concepts ,principles and functions of management

2. Nursing management consists of the
performance of the leadership functions of
governance and decision-making within
organizations employing nurses.
It includes processes common to all
management like planning, organizing,
staffing, directing and controlling.

3. CONCEPTS OF NURSING MANAGEMENT
The term management is not so easy to define as
differently and used it in a variety of ways .Today the
management can be viewed with different concepts.
TYPES OF CONCEPT
Traditional concept
Modern concept

4. Traditional concepts
Management is viewed as an art of getting the thing
done .Mary Parker defines “management is the art of
getting things done through people”
A manager is one who accomplishes organizational
objectives by directing the efforts of others.
Modern concept
Managing not only limited to directing the efforts of
others to accomplish the goals of organization but also
involves creating an environment or climate in the
organization where by the individuals are motivated to
work efficiently to achieve specific objectives of
organization .

5. Concepts of nursing management
The concepts of nursing management can be
derived from various definitions given by the
thinkers of management of discipline .It can be
viewed in terms of efficiency or performance ,
decision making process ,personnel oriented ,
functions or activities oriented process.

6. Efficiency or performance oriented view
The view emphasizes on relationship between efforts
and results to achieve the nursing organizational
objectives that to ensure the best possible nursing
care .According to this concept nursing management
can be defined as the ‘art of securing maximum results
with minimum effort so as to secure maximum
prosperity and happiness for both nurse managers
and nurses to render the best possible patient care’.

7. Decision oriented view
The decision theorists like peter Drucker , and others
have emphasized that decision making by the
managers play an important role in management.
According to this concept ‘nursing management can be
simply the process of decision –making and control
over the actions of nurses working in various positions
in the hierarchy for the expressed purpose of attaining
predetermined goal of ensuring the quality of patient
care .

8. Personnel oriented view
In this type of concept , the management is looked as a
process of coordinative efforts of the personnel
working in the organizations .management is the art of
getting things done through and with the people in
formally organized groups .
In similar way nursing management can also defined
as the art of getting things done through and with the
nursing personnel in formally organized groups.

9. Functions or activities oriented view
Mcfarland,one of the management thinkers states that:’
management is defined for conceptual ,theoretical ,
and analytical purposes as that process by which
managers create , direct , maintain and operate
purposive organizations through systematic .
Nursing management is performing leadership
functions of governance and decision making within
organizations employing nurses. It is a process by
which the nurse managers forecast ,plan , organize ,
coordinate and to control the efforts of nursing
personnel to accomplish the organizational goals.

10. Nursing management parallels nursing process
Gillies describes nursing management as a process that
support and parallels the nursing process that should
entail a progressive sequence of interrelated activities
in a logical manner.
Nursing management is also viewed as self regulating
and self correcting like nursing process by which
nurses provide care ,cure and comfort for the patients ,
in the same way ,in the nursing management process.

11. LEVELS OF NURSING MANAGEMENT
the levels of nursing management are classified in to
three categories on the basis of hierarchy , their
position , and relative responsibilities .These levels are
top, middle, and operational level .
 Top level
 Middle level
 Operational level

12. Top level
In nursing services , assistant directors are the top
management at state directorate level and chief
nursing officers or nursing superintendent or matrons
in the hospitals .
Top management is the source of authority and its
establish goals ,policies and objectives for the nursing
services.
They are mainly engaged in planning and
coordinating functions. They are accountable for the
nursing services for which they are serving . They
issue the instructions for the lower levels .

13. Middle levels
Middle management in nursing is usually the heads of
nursing units in the hospitals and they are at
supervisory levels.
They are responsible for the top management for the
functioning of their departments and designated as
ward sisters or sister grade I.
They make duty plans for nursing personnel of lower
or operational level , divide the work to them .

14. Operative level
Operative level management comprise of nurses at the
operational level designated as staff nurses or sister
grade II.
They are responsible for the patient care. They plan
and take the decision for care of their assigned
patients.
They carry out the instructions given by their superiors
and team members in relation to patient care . They are
also known as the first line management.

15. PRINCIPLES OF MANAGEMENT IN NURSING
Management in nursing are statements of fundamental
truth related to nursing field.
The principles nursing management can be derived
and applied from the principles given by the Henry
Fayol who is known as the father of functional
management or management process, as
He has given more emphasize on functions of
managers and showed regard to human elements with
wider perspectives.

16.  DIVISION OF WORK
In practice, employees are specialized in different
areas and they have different skills.
Different levels of expertise can be distinguished
within the knowledge areas (from generalist to
specialist). Personal and professional developments
support this.
According to Henri Fayol specialization promotes
efficiency of the workforce and increases productivity.
In addition, the specialization of the workforce
increases their accuracy and speed. This management
principle of the 14 principles of management is
applicable to both technical and managerial activities.

17. AUTHORITY AND RESPONSIBILITY:
-In order to get things done in an organization,
management has the authority to give orders to the
employees. Of course with this authority comes
responsibility. The accompanying power or authority
gives the management the right to give orders to the
subordinates.
The responsibility can be traced back from performance
and it is therefore necessary to make agreements about
this. In other words, authority and responsibility go
together and they are two sides of the same coin.

18. DISCIPLINE:
-This third principle of the 14 principles of management is
about obedience.
It is often a part of the core values of a mission and
vision in the form of good conduct and respectful
interactions.
This management principle is essential and is seen as the
oil to make the engine of an organization run smoothly.

19. UNITY OF COMMAND
-The management principle ‘Unity of command’ means
that an individual employee should receive orders from
one manager and that the employee is answerable to that
manager. If tasks and related responsibilities are given to
the employee by more than one manager, this may lead to
confusion which may lead to possible conflicts for
employees. By using this principle, the responsibility for
mistakes can be established more easily.

20. UNITY OF DIRECTION
This management principle of the 14 principles of
management is all about focus and unity. All employees
deliver the same activities that can be linked to the same
objectives. All activities must be carried out by one group
that forms a team.
These activities must be described in a plan of action. The
manager is ultimately responsible for this plan and he
monitors the progress of the defined and planned
activities.

21. SUBORDINATION OF INDIVIDUAL INTEREST:-
There are always all kinds of interests in an organization.
In order to have an organization function well indicated
that personal interests are subordinate to the interests of
the organization (ethics).
The primary focus is on the organizational objectives and
not on those of the individual.
This applies to all levels of the entire organization,
including the managers

22. REMUNERATION
Motivation and productivity are close to one another as
far as the smooth running of an organization is
concerned.
This management principle of the 14 principles of
management argues that the remuneration should be
sufficient to keep employees motivated and productive.
There are two types of remuneration namely non-
monetary (a compliment, more responsibilities, credits)
and monetary (compensation, bonus or other financial
compensation). Ultimately, it is about rewarding the
efforts that have been made.

23. THE DEGREE OF CENTRALIZATION
Management and authority for decision-making process
must be properly balanced in an organization.
This depends on the volume and size of an organization
including its hierarchy.
Centralization implies the concentration of decision
making authority at the top management (executive
board).
Sharing of authorities for the decision-making process
with lower levels (middle and lower management), is
referred to as decentralization that is indicated , that an
organization should strive for a good balance in this.

24. SCALAR CHAIN:
-“hierarchy” management principle states that there
should be a clear line in the area of authority (from
top to bottom and all managers at all levels).
This can be seen as a type of management structure.
Each employee can contact a manager or a superior in
an emergency situation without challenging the
hierarchy.
Especially, when it concerns reports about calamities
to the immediate managers/superiors.

25. ORDER
According to this principle of the 14 principles of
management, employees in an organization must
have the right resources at their disposal so that
they can function properly in an organization.
In addition to social order (responsibility of the
managers) the work environment must be safe,
clean and tidy.

26. EQUITY:
-The management principle of equity often occurs in the
core values of an organization. employees must be treated
kindly and equally. Employees must be in the right place
in the organization to do things right. Managers should
supervise and monitor this process and they should treat
employees fairly and impartially.

27. STABILITY OF TENURE OF PERSONNEL:
-This management principle of the 14 principles of
management represents deployment and managing of
personnel and this should be in balance with the service
that is provided from the organization. Management
strives to minimize employee turnover and to have the
right staff in the right place. Focus areas such as frequent
change of position and sufficient development must be
managed well.

28. INITIATIVE:-This management principle prefers
employees should be allowed to express new ideas. This
encourages interest and involvement and creates added
value for the company. Employee initiatives are a
source of strength for the organization This encourages
the employees to be involved and interested.
ESPRIT DE CORPS:-The management principle
‘esprit de corps’ of the 14 principles of management
stands for striving for the involvement and unity of the
employees. Managers are responsible for the
development of morale in the workplace; individually
and in the area of communication. Esprit de corps
contributes to the development of the culture and
creates an atmosphere of mutual trust and
understanding.

29. NURSING MANAGEMENT FUNCTIONS

30. PLANNING
Planning is looking ahead.
According to Henri Fayol, drawing up a good plan of
action is the hardest of the five functions of
management.
This requires an active participation of the entire
organization. With respect to time and
implementation, planning must be linked to and
coordinated on different levels.

31. ORGANIZING
An organization can only function well if it is well-
organized.
This means that there must be sufficient capital, staff
and raw materials so that the organization can run
smoothly and that it can build a good working
structure.
The organizational structure with a good division of
functions and tasks is of crucial importance.

32. STAFFING
It involves manning the organized structure through
proper and effective selection ,appraisal ,and
development of nursing personnel.
This process includes setting recruitment procedures
,selecting personnel ,deploying them in proper
positions and organizing orientation and other skill
training program, appraising them.

33. COORDINATING
 When all activities are harmonized, the organization
will function better.
 Positive influencing of employees behaviour is
important in this.
 Coordination therefore aims at stimulating
motivation and discipline within the group
dynamic.
 This requires clear communication and good
leadership.
 Only through positive employee behavior
management can the intended objectives be
achieved

34. CONTROLLING
By verifying whether everything is going according to
plan, the organization knows exactly whether the
activities are carried out in conformity with the plan.
Control takes place in a four-step process:
 Establish performance standards based on
organizational objectives.
 Measure and report on actual performance
 Compare results with performance and standards
 Take corrective or preventive measures as needed