This document discusses various concepts related to management. It defines management as getting things done through people to achieve organizational goals efficiently and effectively. It outlines the key functions of management as planning, organizing, staffing, leading, and controlling. It also discusses different levels of management, including top, middle, and first-line management. Additionally, it explains various management tools like management by objectives (MBO), network analysis, critical path method (CPM), program evaluation and review technique (PERT), and systems analysis.

1. Dr. Kuntala Ray
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2.  The art of getting things done through
people. (Mary Parker)
 The creation and maintenance of an internal
environment in an enterprise where
individuals, working together in groups, can
perform efficiently and effectively toward
the attainment of group goal.(Koontz and
O’Donnell)
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3.  Orderly application of routine procedures
within the existing legislation and policies.
 Those functions in an organisation, which are
concerned with policy formulation, finance,
production, distribution and ultimately
control all key activities for meeting the
organisational objectives
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4.  Management deals with people
 Primary purpose of management is to achieve
a goal to its fullest extent which is
effectiveness
 The goal must be achieved with least
expenditure of resources that is efficiency
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5.  Division of work
 Authority and responsibility
 Discipline
 Unity of command
 Unity of direction
 Remuneration
 Scalar chain
 Centralisation
 Order
 Equity
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6. Top
• Overall charge of an organisation
• Policy maker and give general direction to organisation
Middle
• Look after the activities necessary for implementation of
organisational plan
• Eg – store officer
First line
• Called supervisor
• Function at lowest level of organisation
• Eg- sister-in-charge
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7.  Planning: Determining what is to be done.
 Staffing: Number of subordinates supervised by a
leader should not be too many for better control
 Organising: Setting up the framework or
apparatus and making it possible for groups to do
the work.
 Leading: Activity of influencing people to strive
willingly to achieve the group objectives.
 Implementing: put into effect
 Controlling/monitoring: Checking to make sure
the work is progressing satisfactorily
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9.  What will be done – identifying short and long
term objectives and goals.
 What resources will be used – identifying the
available & potential resources required for
achieving the objectives and filling the gaps in
resources, if any.
 How will it be done - determining the specific
activities required for attaining the goals and
formulating strategies, policies, procedures,
methods, standards & budgets.
 Who will do what – delegating responsibilities to
various individuals for attaining the
organisational goals.
 When will it be done – assigning the time frame
and sequence for completing each activity.
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10.  Detailed description of various activities to be
performed for achieving organizational goals
 Similar activities are to be grouped together with
meaning
 Each group has to be assigned a leader with authority
and responsibility and accountability (Delegation)
 The group are to be linked vertically and horizontally
with communication channels for coordination.
 Formal organization where hierarchies and levels of
authority are formally laid down and observed.
 organization, which was not ‘planned’ to come into
existence and which has no formal departments or
hierarchies, is an informal organization.
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11.  By the process of organising various position
created to perform specific roles
 Staffing aims at filling those position and
keeping them filled
 The process involves- identification of
manpower need, recruitment, training,
development, appraisal, promotion.
 Line and staff organisation
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12.  It involves-
1. Motivating people
2. Leadership style
3. communication
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13. Task
management
Country club
Impoverished
Team management
Middle of the road
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14.  To put into effect the plan of the
organisation so that the laid down objectives
are achieved.
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15.  Ensure that all activities of the organisation
are directed towards achievement of the
goal as was planned
 Involves measurement of performance
against goals and plan
 Fix standard against which the performance
can be measured
 Present performance has to be measured and
compare with standard
 Deviation are to be noted
 Corrective action to bring back the course of
action on the designed path.
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16. • MBO
• Job enrichment
• Check list
• Brain storiming
Qualitative
• Net work analysis
• CBA & CEA
• Simulation
• TQM
• Work study
Quantitative
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17.  A system which integrates an organisation’s
need to achieve its objectives with the
managers’ need to contribute and develop
himself
 Emphasis on results rather than activities.
 Defining objectives (expected results) for
specific positions.
 Participatory or Joint objective setting.
 Identification of Key Result Areas (KRAs)
 Establishing a Periodic Review System
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18.  Identifying the Key Result Areas (KRAs)
 Setting up Objectives
 Action Planning
 Performance Review
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20.  Greater role clarity, job satisfaction and better
measurement of performance.
 No wastage of scarce resources.
 Single-minded dedication to achievement of
objectives.
 Motivating factor & weeds out non-performers.
 Increases productivity through role clarity &
increasing job satisfaction.
 Provides objective appraisal method.
 Strengthens superior-subordinate relationship.
 Based on concept of participation
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21.  Problem of joint setting of objectives among
un-equals in the organisation.
 MBO may not always percolate to the lowest
level in the organisation
 Difficult to implement in situation of change
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22.  A means of planning and controlling processes.
 A project is broken up into small operations which
are arranged into logical sequence.
 Thereafter, the order in which these actions are to
be performed is decided and a network diagram
shows the relationship between the various
operations involved.
 any network analysis indicates the relationship
between various operations involved and also points
out which activities are to be completed before the
others are begun.
 For example, the simple process of making tea and
snacks may be interlinked with each other by
common resource (gas stove).
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23.  It is assumed that durations of individual activities in a
project are known with certainty.
 The method thus helps to determine the earliest possible
start time & latest possible start time for each activity.
 CPM also identifies the critical activities, which are
critical because if any of these activities are delayed by
even a short period, the entire project will be delayed.
 CPM requires greater planning but this is justified by
concentrating on critical path only and avoiding expense
on strict supervision & control on non-critical activities or
on whole project.
 Besides, ascertaining the time schedule of a project, CPM
is also the standard method of communicating project
plans, progress and costs.
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25.  PERT involves planning, monitoring and controlling of
projects where time taken for each activity in the project
is not known.
 It uses probability to estimate the timings of various
activities in the project and linear programming for
maximizing the achievement of objectives.
 PERT is classically used in long-term projects like
construction of hospitals, ships, roadways and buildings, in
planning & launching of new health programs, products &
services, in publication of books etc where exact time for
each phase is not known with certainty.
 PERT uses probabilistic and linear programming methods to
assist a manager in planning schedules & costs,
determining time & cost status, forecasting skill
requirements, predicting schedule slippages & cost
overruns, developing alternate time cost plans &
committing resources to various tasks.
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26. Graphical representation of duration of task against progression
of time. Strength - ability to display status of each activity at
a glance.
Gantt Chart: Construct Curb Ext.
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27.  Determined by relating benefits of programme
to its cost
 Expressed in monetary term
 Helps the decision maker in deciding which of
the alternative program should be given priority.
 It also suggest particular program is undertaken
in what extend thus it will be benefited
 Method of aggregating all cost and all benefits
associated with a given project in monetary
terms
 Converting them to present value & combining in
a single index
 Best method which can convince administrators
regarding new plan/ program.
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28.  Technique of economic evaluation to identify
the least costly expensive method of
achieving the objectives
 Consequences of different intervention are
measured using single outcome
 Method pertaining to the best ratio of
benefits and cost
 It concentrate one major outcome or benefit
in terms of effectiveness rather than valuing
in terms of money
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29.  An economic technique.
 In the health field, "input" refers to all health
service activities which consume resources
(manpower, money, materials and time)
 “Output" refers to such useful outcomes as
cases treated, lives saved or inoculations
performed.
 An input-output table shows how much of
each "input" is needed to produce a unit
amount of each "output".
 It enables calculations to be made of the
effects of changing the inputs.
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30.  The purpose of systems analysis is to help the
decision maker to choose an appropriate course of
action by investigating his problem, searching out
objectives, finding out alternative solutions,
evaluation of the alternatives in terms of cost-
effectiveness, re-examination of the objectives and
finding the most cost-effective alternative.
 Systems analysis is essentially finding the cost-
effectiveness of the available alternatives
 The system can be a hospital supply system, an
information system, a total community health
service system, an outpatient clinic or any other
system with problems of management.
 A system may be made of independent subsystems.
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