Administration versus management – This book covers the entire syllabus of “Leadership & Management” prescribed by the BNMC for Diploma in Nursing Science & Midwifery Students.
We tried to accommodate latest information and topics. This book is examination friendly setup according to the teachers’ lectures and examination’s questions. At the end of the book previous university questions are given. We hope in touch with the pook students’ knowledge will be upgraded and flourished. The unique way of presentation may make your reading of the book a pleasurable experience.
Administration versus management
Difference between Administration and Management:
| Features | Administration | Management |
| Meaning | The process of administering an organization by a group of people is known as the Administration | An organized way of managing people and things of a business organization is called the Management. |
| Authority | Top level | Middle and Lower Level |
| Role | Decisive | Executive |
| Area of operation | It has full control over the activities of the organization | It works under administration |
| Applicable to | Government offices, military, clubs, business enterprises, hospitals, religious and educational organizations | Profit making organizations, i.e. business organizations |
| Decides | What should be done? And When is should be done? | Who will do the work? And How will it be done? |
| Work | Formulation of plans, framing policies and setting objectives | Putting plans and policies into actions. |
| Focus on | Making best possible allocation of limited resources | Managing work |
| Key person | Administrator | Manager |
| Represents | Owners, who get a return on the capital invested by them | Employees, who work for remuneration |
Difference between Administration and Management by Oliver Sheldon:
| Administration | Management |
| 1. Administration is thinking function. | Management is a doing function. |
| 2. Administration increases its importance as we go higher up in the organization. | Management function is carrying out policies laid down by the administration, expands at the lower levels. |
| 3. Administration lays down the policies, plans, purposes and programs. | Management is concerned with the executing of these policies and plans and achieving the goals set by the administration. It is simply an executive function. |
Nature/Characteristics of Administration
Administrative process is intellectual, social, dynamic and creative, as well as continuous. The feature or nature of administration is as follows:
1. Administration is universal; because irrespective of nature and objectives of the organization, all basic elements of administration such as planning, organizing, staffing, directing, coordinating, reporting, budgeting, etc. can apply for its effective achievement of goals.
2. It is holistic; the whole process of administration embraces the organization and its function in entirely, i.e. involve total activities of the organizations.
3. It is intangible; since administration is visualized as abstract. It cannot be transferred to anywhere. So, every organization has to develop its own administrative style within the context of functional elements of administration.
4. It is continuous and ongoing process. The cycle of administration goes on continuously.
5. It is goal oriented; administration is always struggling to achieve the laid down goals and objectives of the organization.
6. It is social and human; usually administration, there will be group of people are there to achieve the objective, it needs goal; social and interpersonal contact or relationship to achieve the goal.
7. It is dynamie; administration has the elements of flexibility and adaptability and adjustability rising to the needs and demands of different situations.
8. It is creative or innovative; to have an effective administration, existed administration provides innovation, offers and invites creative ideas to its organizational teams.
Administration consists of a structure or an organization of various institutions essential for its functioning. The process and procedures in a reaction of various constituents are the technique and skill of human relation. It is the management of human affairs concerned with the needs of carrying out specific objectives.
Theories of Administration and Management
A familiarity with the development of management thought can be useful to nursing leaders in creating their own management styles. No single management theory is sufficient in itself to guide the nursing leader’s every action. But through an eclectic approach, drawing from the best and most applicable theories in each situation, nurse administrators can create individual management styles to meet their particular needs.
Theories of management do not remain static. Since the introduction of the earliest principles of scientific management nearly a century ago, management thought has been marked by constant change.
There are several theories of administration and management. Although strictly speaking, the word ‘Theory’ may not be very correct to use at the present stage of administration. Since the term ‘Theory’ is used because of its popularity. Actually the systematic study and analysis of organization started in the later part of 19th century and early 20th centuries. Few prominent figures who attempted to study the organization are as mentioned below.
Situational and Contingency Theories
According to the situation or the employees, leadership styles should vary. Mary Parker Follet (1926) developed the concept called the law of situation explaining that the situation decides the needs of the problems in the firm, which brings forth the leader who leads the situation.
Tannenbaum and Schmidt (1958) reposed on the work of Lewin, White and Lippit, proposing that managers require different mixtures of autocratic and democratic leadership behaviour. The nature of the situation, the skills of the manager and the abilities of group members should be included in the primary determinants of leadership style.
A situational approach to leadership was developed by Hersey and Blanchard (1977). As per the views of Hersey and Blanchard (1977), based on the maturity levels of the workers, leadership is decided. This is because as the maturity becomes more, task orientation becomes very less.
Various combinations of concern or focus that managers had for or on tasks, productivity, people and relationships were demonstrated by Blake and Mouton’s (1964) grid. The leader may rank high or low in each of these areas, resulting in large collections of leadership behaviors.
The contingency approach of Fiedler (1967) strengthened these findings, which suggested that no one leadership style is salient for every situation. The mutual relation between the group’s members and its leaders was mostly influenced by the ability of managers to be good leaders.
Contemporary Theories
Interactional Leadership Theory
The basic premise of this theory is that leadership behaviour is generally determined by the relationship between the leader’s personality and the specific situation.
Ouchi (1981) is the pioneer researcher to introduce the interactional theory on leadership, which was an extension of Douglas McGregor (1960) theory. He added the Z theory along with X and Y theories, which supports the democratic leadership and has the characteristics of staff welfare programmes in the firm like getting agreement and support from all workers to decide on any work environment issues,
selecting the workers who suit the job as per their interest, providing job security, providing life time job, developing trust and loyalty towards the managers and subordinates, which in turn creates holistic concern for the workers.
First of all, Schein (1970) suggested a model of humans as complex beings whose working environment was an open system to which they responded. On the basis of systems theory, Schein’s model provides the following assumptions:
- Only one type of leadership will never work out successfully all the time. But the leader should choose the situation and pan the definite range skillful strategies to lead the firm.
- Objectives can vary according to the situation.
- Workers’ activity and the profitability of the firm are influenced by the type of work, experience of the workers and their will power and motivation to do the job.
- People’s motives are not constant, but they vary over time.
- People are very complex and are capable of change. They have several motives for doing things.
Leadership was considered as a dynamic two-way process by Hollander (1978) He states that leadership effectiveness involves maintaining group effectiveness; the ability to use the problem- solving process; communicating well; demonstrating leader fairness, competence, dependability, creativity and developing group identification.
Organizations and their leaders have four development levels. This was proposed by Nelson and Burns (1984) who states that these levels influence productivity and worker satisfaction.
- High performance teams where maximum productivity and worker satisfaction are apparent
- Proactive (leader and followers become more future oriented)
- Responsive (leader molds subordinates)
- Reactive (focuses on the past)
Leaders develop a work environment that nurtures autonomy and creativity through valuing and empowering followers. This was suggested by Brandt’s (1994) interactive leadership model. This type of leadership gives up the leader greater freedom while at the same time contributing to the loads of leadership. The leader’s obligations steps up because priorities cannot be restricted to the organization’s goals. Moreover, authority grants responsibility and obligation in addition to power.
In their creation of a ‘collaborative practice matrix’, Wolf, Boland and Ankerman H994) also emphasized an interactive leadership model. This highlights the model for the growth and ongoing backup of relationships among professionals working uitedly. Managers must learn to work synergistically with others. The ‘social architecture’ of the work group is emphasized.
Transformational Leadership
Stout-Shaffer and la bee (1992) opine that the substance of transformational leadership is vision the power to establish the guidance nécessary to accomplish it and to see what is needed.
Burns (1978) suggests that both leaders and followers have the power to bring up each other to prominent leve. fortalition. Distinguishing this concept as transformational leadership, Burns unserved that there are two kinds of leaders in management.
The traditional manager concerned with daily operations is known as a transactional leader. On the other hand, the manager who is devoted, has a vision, and is capable to delegate others with this vision is termed as a transformational leader.
Creating unity, wholeness and collective purpose, the objective of the leader and follower becomes concentrated. On the basis of trust that positively impacts both the leader and the follower, transformational leadership is an interactive relationship. The organization and the environment play a decisive role in the support and development of the transformational and transactional leadership skills of its employees.
The relationship must be having mutual advantage. The high-performing transformational leader manifests a strong dedication to the profession and the organization and is willing to undertake obstacles utilizing group learning. Transformational qualities must match with the more traditional transactional qualities of the day-to-day managerial role. Both sets of characteristics are required to be present in the same person in different levels.
Integrating Leadership and Management Skills
Leadership and management skills should be integrated as they are being learned. This union can best occur by
- Using experiential learning exercises,
- Demonstrating the leadership complement in all management functions and
- Using a scientific approach to problem solving.
Leadership versus Management
Difference between Leadership and Management
| Basis For Comparison | Leadership | Management |
| Meaning | Leadership is a skill of leading others by examples. | Management is an art of systematically organizing and coordinating things in an efficient way. |
| Basis | Trust | Control |
| Emphasis on | Inspiring People | Managing activities |
| Power | Influence | Rule |
| Focus on | Encouraging change | Bringing stability |
| Strategy | Proactive | Reactive |
| Formulation of | Principles and guidelines | Policies and Procedures |
| Perspective | Leadership requires good foresightedness.. | Management has a short range perspective. |
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