UNIVERSITY OF BELIZE
FACULTY OF NURSING HEALTH SCIENCE & SOCIAL WORK
DEPARTMENT OF NURSING
FOURTH YEAR BACCALAUREATE NURSING PROGRAMME
NURS 405- NURSING MANAGEMENT AND LEADERSHIP
COURSE OUTLINE
SEMESTER 2, 2009
INSTRUCTOR: I. BENNETT
MScN, BScN
________________________________________________________________________
OFFICE LOCATION:
IGUANA
OFFICE PHONE:
822-3680 Ext. 327
CONSULTATION TIME:
TUESDAYS 2:30 PM – 4:30 pm
CLASSROOM NO:
SM-U3
E-MAIL ADDRESS:
ibennett@ub.edu.bz
DURATION OF COURSE:
10 weeks
CREDITS:
6.0
COURSE TITLE:
NURSING MANAGEMENT AND LEADERSHIP
COURSE CODE:
NURS 405
Credit Hours:
6 hours
“A great leader's courage to fulfill his
vision comes from passion, not position.”
John Maxwell
1
Catalog Description:
NURS 405 is an introduction to the theory and practice of nursing management and
leadership roles in health care organizations. Emphasis in the course centers on
understanding the critical responsibilities of nurse managers and the development of
leadership skills. Interrelated classroom and supervised laboratory experiences is
designed to integrate knowledge about the activities, roles, and responsibilities of nurse
managers and enables students to practice conceptual, technical, and interpersonal
management and leadership skills in a variety of health care settings.
Lecture hours: 3 hours x 15 weeks = 45 hours
Laboratory hours: 3 weeks
Course Objectives:
1. To present the theoretical foundation of leadership and management in nursing.
2. To develop within the student the ability to utilize leadership skills and managerial
principles for effective nurse management in a variety of settings.
3. To develop students critical thinking skills in verbal and written analysis of
management theory and its relationship to current organizational situations.
SECTIONS II: COURSE CONTENT & SCOPE
(Specific Objectives and Modules)
1. Describe the Belize health system.
2. Compare and contrast the differences and similarities between leadership
and management theory and practice.
3. Describe the functions of management.
4. Identify nursing leadership and managerial roles in health care delivery.
5. Develop communication skills for the purpose of delegating, supervision,
motivation, and conflict management.
6. Discuss the skills required for nurse managers to create a quality work
environment, for leading change and managing conflict.
7. Discuss the nature of organization.
8. Relate the management of fiscal, material, data, and human resources to
effective organizational development, maintenance, and growth.
9. Demonstrate critical reasoning skills in planning effective organizational
change.
10. Utilize the nursing process to facilitate organizational adaptation in the
current and emerging health care system.
2
Unit 1 The Belize health system
1.1 An overview.
Unit 2 Leadership and Management: Theory and Practice
2.1Definition of terms
2.2Differences between leadership and management
2.3Historical development of leadership and management theory
2.3.1
Fedrick Taylor: Time and motion study
2.3.2
Henri Fayol: Division of work
2.3.3
Max Weber: Bureaucratic structures
2.3.4
Elton Mayo: Peer influence and work norms
2.3.5
Douglas McGregor: Supportive work environment
2.3.6
Rensis Likert: Communication
2.3.7
Edward Deming: Quality management
2.3.8
Abraham Maslow: Hierarchy of needs
2.3.9
Great Man Theory
2.3.10
Charismatic Theory
2.3.11
Trait Theory
2.3.12
Path-Goal Theory
2.3.13
Situational Theory
2.3.14
Contingency Theory
2.3.15
Situational Leadership
2.3.16
Transformational Leadership
2.3.17
Transactional Leadership
2.4
Tasks of leading and managing
2.5
Diversity in leadership, diversity in organization
Unit 3 Functions of management
3.1 Planning
3.2 Organizing
3.3 Directing
3.4 Coordinating
3.5 Controlling
Unit 4 Leadership and Managerial roles and care delivery strategies
4.1 Levels of management
4.2 Patient care delivery systems
4.2.1 total patient care/case management
4.2.2 functional nursing
4.2.3 primary nursing
4.2.4 team/modular nursing
4.2.5 differentiated nursing practice
4.3 Patient classification systems, staffing and scheduling
4.3.1 goals
4.3.2 benefits
4.3.3 types
4.3.4 critical indicators
4.4 Selecting optimum mode of organizing patient care
3
4.4 Comparison of delivery systems
4.5 Unit managers’ responsibilities in meeting staffing needs
4.6 Staffing and scheduling options
4.7 Relationship between staff mix, assignment method, and staffing
4.8 Fiscal and ethical accountability for staffing
4.6 Integrating leadership roles and management functions in the delivery
of patient care and staffing
Unit 5 Delegation and Time Management
5.1.1 Definition: delegation
5.1.2 Appropriate authority
5.1.3 Framework for delegation
5.1.4 Common delegation errors
5.1.5 Decision making and delegation
5.1.6 Process of delegation
5.1.7 Practicalities of delegation
5.2 Time management
5.2.1 Barriers of time management
5.2.2 Time management concept
5.2.3 Time management strategies
5.2.4 Balancing management and leadership responsibilities
Unit 6 Organizational and interpersonal communication
6.1 Communication process
6.2 Variables affecting organizational communication
6.3 Channels of communication
6.4 Modes of communication
6.5 Interpersonal communication
6.5.1 Non-verbal communication
6.5.2 Assertive communication
6.6 Group communication
6.7 Confidentiality
6.8 Leadership and management roles in organizational and interpersonal
communication
Unit 7 Quality management and risk
7.1 Quality management in healthcare
7.1.1 Benefits of quality management
7.1.2 Planning for quality improvement
7.1.2 Evolution of quality management
7.2 Quality management and quality improvement
7.2.1 Involvement
7.2.2 Goal
7.2.3 Customers
7.2.4 Focus
7.2.5 Decisions
7.3 Quality improvement process
4
7.3.1 Identify customer’s needs
7.3.2 Assemble a team
7.3.3 Collect data
7.3.4 Establish outcomes
7.3.5 Discuss plans
7.3.6 Evaluation
Unit 8 Organizational Structures
8.1 Organizational theory
8.2 Components of organizational structure
8.3 Decision making within the organizational hierarchy
8.4 Limitations of organizational charts
8.6 Nursing department organization
8.7 Organizational effectiveness
8.9 Authority and power in organizations.
8.10 Leadership roles and management functions associated with organizational
structure
Unit 9 Issues in human resource management: Problem Solving/Decision making,
Managing Conflict, Personal/personnel problems
9.1 Decision making, problem solving and critical thinking
9.1.1 Theoretical approaches to problem solving and decision-making
9.1.2 Critical elements in problem solving and decision-making
9.1.3 Individual variations in decision making
9.1.4 Management decision making
9.1.5 Management decision making technology
9.1.6 Selecting decision making styles
9.2 Conflict Management
9.2.1 History of conflict management
9.2.2 Types of conflict
9.2.3 Conflict process
9.2.4 Modes of conflict resolution
9.2.4.1 Avoiding
9.2.4.2 Accommodation/smoothing
9.2.4.3 Competing/coercing
9.2.4.4 Negotiating/compromising
9.2.4. 5 Collaborating
9.3 Managing personal/personnel problems
9.3.1 Absenteeism
9.3.2 Uncooperative or unproductive employees
9.3.3 Clinical incompetence problems
9.3.4 Documentation
9.4 Constructive vs. destructive discipline
9.5 Discipline as a progressive process
9.6 Disciplinary strategies for the nurse manager
9.7 The disciplinary conference
9.8 Progressive discipline
9.9 Termination
5
9.10 Integrating leadership roles and management functions in human resource
Management
Unit 10 Issues in financial planning
10.1 Budgets
10.1.1 Steps in the budgeting process
10.1.2 Types of budget
10.1.3 Budgeting methods
10.1.4 Healthcare reimbursement
10.1.5 Driving and restraining forces in the healthcare economic environment
10.1.5.1 Implications for nursing practice
10.1.5.2
Profit necessity
10.2 Integrating leadership roles and management functions in fiscal planning
Unit 11 Evaluation: Performance Appraisal
11.1 Role concepts and the job descriptions
11.2 Performance appraisals
11.2.1 Tools
11.2.2 Methods
Unit 12 Change
12.1 The development of change theory
12.2 Planned change using linear approaches
12.2.1 Lewin model
12.2.1.1 Driving and restraining forces
12.2.1.2 Change strategies
12.2.2 Lippit, Watson & Wesley Model
12.2.3 Havelock Model
12.2.4 Rogers Model
12.3 Nonlinear change
11.3.1 Chaos theory
11.3.2 learning organizational theory
11.3.3 Resilience
12.4 Responses to change: resistance
12.5 Strategies to implement change: collaboration
12.6 Leadership and management roles in change.
Texts & References:
Required Text (s):
Huber, Diane (2000) Leadership and Nursing Care Management. 2nd ed.,
Philadelphia: Saunders.
Marquis, B. & Huston, C. (2003). Leadership roles and management functions in
nursing, theory and application. 4th ed., Philadelphia: Lippincott.
6
Rowland, H. & Rowland, B. (1997) Nursing administration handbook. 4th ed.,
Maryland: An Aspen Publication
References:
Cole, G. A. (1995). Management theory and practice. London
Gilles, D. A. (1994). Nursing management: a systems approach. Philadelphia: W.
B. Saunders
Reference Articles:
Current articles and writings from the following journals: Nursing Management, Nursing
Administration, Journal of Nursing Administration, Nursing Economics, and Nursing
Standards where available.
METHODS OF INSTRUCTION:
1. Project
2. Role Play
3. Discussion
4. Guest speaker
5. Lecture/Discussion
6. Supervised Clinical
7. Case Study Analysis
8. Chalk board utilization
9. Student Presentations
10. Theory Applications Activities
11. Assigned and Self-selected readings
Consultation with the lecturer is mandatory when developing major projects.
Late Submissions
Late assignments submitted within one day past the due date, without prior written
request from the student and prior approval from the lecturer will be penalized by one
letter grade.
Make –up test policy
If a student misses a test he/she must submit a letter on a personal letterhead (along with
supporting documentation eg medical certificate) stating why he/she had to be absent
7
from the test no later than the next class meeting. The same applies to requests for
make-up tests submitted prior to the scheduled test date. If a student misses a test and
says nothing, or decides to bring the matter to the attention of the lecturer toward the end
of the semester, the student will automatically receive a ‘0’ for that test.
Note: Please be aware that submission of the letter documentation does not
automatically guarantee that you will be granted permission to sit a make-up test.
(A medical certificate is an exception.)
Academic Dishonesty
There is zero-tolerance for any form of academic dishonesty. Academic dishonesty
includes “borrowing” academic work from past students, present students, and the
Internet, plagiarism, sharing individual assignments, and copying other people’s work.
Be familiar with university regulations governing academic dishonesty. At the very least,
anyone/any group found guilty of any academic crime will receive a grade of zero.
Quoting Sources and Documentation
In the world of academia, it is mandatory for anyone who uses material that is not his/her
own to quote his or her sources. This will allow the student to avoid plagiarism,
whether it is intentional or not. Students must ensure that the source of any idea/material
that is not their own is properly acknowledged in the reference/bibliography section of
their work. Proper referencing will be accounted for in grading assignments.
Attendance
As per UB’s policy on attendance. Attendance will be taken at each session. A sign-up
sheet with the names of everyone officially registered for the course will be circulated at
the beginning of each session. You are only to sign up in the space provided next to your
name. NO ONE IS ALLOWED TO SIGN FOR ANYONE ELSE. IF YOU DO SO, IT
WILL BE DEEMED DISHONEST AND DEALT WITH ACCORDINGLY. It is
difficult to do well in this course if you do not attend class on a regular basis.
UB’s POLICIES
The following policies apply to all students. Please read and follow carefully.
Dress Code for Presentations/Guest Lectures/Supervised Practicum
Students are expected to dress professionally for presentations, guest lectures, and for
clinical practicum. Professional dress for males includes, but not limited to, slacks, shoes,
or dress appropriate for the presentation. Professional dress for females includes, but not
limited to, slacks/skirts, sleeved top, shoes, or dress appropriate for presentation.
8
Tardiness
Tardiness is a distraction to your classmates and to your lecturer. If you must be late,
please enter the room as quietly as possible and take a seat near the door. You may pick
up any papers that were handed out or returned at the end of the session.
Electronic Devices
All electronic devices should be turned off during class sessions. The exceptions are cell
phones or pagers in “silent or vibration mode”. When receiving phone calls, students are
asked to do so outside and away from the classroom. No recording of lectures should be
done without the prior written permission of the lecturer.
Classroom Conduct
Students are asked not to eat nor smoke in classrooms. Students should refrain from
talking/reading or doing other things unrelated to class during class sessions.
Late Assignment and Make-up Policy
Assignments are expected on due dates in SM -U3 or at specified places according to
specified criteria. Acceptance of late assignments is at the discretion of the lecturer;
however it will be subject to penalties as follows:
Day one - 5 points
Day two - 10 points
Day three - 15 points
If unable to complete assignments by the due date, the student must request in writing
permission to resubmit and negotiated a completion date with the lecturer. The lecturer
may deduct points as follows:
Day one - 5 points
Day two - 10 points
Day three - 15 points.
Make up quizzes will be given only at the discretion of the lecturer. Consideration of a
request and approval to sit a make up will be subject to the submission of a letter of
request stating why you had to be absent along with an official, typewritten document on
your personal letterhead regarding medical emergency, death in the family, or job-related
requirement.
Note: Please be aware that submission of documentation does not automatically
guarantee that you will be granted permission to sit a make up item.
UB GRADING SCALE: Will apply as stated in The University Catalogue and Student
Hand Book
UB ATTENDANCE POLICY: Applies (see University catalogue or student hand book)
9
Class and clinical lab attendance is expected. Interaction with lecturer and fellow
students/colleagues is necessary to meet the course requirements. This course will
incorporate the experiences you have had as nursing students and in some cases as
PN/RN. In order to accomplish the goals of the class, classes will start on time. If
information presented in the class. It is also the student’s responsibility to arrange
makeup clinical lab experience. Makeup clinical experiences must be arranged with
faculty and dates must be mutually agreeable.
REQUIRED SUPPLIES & ACTIVITIES
1.
2.
3.
4.
5.
Log book
Computer skills
Recommended textbooks
Stationery for group presentations
Uniforms for clinical experiences
SECTION III: Designated Syllabus Writer:
Submitted by: _Isabel Bennett
Section IV: Approvals:
Department Chair/Dean
___________________
___________________
Date: January 12, 2009
Date
Academic Vice-President
Date
_________
_________
____________________
____________________
______
______
Curriculum Committee Approval /Date: _________________________________
Semester/Academic Year first implemented: _____________________________
10
COURSE TOPICS, TIME, AND DATES
WK
1
2
3
4
5
6
7
8
9
10
SES
1
HRS DAY/DATE
3
Mon. Jan.19,
TIME
11-1:30 pm
TOPIC
Introduction to Course Outline
Overview of the Belize Health System/ Historical
Development of Leadership and Management Theories
Overview of Nursing Administration
Professional Nursing Practice
Chp 1 & 3
2
3
Tues. Jan. 20
11-1:30 pm
3
3
Wed. Jan. 21
11-1:30 pm
Leadership and Management Theories
Chp 4,5
4
3
Mon. Jan. 26
11-1:30 pm
Functions & Level of Management
Chp 4,5
5
3
Tues. Jan. 27
11-1:30 pm
Communication, Persuasion & Negotiation
Chp11
6
7
8
9
10
11
3
3
3
3
3
3
Wed. Jan. 28
Mon. Feb. 2
Tues. Feb. 3
Wed. Feb. 4
Mon. Feb. 9
Tues. Feb. 10
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
Critical Thinking & Decision Making
Motivation in Nursing Management
Career Development & Marketing
TEST I
Managing Time and Stress
Change Management
Chp 8
Chp 15
12
3
Wed. Feb. 11
11-1:30 pm
Legal& Ethical Issues in Nursing Management Chp 7
13
14
15
16
17
18
3
3
3
3
3
3
Mon. Feb. 16
Tues. Feb. 17
Wed. Feb. 18
Mon. Feb. 23
Tues. Feb. 24
Wed. Feb. 25
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
Cultural Diversity
Chp 6
Power and Conflict in Management
Chp 10
Delegation and Team Building
Chp 12 & 13
Financial Management & Budgeting
Chp 21 & 14
Productivity and Costing Out Nursing
Chp 23
Outcome/Quality Improvement ManagementChp 22/33
19
20
3
3
Mon. Mar.2
Tues. Mar. 3
11-1:30 pm
11-1:30 pm
TEST 11
Staff Selection and Development
Chp 16
21
22
3
3
Wed. Mar. 4
Mon. Mar. 9
11-1:30 pm
11-1:30 pm
Performance Appraisal
Collective Bargaining
Chp 17
Chp 18
23
24
25
26
27
28
29
3
3
3
3
3
4
4
Tues. Mar.10
Wed. Mar. 11
Mon. Mar. 16
Tues. Mar. 17
Wed. Mar. 18
Mon. Mar. 23
Tues. Mar. 24
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
11-1:30 pm
Baron Bliss Holiday
Organizational Climate and Culture
Chp 24
Mission Statements, Policies and Procedures Chp 25
Organizational Structure
Chp 26
Staffing& Scheduling/StrategicManagement Chp31/34
Decentralization & Models of Care
Chp 26 & 27
Health Policy and the Nurse
Chp 36
Wed. Mar. 25
11-1:30 pm
Test III /KHMH Emersion Meeting
30
Chp19& 20
Chp 9
Chp 37 & 35
This schedule is tentative and is subject to changes. Notice will be given in advance.
11