FUNCTIONS OF

MANAGEMENT AND
MANAGEMENT THEORIES
Presented by:
Aquino, Alelei Grace
Syching, Johnson
Caudilosa, Glenn
Dineros, Paula Ruby
Epan, Everly
Padpao, Duene Arthur
Alacio, Christine
Mudanza, Christopher

I.Planning
- proactive and deliberate process
- The continuous process of assessing,
establishing goals and objectives, and
implementing, and evaluating
- helps reduce the risks of decision
making, problem solving, and
effective planned change.

Principles of Planning
should be based and focused on the
mission and vision, and objectives of the
organization
should be a continuous process to be
more effective
precise in its scope and nature; realistic
and focused on the expected outcome
must also be time bound

Importance of
Planning
Leads to the achievement of goals and
objectives
Gives meaning to work
Provides for effective use of available
resources & facilities
Helps in coping with crises
Is cost-effective
Is based-on the past & future activities
Necessary for effective control

Scope of Plann

Scope of Plann
TOP
MANAGEMENT
(Nursing
Directors, Chief
Nurses,
Directors of
Nursing & their
assistants)

Scope of Plann

MIDDLE
MANAGEMENT

(Nursing
Supervisors)

Scope of Plann

LOWER OR
FIRST LEVEL
MANAGEMENT

(Head Nurses
or Senior
Nurses)

Scope of Plann

4 Types of Planner
Reactive-planning occurs after a problem exists or done
in response to a crisis that leads to hasty decisions and
mistakes.
Inactivist- considers status quo, spends a great deal of
energy preventing change and maintaining conformity.
Preactive- utilizes technology to accelerate change.
Future oriented.
Proactive/ Interactive- considers the past, present,
and future. Attempts to plan the future of their
organization rather than to react to it. Dynamic and

Types of Planning
Strategic/ Long range- Forecasts future success of
an organization by matching and aligning all its
capabilities with its external opportunities.
Tactical/ Short term- The process of setting
smaller, intermediate milestones to achieve within
closer time frames when moving toward an important
overall goal.

Planning Process
1. Goal setting:
- to achieve certain ends or objectives
- establishment of organizational or overall objectives is the first step in
planning
2. Developing the planning premises:
- accurate forecasting of likely future events.
3. Reviewing Limitations:
- restrict the smooth operation of plans and they must be anticipated and
provided for.
4. Deciding the planning period:
- should be long enough to permit the fulfillment of the commitments
involved in a decision.
5. Formulation of policies and strategies:
- management can formulate policies and strategies for the
accomplishment of desired results
6. Preparing operating plans:
- the derivative or supporting plans are prepared. Several medium range
and short-range plans are required to implement policies and strategies.
7. Integration of plans:

Barriers to Planning
NO specified goals and objectives
NOT flexible plan
NO communication, coordination, and
involvement of people.
NOT SMART
Over planning and Under planning
NO final evaluation at the end of the plan

II. Organizing
The grouping of activities for the
purpose of achieving objectives
It shows the part each person will play
in the general social pattern as well as
the responsibilities, relationships, and
standards of performance

Organizing Principles
1.Unity of command- responsible to only one superior

Organizing Principles
2. Scalar principle- authority and responsibility should flow in
clear and unbroken lines from the highest to the lowest
executive.

B
D

F
G
H

Organizing Principles
3. Homogenous Assignment or Departmentation- workers
performing similar assignments are grouped together for a
common cause

Organizing Principles
4. Span of Control- the number of workers that a supervisor
can effectively manage should be limited depending upon the
pace and pattern of the working area.

Organizing Principles
5. Exemption principle- recurring decisions should be
handled in a routine manner by a low-level manager. Unusual
matters or problems should be referred to higher levels.

Organizational Chart
is a diagram that shows the structure of an
organization and the relationships and
relative ranks of its parts and positions or
jobs.

Characteristics of the Organizationa

1.Division of work- each box represents an individual or
sub-unit responsible for a given task of the organizations
workload.

Characteristics of the Organizationa

2. Chain of command- lines indicate who reports to whom
and by what authority.

Characteristics of the Organizationa

3. Type of work to be performed- indicated labels and
descriptions for the boxes

Characteristics of the Organizationa

1.Division of work- each box represents an individual or
sub-unit responsible for a given task of the organizations
workload.

Characteristics of the Organizationa

2. Chain of command- lines indicate who reports to whom
and by what authority.

Characteristics of the Organizationa

3. Type of work to be performed- indicated labels and
descriptions for the boxes
4.Grouping of work segment- shown by the clusters of
work groups
5. The level of management- which indicate individual
and entire management hierarchy, regardless of where an
individual appears on the chart.

Types of Organizational St
Hierarchical or Line organization

Types of Organizational St
Hierarchical or Line organization
Oldest and simplest form
Associated with the principle of chain of
command, bureaucracy, vertical control
and coordination, levels differentiated
by function, authority, and downward
communication
Has authority for direct supervision of
employees

Types of Organizational St
Staff organization

Types of Organizational St
Staff organization
Assists the line in accomplishing the primary
objectives of the unit
Provides advice and counsel
Includes clerical, personnel, budgeting &
finance, staff development, research and
specialized consulting.

Types of Organizational St
Free form / Matrix

Types of Organizational St
Free form / Matrix
Superimposes a horizontal program over the
traditional vertical hierarchy. Personnel from
functional departments are assigned to a specific
program or project and become responsible to 2
bosses- a program manager and the functional
department head.
Actually and interdisciplinary team of core and
extended members
E.g. task force, ad hoc committee

Types of Organizational St
Flat / Horizontal

Types of Organizational St
Flat / Horizontal
Few or no levels of intervention between
management and staff

Staffing
The process of determining and providing the
acceptable number and mix of personnel to
produce a desired level of care to meet patients
demand for care

Staffing
Types of
Staffing
Centralized- done by the nursing director who
develops a master plan for nursing personnel; an
impersonal approach

Staffing
Types of
Staffing
Decentralized- the managers of individual nursing
units have more control over the budget, resources
and process.

Staffing
Types of
Staffing
Mixed and preference scheduling- flexible. Can
be combined with self scheduling.

Staffing
Methods of Staffing Pattern
Conventional- centralized/ decentralized
combination; oldest and most common
Cyclical- staffing pattern repeats itself every 4 -6
weeks or 7-12 weeks, etc.

Staffing

Directing
The issuance of orders, assignments, and instructions
that enable the nursing personnel to understand what
are expected of them

Directing
Elements
a.Delegating
b.Supervision
c.Communication
d.Coordination
e.Motivating

Directing
Elements
a.Delegating Getting the work done through
subordinates
Assigning specific tasks or duties
to workers with commensurate
authority to perform the job

Directing
Elements
b. Supervision To inspect, guide, evaluate,
and improve work
performance of employees

Directing
Elements

c. Communication

The transmission of information,

opinions, and intentions between
and among individuals
It binds the organization together
to ensure common understanding

Directing
Lines of Communication
Downward- from superior to subordinate. This may pass
through various levels. E.g. policies, rules and regulations,
memos, job description, performance appraisal.
Upward- from subordinate to superior. Usually in the form of
feedback and does not flow as easily as downward
communication. E.g. discussions between subordinates and
superiors, grievance procedures, incident reports, statistical
reports.
Horizontal or lateral- flows between peers, personnel, or
departments on the same level. E.g. endorsements, nursing
rounds, referrals between departments.
Outward-deals with information that flows from the caregivers

Directing
Elements

d. Coordination

Synchronization of activities with

the various services and
departments. Enhances
collaborative efforts resulting in
efficient and harmonious work
flow
Prevents overlapping of functions.
Enhances good working

Directing
Elements

Motivation- is a skill in aligning

employee and organizational
e. Motivating interest so that behavior results in
achievement of employee wants
simultaneously with attainment of

Controlling
The process by which managers attempt to
see that actual activities conform to planned
activities
Performance is measured and corrective
action is taken to ensure the accomplishment
of organizational goals

Controlling
Components
Establishing standards, objectives, and methods
for measuring performance
Measuring actual performance
Comparing results of performance with standards
and objectives; and identifying strengths and areas
for correction
Acting to reinforce strengths or success and taking
corrective action as necessary

Controlling
Nature and Purpose
Establishes trust and commitment to the system by
all personnel through the use of an effective
communication system
Clarifies organization and individual objectives
Presents uniform and fair standards with precise
definitions of each standard, goal, and objective
Compares expectancy with performance

Controlling
Control Techniques
Nursing rounds- cover issues like patient care,
nursing practice and unit management
Nursing operating instructions- policies which
become standards for evaluation as well as
controlling techniques
Critical control points and milestones- specific
points in a master evaluation plan at which the
nurse judges whether the objectives are being met,
qualitatively and quantitatively

Controlling
Control Techniques
Program evaluation and review technique
(PERT) - uses a network of activities, each of which
is represented as a step on a chart.
Benchmarking- technique whereby an
organization seeks out the best practice in its
industry so as to improve its performance.

Frederick Taylor and

Scientific Management

Scientific Management
The systematic study of the relationships between
people and tasks for the purpose of redesigning the
work process for higher efficiency
Defined by Frederick Taylor in the late 1800s to
replace informal rule of thumb knowledge
Taylor sought (wanted) to reduce the time a worker
spent on each task by optimizing the way task was
done

Frederick Taylor and

Scientific Management

Taylors contribution to management

Frederick Winslow Taylor (20 March 1856 21
March 1915), widely known as F. W. Taylor, was an
American mechanical engineer who wanted to
improve industrial efficiency.
He is regarded as the father of scientific
management, and was one of the first management
consultant
He is also called as Father of Scientific
Management

Frederick Taylor and

Scientific Management

Four Principles of Scientific Management

1. Replace working by "rule of thumb," or simple
habit and common sense, and instead use the
scientific method to study work and determine the
most efficient way to perform specific tasks.
2. Rather than simply assign workers to just any
job, match workers to their jobs based on capability
and motivation, and train them to work at
maximum efficiency.

Frederick Taylor and

Scientific Management

Four Principles of Scientific Management

3. Monitor worker performance, and provide
instructions and supervision to ensure that they're
using the most efficient ways of working.
4. Allocate the work between managers and
workers so that the managers spend their time
planning and training, allowing the workers to
perform their

Frederick Taylor and

Scientific Management
Key Points
Taylor's principles became widely practiced, and the
resulting cooperation between workers and managers
eventually developed into the teamwork we enjoy today.
While Taylorism in a pure sense isn't practiced much today,
scientific management did provide many significant
contributions to the advancement of management practice.
It introduced systematic selection and training procedures,
it provided a way to study workplace efficiency, and it
encouraged the idea of systematic organizational design.

Administrative
management theory
- attempts to find a rational way to design an
organization as a whole. The theory generally calls for
a formalized administrative structure, a clear division
of labor, and delegation of power and authority to
administrators relevant to their areas of
responsibilities.

Administrative
management theory

Theorists
Henri Fayol (18411925): Fayol was born in
France where he worked
for a coal-mining
business. He developed
14 administrative
principles for
organizational structure
and management.

Administrative
management theory

Theorists
James D. Mooney (1884-1957):
Mooney studied mechanical
engineering and eventually
became a key member of General
Motor's top management team. In
1931, he wrote Onward Industry!
The book is considered by many
scholars to be a significant
contribution to administrative
management theory.

Administrative
management theory

Theorists
Luther H. Gulick (8921993): Gulick is often
considered the 'dean of
public administration.' He
applied administrative
management theory
principles to government.

Administrative
management theory

Key Components of an Organization

Formalized administrative structure. According
to this theory, you should design an organization
using a very formalized structure with clear lines of
authority from the top down. This is a hierarchical
structure.

Administrative
management theory

Key Components of an Organization

Division of labor. A second key structural feature
of an organization designed by administrative
management theory is a clear division of labor
between the organization's departments. Each
department is responsible for a particular aspect of
the organization's activities towards achievement
of organizational goals.

Administrative
management theory

Key Components of an Organization

Delegation of power and authority. Another
key feature of the theory is the delegation of power
and authority to administrators commensurate with
their responsibilities in the organization. If you
don't have the power and authority to engage in
tasks necessary for achieving specific objectives
you are charged with achieving, the organization
can't meet its overall goal.

Administrative
management theory

Summary
Administrative management theory attempts to
design an organization and its management
structure for efficiency and effectiveness. Three
important theorists are Fayol, Mooney, and Gulick.
Core components of administrative management
include utilization of a formalized administrative
structure, a clear division of labor, and delegation
of power and authority to administrators relevant
to their areas of responsibilities.