. Developing alternatives
Without resorting to the process of developing alternatives, a manager is likely to be
guided by his limited imagination. Once the manager starts developing alternatives, various
assumptions come to his mind which he can bring to the conscious level.

5. Reviewing of key factors

While developing alternatives, the principle of limiting factor has to be taken care of. A limiting
factor is one which stands in the way of accomplished the desired goal. It is a key factors in
decision making. If such factors are properly identified, manager can confine his search for
alternative to those which will overcome the limiting factors.

6. Selecting best alternative

There are various methods to evaluate the alternatives, common method is:
 Intuition – Choosing a solution that seems to be good at that time.
 Weigh the consequences of one against those of the others.

7. Putting the decision into practice

The manager should try to ensure that systematic steps are taken to implement the
decision. In order to make the decision acceptable, it is necessary for the manager to make the
people understand what the decision involves, what is expected of them and what they should
except from the management.
In order to make subordinates committed to the decision, it is essential that they should
be allowed to participate in the decision making process.

8. Follow-up
It is better to check the results after putting the decision into practice. The reasons for
following up of decisions are as follows:
 If the decision is a good one, one will know what to do if faced with the similar
problem again.
 It the decision is bad one, one will know what not to do the next time.
 If the decision is a bad and one follows up soon enough, corrective action may
still be possible.
In order to achieve proper follow-up, the management should device an efficient system
of feedback information.

TECHNIQUES OF DECISION MAKING

In order to evaluate the alternatives, certain quantitative techniques have been developed
which facilitate in making objective decisions. Some of the techniques are:
1. Marginal cost analysis
2. Cost benefit analysis
3. Operational research
4. Linear programming
5. Network analysis

1. Marginal cost analysis

Here additional revenues from additional costs are compared. The profits are maximum
at the level where marginal revenues and marginal costs are equal.For instance in order to find
the optimum output of a machine, one can vary inputs against output until the additional inputs
equal the additional output.
2. Cost benefit analysis :This analysis may be used for choosing among alternatives to identify
a preferred choice when objectives are far less specific than those expresses by such clear
quantities as sales, costs or profile. “Cost models may be developed to show cost estimates
for each alternative and its effectiveness.

3. Operational research
This is a scientific method of analysis of decision problems to provide the executive the
needed quantitative information in making these decisions.This seek to replace the process by an
analytic, objective and quantitative basis based on information supplied by the system in
operation and possibly without disturbing the operation.

4. Linear programming
Linear programming is a technique devised for determining the optimum combination of
limited resources to achieve a given objectives. It is applicable in areas like production
planning, transportation, ware house location and utilization of production and ware housing
facilities at an overall minimum cost.

5. Network analysis
It is used for planning and controlling the project activities. Under this a project is
brokendown to small operations which are engaged in a logical cycle. A network diagram may
be drawn to present the relationship between all the operations involved.

PRINCIPLES OF DECISION MAKING

1. Principles of autonomy
This principle is form of personal liberty also referred to as freedom of choice or
accepting the responsibility for one’s choice.

2. Principle of beneficence
The principle status that the actions one takes should be done in an effort to promote good.

3. Principle of paternalism
This principle is related to positive beneficence in that one individual assumes the
authority to make a decision for another individual.
4. Principle of utility:This principle reflects a belief in utilitarianism on the belief that what is
best for the common good outweighs what is best for individuals.

5. Principle of justice
This principle states that equals should be treated and unequal should be treated
according to their differences.

6. Principles of truth telling and deceptionThese principles are used to explain how the
individual feels about the need for truth or acceptability of deception.

APPROACHES OF DECISION MAKING

i. Rationalist approach
This approach considers reason as a superior source of knowledge and expands the ability
of the manager to avoid unsought and undesired consequences.

ii. Humanistic approach

Ultimate decision may not be the result of logical process, but may be determined by an
approach developed within a framework of social and environmental conditions, past and
present.

iii. Integrative approach

The integrative decision process combines both the rational and humanistic, the economic
and social, authoritarian and autonomous in such a way that all members of the work group feel
better. Rational, ethical, economic and social consideration must be considered concurrently
during the decision making.
THE NURSE LEADER AND THE DECISION MAKING

DEFINITION OF DECISION
Decision represents a judgment, a final resolution of a conflict of needs, mean or goals
and a commitment to action made in face of uncertainty complexity and even irrationally.
Lopez

DEFINITION OF DECISION MAKING

“It is the art of determining in one’s own mind upon an opinion or course of action”.
Webster’s Dictionary
 Decision is the commitment of the decision maker to act there by committing the
personnel, material and financial resources of the organization; towards the action objectives.
Isnwar Dayal

The decision making process involves a problem to be solved, a number of conflicting

objectives to be reconciled a number of possible alternative courses of action from which the
“best” has to be chosen and some way of measuring the value or pay off of alternative course of
action.

Donald J. Clough
TYPES OF DECISION MAKING

There are many type of managerial decision:-

1. Mechanistic
2. Analytical
3. Judgmental
4. Adaptive
5. Strategies
6. Administrative
7. Operational
8. Programmed decision
9. Non-programmed decision
10. Non Routine decision
11. Routine decision.

Mechanistic Decision
It is routine and repetitive in nature occurs in a situation involving a limited number of
decision variables where the outcome of each alternative is known. It solves problem by habitual,
responses, standards opening procedures or lyrical routine. Tool includes charts, lists, matrices,
decision tree etc. It is useful in daily routine and scheduled activities.

Analytical Decision
Involves a problem with a large number of decision variables where the outcomes of each
decision alternative can be computed. Techniques used to find optimal solution are linear
programming, network, analysis, inventory recorder model, statistical analysis. It helps to solve
complex problem.
Judgmental Decision
It involves a problem with a limited number of decision variables but the outcomes of
decision alternatives are unknown. To increase the desired out comes good judgment is needed.
It is useful in marketing, investment and to solve personal problems.
Adaptive Decisions
Involves a problem with a large number of decision variables where outcomes are not
predictive because of the complexity and uncertainty of problem decision makers are not able to
agree on their nature or on decision strategies. So it required contribution of many people with
diversed technical background. In this situation, strategies have to be frequently modified to
accommodate new development in technology and environment. E.g. Research finding.
Strategies Decision
These are made by top executives that commit valuable agency resources to achieve
major long term goals. The nurse executives were successful in making these decisions with the
help of extensive supports network to obtain crucial problem, information, used mixed scanning
to analyze problem causes and obtaining support of the agencies dominant coalition in shifting
through alternatives for the best problem solution.

1. Administrative decision
2. Mid level Managers

Operational Decision
These are routine decision governing day to day events that name been delegated to first
level managers and are made according to the proscribed rules and regulations and instructions.

Programmed Decision
These are routine, repetiaitive, mandated through structured or burean cratic technique
(Standard operative Procedures) which are needed in problem solution, where it is immediately
apparent what information is needed and where the information can be obtained.

Non-programmed Decision
Non unstructured creative decision that are made to solve problem for which no well
defined strategies are available. It must be made by managers using available information and
their on judgment and is made under the pressure of time.

Non Routine decision

Non routine, non recuting, non recurring and uncertain e.g. Changing the way of
organizing for the delivery of nursing care.

Routine Decision
It is more routine recurring and certain. E.g. assigning daily pre coverage. Routine
decision are more predictable, where as outcome of the non routine is uncertain.

Phases of Decision Making

There are three phases in the decision making process. They are,

1) Intelligence activity

This phase of searching the environment for condition calling for the decision.
This is also called an “initial phase”.

2) Design activity

In this phase inventing, developing analyzing possible conduct of action are taken
in to consideration

3) Choice Activity
 The last phase is the actual choice selecting a particular course action from those
available.

Elements of Decision Making

 Decision maker.

 The decision problem.

 The environment in which the decision is to be done.

 The objective of the decision making

 The alternative course of action

 The outcomes expected from various alternatives

 The final choice of alternatives

Steps in Decision Making

1. Problem Identification
Diagnosing the problem is an essential step for nurse to make rational decision
making. The first and most important task before the decision makers is to find
and define the problem before he takes any decision. Eminent author of the
subject are of this opinion that a problem well defined is half solved and a good
decision cannot be taken up unless the decision taken has good grasp of the
problem. Sufficient time should be spent on defining the problem as it is not
always easy to define the problem and to see the fundamental thing that is causing
difficulty and that needs correction. Right answer to the right question we can
have by only having clear definition.
2. Problem Analysis
It is the next step in successful problem solving classification is necessary in order
to know who should take the decision and who should be consulted in taking it
without proper classification the effectiveness of a decision may be jeopardized.
The problem should be classified keeping in the view of the following factors.
 The nature of decision making
 The impact of the decision on other functions
 The futurity of the decision
 The periodicity of the decision
 The limiting factor relevant to the decision.
3. Determining possible Alternatives
This is a difficult step in decision making. The nursing personnel should keep in mind all
logical solution to the problems and not only these which tend to shape up had
preconceived or pert solution. The emphasis should be to minimize the impact of
previous solution to the problem. There is nothing wrong to take into consideration the
 previous solutions but the thing to be avoided however is relying on these previous
solutions as the only source of ideas.
4. Evaluate the impact of each Alternatives
In brief, we can list four steps for determining possible alternatives, and examining their
impact.
a) Identify resources – List every thing available to assist in solving the problem.
b) Develop alternative solution – develop various resources leading to problem
solution.
c) Test each alternatives – Analysis for:
 Suitability – will it solve the problem partially, permanently – or temporarily?
 Feasibility – will it work and how much will it cost/ can we afford it?
 Acceptability – It is acceptance to know involved and responsible.
d) List benefits, cost and risks associated with each alternatives, each alternative and
improvement, its benefits any cost of action be weighed. What are the odds and
successes of each alternative?
5. Selection of an Alternative
This is the final stage of the decision making. There are four important criteria for
picking the best solution.
I. Management of the risks and gains
The nurse has to weigh the risk of each course of action against the expected gains he/she
is to find out the ratio between the expected gains and the anticipated risks.
II. Economy
That course of action may be adopted which would give the greatest result with the least
effort.
III. Timing
Decision concerning timing is very difficult to systematize. In a predominantly unhealthy
and malnourished country, decisions have to be taken in time otherwise the
communicable diseases may spread.

IV. Availability of Resources

The most important resources are the human being who will carry out the decision. No
decision can be better than the people who have the carry it out.
The Nurse Leader Role In Decision Making
The nurse leader has to select the type of decision appropriately based upon the
characteristics of the problem.
 Accumulate carefully the detailed facts their analysis and interpretation and to use the
broad concepts of human and physical behaviors to predict future development.
 Take the decision according to the institution and success.
 Apply her knowledge and skills while relating the type of decision
 Obtain as well as consider the aspiratory tradition and attitudes of the agency
 Use statistics, work study, operational research and management survey to select the
type of decision.
 Be tactful and viplomatary in taking the decision
 Create non threatening creative and conducive environment while taking group decision.
 Provide positive feed back to her subordinate.