c
c
 - human ##-

% .
~viewed as an integrated system in which - Leader develops member production skills - For Ouchi, Theory Z focused on increasing
human and technical resources are mobilized - Organization is a machine for the efficiency of employee loyalty to the company by providing
to produce desired outcomes. the work. a job for life with a strong focus on the well-
c
 ʹ refers to those in some position of - Communication between manager and being of the employee, both on and off the job.
authority. worker According to Ouchi, Theory Z management

c
 ʹ applies in every levels of tends to promote stable employment, high
nursing. 4. c !  productivity, and high employee morale and
"organization of goal-oriented behavior satisfaction.

  -influences our choices and creates functions
-achieve continuity of care >> c
-achieve scientifically-based, holistic, Types - The managerial grid model (1964) is a
individualized care. *Intrinsic behavioral leadership model developed by
-to achieve the opportunity to work *Extrinsic Robert Blake and Jane Mouton. This model
collaboratively  originally identified five different leadership
##c $%  
 styles based on the concern for people and the
   concern for production. The optimal leadership
-effective use of time Need͛s style in this model is based on Theory Y.
Maslow͛s Aldefere͛s
-implementation of decision-making hierarchy
-achievement of social goal Self- >> c/%0"($ 1
-identification of organizational needs. actualization Existence  ʹ plans or causes of action
Esteem 

 ʹ design of organization
c    Love and Relatedness  ʹ procedures, SOP͛s
1. c Belongingness ʹ important personnel groups within the
- Frederick W. Taylor Safety and organization
-"Taylorism" Security ʹ the way key managers behave when
- scientific method, determine the best way to Growth pursuing org. goals; cultural style of
Physiologic
perform each task Need organization ʹ consultative, dictatorial
- develop a science for each work 1 ʹ what they do; distinctive capabilities of
- select and train workers scientifically - Maslow arranges basic human needs in a key personnel
- accomplish objective through cooperation fo hierarchy, in which certain needs are more 
&  +2
, ʹ the
management and labor basic than others. Although all the needs are significant meanings or guiding concepts that
- divide responsibility equitably between present, the individual strives to meet certain are instilled in its members.
managers and workers. of the needs at least to a minimal level before
attending to the others. >> -3 c 
2. 

 Elements:
- According to Weber, the attributes of modern >> c%
 OY Collective decision making
bureaucracy include its impersonality, Achievement, Affiliation and Power OY Long term employment
concentration of the means of administration, a  OY Slower promotion
leveling effect on social and economic ## &%'"(   OY Indirect supervision
differences and implementation of a system of 1. Motivational ʹ Self-esteem, Self- OY Holistic concern
authority that is practically indestructible. actualizationa > Satisfiers
- complex organization 2. Hygiene/Maintenance ʹ Dissatisfiers >> c 3&%c(
 
- ration and legal authority ʹ major mgt 1.Y Interpersonal (both Leader and
premise Satisfiers member) function
͞right to exercise authority is based on position Achievement Physiologic -Y Networking
- Where there is: Recognition Safety and Security -Y Conflict negotiation and resolution
*specific delegation of poer with specific salary Responsibility Social -Y Employee dev͛t
*hierarchy of authority -Y Rewards and punishment
*organization is governed by rules and Dissatisfiers 2.Y Decision function
regulations IPR Work Condition External -Y Employee evaluation
*fitness for office based on technical Status Personality factors -Y Resource allocation (budget)
competence Salary Policy -Y Planning
*power and due respect in the position, not the Security Hygiene factors content -Y Job analysis and redesign
person 3.Y Informational function
>>c % )* -Y Representing
3.
  employee/organization
- In this approach, the manager tries to )+&, *+ , -Y Dissemination (spokesperson,
understand the problems and anxieties of the People who are Winner, loves the monitoring)
staff and to encourage their wider motivations whiner needs to be work, volunteer and
to work. Scientific management approach told in what to do. help >> ( %45c 
sought to control their teams by avoiding Avoid responsibility Enjoy responsibility OY Division of work
human relationships, but here through human Dislike work Likes work OY Authority and Responsibility
relationships. Achievement is Value achievement OY Discipline
- Human relations approach to management irrelevant OY Unity of command ʹ 1 common goal
based on the idea that employees are Dull, uncreative Has potential to achieve
motivated not only by financial reward but also Money is the reason Money is just one of OY Unity of direction 
by a range of social factors (e.g. praise, a sense in working the reason for OY Subordination of individual interest
of belonging, feelings of achievement and pride working to group interest
in one's work). The theory holds that attitudes, Motivate, push, Like, rewards OY Renumeration ʹ
relationships, and leadership styles play a key follow-up advantage/disadvantage of day rate
role in the performance of an organization.
after rate and profit sharing
- social environment
OY Centralization
 OY Scalar Chain6authority top-down 7ʹ allocation of scarce resources on the - the formal consideration of an organization's
OY Order basis of forecasted needs for prepared future course
OY Equity activities over a specified period of time. Y
OY Stability and Tenure - ensure the most effective use of Y
Y Y

YY Y 

Y
OY Initiative financial/non-financial resources YY
YYYY
Y
OY Esprit de Corps - camaraderie -establish a frame or reference for managerial  YY
Y
YYY Y
 decisions. YY
YY

YY Y
c-7-(c
 (
8-
 Y
 Types: YY Y
Y
Y
Y
##7%
 iY Manpower ʹ wages, salaries and YYYYY
YYY
Y
ʹ is a continuous quality improvement model compensation 
YY

YYYYYYY
consisting of a logical sequence of four iY Capital Expenditures ʹ long-range plans Y
YYYYYYYYY
repetitive steps for continuous improvement
Y YY
and learning: Plan, Do, Study (Check) and Act. It
is originated in the 1920͛s with the eminent
statistics expert Mr. Walter A. Shewhart who
introduced Plan, Do and See and is modified by
the Total Quality Management (TQM) Guru
 ethods
##7
1%

- Drucker departed from Scientific
Management's emphasis on efficiency and
structure by advocating that a manager's
primary task is to manage for results by
translating corporate objectives into
departmental, group and individual measures
of performance. Drucker's 'Management by
Objectives' defines and manages routines in a
coherent and consistent manner, and allows
the assessment of managerial performance.
Drucker's framework enables managers to
focus on new ideas and innovation by liberating
them from the day to day activities that
(merger, buy out) Y
iY Operational ʹ purchase of minor equipt. Y
- An advantage of having a statement is that it
oney creates value for those who get exposed to the
an power statement, and those prospects are managers,
aterial employees and sometimes even customers.
Statements create a sense of direction and
achine opportunity. They both are an essential part of
the strategy-making process.
Features of an effective vision statement
include:
Steps in Planning Process UY Clarity and lack of ambiguity
1. Assessment: Where are we now? Mission? UY Vivid and clear picture
Success? UY Description of a bright future
2. Assessment of the Future: Where are we UY Memorable and engaging wording
headed? UY Realistic aspirations
3. Decision about Goals (objectives): Where do UY Alignment with organizational
we want to go values and culture
4. Collecting Data
5. Developing Plan of Action '


 '
overwhelm their ability to manage their UY clarifies beliefs and values
organization's main objectives. *Importance of Planning* UY it gives direction to the organization
iY to avoid mistakes in working without UY improves efficiency


!
 designing what it is you will study or UY imporves communcation and

c
ʹ Pyschological factors in influence investigate coordination of activities
output. iY to prevent spending time in working UY helps ensure goal achievement
$
6person doesn͛t behave without designing first what is to be done
normally if he knows he͛s observed. iY it leads to the achievement of goals and


6exaggerate psychological objectives  8 


 -8
aspect iY it gives meaning at work
iY planning is cost effective 1.Y mission and the creed
iY it helps in coping with crisis 2.Y data collection and analysis



 iY planning is based on past and future 3.Y asses strength and weaknesses
- is a brief proposal providing details of your activities 4.Y goals and objectives
intended study; includes identifying the central iY it provides basis for control 5.Y strategies
concept of your study often means considering 6.Y timetable
possible attitudes, experiences, behaviors. * Characteristics of A Good Plan* 7.Y operational and functional plans
- defined as pre- determining a course of action precise 8.Y implementation
to arrive at a desired result. guided 9.Y evaluation
logical Y
Macro flexible and realistic - There are many approaches to strategic
Micro planning but typically a three-step process may
Short range ʹ operational *Purpose of Planning* be used:
Strategic (Long range) ʹ direction iY contributes to your development as a. Situation - evaluate the current
Day to day scientists; it is a map for your career as a situation and how it came about.
Tactical research science professional b. Target - define goals and/or
Adapted Critical Variables iY to demonstrate your intellectual vision and objectives (sometimes called ideal state).
UY Stability of environment aspiration; an opportunity to begin to c. Path - map a possible route to the
UY Time span demonstrate the creative and independent goals/objectives.
UY Specific tasks thinking required of a successful scientist
UY Problems facing manager iY a research plan 6people
Primary Nursing 1:5-7
9

  * -( 


 Case Nursing 1:5-7
1. Readiness to Plan ʹ sense among people of Functional Nursing
organization the need for planning 1.   - depends on census
2. Recognition and support of planning by top - long term(3-5 years)
management - an organization's process of defining 

3. Participation in the planning by operating its strategy, or direction, and making decisions - time
managers ʹ not just staff planners. on allocating its resources to pursue this
strategy, including its capital and people
c
 b. The RN performs many tasks that could be Y
c&:1 

 performed by a caregiver with less training at a a. continuity of care may suffer if the daily team
0c% lower cost. assignments vary and the patient is confronted
anpower with many different caregivers.
aterial Y
Y
YYY 
YY b. the team leader may not have the leadership
oney  
YYY
Y

!Y
YY skills required to effectively direct the team and
oments of time Y
YYYYYYY create a ͞team spirit͟
achine 
YYY
YY c. insufficient time for care planning and
ethod  YYY

YYY

Y communication may lead to unclear goals.
Y Y Therefore responsibilities and care may
';,-  -
 



- An operational planning is a subset of



 
strategic work plan. It describes short-term




ways of achieving milestones and explains how,
or what portion of, a strategic plan will be put
into operation during a given operational
period, in the case of commercial application, a
fiscal year or another given budgetary term. An
operational plan is the basis for, and
justification of an annual operating budget
request. Therefore, a five-year strategic plan
would need five operational plans funded by
five operating budgets.
- An operational plan draws directly from
agency and program strategic plans to describe
agency and program missions and goals,
program objectives, and program activities. Like
a strategic plan, an operational plan addresses
four questions:
Where are we now?
Where do we want to be?
How do we get there?
How do we measure our progress?
Operational plans should contain:
-Y clear objectives
-Y activities to be delivered
-Y quality standards
-Y desired outcomes
-Y staffing and resource requirements
-Y implementation timetables
-Y a process for monitoring progress.


87!c
 unmotivated when performing repetitive


 8
- The oldest method of organizing patient care,
 responsibility for planning, directing and
sometimes referred to as case nursing.
- Nurses are responsible for planning,
organizing, and performing all care, including
personal hygiene, medications, treatments,
emotional support, and education required for
their assigned group of patients during the
assigned shift.
Y
a. The patient receives holistic, unfragmented
care by only one nurse per shift.
b. At shift change the RN who has provided
care and the RN assuming care can easily
communicate about the patient͛s condition
because so few caregivers are involved.
c. the nurse maintains a high degree of practice
autonomy.
d. lines of responsibility and accountability are
clear.
Y
a. The number of RN͛s required to provide total
patient care may simply not be available
because of the nursing shortage.
"YY#YY
(
Staff memners are assigned to complete certain
tasks for a group of patients rather than care
for specific patients.
Ex. The RN performs all assessments and
administers all intravenous medications; the
LVN/LPN gives all the oral medications; and the
assistant performs hygiene tasks and takes vital
signs.
Y
a.Y Patient care is provided in an economic and
efficient manner because less- skilled, lower-
cost workers are used in areas where task
completion is the focus.
b.YA minimum number of RN͛s required to
supervise and to perform strictly nursing
duties.
Tasks are completed quickly, and there is little
confusion about job responsibilities.
Y
a.Y Care may be fragmented, and the possibility
of overlooking priority patient needs exists
because several different workers focus only
on performing specific patient care tasks.
b.YThe patient may feel confused because of
the many different individuals providing
different aspects of care.
c.Y Caregivers may feel unchallenged and
functions.
The RN or primary nurse assumes 24- hour


- The RN functions as a team leader and
coordinates a small group(no more than 4 or 5)
of ancillary personnel to provide care to a small
group of patients. As coordinator of the team,
the RN must know the condition and needs of
all patients assigned to the team and plan for
individualized care for each patient.
- The team leader also is responsible for
encouraging a cooperative environment and
maintaining clear communication among all
team members, giving direct patient care,
teaching and coordinating patient activities.
Y
a.Y High- quality, comprehensive care can be
provided with a relatively high proportion of
ancillary staff.
b.YEach member of the team is able to
participate in decision making and problem
solving.
c.Y Each team member is able to contribute his
or her own special expertise or skills in
caring for the patient
become fragmented.
c
-is a modification of team nursing and focuses
on the patient͛s geographic location for staff
assignments.
- The patient unit is divided into modules or
districts, and the same team of caregivers is
assigned consistently to the same geographic
location. Each location, or module, has an RN
assigned as the team leader, and 6the other
team members may include LVNs/LPNs and
UAP
- This calls far a smaller group of staff providing
care for a smaller group of patients. The goal is
to increase the involvement of the RN in
planning and coordinating care.
Y
a. Continuity of care is improved when staff
members are consistently assigned to the same
module.
b. the RN as team leader is able to be more
involved in planning and coordinating care.
c. Geographic closeness and more efficient
communication save staff time.
Y
a. Costs may be increased to stock each module
with necessary patient care supplies
b. Long corridors, common in many hospitals,
are not conducive to modular nursing


evaluating the patient͛s care from admission
through discharge. This model differs
significantly from the total patient care model
in that the primary nurse assumes 24- hour
responsibility for directing the patient͛s plan of
care.
Y
a. direct patient care provided by a few nurses
allows for high- quality, holistic patient care.
b. the patient is able to establish rapport with
the primary nurse, and the patient satisfaction
is increased.
c. job satisfaction is high because nurses are
able to practice with a high degree of
autonomy and feel challenged and rewarded.
Y
a. implementation may be difficult because the
primary nurse is required to practice with a
high degree of responsibility and autonomy.
b. an inadequately prepared primary nurse may
not be able to make the necessary clinical
decisions or communicate effectively with the
health care team.
c. the RN may not be willing to accept the 24
hour responsibility required in primary nursing.
d. the number of nurses required for this
method of care may be difficult to recruit and
train, especially with current nursing shortage.

8c
- ANA: a dynamic and systematic collaborative
approach to providing and coordinating health
care services to a defined population. It is a
participative process to identify and facilitate
options and services for meeting individual͛s
health needs, while decreasing fragmentation
and duplication of care and enhancing quality,
cost effective clinical outcomes.
- its framework includes 5 components:
assessment, planning, implementation,
evaluation and interaction.