Nursing Leadershipand Management.ppt TRUE

8/12/2019 Nursing Leadershipand Management.ppt TRUE

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Nursing

Leadership andManagement


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MANAGEMENT

Definition / DescriptionManagementa process of

coordinating actions and allocating

resources to achieve organizational goals

Nursing management- is performing leadership

functions of governance and decision-making

within organizations employing nurses. It

includes processes common to all management

like planning, organizing, staffing, directing andcontrolling.


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LET HIM THATWOULD MOVE

THE WORLD,

FIRST MOVE

HIMSELF.

- Socrates


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Universal Principles of Management

1. Authoritythe right to give orders and

the power to exact obedience

2. Specialization of laborspecialization

encourages continuous improvement

in skills and the development and

improvements in methods

3. DisciplineNo slacking, bending ofrules. The workers should be obedient

and respectful of the organization

4. Unity of CommandEach employee

has one and only one boss to giveinstructions or assignments


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5. Unity of Directiona single mind generatesa single plan and all play their part in that plan

but only one person is in charge of the groupsactivities

6. Subordination of Individual Interestswhen at

work , only work things shall be pursued or

thought about

7. RemunerationEmployees receive fairtreatment or compensation for services, not

what the company can get away with

8. Centralization of AuthorityConsolidation of

management functions, decisions are made

from the top, producing uniformity of actions,reduces errors in performance of tasks

9. Chain of Commandformal chain of command

running from top to bottom of the organization


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10. Decentralization of authorityfocuses on

importance of human elements, those at lower

levels are encouraged to participate in decision-

making11. Material and social orderAll materials and

personnel have prescribed values and places,

embodied in the institutions policies and

regulations, and they must remain there

12. Equity and JusticeFair and just treatment( but not necessarily identical treatment) no

favoritism

13. Personnel tenurelimited turn-over of

personnel. Lifetime employment for good

workers, granting security of tenure andpermanent status after satisfactory performance

14. Initiativethinking out a plan and do what it

takes to make it happen


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15. Scalar chain- interconnectedness of

people within the organization from top

to bottom16. Hierarchyline of authority

17. Motivation of personnelas rational

beings, personnel must be allowed towork their minds in problem-solving and

decision-making

18. Esprit de Corpsharmony, cohesion

among personnel, principle of unity ofcommand must be observed


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The classical management theory

focuses on finding the one best way to

perform and manage task.

The behavioral management theory

recognizes employees as individuals

with concrete human needs, as parts of

work groups, and members of a largersociety.

The quantitative management theory

uses quantitative tools to help plan and

control nearly everything in anorganization.


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The systems management theory holds

that an organization comprises various

parts that must perform tasksnecessary for the survival and proper

functioning of the system as a whole.

The contingency management theory is

based on the premise that managerspreferred actions or approaches depend

on the variables of the situations they

face.

The quality management theory statesthat the essence of the quality of any

output is its ability to meet the needs of

the person or group.


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Management Process


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Leadership Defined

Leadership combines:

intrinsic personality traits, learned leadership skills,

characteristics of thesituation.

Leader -

guides people and groupsto accomplish common

goals, influences the beliefs,

opinions, or behaviors of aperson, group, or groups

of people.


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Nurse leader

is able to inspire others on the

health care team to makepatient education an importantaspect of all care activities.

Leadership qualities: unique personality

characteristics,

exceptional clinical expertise,

relationships with others in theorganization.


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Management Defined

Management -

coordinates people, time, andsupplies to achieve desired

outcomes,

involves problem-solving anddecision-making processes.

Managers responsibility:

maintain control of the day-to-day operations,

achieve established goals and

objectives.


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Manager

plans

organizeswhat is to be

done

who is to doit

how it is to be done


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Nurse manager

will have:

an appointed management posi t ionw i th in the organizat ion w i th

responsib i l it ies to perform

adm inist rat ive task s:

planning staffingrequirements,

performing employee

performance appraisals, controlling use of supplies and

time,

meeting budget andproductivity goals.


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Leadership

and Management

are intertwinedconcepts,

are different,

difficult to discussone without the other.


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A good manager also should be

a good leader

Leadership,managementskills:

-complementary;- can be learnedand developed:

through

experience,

improving skillsin one area willenhance abilities

in the other.


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Power and Authority

Nurse manager has authority - formal right to direct

others granted by theorganization,

power - ability to motivatepeople to get things done with orwithout the formal right granted

by the organization, ability to influence others to

accomplish goals.


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Formal and

Informal Leadership

Formal leadershippractices by:

nurse manager,

supervisor,

charge nurse,

coordinator and gives theauthority to act by the

organization.


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Informal Leadership

is exercised by the person who

has no official or appointed

authority to act,

is able to persuade,

is able to influence others in the

work group,

strategies the nurse manager can

use to work with informal

leaders.


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Leadership and

Management Theory

Leadership Trait Theory

Interactional LeadershipTheories

Transformational

LeadershipManagement Theory

Organizational Theory


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Transformational leaders Identify and clearly communicate

vision and direction. Empower the work group to

accomplish goals and achieve the

vision. Impart meaning and challenge to

work.

Are admired and emulated. Provide mentoring to individual

staff members based on need.

Transactional leaders


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Transactional leaders

Focus on day-to-day operationsand are comfortable with the

status quo (the existing state ofaffairs).

Reward staff for desired work("I'll do x in exchange for you

doing y").

Monitor work performance andcorrect as needed; or

Wait until problems occur andthen deal with the problem.

M Th


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Management Theory

Behavioral theories explain

aspects of management andleadership based on behaviors of

managers/leaders and followers.

Organizational Theory provides a framework for

understanding complex

organizations,

helps to understand the

management process.


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Management

FunctionsPlanning

OrganizingStaffing

DirectingControlling

Planning includes defining goals and


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Planning includes defining goals andobjectives, developing policies andprocedures; determining resource

allocation; and developingevaluation methods.

Organizing includes identifying themanagement structure to accomplishwork, determining communicationprocesses, and coordinating people,time and work.

Staffing includes those activitiesrequired to have qualified peopleaccomplish work such as recruiting,hiring, training, scheduling and

ongoing staff development.


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Roles of the Nurse

Manager

Customer ServiceProvider

Team Builder

Resource Manager

Decision Maker andProblem Solver

Change Agent

C t S i P id


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Customer Service Provider

Providing service or care to

customers (patient or clients). Nurse must keep customer

service first and foremost as the

motivator of all plans and

activities.

Without customers, theorganization will go out of

business.


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Team Builder

A team is agroup of

peopleorganized toaccomplish

thenecessarywork of anorganization.

T h b


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Teams have become

important in the changing

health care environment.

Teams bring together arange of people with

different knowledge, skills,and experiences to meet

customer.


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Three Types of Budgets


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Three Types of Budgets1. Personnel

Allocates funds for salaries, overtime,benefits, staff development and training,

and employee turnover costs

2. Operating budget

Allocates funds for daily expenses such asutilities, repairs, maintenance, andpatient care supplies

3. Capital budget

Allocates funds for construction projects

and/or long-life equipment such ascardiac monitors, defibrillators, and

computer hardware; capital budget itemsare generally more expensive than

operating supplies.

Decision Maker and


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Decision Maker and

Problem Solver

components of effectiveleadership and management

in clinical patient care.

Problem solving is focusedon solving an immediate

problem and

decision maker includes

a decision-making step.


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Nursing process =

problem-solving

process includes : assessment,

analysis and diagnosis, planning,

implementation,

evaluation;

has proven to be effective to

manage the complex decisions.

ASSESSMENT


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ASSESSMENT

Gather information about the

situation

Identify the problem; separate the

symptoms

Identify people and groups

involved

Identify cultural and environmental

factors

Encourage input from involved

parties


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ANALYSIS AND

DIAGNOSIS Analyze results of

information gathered

Identify, clarify, and

prioritize the actual problem

(s)

Determine if intervention is

appropriate

PLANNING


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PLANNING

Identify as many solutions as

possible

Elicit participation from people or

groups affected

Review options and considersafety, efficiency, costs, quality,

and legal issues

Consider positive and negative

outcomes

Remain open-minded and flexible

when considering options


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EVALUATION

Identify evaluation criteria in the

planning

Identify who is responsible for

evaluation, what will be

measured, and when it will takeplace

Maintain open communication

with all involved Was the decision successful?

What might have made it better?

The nurse change agent


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The nurse - change agent

is responsible for guidingpeople

through the change process

and needs

to develop an understanding

about the nature of change

and effective change

strategies.


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1. Change should be

implemented only for good

reason. 2. Change should always be

planned and implemented

gradually. 3. Change should never be

unexpected or abrupt.

4. All people who may beaffected by the change should

be involved in planning for

the change.


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Caring for the staff members can


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Caring for the staff members can

be demonstrated through

(McNeese-Smith, 1997):

Offering sincere positive

recognition for both individuals

and teams.

Praising and giving thanks for a

job well done.

Spending time with staff

members to reinforce positive

work behaviors.


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Meeting the staff member'spersonal needs wheneverpossible, such asaccommodating schedulingneeds for family events andbeing flexible in times of

illness. Providing guidance and

support for professional andpersonal growth.

Maintaining a positive,confident attitude and apleasant work environment.


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Conceptual skillsthe

ability to understand

the complexities of theoverall organization

and where one's own

area of management fits

into the overall

organization.

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Nursing Leadershipand Management.ppt TRUE