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Functions of administration
Last updated on
28.9.08
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Introduction
Management is a generic function that includes similar basic tasks
in every discipline and in every society. Management and
administration sometimes appear to be synonymous, but they are not
synonymous terms. If we consider the administration as one side of the 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 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, 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:
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Good planning
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Yields reasonable organizational objectives and develops
alternative approaches to meet these objectives.
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Helps to eliminate or reduce the future uncertainty and chance.
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Helps to gain economical operations.
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Lays the foundation for organizing.
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Facilitates co-ordination.
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Helps to facilitate control.
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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
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Division of work (is essential for efficiency)
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Work activities required for the organizational performance are
separated through
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Horizontal differentiation
(i.e.. Dividing the organization into operational units for more
effective and efficient performance.)
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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 n an organization is divided among available
personnel by grouping the functions that are similar in
objectives and content. This should be done in a manner that
avoids overlaps and gaps as much as possible. 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
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Giving orders
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Making supervision
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Leading
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Motivating
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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. To facilitate this there are certain characteristics
of good orders which manager should be aware of:
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The order should be clear, concise and
consistent to give sufficient information to ensure
understanding
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Order should be based on obvious demands of a
particular situation, it seems logical to the subordinates and
not just an arbitrary whim of the manager.
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The tone of the order is very important. The
manner in which the manager delivers the order has a great
deal to do with its acceptance by the subordinate.
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Whenever possible, the reason for the order
should be given. A subordinate will accept an order more
readily if he understands the need for it.
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In some instances the manager uses delegation
of authority instead of issuance of orders for avoiding too
many specific orders.
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.
There are number of styles of leadership that have been
identified such as autocratic, democratic participative
leadership.
The continuum of leadership styles, ranges from the completely
authoritarian situation with no subordinate participation to a
maximum degree of democratic leadership, enabling the
subordinate to participate in all phases of the decision making
process.
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.
Communication is vital to the directing function of the
management, one way to visualise this importance is to view the
manager on one side of a barrier and the work group on the
other. Communication is the means the manager has of reaching
through the barrier to attain work group activity.
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:
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Corrective co ordinations are those coordinative activities that
rectify the present error or correct a dysfunction in the
organization.
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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.
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Regulatory coordination comprises those coordinative activities
that are aimed at the maintenance of existing structural and
functional arrangements in the organizations.
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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:
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To show the kind and amount of services rendered over a
specified period.
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To illustrate progress in reaching goals.
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As an aid in studying health conditions.
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As an aid in planning.
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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:
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Should be flexible.
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Should be synthesis of past, present and future.
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Should be product of joint venture & cooperation of executives/
department heads at different levels of management.
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It should be in the form of statistical standard laid down in
specific numerical terms.
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It should have support of top management throughout the period
of its planning and supplementation
In a nutshell the functions of a manager by
Drucker include:
1.
Establishes and communicates goals and objectives.
2.
Organizes, analyzes and divides work into tasks.
3.
Motivates and communicates.
4.
Analyzes, appraises and interprets performance and measurements.
5.
Develops people including self.
Research Input
1. Nurse
executives, perspectives on succession planning
Six nursing executives from 5 settings were interviewed to learn
more about how succession planning is being applied in today’s
practice. Their experiences, presented in this article provide a
snapshot of ways succession planning can be applied in different
organizations. Interviewees share their personal philosophy,
concepts, and approaches to succession planning. Although these
nurse executives approach succession planning differently they
share a belief that succession planning is key to sustaining
quality nursing practice.
2. Leadership
and nurse retention: the pivotal role of nurse managers
This article describes the views of 32 nurse managers regarding
their roles and the characteristics they need to promote
retention. The purpose of the study was to describe the roles
and skills of nurse managers, whether they posses these skills,
the characteristics of the nurse managers that facilitate or
serve as a barrier to nurse retention. A sample of 39 nurse
managers was selected for the study. Data was collected by using
4 focus group discussions. First line managers are in the best
position to impact retention because they have firsthand
knowledge of issues and challenges important nurses and care
delivery.
Conclusion:
Managers address complex issues by planning, budgeting, and
setting target goals. They meet their goals by organizing,
staffing, controlling and problem solving. The nurse manager can
assist the staff to think strategically about what it is doing and
what it should be doing for its clients , for example, in today’s
world of cost containment, examining what clients pay for the care
they receive from the health care professionals.
References:
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Basavanthappa B T. Nursing administration. Ist edn. New Delhi:
Jaypee brothers medical publishers (p) ltd; 2000.
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Wise P S. Leading and managing in nursing. Ist edn.
Philadelphia: Mosby publications; 1995.
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Koontz H & Weihrich H . Essentials of management an
international perspective. (Ist edn). New Delhi: Tata Mc Graw
Hill publishers; 2007.
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Koontz H & Weihrich H. Management a global perspective. 1st
edn. New Delhi: Tata Mc. Graw Hill publishers;2001.
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Anthony M K, Theresa S, JoAnn Glick, Martha Duffy and Fran
Paschall. Leadership and nurse retention, the pivotal role of
nurse managers. JONA. Vol 35, Mar 2005.
-
Beyers Marjorie. Nurse executives’ perspectives on succession
planning. JONA. Vol 36. June 2006.
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