Concept of Management

 Introduction
Management is the process of achieving its objectives by utilizing and controlling the
group of appointed candidates in order to complete the management task. Providing good work
environment ensures that the workers perform well, and ultimately, the group performance
removes the hurdles and provides ways for maximizing the skill in attaining the objectives of the
management.

Management involves a set of activities directed at the efficient and effective

utilization of resources- human, financial and physical- through planning, organizing, leading
and controlling functions. It is based on economic resources, goals processes and authority.

 Definition
 Management

Management is defined as the activity of determining the control over the activity of personnel’s
in order to achieve the expected goals of the management.

Stanley Vane

Management is defined as an important task that is concerned with the movement and control of
different activities in order to attain the objectives of the management.

William Spriegel

Management is defined as an activity of the institution that is concerned with solving the
environment issues of the workers which motivates the workers and the institutional goals are
achieved.

R.Kreitner

 Nursing Management

Nursing management is defined as the process of planning, organizing, activating and

controlling the managerial functions of nursing in order to determine and accomplish the
objectives of nursing care.

Nursing management is an intellectual process in which the nurse manager plans,

supervises, and coordinates the work of staffs, reports to higher authorities and responds to the
emergent situation in order to achieve high productivity and quality patient care.

Nursing management is a process of working through nursing personnel to promote

and maintain health, and prevent illness and suffering.

 Needs for Management

 Management improves economic and social standards. It contributes to the healthy economy
of a nation by making effective utilization of its resources and bringing fair returns on
investment.
 Specialized management, i.e. management by experts, keep abreast of fresh challenges by
providing new ideas, imagination and foresight, and developing appropriate business
strategies to make the enterprise more competitive in facing the complexities inherent in
modernization.
 Management makes human efforts more productive. It helps to improve equipment and
plants, products, services as well as human relations.
 Employee’s expert the management to contribute to their well-being and development by
keeping the social and economic requirements of workers in mind.
 Demanding and cost-conscious customers always look to the management for quality
products at reasonable costs.
 The success or failure of a business depends on good management. It produces good business
by creating a dynamic and life giving force in the organization. Planning, organizing,
actuating and controlling call for judgement and courage. Computers and robots are no
answer for a firmly entrenched and indispensable managerial class.
 The government looks at organizations with good management to run its business in a lawful
way and act as partners in achieving its goal of an egalitarian society.

 Principles of Management
 Fayol’s 14 Principles of Management

These principles have been put forth by a management guru, Henri Fayol

1. Unity of command: Uniform instruction should be given to the employees by the superior
so that the workers listen to the superior only to do the job, avoiding confusion and conflict
among the workers.
2. Discipline: Rules and agreements that govern the organization should be respected by the
members in the organization. Good leadership results in discipline at all levels of the
organization. There should be fair agreements.
3. Authority: Managers’ formal authority gives they right to command; hence they must give
orders to get things done. If they do not have personal authority over others, they should not
compel obedience.
4. Division of labour: People can more efficiently perform their work if they specialize more.
This principle is best used by the modern assembly line.
5. Centralization: It is a process of delegating the work and responsibilities to the subordinate
workers. Manager must be clear with their responsibilities before delegating the work. In the
process of decision making, increasing the role of subordinates is known as decentralization
and decreasing their role is known as centralization. Managers should own final
responsibility and need of authorize their subordinates sufficiently to do their jobs in good
order. The point is to determine the best magnitude of centralization needed in each case.
6. Remuneration: There should be fair compensation for work done to both employees and
employers.
7. Unity of direction: operations having the same objective within an organization should be
directed by only one manager and one plan. Foe example, the personnel department in a
company should not have two directors, each with a different hiring policy.
8. Subordination of individual interest to the common good: Employees’ interest should not
be prioritized over the interests of an organization as a whole.
9. Stability of staff: For the efficient functioning of an organization, a high employee turnover
is not beneficial.
10. Hierarchy: Neat boxes and lines of an organization chart symbolize the line of authority in
an organization. The hierarchy runs in order of rank, from the top management to the lowest
level of the enterprise.
11. Order: Befitting people should be placed in the jobs or positions most suited to them.
Moreover, materials and people should be in the right place at the right time.
12. Equity: There should be friendly and fair approach by managers to their subordinates.
13. Esprit de corps: Promotion of team spirit brings the organization a feel of unity.Small
factors even help to develop this spirit. For this to happen, verbal communication should
sometimes take precedence over formal, written communication whenever possible.
14. Initiative: even though some mistakes might result, subordinates should be allowed to plan
and implement their works by taking self-initiatives.

 Characteristics and Nature of Management:

1. Global application: The management function has universal application wherein
management applies the principles, rules and regulations to achieve the management
goals which are similar everywhere. It can be any firm that has its own hierarchy levels but
follows the similar steps in management.
2. Goal oriented: Every organization has certain objectives and it is the task of the
management to attain them.
3. An intangible process: Management is an intangible process wherein the essence of the
management function is to gain more profit. Workers function well with virtuousness,
which ultimately reflects the quality of the expected goals.
4. It is a distinguished activity of the management process that includes the vital functions
such as planning, organizing, directing and controlling. These functions are directed
towards the utilization of human resources to achieve the expected goals.
5. It is a kind of social activity that involves supervising, directing, controlling and
coordinating the activity of the personnel who perform similar and different works.
6. It is a kind of decision process about the functioning of the different aspects of the
management.
7. It is a kind of inter-corporation or integrating process wherein the management activity
is concerned with combining the functions of materials, human and the machines to
function and carry out the activities of the management to accomplish the management
goals.
8. The main task of the management is to provide guidance to systemize the disorganized
human resources, machines, money and the equipment towards useful and effective
organization.
9. An activating factor: Management is the factor that activates other factors of production
and puts them to effective use. This is more so in the case of the human factor. Management
through guidance, training, incentives, rewards and control motivates employees and direct
their efforts to the best advantage of the enterprise in the accomplishment of its objectives.
10. Management applies the scientific and artistic ways of implementing the solution for
the organizational problems, by applying the globally applicable principles, rules and
regulations such that the human efforts are effectively surprised and guided.
11. An-economic resources: There are five factors of production, viz. land, labour, capital,
management and entrepreneurship. The entrepreneur establishes the organization as owner,
and it is the management that transforms these various resources into productive processes.
12. A profession: Management is now recognized as a profession. It has a specialized body of
knowledge, principles, tools and techniques that can be taught and transferred. It also has a
code of professional ethics.
13. Divorced from ownership: Management does not signify ownership. The management, a
specialized group of people giving expert knowledge in different fields, viz. production,
marketing, finance, personnel and the like is hired by owners or the enterprise.
14. Authority: The essence of management is to direct, guide and controls the activities of an
enterprise. Managers are leaders they inspire, motivate and channel the efforts of a team of
workers. Since management is divorced from ownership it has to have authority, i.e. the
sum total of powers and rights entrusted to a separate group of people to make performance
possible. According to the views of the Koontz and O’Donnell, management means
obtaining work from others by forming organized groups. The manager gets the work done
by the workers under him.
15. Pervasiveness of planning: management functions are performed from the top to lower
levels.
16. A continuous process: Management is a complex, dynamic and on-going process that lasts
as long as the organization continues to exist.

 Scope of Management:
Management
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Coordinating
6. Controlling
Functional areas
1. Financial: It includes financial and forecasting, cost control, management accounting, and
techniques of marginal costing, budgeting, statistical methods and management of earnings.
2. Production: It includes production planning and control, and quality control.
3. Materials: It includes procurement of materials, their transport and proper storage, issue of
materials, control on the use of materials, etc.
4. Personnel: It includes recruitment, selection, training and development of employees, etc.
5. Marketing: It includes assessment of the potential demand and market forces, appointment
of agents, distributors, modes of advertising, promotion policies, etc.
6. Research and Development (R &D): Innovations and experimentations are the essential
aspects of this area.
 An Interdisciplinary Approach
For the correct application of management principles, the study of commerce,
economics, sociology, psychology and mathematics is essential.
 Management As A Profession:
 These are as follows:
 There must be an organized and systematized body of knowledge, principles and techniques
that require conscious learning. There is a formal method of acquiring knowledge and
principles of management through professional schools of business management.
 Entrance into the profession is restricted by standards established by an association of that
profession.
 There must be an organization that regulates the behaviour of the members of the profession
ethics standards should guide the activities of the members.
 The spirit of service to society should receive priority over economic considerations.

 Summary
Today we discussed about concept of management in that definitions of
management, needs, principles, characteristics, scope of management, and Management as a
Profession etc.

 Conclusion
Management is the technique of getting things done while others as a process
of planning, organizing, staffing, and controlling. Management is based on economic
resource, goal decided, and distinct process, system of authority, unifying force,
multidisciplinary subject and universal activity.

 Bibliography
1. B T Basavanthappa, “Management of Nursing Services & Education” 1st Edition, 2011,
Jaypee Brothers medical publishers (P) Ltd., New Delhi. P.P- 30- 45.
2. I. Clement,” Management of Nursing Services and Education”, 2nd edition, Elsevier
Publications, New Delhi. P.P- 40-60.

 Website
1. Management Concepts and Applications/Management,[Online];[Cited on 22nd Oct 207]:
Available from: https://en.m.wikibooks.org>wiki>Management
2. Management Definitions, Concept, Objectives and Scope [Online];[Cited on 22nd Oct
2017]; Available from: www.yourartilelibrary.com>management
3. Management Concepts- Workforce Development and Performance, [Online]; [Cited on 22nd
Oct 2017]; Available from: https://managementconcepts.com