REVIEWER IN NURSING MANAGEMENT

(NOTE: I ONLY INCLUDED TOPICS,TERMS, CONCEPTS THAT ARE INCLUDED IN QUIZ 1,2&3 OF NX.MGT. ^_^)

UNIT I. Leadership and Management in Nursing

Definitions: Leadership the ABILITY TO AFFECT HUMAN BEHAVIOR so as to accomplish a mission Management is the PROCESS BY WHICH A COOPERATIVE GROUP DIRECTS ACTIONS TOWARDS COMMON GOALS Poweris ONEs CAPACITY to INFLUENCE OTHERS Authorityis the RIGHT TO DIRECT OTHERS

LEADERSHIP
MOTTO : DO THE RIGHT THINGS

VS.

MANAGEMENT
DO THINGS RIGHT

(other aspects includes CHALLENGE, FOCUS, TIME FRAME, METHODS, QUESTIONS, OUTCOMES, HUMAN) POINTS OF POWER i. ii. iii. iv. v. COERCIVE POWER LEGITIMATE POWER REWARD POWER EXPERT POWER REFERENT POWER POSITION POWER i. ii. iii. iv. v. CENTRALITY CRITICALITY FLEXIBILITY RELEVANCE VISIBLITY

SOURCES OF POWER
a. COERCIVE POWER inflicts FEAR of PUNISHMENT to subordinates if ONE FAILS to CONFORM b. REFERENT POWER Leader is ADMIRED, FOLLOWER sees the LEADER as the FUTURE SELF, a MODEL c. EXPERT POWER LIMITED to the AREA of EXPERTISE

d. CONNECTION POWER INTERPERSONAL RELATIONS and Links to PRESTIGIOUS PEOPLE in and out of the ORGANIZATION

(REWARD, INFORMATION, CHARISMATIC, PERSUATION, PERSONAL, INTERPERSONAL, POSITION POWER)

THEORIES OF LEADERSHIP
1. GREAT MAN/GREATNESS THEORY - LEADERS ARE BORN & NOT MADE; Few people are born with the necessary characteristics to be Great. 2. CHARISMATIC LEADER THEORY - INSPIRATIONAL QUALITY; Blind Obedience may lead to GOOD or BAD outcomes 3. TRAIT THEORY -THE BEST EXAMPLE OF LEADERSHIP IS LEADERSHIP BY EXAMPLE; People are born with inherited traits 4. BEHAVIORAL THEORY -LEARNABLE BEHAVIOR;Leaders can be made, rather than are born. 5. SITUATIONAL THEORY -BEST ACTION OF THE LEADER DEPENDS ON A RANGE OF SITUATIONAL FACTORS; Performance requirements of both leader and follower. (browse for other theories: CONTINGENCY, PATH-GOAL, TRANSACTIONAL, TRANSFORMATIONAL THEORY)

TYPES OF LEADERSHIP
BUREAUCRATIC LEADERNO Space to explore new ways to solve problems; slow paced AUTOCRATIC LEADER makes Decisions ALONE; total authority DEMOCRATIC LEADER team players contribute to the final decision; has difficulty when decisions are needed in a short period of time or at the moment LAISSEZ-FAIRE LEADER Leaders that dont Lead at all; lack of control PEOPLE-ORIENTED LEADER supports, trains, and develop his personnel; effectiveness & efficiency MULTICRATIC LEADER combination of autocratic, democratic, and laissezfaire leadership SERVANT LEADERSHIP a good leader has to be servant first before becoming a leader

THEORIES OF MANAGEMENT

a. SCIENTIFIC MGT. THEORIES (NOTE: TAKE NOTE OF THE NAMES/SPELLING CONTRIBUTION) 1. FREDERICK WINSLOW TAYLOR -Father of Scientific Management; managing time, materials & work specialization 2. Lilian Gilbreth -First Lady of Management; develop job simplification and incentive wage plan 3. Henry Gantt b. CLASSICAL ORGANIZATION THEORIST 1. HENRI FAYOL -believes that there is a place for everything and everything should be in place. 2. MAX WEBER -Father of Organization Theory 3. LYNDALL URWICK -Popularized the term: span of control and unity of command; develop the Classic Management Theory 4. James Mooney c. HUMAN RELATIONS THEORIES 1. CHESTER BARNARD -3 MANAGERS RESPONSIBILITIES i. Defining objectives ii. Acquiring resources iii. Coordinating

Unit II. PLANNING

PLANNING as pre-determining a course of action in order to arrive

at a DESIRED RESULT largely conceptual; results are clearly visible

PLANNING PROCESS: ASSESSING(it is a process, not a type, not a major aspect) ESTABLISHING GOALS AND OBJECTIVES (included) IMPLEMENTING AND EVALUATING SUBJECTING TO CHANGE AS NEW FACTS ARE KNOWN

PRINCIPLES OF PLANNING Planning is always based and focused on the VISION, MISSION, PHILOSOPHY and clearly defined OBJECTIVES of the Organization Planning is a CONTINUOUS PROCESS Planning should be PERVASIVE WITHIN the ENTIRE ORGANIZATION Planning utilizes ALL AVAILABLE RESOURCES Planning must be PRECISE in its SCOPE and NATURE; REALISTIC and FOCUSED on its EXPECTED OUTCOMES Planning should be TIME BOUND; with SHORT and LONG range plans Projected plans must be DOCUMENTED for PROPER DISSEMINATION

IMPORTANCE OF PLANNING PLANNING LEADS TO THE ACHIEVEMENT OF GOALS AND OBJECTIVES. PLANNING GIVES MEANING TO WORK. PLANNING PROVIDES FOR EFFECTIVE USE OF AVAILABLE RESOUCES AND FACILITIES. PLANNING HELPS IN COPING WITH CRISES. PLANNING IS COST EFFECTIVE. PLANNING IS BASED ON PAST, & FUTURE ACTIVITIES. PLANNING LEADS TO THE REALIZATION OF THE NEED FOR CHANGE. PLANNING PROVIDES THE BASIS FOR CONTROL. PLANNING IS NECESSARY FOR EFFECTIVE CONTROL. BARRIERS OF PLANNING Lack knowledge of the PHILOSOPHY, GOALS, & OBJECTIVES of the agency. Lack understanding of the SIGNIFICANCE of the PLANNING PROCESS Do not know how to MANAGE TIME to DEVOTE for PLANNING

 Lack of CONFIDENCE in FORMULATING PLANS FEAR that may bring about unwanted changes that they are unwilling to undertake or are unable to cope with

SCOPE OF PLANNING TOP MANAGEMENT Nursing Director, Chief Nurses, Directors of Nursing & Assistants Sets the OVER-ALL goals and policies of an Org./Mgt. of of the Org. Nx. Service MIDDLE MANAGEMENT Nursing Supervisors Implements the broad operating policies; staffing & delivery; formulation of policies, rules, regulations, methods, procedures for intermediate level planning LOWER OR FIRST LEVEL MANAGEMENT Head Nurses, Senior Nurses(charge Nurse or Team Leaders) Do the daily and weekly plans MAJOR ASPECTS OF PLANNING 1. Planning should contribute to OBJECTIVES. 2. Planning precedes all other processes of management. 3. Planning pervades all levels. 4. Planning should be efficient. CHARACTERISTICS OF A GOOD PLAN 1. be precise with clearly worded objectives, including desired results and methods for evaluation 2. be guided by policies and procedures affecting the planned action 3. indicate priorities 4. Develop actions that are flexible& realistic in terms of available personnel, equipment, facilities, and time 5. develop a logical sequence of activities 6. include the most practical method for achieving each objective 7. pervade the whole organization TYPES OF PLANNING STRATEGIC PLANNING long range planning usually extending 3 to 5 years in the future OPERATIONAL PLANNING short range planning that deals with day to day maintenance activities done in conjunction with budgeting

develops the departmental maintenance and improvement

PURPOSE OF STRATEGIC PLANNING CLARIFIES beliefs and values Gives direction to the org., improve efficiency, eliminate duplication ELEMENTS OF PLANNING Organizational vision Mission Philosophy Goals Objectives TERMS & CONCEPTS DEFINED: BELIEF conviction that certain things true VISION mental image of something not actually visible; outlines the orgs. future role & function VALUE the worth, usefulness, or importance of something MISSION/PURPOSE an aim to be accomplished; agencys reason for existing PHILOSOPHY statement of beliefs and values that directs behavior; describes the VISION; SENSE OF PURPOSE GOALS the end or outcome to be accomplished; more general; cover a broad area OBJECTIVES something aimed at or striven for things done to achieve the goal; more specific; concrete; specific & measurable goals POLICY a governing plan for accomplished goals and objectives PROCEDURE chronological sequence of steps within a process PROTOCOLS document of agreement

FORECASTING - Estimates provide the bases for planning, helps the manager look into the future, decide in advance where the agency would like to be and what is to be doneincludes: ENV.CLIENT,customs & beliefs, language/ dialect barriers, public attitude & behavior, severity of condition/illnesses, kind of care they will receive, number and kind of personnel(P/NP), necessary resources:equipment, facilities, supplies

 BUDGETING The annual operating plan, a financial ROAD MAP, a plan which serves as an estimate of future costs and a plan for utilization of manpower, material and other sources to cover capital projects in the OP.; SIMPLY PLAN FOR FUTURE ACT TYPES of BUDGET: Nursing Budget- plan for allocation of resources based on preconceived needs for a proposed series of programs to deliver pt. care during one fiscal year. Hospital Budget- financial plan to meet future service expectations which are derived from the best judgement of the needs of the community; Revenue Budget Expense Budget Capital Budget Cash Budget STRATEGIC PLANNING PROCESS External (opportunities & threats) and internal(strengths & weaknesses) Assessment Priority strategic issues & programs Vision Mission Philosophy Goals & Objectives Strategies Policies Procedures Implementation Evaluation