UNIT I

INTRODUCTION TO
ADMINISTRATION

OBJECTI
Know the VE hah
There is administration
a)
EITHER as well as different
on

schools of administrative thought

1.1 CONCEPTUAL DEFINITION AND OBJECTIVE
The word administration comes from the Latin ad 'towards', 'direction', 'tendency', and minister 'subordination',
'obedience', 'at the service of'; and means 'one who performs a function under the command of another'; that is,
'one who provides a service to another', 'being at the service of another' of society, making it more
productive ( efficiency ), to meet its objectives ( effectiveness ).

CONCEPT: Administration is the social science that aims to study organizations and the technique
responsible for planning, organizing, directing and controlling resources.
( human , financial , material , technological , knowledge , etc.) of an organization .

GOALS:

1. Efficiently and effectively achieve the objectives of a social organization.

2. It is allowing the company to have a broader perspective of the environment
in which it develops.
3. Ensure that the company produces or provides its services.
 1.2 MANAGEMENT BACKGROUND
Administration is born with the human need to organize to survive.Man , by himself, is incapable of
producing the satisfaction of his needs. It was precisely the need to reduce or eliminate the limitations
imposed by the physical environment that forced him to form social organizations .
SUMERIA: the priests had archaic administrative control over the collection of taxes.
EGYPT: The Egyptians had leaders capable of planning, organizing and controlling thousands of
workers in the execution of their monuments.

CHINA: They used a council meeting for each case in which an important decision had to be
made.
BABYLON: The use of the code of HAMURABI for written and testimonial control.

EBREOS: Concepts of organization, principle of exception.

If he controls himself, he will have
no difficulty governing effectively.
He who does not know how to
govern himself will find it impossible
to order the conduct of other men.

Confuciu
s
GREECE AND PERSIA : Socrates enunciates the universality of administration.
Plato in his book "The Republic" gives his views on the administration of public affairs and
the principle of specialization.
ROME: The Roman people influenced current society by making use of administration, even
having administrators who were in charge of it, who were called managers or agents.
CHRISTIANITY: With Christ, comes strong and determined leadership, extensive functional
organization, and efficient administration. Christian organizations (among which the
Catholic one stands out), contributed to the administration countless principles and norms
that prevail to this day.
THE INDUSTRIAL REVOLUTION: The Industrial Revolution, a process that began in
England and spread throughout the world, is characterized by the mechanization of industry
and agriculture, the application of motive power, the development of factories and the
advance in transportation and communications. Over time, the growing dominance of science
in industry and the development of new organizational forms are reflected in social changes.
Capitalism as a form of social organization is a consequence and factor for monopolies. The
Industrial Revolution determines companies.
1.3 STAGES OF ADMINISTRATION
Planning is the first piece of this puzzle, within it the following steps are followed: environmental and
internal investigation, formulation of strategies, policies and purposes, as well as actions to be executed in
the short, medium and long term.

The organization , the second file, is a set of rules, positions, behaviors that must be respected by all the
people within the company. The main function of the organization is to arrange and coordinate all available
resources such as human, material and financial.

Management is the third piece of the puzzle, within it is the execution of plans, motivation,
communication and supervision to achieve the organization's goals.

Control , the closing sheet, is the function that is responsible for evaluating the general development of a
company.
1.4 APPROACHES TO ADMINISTRATIVE THINKING

The historical context of administrative theory can be described within the following
framework of reference:
□ The classical approaches
□ Approaches to Human Behavior
□ Quantitative Approaches or management science
□ Modern Approaches
Classical Approaches focus on developing universal principles for application in
various administrative situations.
This presupposes that people at work behave in a practical manner driven above
all by their economic interests.
The three branches of the classical approach are:

• Scientific Administration.
❖ the Theory of the Administrative Process
❖ The Bureaucratic Organization
SCIENTIFIC ADMINISTRATION.
Pursues organizational efficiency through the application of science to the analysis of occupational
positions; includes careful selection and training of workers and adequate supervisory support. Taylor
applied the concept of "time and motion study."
Additionally four principles that are:
1. Develop for each job a "science" that includes rules of movement, work tools and appropriate
working conditions.
2. Select workers who have the right skills to do the job.
3. Train them to do their work and give them appropriate incentives.
4. Support them by planning their positions and preparing the ground as they move from one position
to another. Important authors in these schools of thought: Frederick W. Taylor --- The Gilbreths .
THE THEORY OF THE ADMINISTRATIVE PROCESS
It is based on attempts to document and understand the experiences of successful managers. Henri Fayol
identifies five "rules" or "duties" of administration that are very similar to the four functions of administration
(planning, organization, direction and control) so well known today: * Planning: Develop an action plan for the
future . * Organization: provide and mobilize resources to implement the plan. * Direction: Direct, select and
evaluate workers in order to achieve the best work to achieve the plan * Coordination: Deliver all efforts and
ensure that information is shared and problems are resolved. * Control: Ensure that things happen according to
plan and take necessary corrective action.
He established a certain number of principles to guide the administrative process, including the principle of the
tiered chain of command: there must be clear and continuous lines of communication from the highest to the
lowest hierarchy in the organization; the principle of unity of command: each person must receive orders from a
single boss; and the principle of unity of direction: one person should be in charge of all activities that have the
same performance objective. Mary Parker contributed to the school of administrative process and was praised
upon her death in 1933 as one of the most important women in the fields of Civic Education and Sociology. She
considered organizations as "communities where they should work in harmony and with the freedom to debate
and reconcile true conflicts and differences. Important authors in these schools of thought:
Henry Fayol -- Mary Parker Follett
THE BUREAUCRATIC ORGANIZATION
Max Weber developed his ideas in reaction to what he considered performance deficiencies in the
organizations of his time. He was concerned that people occupied positions of authority not because of
their ability to work, but because of their social position or status. For this and other reasons, he
believed that organizations largely failed to achieve their performance potential. At the core of
Weber's thought was a specific form of organization that, in his opinion, could correct the problems
just described: a Bureaucracy (a rational and efficient form of organization that is based on logic,
order and authority). legitimate. The characteristics of this bureaucratic organization are the
following: Clear division of work: Jobs are well defined and workers acquire great specialization to
perform their tasks. Clear hierarchy of authority: authority and responsibility are defined for each
position, and each of them is responsible to a higher level. · Formal rules and procedures: govern
behavior and decisions in positions, and written files are kept for a historical record. · Impersonal
nature: rules and procedures are They are applied impartially and uniformly with no one receiving
preferential treatment. · Career advancement based on merit: Workers are selected and promoted
based on their ability and performance. Important authors in these schools of thought: Max Weber
1.5 SCHOOLS OF ADMINISTRATIVE THOUGHT EMPIRICAL
SCHOOL
This thought postulates that administrative tasks should be
executed and considered in the manner suggested by recent
passing, custom or tradition. Its main representatives are
Peter F Drucker, Erners Dale and Lawrence Appley who
carried out studies based on practical experiences in which
they discarded almost all theoretical foundations. The main
disadvantage of the empirical school is that the results
obtained are sometimes mediocre since what is convenient for
a company, this school tells us that experience is the only
fundamental source of knowledge, that is, constant practice.
SCHOOL OF THE ADMINISTRATIVE PROCESS OR CLAS
Henri Fayol (1841 - Paris, 1925) began the school of administrative
process, also known as classical theory. It postulates that administration
is carried out through several stages.
Which was through the administrative principles that are: division of
labor, authority, discipline, unity of command, unity of direction,
initiative, subordination of the common good, remuneration,
centralization, scalar chain, order, equity, stability, team spirit .
FAYOL held that Administration is an abstract unit directed by rules
and authority that justifies its existence through the achievement of
objectives.
Which was applied in four stages, which are:
Planning, organization, direction and control.
SCIENTIFIC SCHOOL
Traditional or scientific administration, according to Frederick
W. Taylor in 1900, was developed from the systematic
observation of production facts, research and analysis of the
workshop operation. Although interested in specific techniques
such as: time and motion studies, production planning and
control, plant equipment distribution, salary incentives,
personnel administration and human engineering, all of them
are focused on theory. As the first framework of management
concepts, it has served managers well and provided a
foundation upon which studies can be built and improved.
SCHOOL OF HUMAN BEHAVIOR
Robert Owen (1771-1858); George Elton May (1880-1949). These authors
focus on the negative reactions of workers to Taylorism and the mediocre
results in its application as well as the principles for scientific selection.
Thus, the school of human behavior was born, also known as the school of
the same human relationships that gave greater importance to man. The
factors that influence raising the morale of workers are emotional and
social aspects such as recognition, being listened to by management, and
being part of the group of workers. The type of supervision is vital to the
difference, the point of view of the "machine man" of engineering is
replaced by that of the man who deserves treatment with justice and
dignity. Demonstrates the need to improve human relations through the
application of behavioral sciences in administration.
NEOCLASSICAL SCHOOL
1925 - 1945; tells us that with the changing economic and social
conditions in England and Europe throughout the century. XIX, the
improvement of living conditions was achieved, for this reason the
study of topics such as the value, origin and distribution of wealth
between social classes loses strength. The thinkers of the period called
neoclassical, were fundamentally concerned with utility.
Karl Marx quickly exerted a great influence not only on the labor
movement and among supporters of the social revolution, but also on a
good number of intellectuals dedicated to the research and teaching of
the “human sciences,” in particular historical studies have been
profoundly transformed after the appearance of Marxism.
As the author, we have Danzig in the year 1940, that decision
theory tries to respond to the contingencies or daily
situations of a company, institution or group of people who
work to achieve common goals using the least amount of
resources to achieve the best results. results in short and
medium term times. For this, methods from other
administrative schools are used depending on the situation
being experienced. For some authors, the decision approach
allows you to have an open mind to obtain good results in
any situation, avoiding using a more closed scheme in your
concepts.
 NEO HUMAN RELATIONSHIP SCHOOL
The School of neo-human relationism by Abraham Maslow in 1950 is a theory in opposition to classical
special attention to behavior
continuation of the theory of human relations. criticizes so much
theory that pays special attention to human behavior. Bureaucracy is considered one like the theory of
human relations, because it considers that it never treated the human factor individually. Two authors who
are dedicated to deeply analyzing the importance of motivators are Abraham Maslow CO with theory
Maslow's needs tell us that they are:
Physiological needs: need to breathe, eat, dress, etc.
Security needs: health, family, income and resource security, etc.
Social needs: participation, acceptance, etc.
Recognition needs: the way you recognize staff.
Self-actualization needs: development of your potential.
 SYSTEMIC SCHOOL
According to the author Churchman in 1960, he tells us
that it is a set of elements that have the same relationship
to achieve the objectives, with internal and external
elements.
His most interesting contributions within the
administrative field are the study of organizations as
open systems in which there is great interaction with the
environment.
Also the company as a system built by man, with internal
elements that work together to achieve objectives and
external ones to obtain information from the
environment or environment such as; suppliers,
customers, technology, etc.
STRUCTURALIST SCHOOL
Renate Maytnz and Amatai Etzioni year 1960. This school aims to balance the functions of the organization
by paying attention to both its structure and human resources and placing emphasis on aspects of authority
and communication.
Structuralism considers that there are four common elements in all organizations:
Authority, Communication, Behavior, Structure.
They were applied to balance functions with authority, communication,
 SCHOOL OF QUALITY
Deming's ideas in 1980, collected in Deming's Fourteen Points and Seven Diseases of
Management, are as follows. Deming states that every process is variable and the
lower its variability, the higher the quality of the resulting product. In each process,
two types of variations or deviations can be generated in relation to the initially set
objective: common variations and special variations. Only by making this distinction
is it possible to achieve quality. Common variations are permanently present in any
process as a consequence of its design and operating conditions, generating a
homogeneous pattern of variability that can be predicted and, therefore, controlled.
The assignable or special variations have, for their part, a sporadic and punctual
nature, causing anomalies and perfectly defined manufacturing defects, as soon as
the cause that causes this type of defect is known and therefore it can be eliminated
by correcting the cause that caused it. generates it. The main objective of statistical
process control is to detect assignable causes of variability so that the only source of
process variability is due to common or non-assignable causes, that is, purely
random.
 ORGANIZATIONAL DEVELOPMENT SCHOOL
William Ouchi refers to a new organizational philosophy that he calls Theory Z. “Theory Z” would include those North
American companies that have incorporated components of the Japanese “organizing” model. This “Z” style includes, among
other features:
- long-term employment (although not throughout life)
- training accompanied by socialization that takes into account organizational values
- intensive investment in training and coaching
- fewer differences between people and roles
- They think more about people before making process and technology changes
- They greatly privilege teamwork
- rewards take a team profile rather than an individual one
- make changes but always within the current organizational culture
- selection of personnel from within the company
- greater homogeneity
- holistic view of the organization
Not everything is especially pleasant if one wants to move from a model X or Y to a model Z. Organizational change will take a
long time and over time it is possible that a company under great changes and market demands will not be able to survive.
21st CENTURY
According to the author Peters and Waterman tells us that the 21st century is characterized by the
SCHOOL
advance of digitalization worldwide. This progress had already begun in the 1970s with the third
industrial revolution. However, at the beginning of the 21st century, digitalization experienced an
enormous change that gave rise to new data storage devices (flash memories) and a greater intensity in the
expansion of mobile telephony (started in the 1980s), among others. many features.
which has become one of the greatest international concerns; This problem has
motivated numerous protest campaigns, while, on the part of the states, measures
are proposed to achieve possible solutions, agreed at the end of the 20th century (it
was agreed on December 11, 1997, and signed between March 16 1998 and March
15, 1999 at UN Headquarters). In the field of demographic policy, globalization,
which was already discussed in the last decades of the 21st century, has intensified
significantly .
 Understand the importance of the
organization and operation of the hospital
through nursing actions in health institutions
by work systems.
 2.1 HOSPITAL
2.1.1 Concept: The dictionary defines hospital as:
“center for shelter and treatment of the sick.” According
to the WHO, a hospital is an “integral part of a medical
and social organization, whose mission is to provide the
population with medical and health care, both curative
and preventive.” , and whose external services radiate to
the family environment.
2.1.2 Goals:
□ Relief from human pain when it is needed most.
□ Provide comprehensive health care according to its
complexity.
□ The care is usually complemented with teaching,
research and outreach to the community.
2.1.3 Functions: prevention, cure, rehabilitation, teaching and research.
Prevention. It covers disease detection, early diagnosis, timely treatment and disease-specific
protection. Programs for health control, environmental sanitation, monitoring of child and adolescent
growth, disease control, nutrition, prevention of physical disability, health education and occupational
hygiene are included.
Healing. It consists of providing medical treatment and the provision of a healthcare service if
necessary. It basically consists of early diagnosis, timely treatment and emergency care.
Rehabilitation. It seeks to reintegrate the patient into their family and social environment, limiting as
much as possible the damage and consequences caused by their illness.
Teaching. The hospital is the ideal means of confrontation between theory and practice in the area of
health, which is why it facilitates the training of professionals in various disciplines} It includes health
education for patients, the staff themselves and, according to specific programs , projects educational
actions to the community in its areas of influence.
Investigation. It consists of developing innovative and creative thinking, based on scientific
methodology. The aim is to increase medical knowledge in the provision of quality service.
2.1.4 Hospital classification.
The most common types are:
By the number of beds small, medium and large urban,
Due to its geographical rural
location
short, long-term governmental
For the average day-stay
or private general or
Because of their dependence
specialized horizontal, vertical
For the service it provides
concentration, first, second or
Due to its construction
third assignment
Due to its area of influence
Due to its level
2.1.5 Organization and operation of the hospital.
The linear and departmental organization system is a typical model in our health institutions.
Conventionally, hospital services are grouped into three sections:
Administrative section.
Technical services section.
Medical services section.
The heads of each section are responsible to the deputy director or director. Authority flows in
descending order; Thus, department heads report to section heads.
In the linear organization there is a concentration of authority in the managers and, above all, in the
highest rank; For this reason, it is convenient that the organization system nization responds to the needs
and resources of the hospital.
2.2. NURSING DEPARTMENT.
2.2.1 Concept: The nursing department is considered the core of the hospital and is conceptualized as:
An integral part of a medical, health or care institution, which provides an efficient, effective and timely nursing
service to the patient, family and community. It is a source of information and training for health professionals; It
is the area where the actions of the medical team are integrated, which culminate in a projection of the institution
towards the users.

2.2.2 Objective of the nursing department:

Provide nursing care, based on its own method that allows constant decision-making in accordance with the
diagnostic assessment and nursing treatment.
Coordinate the actions of the health team that demands the medical attention that the patient requires.
Provide the patient and family with education for responsible self-care of their health.
Provision of quality nursing services that achieve an extramural projection of the institution.
2.2.3 Characteristics of the nursing department
The nursing department is characterized by:
> Provide uninterrupted service 24 hours a day, 365 days a year.
> Concentrate the personnel that represents the majority of the
total.
> Integrate the actions of the health team to be provided to the
patient.
 2.3 WORK SYSTEMS IN NURSING.
2.3.1 Work systems per patient.
When there are sufficient human resources, the method of choice is the per-patient work system. It
consists of assigning a certain number of patients to the staff, which are classified according to the type
of health problems present.
Advantages:
Comprehensive care
Promotes the nurse-patient relationship
Continued care.
Disadvantages:
Its main disadvantage is that it can only be used when there is enough staff.
It is not advisable to assign more than 10 patients to one nurse. The recommended indicator for this
system is six patients per nurse, per shift.
 2.3.2 Work system by functions.
When the institution's staff is not sufficient, work is assigned by function, that is, routine activities, such
as making beds, dressings, user hygiene, administration of medications, taking vital signs and other
similar activities, are distributed equitably among the nurses of the service.
The purpose of this system is to quickly carry out urgent and routine activities. It is recommended to
apply this system for educational purposes, such as: reinforcing the learning of a technique, achieving
skills and abilities.
Advantages:
Reinforcement of learning techniques or procedures.
Improvement of skills and abilities.
Disadvantages :
It depersonalizes nursing care and prevents providing comprehensive care.
Impedes the care evaluation process.
2.3.3 Mixed work systems.
It consists of assigning work by patients and by functions. Only those patients who have delicate or serious
conditions, infectious or with special treatments are assigned. It is recommended when service personnel
are insufficient and have identical training. It is the most used system.
Advantages:
Facilitates the distribution of work.
Promotes interpersonal relationships.
Promotes teamwork.
It unifies criteria for action and, as a consequence, the functioning of all staff with previously agreed upon
protocols.
Disadvantages:
Not all patients receive individualized nursing care.
It should be used when there are not enough staff or distribution per patient is not possible.
2.3.4 Teamwork systems.
It is one of the systems with the greatest benefits, which consists of forming functional work
teams with professional and non-professional nurses, who are responsible for the comprehensive
care of a number of patients from their admission to their discharge.
The leadership of the group is assumed by the professional, who is directly responsible to the
head of services, for the care provided to the patient by her team. It is required to know how to
manage personnel and carry out a correct delegation of functions and the corresponding authority.
Advantages:
Provides comprehensive care.
Promotes interpersonal relationships between nurse – nurse and nurse – patient.
The quality of care provided can be assessed.
The care is continuous.
The patient knows the staff responsible for his or her care.
 2.4 GENERAL NURSING PROCESS.
Nursing work is oriented not only towards the care of the sick individual, who requires specific activities to alleviate their illnesses
and recover their health, but also towards the healthy individual, in the area of health promotion. Simply put, it is accepted that
nursing work comprises three levels:
Primary level: Aimed at the maintenance and promotion of health and the prevention of disease . This level, of basic prevention,
involves both care-giving and pedagogical nursing activity and focuses on raising awareness about the importance of health and
individual, family or community responsibility to maintain it, as well as timely information about eventual events. dangers that
may threaten health and the means that can be used to maintain an optimal state of physical, psychological and social well-being.
Secondary level: Corresponds to care or curative interventions that aim to treat already established or potential health problems
and prevent their eventual worsening, through the development and establishment of a nursing action plan also aimed at avoiding
or reducing the risk of possible complications.
Tertiary level: Aimed at rehabilitation and corresponding to nursing interventions aimed at supporting the patient in their
adaptation to certain difficulties caused by a health problem and overcoming the effects of possible consequences. The objective of
this level consists of achieving a degree of optimal satisfaction of basic personal needs despite the temporary or permanent
limitations imposed by the state of health.
At any of the defined levels, all nursing work must be based on a set of elementary guidelines that constitute an authentic process,
more or less complex depending on the characteristics of each case, but always subject to the rules of a specific method that
enables the adequate training of the required care and its correct establishment.
The nursing process, also called nursing process (PE) or nursing care process (PAE), is a systematic
method of providing efficient humanistic care focused on achieving expected results, based on a scientific
model carried out by a nursing professional. .
It is a systematic and organized method for administering individualized care, according to the basic
approach that each person or group of them responds differently to a real or potential health alteration. It
was originally an adapted form of problem solving, and is classified as a deductive theory in itself.
The use of the nursing process allows the creation of a care plan focused on human responses. The nursing
process treats the person as a whole; The patient is a unique individual, who needs nursing care focused
specifically on him and not only on his illness.
The nursing process is the application of the scientific method in the care practice of the discipline, so that
systematized, logical and rational care can be offered, from a nursing perspective. The nursing process
gives the profession the category of science.
Skills needed:
The nursing process involves skills that a nursing professional must possess when they have to begin the
initial phase of the process. Having these skills contributes to the improvement of the nursing
professional's attention to the patient's health, including the patient's level of health, or their state of health.
Cognitive or intellectual skills , such as problem analysis , problem solving, critical thinking , and making
judgments regarding client needs. Included among these skills are those of identifying and differentiating
current and potential health problems through observation and decision making, by synthesizing
previously acquired nursing knowledge.
Interpersonal skills , which include therapeutic communication, active listening, sharing knowledge and
information, developing trust or creating good communication ties with the client, as well as ethically
obtaining necessary and relevant information from the client which will be later used in the formulation of
health problems and their analysis.
Technical skills , which include the knowledge and skills necessary to properly and safely handle and
maneuver the appropriate equipment needed by the client when performing medical or diagnostic
procedures, such as assessing vital signs , and administering medications .
2.5 Customer (patient) orientation.
• Promotes the flexibility necessary to provide individualized nursing care.
• Stimulates the participation of the person receiving care.

• Increases nurses' satisfaction with achieving the result.

• The system, by having an evaluation stage, allows feedback and improvement over time.
2.6 Functions of nursing staff by categories.
 Know the types of resources that are attached to the hospital
UNIT III environment and at the same time the well-founded importance
of
this in the work systems of the
nursing staff according to the

categories.
 3- . GENERAL STAGES OF ADMINISTRATION
OF PERSONAL
3.1 General stages of personnel administration
In the personnel administration process there are five stages that form the heart of it. Planning, organization,
integration of work teams, in addition to management, ,
workers and their control. These stages are listed and defined below:
a) During planning, goals are created, procedures are created to achieve them; Plans and forecasts are
developed to avoid and cover possible contingencies.
b) The organization gives each employee their tasks within the company, coordinates and distributes the
areas, establishing clear limits, and delegates authority through communication channels.
c) The work team integration process analyzes: what type of people should be
hire; Recruitment and selection of personnel is carried out, employee training and project development are
established; how to encourage and evaluate workers.
d) Management ensures that the work plan and vision of the company is put into practice, keeping morale
high and resolving conflicts between employees and managers.
e) Management control allows companies to set goals such as quotas, quality tests or monitor production
levels in addition to the solution to possible contingencies.
3.2 Calculation and distribution of nursing staff
Specifically in Mexico, in some institutions of the Health Sector, the indicators
have had modifications based on the changes in the health systems, type of
users and the experience accumulated by nurse administrators who have
identified relevant aspects in the dynamic behavior of the patients. services
Percentage of staff according to level of care and academic level of nursing staff
• For second level
– 70% professional staff (40% general nurses category and 30% specialist nurses)
– 30% non-professional staff (nursing assistant)
• Per turn
–35% morning
–25% evening
– 20% nightly (for each evening)
The indicators: nurse-patient hours for special programs
will be determined based on the criterion of productivity
with quality, which considers, among other aspects,
– a) Number of patients treated per working day
– b) Control index of patients with adherence to treatment
– c) Rate of concomitant infections
– d) Hospital admissions and readmissions index
– e) Discharge rate due to improvement
Percentage of staff according to level of care and
academic level of nursing staff
• Use 6 hours of direct patient care as a constant in the
procedure formula for calculating personnel.
• To determine the nursing staff, it will be necessary to
take into account whether the services have specific
personnel for the preparation, management and control of
technological resources: cardiac or hemodynamic
monitoring devices, ventilatory support devices, and
parenteral nutrition, among others. .
 SPECIALTY
Allergology
cardiology 3.0 3.4
Dermatology 3.0 3.4
Endocrinology 3.0 3.4
Hematology 4.0 4.8
infectology 4.0 4.8
Internal medicine
4.0 4.8
Nephrology
3.0 4.8
Pulmonology
3.0 3.4
Neurology
3.4 4.8
Oncology
3.4 4.0
specialty of t
o
 SURGICAL SPECIALTY OF TO
Head and neck surgery 3.0 3.4
Cardiovascular surgery 4.0 4.8
General Surgery 3.4 4.0
Plastic and reconstructive surgery 3.0 3.8
Gastrosurgery 3.4 4.0
Neurosurgery 3.4 4.0
Ophthalmology 3.0 3.4
Otorhinolaryngology 3.0 3.8
Oncosurgery 4.0 4.8
Traumatology and orthopedics 4.0 4.8
proctology 3.4 4.0
Urology 3.4 4.0
Peripheral Vascular (angio) 3.4 4.0
Gynecology 3.0 3.4
Obstetrics 3.0 3.4
Perinatology 8.0 12.0
Calculation of personnel per service for 24
hours.
Calculation of foreseeable absenteeism of personnel per
service in 24 hours.
Calculation of total nursing by service in 24 hours.
Calculation of nursing staff per shift
Calculation of professional and non-professional
personnel per service in 24 hours
Calculation of medical material and equipment
CONCEPT:
It is the mathematical operation based on the
quantitative investigation of the needs of material,
equipment and instruments required to provide
medical care in hospitalization services.
 FACTORS TO CONSIDER FOR
CALCULATE MATERIAL AND EQUIPMENT
1 .- Hospital capacity
2 .- Standard consumption curve (average)
3 .- Percentage of occupation
4 .- Type of hospital
5 .- Special treatments and frequency
6 .- Age and predominant sex in patients
7 .- Assigned budget
8 .- Duration of the material
9 .- Type of storage
10 .- Quality and cost of the articles
 MANUALS
They are texts used as a means to coordinate, record data
and information in a systemic and organized way. It is
also the set of guidelines or instructions in order to guide
or improve the effectiveness of the tasks to be
performed.
 TYPES OF MANUALS
Organization: this type of manual summarizes the management of a company in general. They
indicate the structure, functions and roles that are fulfilled in each area.
Procedures: this manual determines each of the steps that must be carried out to undertake any
activity correctly.
Welcome: its function is to briefly introduce the history of the company, from its origins to
the present. They include your objectives and the particular vision of the company. It is
customary to attach a duplicate of the internal regulations to these manuals in order to access
the rights and obligations in the workplace.
Position: They specifically determine what characteristics and responsibilities are accessed in
a specific position.