Académique Documents
Professionnel Documents
Culture Documents
What is Management
Management uses delegated authority within a formal organization to organize, direct and control subordinates so nursing services are coordinated. It refers to middle and lower levels of hierarchy and is often the implementing body. Is a process of getting things done through people. It supervises people and uses resources in doing the tasks. Is responsible for initiating steps by which organizational goals and objectives are accomplished.
What is Management
Management necessarily exerts influence over its subordinates. Influence therefore implies a host of managerial actions such as motivation, power and leadership. Exercises leadership to be both efficient and effective as it aims to be successful in attaining its goals and objectives.
Management
the act of planning, organizing, directing (leading), controlling (evaluating). is a process by which a cooperative group directs actions towards common goals is a process of coordinating and allocating resources to achieve organizational goal
Manager
a person that creates and maintains an internal environment in an enterprise in which individual work together as a group
Managing
accomplishing the goals of the group through effective and efficient use of resources
Nursing Management
is the process of working through staff members to be able to provide comprehensive care to the patient This includes planning, organizing, directing and controlling.
Managerial Leadership
Is a process of directing and influencing a task related activity of group members. It involves people and unequal distribution of power among leaders and group of people. It involvesinfluencing subordinates in a variety of ways.
TOP LEVEL manages the organization as a whole. Executive officers MIDDLE LEVEL plan and coordinate activities of the organization. Administrative officers, Chief Nurses FIRST LEVEL Supervises the operative employee. Line Managers and Head Nurses
LEVELS OF MANAGEMENT
A nurse manager must accomplish the work of the organization Work emerges from roles and functions of the job Each organization develops differing levels of management and titles for management staff Most healthcare organizations use leadership titles: nurse executives, nurse managers, and charge nurses (see Figure 2-3) 1. First-Level Manager or Unit Manager: responsible for day-today activities or tasks of a specific work group; manager directs professional and ancillary staff members 2. Middle-Level Manager: responsible for supervising first-level managers and acting as a liaison between first-level manager and upper-level manager 3. Upper-Level Manager or Executive: responsible for developing strategic goals and direction for the organization
The administration is what clearly designates and delegates one's authority, responsibility and accountability (ARA) in the organization.
1. It comprises the structure and process of a group working together to achieve an identified goal.
2. It is also a body of persons, method, policies and procedures arranged in a systematic manner through delegation of functions and responsibilities for the accomplishment of a purpose.
3. As a process, it establishes formal authority, sets up the structure through identification of groupings, roles and relationships. 4. The organization established has the task of determining staff needed and distributing them in various areas as needed. It formulates the job description of each.
Both vision and mission must be clear, engaging, and attainable. It must touch deeper values and hopes to motivate the entire health personnel belonging to the organization.
MANAGEMENT ROLES
Interpersonal role- figurehead, leaders, liaison Decisional roles entrepreneur, disturbance handler, resource allocator, negotiator
Leadership
Motto Challenge Focus Time Frame Methods Do the right things Change Purpose Future Strategies
Management
Do things right Continuity Structures & procedures Present Schedules
Questions
Outcomes
Why?
Journeys
Evaluate Human
Potential
A. A nurse manager must: 1. Be results or outcome oriented 2. Use problem solving, critical thinking, and team building when confronting clinical, economic, and personnel issues on daily basis 3. Be responsible for interpreting, enforcing, and supervising the unit/organization's policy, procedures, and regulations
1. Use the least amount of power you can to be effective in your interactions with others. 2. Use power appropriate to the situation. 3. Learn when not to use power. 4. Focus on the problem, not the person. 5. Make polite requests, never arrogant demands. 6. Use coercion only when other methods don't work. 7. Keep informed to retain your credibility when using your expert power. 8. Understand you may owe a return favor when you use your connection power.
Source: E. J. Sullivan. (2004). Becoming influential: A guide for nurses {p. 35). Upper Saddle River, NJ:Prentice Hall. Reprinted by permission.
G. Competencies of the nurse manager 1. Critical thinking: a composite of knowledge, attitudes, and skills; ability to assess situation by asking open-ended questions about facts and assumptions that underlie it and use personal judgment and problem-solving ability in deciding how to deal with it
MANAGEMENT THEORY
Purposes of Theory
1. Provide a stable focus of understanding what we experience 2. Enable us to communicate freely
an American, developed the Theory of Scientific Management in order to address the growing need to improve industrial production.
Used stopwatch studies & applied the principles of: observation measurement scientific comparison to determine the most efficient way to accomplish a task
1. Selection of the best man for a particular task based on the results of the scientific study; 2. Training of the chosen workers for their designated tasks and the appropriate adjustment of their pay; and 3. Filling of the managerial positions with the more highly skilled workers, in particular, a foreman being appointed to each specific work unit.
a Frenchman, called the father of' Systematic Management devised the traditional operational school of management. guiding behavior in each management situation with appropriate principles made management more effective. management principles with the aim of setting up a structure that would both promote order and raise worker's morale, thereby improving efficiency and accountability in the system.
Division of Labor the more people specialize, the more efficient they can perform
Authority management needs to be able to give orders so that they can get things done.
FAYOLS
PRINCIPLES OF MANAGEMENT
Organizational Theory
German, known as the father of the Theory of Social and Economic Organization, propounded similar principles of management, although what he advocated was a complex form of bureaucracy based on hierarchy of authority, division of work based on specialization of function.
Conceptualized a structure of authority that would facilitate the accomplishment of the organizational objectives
The responsibilities and rights of the workers in Weber's system were governed by very specific rules rather than individuals. Organization of workers were based on their individual competencies.
Social Process
an American conceived of management as a social process focused on the motivation of individuals and groups alike towards achieving a common goal.
The idea was based on collaboration and cooperation, rather than the exercise of the manager's power and authority, and particular attention was devoted to what motivated the worker. Under the theory, the manager did not give orders to the rank-and-file employee, but rather worked together with him to study a given situation and take the best action based on the specific needs present in such situation.
Hawthorne effect
a momentary change of behavior or performance in response to a change in a worker's environment, the response usually being an improvement. identify any type of brief spike in productivity, and the theory is that, at least momentarily, people are more productive when they feel appreciated or when watched.
Productivity was affected by both the physical and social environment, including:
1. The ability or opportunity to participate in decision making with the administration, and 2. The recognition from administration
Management by Objectives
Peter Drucker (19092005) is the father of modern corporate management, which is a consensual process where both management and rank-and-file meet in order to understand and agree on the organization's objectives.
He named optimizing and satisfying as two distinct approaches to decision-making. Optimizing meant the search for the best alternative possible, an approach used by Simon's "economic man." Satisfying meant using the first workable solution and was applied by Simon's "administrative man."
Managerial Roles
Henry Mintzberg (1975), names three basic roles of the typical manager, namely interpersonal, informational and decision-making roles.
Roles of Managers
INTERPERSONAL ROLE a figurehead, a leader and a liaison inside and outside the organization.
INFORMATIONAL ROLE involved monitoring the organization, sharing information observed and finally serving as a spokesperson.
Monitors Information Disseminates Information Spokesperson or Representative
MOTIVATIONAL THEORIES
father of humanistic psychology theorized that man's various needs form a hierarchy starting with their more basic needs.
Initiated the Human Behavioral School in 1943 He outlined a hierarchical structure for human needs classified into five categories: 1. Physiological 2. Safety 3. Belonging 4. Esteem
Once needs are met, newer and more mature ones must emerge
In a nursing management setting the relevance of such a theory is that the nurses should first look to a patient's basic needs, e.g., food, clothing, water, shelter, and sleep, before she can take care of his other needs. This makes for more efficient and effective operation in the organization.
A practical application of this theory would be to give nurses flexible working hours, which by freeing them from the constraints of more fixed working hours, may give them leeway to manage their time, and increase their productivity.
Frederick Irving Herzberg (April 18, 1923 January 19, 2000) born in Massachusetts was an American psychologist who became one of the most influential names in business management. He is most famous for introducing job enrichment and the Motivator-Hygiene theory.
Theory X and Y
Developed the human relations school of management He developed two theories dubbed Theory X and Theory Y, which worked on two different sets of assumptions.
Theory X proposes that man is: 1. Lazy 2. unmotivated, 3. irresponsible, 4. unintelligent, and 5. not interested to work.
Under Theory Y, man is: 1. responsible, 2. creative, 3. self-possessed, 4. self-directed, and 5. a problem-solver.
Theory Y emphasis is on the goal of the individual People do not inherently dislike work Work can be a source of satisfaction Workers have self direction, selfcontrol, responds to rewards for the accomplishment of goals
William Ouchi
Theory Z
Published Theory Z: How American Business Can Meet the Japanese Challenge in 1981 This humanistic nature focuses on finding better ways to motivate people in order to increase worker satisfaction and therefore productivity.
Ouchi expounded on the 7 basic criteria that characterized the Japanese' "Seven S":
Hard S
1. superordinate goals, or those which hold the organization together; 2. strategy or method of doing things; 3. structure - concern with the physical plant and facilities; and 4. systems - coherence of all parts of the organization for a common goal.
Soft S 5. staff- concern for the right people to do the job; 6. skills - developing and training people; and 7. style - the manner of handling peers, subordinates and superiors.
Theory Z has the following important elements. 1. Collective decision making 2. Long term employment 3. Slower but more predictable promotions 4. Indirect supervision 5. Holistic concern for employees
Behavioral Science
emphasizes the use of scientific procedures to study the psychological, sociological, and anthropological aspects of human behavior in organization
Gave a more extensive discussion of the Art of Japanese Management: Application for American Executives in 1981.
Explain that organization in the US tend to savor strategy, structure, and systems, whereas the Japanese organization focus on staff, skills, style, and superordinate goals
Theory of Management is based on his work at the University of Michigans Institute for Social Research
1. Causal
Includes:
Leadership behavior Organizational structure Policies Controls
2. Intervening
These are:
Perceptions Attitudes motivations
3. End-result
Includes:
Measures of profits Costs Productivity
Managers may act in ways harmful to the organization because they evaluate end results to the exclusion of intervening variables.
Managerial Grid
B (1,9)
E (9,9)
C (5,5)
Behavioral Science Robert Blake (1918) & Jane Mouton (1930) Maintained that there are 2 critical dimensions of leadership 1. Concern for people 2. Concern for production They depicted these on a 9 x 9 or 81 square managerial grid. The vertical axis represents the managers concern for people, & the horizontal axis represents concern for production. The 5 basic styles are to each corner & in the middle
D. Authority-Obedience (9,1)
efficiency in operation but lacks concern for human element
Skills of a Manager
Accdg to Robert Katz Technical skills knowledge and proficiency in activities involving methods, procedures and process. It also involves working w/ tools and specific techniques to achieve the desire result.
Human skills the ability to work w/ people. It is the creation of work environment in w/c people feel secure and free to express their opinion.
Conceptual skills the ability to see the over-all pictures to identify important elements in a situation and to understand the relationship among the elements
Summer emphasized
Knowledge factors Attitude factors Ability factors
Total Quality Management (TQM) is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society. TQM is aimed at embedding awareness of quality in all organizational processes.
The three basic principles of TQM are to: 1. Focus on achieving customer satisfaction; 2. Seek continuous and long-term improvement in all the organization's processes and outputs; and 3. Take steps to ensure the full involvement of the entire work force in
TQM is composed of three paradigms: 1. Total: Involving the entire organization, supply chain, and/or product life cycle 2. Quality: With its usual definitions, with all its complexities 3. Management: The system of managing with steps like Plan, Organize, Control, Lead, Staff, provisioning and the like.
1. Quality Managemen systems is organized best within a flat, democratic organizational structure 2. Nurse leaders and staff are committed to quality improvement as a philosophy and a process 3. Qualty management seeks to improve systems and processes while removing individual blame 4. Customers are respected, valued and define quality 5. Total quality improvement processes focus upon achieving outcomes 6. Care decisions are always based upon data
Next Topic
THANK YOU