ARELLANO UNIVERSITY

Graduate School of Nursing

2600 Legarda St., Sampaloc, Manila

Jaime M. Santos Jr., RN

C204-RC Administration and Management

2nd Semester 2017 -2018

Theorist Theory Nursing Implication

William Edwards 14 Points For Management

Deming 1. Create constancy of purpose toward
improvement of product and service, with the
aim of becoming competitive, staying in
business and providing jobs.

2. Adopt the new philosophy. Western

management must awaken to the challenge,
must learn their responsibilities and take on
leadership for change.

3. Cease dependence on mass inspection. Build

quality into the product from the start.

4. End the practice of awarding business on the

basis of price tag alone. Instead, minimise total
cost. Move towards a single supplier for any
item, based on a long-term relationship of
loyalty and trust.

5. Improve constantly and forever the system of

production and service to improve quality and
reduce waste.

6. Institute training and retraining.

7. Institute leadership. The aim of supervision

should be to lead and help people to do a better
job.

8. Drive out fear so that everyone may work

effectively for the company. \
9. Break down barriers between departments.
People in research, design, sales and production
must work as a team, to foresee and solve
problems of production.

10. Eliminate slogans, exhortations and targets for

the workforce as they do not necessarily achieve
their aims.

11. Eliminate numerical quotas in order to take

account of quality and methods, rather than just
numbers.

12. Remove barriers to pride of workmanship.

13. Institute a vigorous program of education and

re-training for both the management and the
workforce.

14. Take action to accomplish the transformation.

Management and workforce must work
together.

Seven Deadly Diseases Of Management

1. Lack of constancy of purpose to plan products

and services that will have a market and keep
the company afloat.

2. An emphasis on short term profits and short

term thinking (just the opposite from constancy
of purpose to stay in business), fed by fear of
unfriendly takeover, and by demand from
bankers and owners for dividends.

3. Evaluation of performance and annual reviews.

4. Mobility of managers and job hopping.

5. Management by use only of available data.

6. High medical costs.

7. High costs of liability

Peter Drucker Management by Objectives In the theory of Peter
Measures the performance of employees as Drucker, we as nurses can
compared to typical standards for the job. The practice his theory in
belief is that, if employees help determine those handling our subordinates by
standards, they will be more likely to fulfill them discussing the standards of
care and what we expect
from them.

5 Questions to Achieve your Goals In the 5 questions of Peter

What is your mission? Drucker, as nurses we can
 “A mission cannot be impersonal, it has to have explore and ask these
deep meaning, something you believe in” – questions to ourselves before
Peter Drucker starting an activity,
 Commitment to your mission are you invested?
To be a very good manager
 Opportunity knocks but it only knocks once
of the ward and taking on
 Is there a genuine opportunity or need for what
situations in the ward that
you’re trying to accomplish?
needs our expertise
 Competence – are you realistically able to
achieve your goals given your abilities?
 Invest on your strength

Who is your customer?

 Know your customer

What does the customer value?

 “The Danger is acting on what you believed
satisfies the customer, you will inevitably make
wrong assumptions” – Peter Drucker
 Don’t assume what your customer wants that
can only be answered by customers themselves
you will have to walk through your customers
shoes.

What are my results?

 You need to measure them as you go
 Think about your starting point and where you
want to get too.

What is my plan?
 How are you going to accomplish your desired
results
 Focus
 “ Management is doing the
The Effective Executive
things right while Leadership
1. Know where time goes
is doing the right things”
 Effective executives start with their time by
identifying how there time will really spent
As nurses we must be good
 Recording exact time use managers of our ward, and
 Which activity in my time log can be done by by applying Peter Druckers
someone else just as well or so much better How to be an Effective
 Be aware of the time of others you waste Executive, we can. The
executives of the ward are
2. Focus on contribution us, the nurses, and by
 Direct results thinking and developing our
 Building and reaffirming values own strength and
 Building and developing people for tomorrow recognizing the strengths of
our co-workers (doctors,
3. Build on strengths fellow nurses and nursing
 Making strength productive attendants) we’ll be able to
 Identify any job that had defeated 2 or 3 maximize the potentials of
people in succession the team.
 Make each job demanding and big
 Start with a person can do rather than the job
requires
 Getting strength is by tolerating weaknesses

4. Concentrate for performance

 First things first and one thing in a time
 Make effective decisions

SMART Method The SMART method has

Drucker's SMART Method is a means of checking
to make sure an objective is valid. Managers
carried out this verification by using the SMART
acronym to make sure the objective is Specific,
Measurable, Achievable, Realistic and Time-
related.
been used in our nursing care
before and is still being used
by other hospitals. It focuses
on a nursing task and the
different steps in attaining
the goal.

Knowledge Worker
"Knowledge worker" is one of the many terms The knowledge worker in
coined by Drucker within his management Peter Drucker’s theory may
theories. By the measure of today's society, a be our Chief Nurse or any
knowledge worker is equivalent to the executive of superior (Supervisor or
a company. Assistant Chief Nurse).

Decentralization
Drucker was a believer in decentralization of
management. He saw that many leaders try to take
on everything in a demonstration of power or a
means of maintaining control, under the
assumption that only they can accomplish a task
correctly. Drucker believed that managers should
delegate tasks in order to empower employees.
Nursing implication of
decentralization can be seen
within the decisions of the
chief nurse, being the
decision maker of the
service, delegates the work
load of the service to his,
through the assistant chief
nurses, supervisors and head
nurses then to the staff
nurses and nursing
attendants.
 Theorist Theory Nursing Implication

Henry Mintzberg 1. Practical training of managers in real The management skills of

management experiences. our Chief Nurse was
- Management skills cannot be taught in a enhanced through past his
classroom, but can only be enhanced experience as a staff nurse
through authentic experiences.

2. Ten Management Roles

Interpersonal Figurehead The chief nurse is and should
- Providing - A source of inspiration be the inspiration of each
information staff. To be the role model
and ideas Leader and leader of the service. He
- Provide leaderhip to the team must be able to communicate
and manage the performance well to his subordinates. As
and responsibilities the chief nurse, he always
communicate with the staff
Liaison nurses either by himself or
- Effectively communicate through his assistant chief
with the internal and eternal nurses, supervisors and head
contacts nurses. The chief nurse or
Informational Monitor any superior nust be able to
- Processing - Monitoring productivity and handle disturbances in the
information well-being service

Disseminator
- Communicate potential
information to your team

Spokesperson
- Represents and speaks out
for your team
Decisional Entrepreneur
- Using - Create and control change
information within in the organization
Disturbance Handler
- The manager must take
charge and handle dispute
within the team
Resource Allocator
- allocating funds and
assigning staff and other
organizational resources
Negotiator
- Directly involved in the
negotiations within the team,
department or organization.
 Theorist Theory Nursing Implication

Henry Gantt The Gantt Chart

- The chart outlines all of the tasks involved Henry Gantt Chart can be
in a project, and their order, shown against a used in the ward, by making
timescale. the schedule of activities of
- This gives you an instant overview of a nursing care, even plotting
project, its associated tasks, and when these the rest day of the team.
need to be finished.
- This detailed thinking helps you ensure that It can also be used in
the schedule is workable, that the right planning complicated
people are assigned to each task, and that activates
you have workarounds for potential
problems before you start. It can also be used in
planning in making your
- The chart also helps you work out practical thesis by plotting the things
aspects of a project, such as the minimum to do and giving deadline on
time it will take to deliver, and which tasks each work before the other
need to be completed before others can one can be started.
start.

- You can use the chart to identify the critical

path – the sequence of tasks that must
individually be completed on time if the
whole project is to deliver on time.

- The chart can be used to keep your team

and your sponsors informed of progress by
simply updating the chart to show schedule
changes and their implications, or use it to
communicate that key tasks have been
completed.