Nursing Management

Definition
is performing leadership functions of governance and decision-making within organizations employing nurses The art of getting things done, the technique of getting goal achieved, the way a person runs the organization

Manager
A person who is in charge of getting something done, an area of the work force and carries out managerial roles

Purpose of management
a. accomplishing the goal of the organizations. b. Maintaining the quality of service/ care within the financial limitations of the organization. c. Encouraging the motivation of the employees and the clients in the area.

Deference between nursing leaders and nursing manager

LEADERS May or may not be officially appointed to the position. Have power and authority to enforce decisions only as long as the followers are willing to be led. Influence others toward goal setting, either formally or informally. Are interested in risk taking and exploring new ideas. MANAGERS Are appointed officially to the position.

Have power and authority to enforce decisions.

Carry out predetermined policies, rules, and regulations. Maintain an orderly controlled, rational, and equitable structure.

LEADERS

MANAGERS

Relate to people personally ion an intuitive and empathetic manner.

Relate to people according to their roles.

Feel rewarded by personal achievements

Feel rewarded when fulfilling organizational mission or goals.

May or may not be successful as managers.

Are managers as long as the appointment holds.

Manage relationships.

Manage resources.

Focus on people.

Focus on systems.

Management Theories Scientific Management theory

Frederick Winslow Taylor (1858-1915) He advocated that work be studied scientifically to determine the ones best way to perform each task. Max Weber Advocated that the ideal form of organization for a complex institution was bureaucracy or an organization characterized with detailed procedures and selection for employment and promotion on the basis of technical competence

Henri Fayol Developed the 14 principles of management. Mary Follett Saw management as a social process that consisted primarily of motivating individuals and groups to work towards the common end. Elton Mayo and Fritz Roethlisberger Concluded that much more than the physical environment affected worker productivity. Douglas Mcgregor Develops the theory X and theory Y.

Kurt Lewin A psychologist forwarded the Field theory of Human behavior. Proposed interaction between the workers responsibility. Cris Argyris Proposed that the rigid structure and encouraging employees to become passive and dependent and diminishing their job satisfaction and emotional well-being Rensis Likert Proposed that effective organization is that which focuses attention building effective work groups with high performance goal.

Herbert Simon Information and decision theorist who viewed business or service institution as networks of decision makers. Alvin Toffler Suggested that the only way people would be able to maintain a sense of equilibrium in the face of an increasing rate of change. Henry Minztzberg Typical manager s job encompasses ten roles.

Management Theories
Need Theory a) Abraham Maslow b)Frederick Herzberg Operant Theory a) B.F. Skinner's

 Expectancy Theory a) Victor Vroom b) Porter and Lawier Equity Theory a) Adam Competence Theory a) White

 So theory can be summarized as follows: Human beings have wants and desires which influence their behaviours. Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

Frederick Herzberg
he proposed a two-factor motivational need theory in which he posited that workers are motivated by two types of needs associated with working conditions: hygiene factors, and needs associated with the work itself that is called motivating factors. The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration.

Operant Theory B.F. Skinner's

Operant theory suggested that an employee s work motivation is controlled by conditions from external environment rather than by internal needs and desires. Reinforcement is the key element in Skinner's S-R theory. A reinforcer is anything that strengthens the desired response. It could be verbal praise, a good grade or a feeling of increased accomplishment or satisfaction.

Expectancy Theory Victor Vroom

In essence, the motivation of the behavior selection is determined by the desirability of the outcome. Vroom asserts, Intensity of work effort depends on the perception that an individual s effort will result in a desired outcome . Vroom suggests that for a person to be motivated, effort, performance and motivation must be linked .

Porter and Lawier

(1968) modified expectancy theory by suggesting that a workers job effort outcomes and his evaluation of expected rewards. Porter and Lawler used Victor Vroom s expectancy theory as a foundation to develop their expectancy model. Similar to Vroom s theory Porter and Lawler concluded that an individual s motivation to complete a task is affected by the reward they expect to receive for completing the task. However Porter and Lawler introduced additional aspects to the expectancy theory.

Reward Porter and Lawler categorised the reward as intrinsic and extrinsic Intrinsic rewards are the positive feelings that the individual experiences from completing the task e.g. satisfaction, sense of achievement. Extrinsic rewards are rewards emanating from outside the individual such as bonus, commission and pay increases. Porter and Lawler s model suggested that an individual s view regarding the attractiveness and fairness of the rewards will affect motivation.

Equity Theory Adam

Proposed that workers compares continuously compare their own inputs (skill, effort and time) and outcomes (status, pay, and privileges) with those of other employees. Equity theory proposes that individuals who perceive themselves as either under-rewarded or over-rewarded will experience distress, and that this distress leads to efforts to restore equity within the relationship.

 Just the idea of recognition for the job performance and the mere act of thanking the employee will cause a feeling of satisfaction and therefore help the employee feel worthwhile and have more outcomes.

Competence Theory White

(1959) proposed a theory of competence motivation where an individual s behavior is motivated by a strong desire to manipulate and control his environment in order to produce a sense of competence.

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