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management Basics.pdf

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This document outlines key concepts in management including planning, decision making, delegation, centralization vs decentralization, and controlling. It defines each concept and discusses their importance and principles. For planning, it describes the characteristics, importance, steps and advantages/limitations. For decision making it outlines the definition and six step process. Delegation discusses the definition and principles. Centralization and decentralization are compared. Finally, controlling is introduced with its characteristics, areas, basic methods and advantages/disadvantages.

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MANAGEMENT PREPARED BY- Ms. ANSHU M.SC. NURSING 2ND YEAR KGMU Institute of Nursing
LEARNING OBJECTIVES At the end of discussion group will able to:- Introduce planning. Define planning Discuss characteristics and importance of planning Explain steps of planning process. Enlist principles of planning. Describe advantages and limitations of planning Define decision making Illustrate steps of decision making. Define delegation. Explain principles of delegations Define centralization and decentralization Introduce controlling Discuss characteristics of controlling. Enlist areas of controlling Describe methods of controlling. Explain advantages and disadvantages of controlling.
PLANNING
INTRODUCTION Planning is very important in modern hectic life. There is hardly any field of life which does not require planning. All other functions of management :-organizing, staffing, directing and controlling depends upon planning.
DEFINITION According to Cresto S.C:- Planning is the systematic development of action programs aimed at reaching business objectives by the process of analyzing, evaluating and selecting among the opportunities which are foreseen.
According to Haiman:- Planning is deciding in advance what is to be done. When a manager plans, he project a course of action for the future, attempting to achieve a consistent coordinate structure of operation aimed at the desired results.
According to l.f.ur wick:- Planning is fundamentally a mental predisposition to do things is an orderly way, to think before and to act in the light of the fact rather than of guesses.
CHRACTERIS TICS OF GOOD PLANNING PRIMACY FUTURISTIC ORIENTATIO N PERVASIVE NESS FLEXIBILITY OF DYNAMISM UNITY OF PURPOSE AND DIRECTIVE
IMPORTANCE OF PLANNING 1. Primacy of planning 2. To offset uncertainty and changes 3. To focus attention on objectives 4. To help in coordination 5. To help in control 6. To increase organizational effectiveness
PRINCIPLES OF PLANNING a. Principles of contribution to objectives b. Principles of Pervasiveness d. Principles of continuity and Flexibility f. planning is hierarchial in nature. g. planning should always be documented.
STEPS IN PLANNING PROCESS Determination of the objectives Collection and forecasting of information Development of planning premises Discovering alternatives courses of action Formulation of derivative plans Communicating the plan Follow up measures
ADVANTAGES OF PLANNING 1. Planning facilitates management by objectives 2. Planning minimizes uncertainties 3. Planning facilitates coordination 4. Planning improves employees morale 5. Planning helps in achieving economies 6. Planning facilitates controlling
LIMITATIONS OF PLANNING 1. Rigidity 2. Misdirect planning 3. Time consuming 4. Probability in planning 5. False sense of security 6. Expensive
DECISION MAKING
DECISION MAKING INTRODUCTION Every organization needs to make decisions at one point or other as part of managerial process. Decisions are made in the best interest of the organization. For that matter, decisions made by the organization are to lighten the way forward.
DEFINITION: According to the Oxford Advanced Learners Dictionary the term decision making means - the process of deciding about something important, especially in a group of people or in an organization.
SIX STEPS IN DECISION MAKING In a management setting, decision cannot be taken abruptly. It should follow the steps such as 1. Defining the problem 2. Gathering information and collecting data 3. Developing and weighing the options 4. Choosing best possible option 5. Plan and execute 6. Take follow up action
Problems in Decision Making 1. Correctness of Decision 2. Timing of Decision 3. Effective Communication of Decisions 4. Participation in Decision Making 5. Decision Environment 6. Implementation Decision
DELEGATION
DELEGATION Delegation of authority is a process in which the authority and powers are divided and shared amongst the subordinates. When the work of a manager gets beyond his capacity, there should be some system of sharing the work. This is how delegation of authority becomes an important tool in organization function.
DEFINITION : According to Haimann Delegation of authority merely means granting authority to subordinate to operate within prescribed limits
PRINCIPLES OF DELEGATION Principle of result excepted Principle of Parity of Authority and Responsibility Principle of absolute responsibility Principle of Authority level
CENTRALISATION AND DECENTRALISATION
CENTRALISATION Centralization is said to be a process where the concentration of decision making is in a few hands. All the important decision and actions at the lower level, all subjects and actions at the lower level are subject to the approval of top management. According to Allen, Centralization is the systematic and consistent reservation of authority at central points in the organization.
Decentralization Decentralization is a systematic delegation of authority at all levels of management and in all of the organization. In a decentralization concern, authority in retained by the top management for taking major decisions and framing policies concerning the whole concern. Rest of the authority may be delegated to the middle level and lower level of management.
MERITS OF DECENTRALISATION 1. Reduces Burden of Top Executives 2. Quick Decision 3. Motivation to Subordinates 4. Growth 5. Management Development 6. Diversion of Risk 7. Effective Supervision and Control
DEMERITS OF DECENTRALISATION 1. Cadre of Coordination 2. Difficult to Control 3. High cost of operation 4. Non Availability Talented Managers 5. External Constraints.
CONTROLLING
INTRODUCTION- Control is a fundamental managerial function of a manager which is concerned with securing good individual performance at a desirable level. Control conforms to the planning as both have the same features of unity, continuity, flexibility and pervasiveness.
CHARACTERISTICS OF CONTROL Control is a continuous process. Control is a management process. Control is embedded in each level of organizational hierarchy. Control is forward looking. Control is closely linked with planning. Control is a tool for achieving organizational activities.
AREAS OF CONTROL 1. Physical resources 2. Human resources 3. Information resources 4. Financial resources
BASIC METHODS IN THE CONTROL PROCESS 1. SETTING SANDARDS 2. EVALUATING PERFORMANCE 3. TAKING CORRECTIVE ACTIONS
ADVANTAGES OF CONTROL Insurance value of control. Basis for future actions Acts as indicators for managerial weakness Facility of co-ordination
LIMITATIONS OF CONTROL Lack of satisfactory standards Imperfection in measurements Limitations of corrective actions Human reaction to control
REFRENCES http://www.managementstudyguide.com/ what-is-decision-making.htm http://www.managementstudyguide.com/ importance_of_delegation.htm Shabnam Masih. Essentials of Nursing Management. 2nd edition. Lotus Publishers 157-160

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management Basics.pdf

  • 1. MANAGEMENT PREPARED BY- Ms. ANSHU M.SC. NURSING 2ND YEAR KGMU Institute of Nursing
  • 2. LEARNING OBJECTIVES At the end of discussion group will able to:- Introduce planning. Define planning Discuss characteristics and importance of planning Explain steps of planning process. Enlist principles of planning. Describe advantages and limitations of planning Define decision making Illustrate steps of decision making. Define delegation. Explain principles of delegations Define centralization and decentralization Introduce controlling Discuss characteristics of controlling. Enlist areas of controlling Describe methods of controlling. Explain advantages and disadvantages of controlling.
  • 4. INTRODUCTION Planning is very important in modern hectic life. There is hardly any field of life which does not require planning. All other functions of management :-organizing, staffing, directing and controlling depends upon planning.
  • 5. DEFINITION According to Cresto S.C:- Planning is the systematic development of action programs aimed at reaching business objectives by the process of analyzing, evaluating and selecting among the opportunities which are foreseen.
  • 6. According to Haiman:- Planning is deciding in advance what is to be done. When a manager plans, he project a course of action for the future, attempting to achieve a consistent coordinate structure of operation aimed at the desired results.
  • 7. According to l.f.ur wick:- Planning is fundamentally a mental predisposition to do things is an orderly way, to think before and to act in the light of the fact rather than of guesses.
  • 9. IMPORTANCE OF PLANNING 1. Primacy of planning 2. To offset uncertainty and changes 3. To focus attention on objectives 4. To help in coordination 5. To help in control 6. To increase organizational effectiveness
  • 10. PRINCIPLES OF PLANNING a. Principles of contribution to objectives b. Principles of Pervasiveness d. Principles of continuity and Flexibility f. planning is hierarchial in nature. g. planning should always be documented.
  • 11. STEPS IN PLANNING PROCESS Determination of the objectives Collection and forecasting of information Development of planning premises Discovering alternatives courses of action Formulation of derivative plans Communicating the plan Follow up measures
  • 12. ADVANTAGES OF PLANNING 1. Planning facilitates management by objectives 2. Planning minimizes uncertainties 3. Planning facilitates coordination 4. Planning improves employees morale 5. Planning helps in achieving economies 6. Planning facilitates controlling
  • 13. LIMITATIONS OF PLANNING 1. Rigidity 2. Misdirect planning 3. Time consuming 4. Probability in planning 5. False sense of security 6. Expensive
  • 15. DECISION MAKING INTRODUCTION Every organization needs to make decisions at one point or other as part of managerial process. Decisions are made in the best interest of the organization. For that matter, decisions made by the organization are to lighten the way forward.
  • 16. DEFINITION: According to the Oxford Advanced Learners Dictionary the term decision making means - the process of deciding about something important, especially in a group of people or in an organization.
  • 17. SIX STEPS IN DECISION MAKING In a management setting, decision cannot be taken abruptly. It should follow the steps such as 1. Defining the problem 2. Gathering information and collecting data 3. Developing and weighing the options 4. Choosing best possible option 5. Plan and execute 6. Take follow up action
  • 18. Problems in Decision Making 1. Correctness of Decision 2. Timing of Decision 3. Effective Communication of Decisions 4. Participation in Decision Making 5. Decision Environment 6. Implementation Decision
  • 20. DELEGATION Delegation of authority is a process in which the authority and powers are divided and shared amongst the subordinates. When the work of a manager gets beyond his capacity, there should be some system of sharing the work. This is how delegation of authority becomes an important tool in organization function.
  • 21. DEFINITION : According to Haimann Delegation of authority merely means granting authority to subordinate to operate within prescribed limits
  • 22. PRINCIPLES OF DELEGATION Principle of result excepted Principle of Parity of Authority and Responsibility Principle of absolute responsibility Principle of Authority level
  • 24. CENTRALISATION Centralization is said to be a process where the concentration of decision making is in a few hands. All the important decision and actions at the lower level, all subjects and actions at the lower level are subject to the approval of top management. According to Allen, Centralization is the systematic and consistent reservation of authority at central points in the organization.
  • 25. Decentralization Decentralization is a systematic delegation of authority at all levels of management and in all of the organization. In a decentralization concern, authority in retained by the top management for taking major decisions and framing policies concerning the whole concern. Rest of the authority may be delegated to the middle level and lower level of management.
  • 26. MERITS OF DECENTRALISATION 1. Reduces Burden of Top Executives 2. Quick Decision 3. Motivation to Subordinates 4. Growth 5. Management Development 6. Diversion of Risk 7. Effective Supervision and Control
  • 27. DEMERITS OF DECENTRALISATION 1. Cadre of Coordination 2. Difficult to Control 3. High cost of operation 4. Non Availability Talented Managers 5. External Constraints.
  • 29. INTRODUCTION- Control is a fundamental managerial function of a manager which is concerned with securing good individual performance at a desirable level. Control conforms to the planning as both have the same features of unity, continuity, flexibility and pervasiveness.
  • 30. CHARACTERISTICS OF CONTROL Control is a continuous process. Control is a management process. Control is embedded in each level of organizational hierarchy. Control is forward looking. Control is closely linked with planning. Control is a tool for achieving organizational activities.
  • 31. AREAS OF CONTROL 1. Physical resources 2. Human resources 3. Information resources 4. Financial resources
  • 32. BASIC METHODS IN THE CONTROL PROCESS 1. SETTING SANDARDS 2. EVALUATING PERFORMANCE 3. TAKING CORRECTIVE ACTIONS
  • 33. ADVANTAGES OF CONTROL Insurance value of control. Basis for future actions Acts as indicators for managerial weakness Facility of co-ordination
  • 34. LIMITATIONS OF CONTROL Lack of satisfactory standards Imperfection in measurements Limitations of corrective actions Human reaction to control