Upload
ram-sharan-mehta-phd
View
544
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Citation preview
WEL-COME
1R S Mehta, MSND, CON, BPKIHS
Concept, Role, Skill, Approach, conflict, level, Organization
� Coordinate the individual efforts to
common goal: e.g.: Dharhara,
Singhdarbar, Tajmahal, Great wall of
china etc.
Concepts:
china
� Approach of management:
productivity, process, decision
making, human relation, and
system approach. R S MEHTA, MSND 2
3R S Mehta, MSND, CON, BPKIHS
Nursing Management
� This is defined as the coordination
and integration of nursing resources by
applying the management process applying the management process
to accomplish nursing care and
service goals and objectives
4R S Mehta, MSND, CON, BPKIHS
� What is the Difference
between a MANAGEMENT
AND LEADERSHIP?
5R S Mehta, MSND, CON, BPKIHS
LEADERSHIP
�To Guide, to go before and
show the way
�Leadership is the art of
developing people
6R S Mehta, MSND, CON, BPKIHS
MANAGEMENT
� Is a process by which cooperative
group directs actions towards
common goals.
� It involves techniques by which
distinguished group of people
coordinates the services of people
7R S Mehta, MSND, CON, BPKIHS
8R S Mehta, MSND, CON, BPKIHS
Why do we have to study MANAGEMENT AND
LEADERSHIP?
� nurses must realize that
they have to keep up with
the many changes in the the many changes in the
health care system and its
delivery of services to the
people
� Nurses believe that leaders
are made and not born!!!!9R S Mehta, MSND, CON, BPKIHS
What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
Types of Leaders
� Leader by the position achieved
� Leader by personality, charisma
� Leader by moral example
� Leader by power held
� Intellectual leader
� Leader because of ability to accomplish
things
ROLE OF MANAGERS
�The basic roles performed by
managers as
1. INTERPERSONAL,1. INTERPERSONAL,
2. INFORMATIONAL,
3. DECISIONAL
12R S Mehta, MSND, CON, BPKIHS
1.INTERPERSONAL ROLE
� As a leader who:
�Hires
�Trains�Trains
�Encourages
�Fires
�Remunerates
� Judges
13R S Mehta, MSND, CON, BPKIHS
�As a LIASON officer between
outside contracts such as the
community, suppliers and the
organizationorganization
14R S Mehta, MSND, CON, BPKIHS
2.INFORMATIONAL ROLE�One who monitors information
�Disseminates information from both
external and internal sources
�As a spokesperson or representative �As a spokesperson or representative
of the organization.
�She represents the subordinates to
superiors and the upper management
to the subordinates
15R S Mehta, MSND, CON, BPKIHS
3.DECISIONAL ROLE
�Problem discoverer, a designer to
improve projects that direct and
control change in the organization
�As a Negotiator when conflicts arise
1. PROBLEM SOLVER
2. TROUBLE SHOOTER
3. NEGOTIATOR
16R S Mehta, MSND, CON, BPKIHS
DEVELOPING FUTURE MANAGERS
� Managerial development programs are very
useful means of getting qualified managers.
� The necessary fundamental skills of a
manager are:manager are:
17R S Mehta, MSND, CON, BPKIHS
a. TECHNICAL SKILLS
� Relate to the proficiency in performing an
activity in the correct manner with the right
technique
b. HUMAN RELATIONSHIP SKILLS
� Pertains to dealing with people and how to “Get
Along with them”Along with them”
c. CONCEPTUAL SKILLS
� Deal with the ability to see individual matters as
they relate to the total picture and to develop
creative ways of identifying pertinent factors,
responding to the big problems, and discarding
irrelevant facts18R S Mehta, MSND, CON, BPKIHS
Approach in developing managers
emphasizes:
1.ATTITUDE FACTORS
2. KNOWLEDGE FACTORS
3. ABILITY FACTORS
19R S Mehta, MSND, CON, BPKIHS
a. ATTITUDE FACTORS
� Interest in one’s work
� Confidence in one’s mental competence
� Desire to accept one’s responsibility
20R S Mehta, MSND, CON, BPKIHS
b. KNOWLEDGE FACTORS
> Refers to ideas, concepts or principles
that can be expressed and are accepted
because they have logical proofs
21R S Mehta, MSND, CON, BPKIHS
c. ABILITY FACTORS
22R S Mehta, MSND, CON, BPKIHS
� Include skills, art, judgment and
wisdom
�Nursing Service Administrators are
required to be academically prepared
�Prior to promotion or holding of
managerial positions, nurses who have managerial positions, nurses who have
the potential to become administrators
are asked to participate in managerial
staff development programs
(e.g. Singapore CGH, 2 weeks training)
23R S Mehta, MSND, CON, BPKIHS
LEVELS OF MANAGEMENT
24R S Mehta, MSND, CON, BPKIHS
1. TOP MANAGEMENT
� Overall operations of nursing
services, establishes goals,
objectives, policies and objectives, policies and
strategies
� Chief nurse, Director, Matron
25R S Mehta, MSND, CON, BPKIHS
2. MIDDLE MANAGEMENT
� Coordinator of nursing activities of
several units
� Supervisor, Coordinator
26R S Mehta, MSND, CON, BPKIHS
3. FIRST LEVEL MANAGEMENT
� Responsible for production of
nursing services; act as links
between higher level managers between higher level managers
and non-managers
� Ward Incharge, Head nurse,
Team leader
27R S Mehta, MSND, CON, BPKIHS
LEADERSHIP ROLES
� TOP --------------------------------ADMINISTRATOR
� MIDDLE---------------------------SUPERVISORS
� FIRST LINE-----------------------HEADNURSES/SENIOR
NURSESNURSES
� OPERATIONAL LEVEL----------STAFF NURSES/ ANMs
28R S Mehta, MSND, CON, BPKIHS
Three basic competences
Level ofmanagement
Imanagement
Technical skills Interpersonal skills Conceptual skills
II
III
TYPE OF ORGANIZATIONAL STRUCTURES
1. Bureaucratic� Commonly called line structures or staff
organizations seen in large healthcare facilities
Advantage:
Clearly defines authority and responsibility� Clearly defines authority and responsibility
Disadvantages:
� Transfer workers
� Produces monotony
� Restricts upward communication
30R S Mehta, MSND, CON, BPKIHS
2. Ad hoc� Used on a temporary basis to complete a
particular project (e.g. Kala-azar Project)
� Usually disbanded after a project is completed
Advantage:
Serves as a way for professionals to handle � Serves as a way for professionals to handle
the situations
Disadvantages:
1. Decreases strength in the formal chain of command
2. Decreases employees' loyalty to the parent
organization31R S Mehta, MSND, CON, BPKIHS
3. Matrix� Focuses on both product and function, with
emphasis on the required task and the end-
result of the function (e.g. Car Factory)
Advantages:
1.Centralizes expertise1.Centralizes expertise
2. Less formal rules
3. Fewer levels of hierarchy
Disadvantage:
� Slow decision-making can produce confusion
and frustration32R S Mehta, MSND, CON, BPKIHS
Conflict� Why it is important?
(No two individual has Same Thoughts)
�How to manage it?
R S Mehta, MSND, CON, BPKIHS 33
TYPES OF CONFLICT IN THE
ORGANIZATION
1. Leader and worker2. Among leaders3. Among workers3. Among workers4. Between worker and client 5. Between organization and client6. The third party 7. Between law and process8. Between process and objectives
Conflict resolution:� Avoidance: powerful party, unimportant issues.
� Deforsing: calm down, compromising behaviour.
� Containment: discuss issues, equal power.
� Confrontation: tactic (Clarify Issues)� Confrontation: tactic (Clarify Issues)
� Lose-lose approach: both party lose.
� Win-loss approach: one gain, other loss, bitter and revengeful.
� Win-win approach: focus on goal rather that person
35R S Mehta, MSND, CON, BPKIHS
5 ways to manage conflict
� Avoidance
� Competition (A)
� Accommodation (B)
36
� Accommodation (B)
� Compromise (C)
� Collaboration (D)
R S Mehta, MSND, CON, BPKIHS
Conflict Continuum
I win, you lose (competition—A)
I lose or give in (accommodate—B)
We both get something
(compromise—C)
37
(compromise—C)
We both “win”(collaborate—D)
A B C D
R S Mehta, MSND, CON, BPKIHS
Tips for Managing Workplace
Conflict
� Build good relationships before conflict occurs
� Do not let small problems
38
� Do not let small problems escalate; deal with them as they arise
� Respect differences
R S Mehta, MSND, CON, BPKIHS
� Listen to others’ perspectives on the conflict situation
� Acknowledge about feelings before focussing on facts
� Focus on solving problems, not changing peoplechanging people
� If you can’t resolve the problem, turn to someone who can help
� Remember to adapt your style to the situation and persons involved
R S Mehta, MSND, CON, BPKIHS 39
Role of Leader:� Risk taker
� Influencer
� Change agent
� Good communicator
� Mentor
� Critical thinker
� Good listener
� Forecaster
� Energizer
� Visionary
� Problem solver and
� Role model. 40R S Mehta, MSND, CON, BPKIHS
�Nothing is more dangerous
than an idea when it’s the
only one you have.
– Emile
R S Mehta, MSND, CON, BPKIHS 41
LEADERSHIP IN THE 21ST CENTURY
42
Some global & national trends are:
� Globalization.
� Competition.
� Workforce diversity.
� Explosion of information & technology. � Explosion of information & technology.
� Economic & social upheaval.
So, we are “living on the edge”
World wise changes:
Collapse =if not adopt change
Message: “if survival is the aim, change is the game”.
HENCE: -
• Re-think & re-structure health system.
• Priorities must be defined. • Give best value to available
resources. resources. • Leaders must develop new strength
& skills. • Perceptions of leaders must be
change.
Leadership
� Dynamic leadership
influences the attitudes of
the people being led!
46
� Leaders must be charismatic,
inspirational, respectful, and
stimulating when leading!
Leadership
Leadership is defined as influencing others to work
diligently toward achieving their goals.
1.1. Clearly stating your vision!Clearly stating your vision!
2.2. Explaining your plan for Explaining your plan for
47
2.2. Explaining your plan for Explaining your plan for attaining your vision!attaining your vision!
3.3. Instilling confidence and Instilling confidence and optimism!optimism!
4.4. Expressing confidence in Expressing confidence in those you lead!!!those you lead!!!
CustomerCustomer--FocusedFocused
LifeLife--Long LearningLong Learning LifeLife--Long LearningLong Learning
Organizational Factors:
Process Process
ImprovementImprovementTeamsTeams
Valuing DiversityCommunication
Process-FocusedQuality-Focused
Competency-Focused
Outcome-Focused
LifeLife--Long LearningLong Learning(Individual Skills)(Individual Skills)
LifeLife--Long LearningLong Learning(Organizational(Organizational Skills)Skills)
Leadership is . . .
49
. . . A new way of being.
12 Unique Insights on Leadership, according to Bob Danzig
1. Become a “destiny architect” (best art)
2. Encourage “elasticity of thinking”: big thought
3. Identify, assess, and engage the very best talent
50
3. Identify, assess, and engage the very best talent
4. Become “strategic” rather than “operational”
5. Create a “climate or spirit of celebration”.
6. Be committed every day to putting the pickax
(instrument for mountain climbing) to the mountain,
find new ways to lift yourself and others higher
7. Be the source of “possibility thinking”7. Be the source of “possibility thinking”
8. Let your co-workers know they are
“worthwhile” and full of promise.
51
12 Unique Insights On Leadership9. Find disciplined, organized ways to focus on integrity,
trust, credibility, and the commitment to do the right
thing
10. Know that management is about today -- and
leadership is about tomorrow!
52
leadership is about tomorrow!
11. Know that management is about process --
leadership is about purpose
12. Recognize “success” is not about perfection, it's
about “progress”
Share the Power & Recognition...
. . . Lead by making
others powerful.
53
Control The Negative Self-Talk...
. . . Quiet the voice in the head that says,
54
. . . Quiet the voice in the head that says,
“I can’t do it!”
Speak Possibility . . .
. . . Recognize the
55
. . . Recognize the
downward spiral . .
.
Shining Eyes...
. . . Look for “shining eyes” in others.
56
. . . Look for “shining eyes” in others.
Create A Spirit-Filled,Motivating Environment
� Speak the right things
� Influence their attitudes
57
� Influence their attitudes
� Develop effective
listening skills
Use The High Performance
Development Model:The High Performance Development Model The High Performance Development Model (HPDM) is the framework for developing (HPDM) is the framework for developing highlyhighly--skilled leadersskilled leaders for the 21st Century.for the 21st Century.
58
By focusing on By focusing on eight core competencieseight core competencies, , HPDM provides the foundation for HPDM provides the foundation for leadingleading--byby--example and creating a example and creating a motivating workplace. motivating workplace.
8 HPDM Core Competencies1. Personal Mastery
2. Technical Skills
3. Interpersonal Effectiveness
4. Customer Service
59
4. Customer Service
5. Flexibility/Adaptability
6. Creative Thinking
7. Systems Thinking
8. Organizational Stewardship (own duty)
Overall, Others Must . . .
� . . . Trust you!
� . . . Have faith in you!
60
� . . . Have faith in you!
� . . . Believe in you!
Be a Hero!• Interestingly, the original
meaning of the word hero comes from the Greek root servos and heros, which means ‘to serve which means ‘to serve and protect’
• Self-sacrifice for the higher good and betterment of humanityis at the heart of being a Hero or Leader. Thank you
Thank YouThank You
62R S Mehta, MSND, CON, BPKIHS