WEEK 2. MANAGEMENT
Nursing Leadership and Management
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Nursing leadership and management refer to
the roles of nursing professionals who direct
nursing staff, oversee the organizational
structure of medical processes and lead
nursing teams in providing patient care.
Principle of Management
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Henry Fayol, also known as the ‘father of
modern management theory’ gave a new
perception of the concept of management.
He introduced a general theory that can be
applied to all levels of management and every
department.
The Fayol theory is practiced by the
managers to organize and regulate the
internal activities of an organization. He
concentrated on accomplishing managerial
efficiency.
1. Division of Work
• improves the productivity, efficiency,
accuracy, and speed of the workers.
• This principle is appropriate for both the
managerial as well as a technical work level.
2. Authority and Responsibility
• These are the two key aspects of
management.
• Authority facilitates the management to work
efficiently.
• Responsibility makes them responsible for
the work done under their guidance or
leadership.
3. Discipline
• Employees good behavior also helps them
smoothly build and progress in their
professional careers.
4. Unity of Command
• This means an employee should have only
one boss and follow his command.
• If an employee has to follow more than one
boss, there begins a conflict of interest and
can create confusion.
5. Unity of Direction
• This means all the person working in a
company should have one goal and motive
which will make the work easier and achieve
the set goal easily.
6. Subordination of Individual Interest
• This indicates a company should work
unitedly towards the interest of a company
rather than personal interest.
• Be subordinate to the purposes of an
organization (follow first before we
complain). This refers to the whole chain of
command in a company.
7. Remuneration
• This plays an important role in motivating the
workers of can be monetary or non-monetary
(Ex. Grades) .
• However, it should be according to an
individual’s efforts they have made.
8. Centralization
• the concentration of control of an activity or
organization under a single authority.
9. Scalar Chain
• in this principle highlights that the hierarchy
steps should be from the top to the lowest.
• This is necessary so that every employee
knows their immediate senior also they
should be able to contact any, if needed.
10. Order
• A company should maintain a well-defined
work order to have a favorable work culture.
• The positive atmosphere in the workplace
will boost more positive productivity.
11. Equity
• All employees should be treated equally and
respectfully.
• It’s the responsibility of a manager that no
employees face discrimination.
12. Stability (Whether it is contractual or not,
regular or not)
• An employee delivers the best if they feel
secure in their job.
• It is the duty of the management to offer job
security to their employees.
13. Initiative
• The management should support and
encourage the employees to take initiatives in
an organization.
• It will help them to increase their interest and
make then worth.
• Workplace initiative is the ability to
independently assess issues and initiate
solutions. Workplace initiative includes a
mix of skills that can help you both come up
with new approaches to workplace problems
and communicate them to other employees
and management.
14. Esprit de Corps (team building)
• It is the responsibility of the management to
motivate their employees and be supportive
of each other regularly.
• Developing trust and mutual understanding
will lead to a positive outcome and work
environment.
Early Management Theories
Scientific Management
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Frederick Winslow Taylor Frederick
Winslow Taylor was an engineer for
Bethlehem Steel in 1889, when he decided to
analyze the issue of soldiering, which is when
workers are deliberately working under
capacity.
The process that Taylor laid out was a
template for other organizations:
o Each task should be studied
scientifically to determine the best
way to perform it.
o Workers should be carefully selected
and trained to perform the tasks.
o Managers and workers should
cooperate to ensure efficient
production.
o Managers should plan, and workers
should
be
responsible
for
implementing those plans.
Administrative Management Theory
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The Administrative Theory of Management
was first generalized by Henri Fayol (18411925) with his work and publications,
Fayol's 14 Principles of Management (1888)
and Administration
Industrielle
et
Generale (1916).
Fayol is considered the father of
Administrative Management Theory, often
called Process Theory or Structural Theory.
As a member of the classical theory
movement, Fayol's work was unique from
that of Taylor, who focused on worker
efficiency.
Henri Fayol, in his classic 1916
book, Administration
Industrielle
et
Generale, Fayol laid out an informative
categorization of managerial functions.
These functions include:
o Planning
o Organizing
o Commanding
o Coordinating
o Controlling
Bureaucratic
Management
Approach
(government is using this management)
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Max Weber developed a bureaucratic
approach to management.
He believed bureaucracy was the most
efficient way to set up an organization,
administration and organizations.
Max Weber believed that Bureaucracy was a
better than traditional structures.
In a bureaucratic organization, everyone is
treated equal and the division of labor is
clearly described for each employee.
In his approach, Weber proposed:
o Hierarchal management structure.
(from top to low personnel)
o Division of labor.
o Formal selection process for new
employees.
o Career orientation.
o Formal rules and regulations.
o Impersonality.
Behavioral Management Theory (the primary
concern is the people)
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Behavioral management theory is often
called human relations movement because
it addresses the human dimension of work.
Behavioral theories believed that a better
understanding of human behavior at work
such as motivation, conflict, expectations and
group dynamics improved productivity.
Key Contributors:
o Mary Parker Follet (late 1800s/early
1900s)
▪ “Authority should go with
knowledge” – employee job
self determination
o Elton Mayo (early 1900s)
▪ Management
involvement
with workers more important
than physical work conditions
o Douglas McGregor (mid 1900s)
▪ Theory X and Theory Y
Theory X (autocratic, leader centered) –is
a behavioral
style
for
workplace
management; it's defined by a strict rule of
law. Setting defined theories for our
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managing styles helps us to establish
workplace standards.
Theory Y (democratic) –is a participative
approach
to
enhance
employee
motivation where the manager has an
optimistic view of their team members.
Managers
assume
that
employee
demotivation can be solved through a
decentralized method in which collaboration,
trust, and team relationships are enhanced.
Modern Management Theory
Modern Management Theory
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The modern management theory believes
that employees work for numerous reasons,
including to achieve satisfaction, happiness
and desired lifestyles.
With this theory, managers understand
employees' behaviors and needs and can
implement strategies to meet those needs and
support their skill development over time.
Quantitative Approach
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Quantitative methods emphasize objective
measurements
and
the
statistical,
mathematical, or numerical analysis of data
collected through polls, questionnaires, and
surveys, or by manipulating pre-existing
statistical
data
using
computational
techniques.
System Approach (a problem of one group is the
problem of the whole)
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Systems approach is based on the
generalization that everything is interrelated and interdependent. A system is
composed of related and dependent element
which when in interaction, forms a unitary
whole.
A system is simply a combination of things
or parts forming a complex whole.
Contingency Approach (May plan B palagi dapat)
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is a management theory that suggests the
most appropriate style of management is
dependent on the context of the situation and
that adopting a single, rigid style is inefficient
in the long term.
Management Process
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It is a process that brings scarce human and
material resources together and motivates
people to achieve common organizational
goals.
It is not a one-time act but an ongoing
progression of complementary activities.
Roles that Managers Fulfill in An Organization
There are ten management roles which was
published by Mintzberg on management in 1990:
1. Figurehead
2. Leader
3. Liaison
4. Monitor
5. Disseminator
6. Spokesperson
7. Entrepreneur
8. Disturbance Handler
9. Resource Allocator
10. Negotiator
The 10 roles are then divided up into three
categories
Category
Interpersonal
Informational
Decisional
Roles
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Interpersonal Management Roles
1. Figurehead – As a manager, you have social,
ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People
look up to you as a person with authority, and
as a figurehead.
2. Leader – This is where you provide
leadership for your team, your department or
perhaps your entire organization; and it's
where you manage the performance and
responsibilities of everyone in the group.
3. Liaison – Managers must communicate with
internal and external contacts. You need to be
able to network effectively on behalf of your
organization.
Informational Management Roles
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The managerial roles in this category
involve processing information.
1. Monitor – In this role, you regularly seek out
information related to your organization and
industry, looking for relevant changes in the
environment. You also monitor your team, in
terms of both their productivity, and their
well-being.
2. Disseminator – This is where you
communicate potentially useful information
to your colleagues and your team.
3. Spokesperson – Managers represent and
speak for their organization. In this role,
you're
responsible
for
transmitting
information about your organization and its
goals to the people outside it.
Decisional Management Roles
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The managerial roles in this category
involve using information.
1. Entrepreneur – As a manager, you create
and control change within the organization.
This means solving problems, generating
new ideas, and implementing them.
2. Disturbance
Handler –
When
an
organization or team hits an unexpected
roadblock, it's the manager who must take
charge. You also need to help mediate
disputes within it.
3. Resource Allocator – You'll also need to
determine where organizational resources are
best applied. This involves allocating
funding, as well as assigning staff and other
organizational resources.
4. Negotiator – You may be needed to take part
in, and direct, important negotiations within
your team, department, or organization.
Strategic Planning Process
Mission
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Definition
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Strategic planning is a process in which an
organization's leaders define their vision for
the future and identify their organization's
goals and objectives.
The process includes establishing the
sequence in which those goals should be
realized so that the organization can reach its
stated vision.
A nurse mission statement is a declaration of
the values and goals of your nursing career.
It's what drives your career, tells people what
you're all about and what you aim to bring to
the table.
Philosophy
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A philosophy of nursing is a statement that
outlines a nurse's values, ethics, and beliefs,
as well as their motivation for being part of
the profession.
It covers a nurse's perspective regarding their
education, practice, and patient care ethics.
Objectives
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A nurse manager aims at efficient
administration of the health care unit as well
as
effective
supervision
over
her
subordinates.
She is expected to carry out clinical
responsibilities as well as other duties such as
competent handling, correct evaluation of
staff performance and proper management of
staff.
Core Values
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Vision
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Providing quality and compassionate nursing
care.
Creating positive work environments that
foster and support professional growth and
development.
Partnering with other disciplines and
patients/families in the provision of
healthcare.
Establishing the standards for nursing
practice.
Core values of nursing include altruism,
autonomy, human dignity, integrity, honesty,
and social justice.
The core ethical values are generally shared
within the global community, and they reflect
the human and spiritual approach to the
nursing profession.
Research &
Education
Council
Practor
Council
Quality
Council
Executive
Council
Informatics
Council
Management
Council
Nursing
Shared
Governance
Congress
Standards of Nursing Practice
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The Standards of Professional Nursing
Practice are authoritative statements of the
duties that all registered nurses, regardless of
role, population or specialty are expected to
perform competently (ANA, 2010, p. 2).
As defined by the American Nurses'
Association (ANA), standards of nursing
practice consist of three components:
Professional standards of care define
diagnostic, intervention, and evaluation
competencies.
Professional performance standards identify
role functions in direct care, consultation, and
quality assurance.
Standard 1. Assessment
o The registered nurse collects
comprehensive data pertinent to the
healthcare consumer’s health or the
situation.
Standard 2. Diagnosis
o The registered nurse analyzes the
assessment data to determine the
diagnoses or issues.
Standard 3. Outcome Identification
o The registered nurse identifies
expected outcomes for a plan
individualized to the healthcare
consumer or the situation.
Standard 4. Planning
o The registered nurse develops a plan
of care that prescribes strategies and
interventions to attain expected
outcomes.
Standard 5. Implementation
o The
nurse
implements
the
interventions identified in the plan.
Standard 5A. Coordination of Care
o Standard 5B. Health Teaching and
Health Promotion
o Standard
5C.
Consultation
(Graduate Prepared Specialty or
Advanced Practice Nurse)
o Standard 5D. Prescriptive Authority
and Treatment (Advanced Practice
Nurse)
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Standard 6. Evaluation
o The registered nurse evaluates
progress toward attainment of
outcomes.
Standard 7. Ethics
o The registered nurse practices
ethically.
Standard 8. Education
o The
registered
nurse
attains
knowledge and competence that
reflects current nursing practice.
Standard 9. Evidence-Based Practice and
Research
o The registered nurse integrates
evidence and research findings into
practice.
Standard 10. Quality of Practice
o The registered nurse contributes to
quality nursing practice.
Standard 11. Communication
o The registered nurse communicates
effectively in a variety of formats in
all areas of practice.
Standard 12. Leadership
o The registered nurse demonstrates
leadership in the professional practice
setting and the profession.
Standard 13. Collaboration
o The registered nurse collaborates with
the healthcare consumer, family and
others in the conduct of nursing
practice.
Standard 14. Professional Practice
Evaluation
o The registered nurse evaluates her or
his own nursing practice in relation to
professional practice standards and
guidelines, relevant statutes, rules and
regulations.
Standard 15. Resource Utilization
o The registered nurse utilizes
appropriate resources to plan and
provide nursing services that are safe,
effective, and financially responsible.
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Standard 16. Environmental Health
o The registered nurse practices in an
environmentally safe and healthy
manner.
2012 NATIONAL NURSING CORE
COMPETENCY STANDARDS (2012 NNCCS)
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The various competencies and performance
indicators are spelled out to serve as guide in
the development of our plan of care.
I.
Beginning Nurse’s Role on Client Care
Responsibility
Competencies
1. Practices in accordance
with legal principles and
the code of ethics in
making personal and
professional judgment.
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2. Utilizes the nursing
process
in
the
interdisciplinary care of
clients that empowers the
clients and promotes safe
quality care.
3. Maintains
complete,
accurate and up to date
recording and reporting
system.
4. Establishes collaborative
relationship
with
colleagues and other
members of the team to
enhance nursing and
other
health
care
services.
5. Promotes professional
and personal growth and
development.
Total
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3
2
4
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II.
Beginning
Nurse’s
Role
Management and Leadership
on
Responsibility
Competencies
1. Demonstrates
management
and
leadership skills
to
provide safe and quality
care
2. Demonstrates
accountability for safe
nursing practice.
3. Demonstrates
management
and
leadership skills
to
deliver health programs
and services effectively
to specific client groups
in
the
community
settings.
4. Manages
a
community/villagebased
health
facility/component of a
health program or a
nursing service.
5. Demonstrates ability to
lead
and
supervise
nursing support staff.
6. Utilizes
appropriate
mechanism
for
networking,
linkage
building and referrals.
Total
4
3
2
9
8
4
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III.
Beginning Nurse’s Role on Research
Responsibility
1. Engages in nursing
or health related
research with or
under the
supervision of an
experienced
researcher.
2. Evaluates research
study/report
utilizing guidelines
in the conduct of a
written research
critique.
3. Applies the research
process in
improving client
care in partnership
with a quality
improvement/quality
assurance/nursing
audit team.
Total
Competencies
4
4
4
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Quiz # 1: Week 2 Management
1. Coordination of resources, such as time,
people, and supplies, to achieve outcomes;
involves problem-solving and decisionmaking process.
- Management
2. It is a process that brings scarce human and
material resources together and motivates
people to achieve common organizational
goals.
- Management process
3. It is a process in which an organization’s
leaders define their vision for the future and
identify their organization’s goals and
objectives.
- Strategic planning process
4. Who is the father of modern management
theory that gave a new perception of the
concept of management?
- Henry Fayol
5. Which principles of management are being
described, when the work was divided among
individuals and groups to ensure that effort
and attention are focused on special portions
of the task?
- Division of work
6. It is the practice of training people to obey
rules or a code of behavior, using punishment
to correct disobedience.
- Discipline
7. It refers to the roles of nursing professionals
who direct nursing staff, oversee the
organizational structure of medical processes
and lead nursing teams in providing patient
care.
- Nursing Leadership and Management
8. The act of guiding or influencing people to
achieve desired outcomes; occurs any time a
person attempts to influence the beliefs,
opinions or behaviors of an individual group.
- Leadership
9. It is being defined as the right to give orders
and the power to exact obedience.
- Authority
10. It is the opportunity or ability to act
independently and make decisions without
authorization.
- Responsibility
11. It states that an employee receives orders
from one manager or supervisor only.
- Unity of command
12. It is another management principle laid down
by Henry Fayol, stating that there must exist
only one superior and one plan for a range of
activities seeking the attainment of the same
objective.
- Unit of Direction
13. It is the total compensation received by an
employee. It includes not only base salary by
any bonuses, commission payments,
overtime pay, or other financial benefits that
an employee receives from an employer.
- Remuneration
14. It is the process by which activities of an
organization, particularly those regarding
planning decision-making, framing strategy
and policies become concentrated within
particular geographical location group.
- Centralization
15. Any information should follow a pre-defined
path, which is from the supervisor to the one
in lowest position, to avoid any uncertainty.
Lower-level managers should always keep
upper-level managers informed of their work
activities. This principle of:
- Scalar chain
16. Fayol advocated that people and resources
must be in suitable places at appropriate time
for maximum efficiency i.e., there should be
a place for everything and everyone in an
organization and that thing or person should
be found in the allotted place. This will lead
to increased productivity and efficiency.
Which principle of management is being
described here:
- Scalar Chain
17. It is being defined as the right to give orders
and the power to exact obedience.
- Authority
18. All employees should be treated as similarly
as possible. This is according to the principle
of:
- Equity
19. According to this principle, employees
should not be moved from their positions
frequently. Fayol was of the view that
employees should be selected and appointed
after due and rigorous procedure.
- Stability of tenure of personnel
20. Under this principle, the successful
management provides an opportunity to its
employees to suggest their new ideas,
experiences and more convenient methods of
work.
- Initiative
21. To achieve this, the motto of divide and rule
should
be
avoided.
And
verbal
communication should be used for removing
misunderstandings.
- Espirit de corps
22. This theory attempts to increase the
productivity of workers through the scientific
study and analysis of their movements and
actions, which is intended to increase
efficiency.
- Scientific Management Theory
23. The theory that focuses on management of
organization in the most efficient way for the
benefit of the total organization.
- Administrative Theory
24. This theory of management believes there
should be a well-laid management
framework and stress forming a clear
hierarchy. This management theory requires
promoting or hiring employees according to
their skills and how well they have
performed.
- Bureaucratic Management Theory
25. This management theory believed that a
better understanding of human behavior at
work such as motivation, conflict,
expectations and group dynamic improved
productivity.
- Behavioral Management Theory