FUNCTIONS AND

PRINCIPLES OF
MANAGEMENT
MR. RAMAR. G,
PROFESSOR,
PSYCHIATRIC NURSING,
 FUNCTIONS OF
ADMINISTRATION AND
MANAGEMENT
Introduction
• Management is a generic function that includes similar basic
tasks in every discipline and in every society.
• Management and administration appear to be synonymous,
they are not synonymous terms.
• We consider the administration as one side of coin, the
management is the other side of the same coin.
• To translate any policy into action people need structure,
that is organization, when structure is there, there are some
functions to be performed to accomplish goals, that
functional aspect of organization is dealt by management.
DEFINITION

Management is 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, 1963)
 FUNCTIONS OF
MANAGEMENT
Usually the actions of the manager (planning, organizing,
directing, coordinating and controlling) are referred to in the
management literature as the functions of the management
process.

1. Planning:
Planning means to decide in advance what is to be done. It
charts a course of actions for the future.
It is an intellectual process and it aims to achieve a
coordinated and consistent set of operations aimed at desired
objectives.
ESSENTIALS OF GOOD
PLANNING:
 Good planning
 Yields reasonable organizational objectives and develops alternative
approaches to meet these objectives.
 Helps to eliminate or reduce the future uncertainty and chance.
 Helps to gain economical operations.
 Lays the foundation for organizing.
 Facilitates co-ordination.
 Helps to facilitate control.
 Dictates those activities to which employers are directed.

The main activities in the planning are the formulation of strategies and setting
the objectives. Strategy is the set of decisions that determine the character (size,
scope and mix of services) of a health services organization and give it the
direction in the market place.

In a real sense objectives are the key to the entire management process.
2. Organizing:

Once the objectives have been established through

planning, management concern must turn to
developing an organization that is capable of carrying
them out.

The management function of organizing can be

defined as ,”relating people and things to each other
in such a way that they are all combined and
interrelated into a unit capable of being directed
toward the organizational objectives.”
The most basic premise of organization is

 Division of work (is essential for efficiency)

 Work activities required for the organizational
performance are separated through
 Horizontal differentiation (i.e.. Dividing the
organization into operational units for more
effective and efficient performance.)
 Vertical differentiation (i.e.. Establishes the
hierarchy and the number of levels in the
organization
The formal organization depends on two basic principles:

a) Responsibility:
responsibility in an organization is divided among available
personnel by grouping the functions that are similar in
objectives and content. Responsibility may be continuing or
it may be terminated by the accomplishment of a single
action.

b) Authority:
when responsibility is given to a person, he must also be
given the authority to make commitments, use resources
and take the actions necessary to carry out his
responsibilities.
3. Staffing

 Staffing – is the selection, training, motivating

and retaining of a personnel in the organization.
Before selection we have to make analysis of the
particular job, which is required in the
organization., then comes the selection of the
personnel.
 It involves manpower planning to have the right
person in the right place and avoid ―square peg
in the round hole.
Manpower planning involves the following steps.

1. Scrutiny of present personnel strength.

2. Anticipation of manpower needs.
3. Investigation of turnover of personnel.
4. Planning job requirements and job
descriptions.
4. Directing
 Directing means the issuance of orders,

assignments and instructions that permit the

subordinate to understand what is expected of him,
and the guidance and overseeing of the subordinate
so that he can contribute effectively and efficiently
to the attainment of organizational objectives.
 Directing includes the following activities

 Giving orders

 Making supervision

 Leading

 Motivating

 Communicating
Giving orders:
the central task in directing is giving orders. The order is
the technical means through which a subordinate
understands what is to be done.
characteristics of good orders
 order should be clear, concise , consistent & sufficient

information
 Order should be based on obvious demands of a

particular situation, it seems logical to the subordinates

 The tone of the order is important. - manner in which

the manager delivers the order has a great deal to do

with its acceptance by the subordinate.
 Whenever possible, the reason for the order should be

given.
Supervision:
Supervision is the activity of the management that is
concerned with the training and discipline of the
work force. It includes follow up to assure the prompt
and proper execution of orders.
Supervision is the art of overseeing, watching and
directing with authority, the work and behaviour of
other.
Leading:
Leadership is the ability to inspire and influence
others to contribute to the attainment of the
objectives. Successful leadership is the result of
interaction between the leader and his subordinates
in a particular organizational situation.
Motivating:
Motivation refers to the way in which the needs
(urges, aspirations, desires) control, direct or explain
the behaviour of human beings. The manager must
motivate, or cause, the employee to follow directives.
Communicating:
Communication is the passing of information and
understanding from a sender to receiver.
5. Coordinating:
It is the act of synchronising people and activities so
that they function smoothly in the attainment of
organization objectives.
Coordination is more important in the health services
organization, because functionally they are
departmentalized. Different kinds of organization
require different amount of coordination.
Basic approaches to coordination:
 Corrective co ordinations are those coordinative activities

that rectify the present error or correct a dysfunction in the

organization.
 Preventive coordination comprises those coordinative

activities that are aimed at preventing the occurrence of

anticipated problems of coordination, or at least minimizing
the impact of these problems.
 Regulatory coordination comprises those coordinative

activities that are aimed at the maintenance of existing

structural and functional arrangements in the organizations.
 Promotive coordination has those coordinative activities

that are aimed at attempting to improve the articulation of

the parts of the organization, or to improve the existing
organizational arrangements without regard for specific
problems.
6. Controlling:
Controlling can be defined as the regulation of
activities in accordance with the requirements of
plans.
Steps of control:
The control function, whether it is applied to cash,
medical care, employee morale or anything else,
involves four steps.
1. Establishments of standards.

2. Measuring performance

3. Comparing the actual results with the standards.

4. Correcting deviations from standards.

7. Reporting and recording:
Reports are oral or written exchanges of information shared
between caregivers or workers in a number of ways. A report
summarizes the services of the person, personnel and of the
agency. Reports are written usually daily, weekly, monthly or
yearly.
Purposes of reporting:
 To show the kind and amount of services rendered over a

specified period.
 To illustrate progress in reaching goals.

 As an aid in studying health conditions.

 As an aid in planning.

 To interpret services to the public and to the other interested

agencies.
 Records and reports must be functional, accurate, complete,

current organized and confidential.

8. Budgeting:
Budgeting, though primarily recognized as a device for controlling,
becomes a major part of the planning process in any organization.
It is expressed in financial terms and based on expected income
and expenditure. Budget is the heart of administrative
management. It served as a powerful tool of coordination and
negatively an effective device of eliminating duplicating and
wastage.
Features of budget:
 Should be flexible.

 Should be synthesis of past, present and future.

 Should be product of joint venture & cooperation of executives/

department heads at different levels of management.

 It should be in the form of statistical standard laid down in

specific numerical terms.

 It should have support of top management throughout the

period of its planning and supplementation