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Nurses are leaders who make a difference. They belong to one profession where they are
able to touch peoples lives in intimate and profound ways.
Nurses expert knowledge and leadership enable them to provide caring that is go
different. they possess the courage, compassion, & optimism to care in times of disability,
uncertainty, or death. These are the trademarks of nurses as leaders.
LEADERSHIP is the process of persuasion & example by which an individual ( or leadership team )
induces a group to take action that is in accordance with the leaders purposes or the shared
purposes of all. ( Gardner, 1986)
- is a process in which a person inspires a group of constituents to work together using
appropriate means to achieve a common mission & common goals. They are influenced to do
this willingly & cooperatively, with zeal and confidence and to their greatest potential (Holloman,
1986)
- is the process of directing and influencing the task-related activities of group members
(Stoner, 1978)
- is a social transaction in which one person influences others. Persons in authority do not
necessarily exert leadership. Rather, effective people in authoritative positions combine authority
and leadership to assist an organization to achieve its goals (Merton, 1969)
FLORES (1989) provided definitions of leadership such as:
LEADERSHIP can be described as a process of influence on a group in a particular situation, at a
given point in time, and in a specific set of circumstances that stimulate people to strive willingly
to attain, organizational objectives, giving them the experience to attain the common objectives
and satisfaction with the type of leadership provided.
LEADERSHIP is the knacks of getting other people to follow you and do willingly the things you
want them to do. It is the ability to motivate subordinates and other employees toward the
achievement of company objectives.
LEADERSHIP must be based on the insight into present realities. Leaders who succeed are those
who can get inside their people and motivate them. A leader gets inside people so as to
energize them.
HOW SHOULD A NURSE LEAD?
Since leadership is viewed as the process of influencing the activities of an organized
group in its efforts towards goal setting and goal achievement, it is imperative to understand
that there is a difference in responsibilities among group members, and everyone influences the
group activities. Lundborg (1986) pointed out that a leader is the one who is followed by others
willingly and voluntarily.
A leader who aims to establish and continue to maintain a productive organization should
not only be concerned with short-ranged task achievement but must develop an atmosphere that
gives staff-members personal satisfaction and the incentive to continue to work towards the
ultimate organizational goals.
FUNDAMENTAL CONSIDERATIONS FOR EFFECTIVE LEADERSHIP:
According to Merton (1969), effective leadership had to satisfy the following considerations
:
1.
2.
This person has the resources to do what is being asked in the communication.
3.
This person believes the behavior being asked is consistent with personal interests and
values.
4.
This person believes it is consistent with the purposes and values of the organization.
- Bernardo
Arm yourself with the theories and principles of leadership and management.
Leading has become as essential requirement in a world that has become more
technological and complex. As such, learn as much as you can about it. The exceptional
manager leads and manages.
APPLY IT YOURSELF
Apply your knowledge to make learning meaningful. Nurse leaders have to put into
practice the knowledge acquired from school and informal channels so that it can be put to
good use. whether or not you hold a position, you are a leader.
As nurses, you have to provide a service, a product. To be paid a salary, you must
provide more value for your employer than it pays you. This value comes from selfleadership.
EVALUATE YOUR GAINS AND REFLECT ON THE LOSSES
As you travel the leadership path, youll meet both success and failure. Each of
them will provide you with valuable insights about life in general and how best to
approach it in particular.
Assuming that you have taken notes of your journey in leadership, it is also
advisable that you write down what your accomplishments are aside from what still needs
to be done.
It is not fulfilling to go through life without reflection. As such, learn from your
experiences which you have gathered from both your successes and failures.
CHANGE YOURSELF
After a thorough evaluation comes a change in the way of doing things. This is the
ideal scenario but it does not often match the reality. It is expected that with evaluation
and reflection, a person comes to realize that there are things that may require a different
way of doing.
People, in general are stubborn and would always want to cling to what they believe
is right even when they are wrong. If everyone else is like this, imagine the challenge that
a leader and manager have to be faced with. Thus, learn to make your own changes in
yourself. Always change for the better!
The concept of nursing leadership can be best characterized using the word LEADER as
an acronym for the following traits and actions:
L
lead , love , learn
E
enthusiastic, energetic
A
assertive, achiever
D
dedicated, desirous
E
effective, efficient
R
responsible, respectful
Lead, Love, Learn
Because she is always with people, a nurse should be able to lead. She must act as the
leader of a team when her skills and experience level call for it. She should also know how to
love becuse of the number and diversity of patients she will serve, none of whom she can
choose. Finally, she should be able to constantly learn since the practice of nursing is a
continually evolving process.
The follower is not a passive agent in leadership. A good follower leads herself by
assuming responsibilities thus influencing her own performance.
Effective followers are active, responsible, and autonomous in their behavior and critical in
their thinking without being insubordinate or disrespectful (hock,1999). Both leaders and
followers have a purpose to fulfill.
TYPES OF FOLLOWERS:
The types of followers are adapted from Kellerman (2007). The follower can be alienated,
sheep, yes people, survivors, effective followers.
ALIENATED
- they are independent and critical yet passive in their behavior resulting in
psychological and emotional distance with the leaders. They are potentially disruptive and a
threat to health of the organization.
SHEEP
leaders.
- they are dependent and uncritical. They simply do as they are told by their
YES PEOPLE
- they are dependent or uncritical, but very active in their behavior. They
uncritically reinforce the thinking and ideas of their leaders with enthusiasm, never questioning
or challenging the leaders ideas or proposals. But, they are the most dangerous to a leader
because they are most likely to give a false positive reaction and give no warning of potentials
pitfalls.
SURVIVORS - they are the least disruptive and lowest risk followers. They perpetually sample
the wind. Their motto is Better safe than sorry.
EFFECTIVE FOLLOWERS - are self-leaders and do not require close supervision. They recognize
that to be an effective leader, one need good followers. Leaders cannot exist without good
followers.
Four (4) essential qualities of effective followers:
1. Self-management.
well
being
2. Commitment.
achieving a
The key to being a good follower is to think for oneself and to work
without close supervision. Effective nurses see themselves as
capable as their leaders.
The core elements of nursing leadership are vision, influence, power, authority,
responsibility and accountability.
VISION
A vision provides direction to the influence process. A nurse can have one or more visions
of the future to assist them to move a group successfully towards this goal.
A vision, for effectiveness should:
1. Appear as simple, yet vibrant, image in the mind of the leader.
2. Describe a future state, credible and preferable to the present state,
3. Act as a bridge between the current state and a future optimum state,
4. Appear desirable enough to energize followers, and
h.Upward appeal involves obtaining support from a higher-up to push someone into action. A
nurse
talk to the manager to make sure that other non-performing nurses would do their jobs in
the
nursing care unit.
LEVELS OF LEADERSHIP AS AN ACT OF INFLUENCE:
According to John Maxwell (2001), there are basically five levels of leadership that anyone
designated as a leader is likely to occupy depending on her personal and professional growth.
Level 1:
POSITION
The only influence a nurse can have at this level is that which comes with the title. A real
nurse leader knows the difference between being a leader and being the boss, because they are
not always the same thing.
Level 2:
PERMISSION
It is based on how well people know the leader. People want to know what motivates their
leader and if this means she will care for them. LEADERSHIP begins with the heart not with the
head. People at the position level often lead by intimidation. Examples are coaches, caotains,
teachers or others.
Leaders at the second level of leadership lead by interrelationships, or through caring concern
for others. People who are unable to build solid, lasting relationships will soon discover they are
unable to sustain long, effective leadership.
Level 3 :
PRODUCTION
This is the level of products and results. The biggest difference between level 3 and level
2 is that on the relationship level, people get together for the sake of it, while on the results
level, there is a purpose for coming together, or a desired result or outcome. People work
together to achieve similar objectives and hope for the same things.
Level 4:
PEOPLE DEVELOPMENT
How does one spot a leader? According to Robert Townsend, they come in all sizes, ages,
shapes and conditions. Some may lack administration skills, while others may not be very
bright. Still, the true leader is distinguishable through the consistently superior performance of
her subordinates.
A great leader is one who empowers others, because a leaders main responsibility is to develop
others
In nursing care setting, this means making new staff nurses stronger, or those already with
the organization better. They are trained better and sent to developmental seminars and
conferences.
Level 5 :
PERSONHOOD
Only a proven leader may arrive at this level and reap the rewards that are eternally
satisfying. The higher a leader climbs along the five levels the longer it takes to reach the next
level.
With each increase in level comes a higher commitment to serve the people and the
organization. When either the leader or the follower is unwilling to make the sacrifices a new
level demands, influence will begin to decrease. the good news for the leader is that the higher
she goes, the easier it becomes to lead and the greater the growth.
For leadership to grow, it is essential that along with the leader the other influential people
in the group ascend as well.
Statesmanship is often the result of arriving at this level. A statesman is most anxious to
produce a certain moral character in her fellow citizens, namely a disposition to virtue and the
performance of virtuous actions.
POWER
Is defined as the ability to efficiently and effectively exercise authority and control through
personal, organizational and social strength. It is the ability to impose the will of one person or
group to bring about certain behaviors in other groups or persons.
Powerless nurses are ineffective nurses, and the consequences of nurses lack of power
can be disastrous. Powerless nurses are less satisfied with their jobs, and more susceptible to
burn-out and depersonalization. Lack of nursing power may also contribute to poor patient
outcomes or nursing care.
SOURCES OF POWER: LRCEIR
1.
LEGITIMATE POWER is bestowed upon a leader by a given position in the hierarchy of
an organization. Such power is sanctioned by titles such as director of nursing and provides a
leader with a mantle of authority given by the administration. This is both the most obvious and
most important kind of power.
2.
REWARD POWER - is derived from managers ability to give rewards to her subordinates
for compliance with her orders or requests. It refers to the degree to which the individual
somehow compensate her subordinates through means such as benefits, time off, desired gifts,
promotions or increases in pay or responsibility. People who abuse reward power can become
pushy or reprimanded for being too forthcoming or moving things too quickly.
3.
COERCIVE POWER is based on the leaders ability to punish subordinates for noncompliance with his directives. It might refer to the ability to withhold rewards or even create
an untenable working situation for such subordinates. It tends to be the most obvious but least
effective form of power as it builds resentment and resistance within the targets of coercive
power.
4.
EXPERT POWER
- Is derived from special abilities or skills unique to the leader. it
is the ability to influence to others through the possession of knowledge or skills that are useful
to them. The power associated with caring provided by nurses has been described as
transformative and healing.
5.
INFORMATION POWER is derived from being well-informed and up-to-date. It is through
Information power that nurses are able to persuade others. While people with Expert power are
perceived by their image of expertise to show credibility (i.e. a qualified RN in a nurses uniform)
6.
REFERENT POWER Is based on relationships and connections. It is also called
networking. Referent power means the power or ability of individuals to attract others and build
loyalty. It is based on the charisma and interpersonal skills of the power holder. those who
follow these individuals who possess Referent power desire to identify with the personal
qualities of the leader and gains satisfaction from being an accepted follower.
AUTHORITY, RESPONSIBILITY AND ACCOUNTABILITY (ARA)
AAUTHORITY, the right to decide
RRESPONSIBILITY, ability to respond
AACCOUNTABILITY, ability to account
AUTHORITY:
A related concept to power is authority. Authority represents the right to expect or secure
compliance; authority is backed by legitimacy.
Forms of Authority:
The 3 forms of authority are: Line Authority, staff authority , and team authority.
1. LINE AUTHORITY
- is direct supervisory authority from superior to subordinate. Authority
flows in a direct chain of command from the top of the company to the bottom.
Under line authority, the chain of command is strictly followed. There is a unity of
command within the chain that cannot be broken otherwise there will be chaos in the
organization. The line authority also knows the extent or span of her control over her
subordinates.
a. chain of command is an unbroken line of reporting relationships that extends through
the entire organization. The line defines the chain of command and the formal decision-making
structure. It helps employees know to whom they are accountable, and whom to go with a
problem.
b. Unity of command the chain states that each person in an organization should take
orders from and reports to only one person. This helps prevent conflicting demands being
placed on employees by more than one superior.
c. Span of control refers to the number of employees that should be placed under the
direction of one leader-manager. Spans within effective organizations vary greatly. The actual
number depends on the amount of complexity and the level of specialization. In general, a wide
span of control is possible with better-trained, more experienced, and committed employees.
2. STAFF AUTHORITY It is more limited authority to advice. It is authority that is based on
expertise and which usually involves advising line managers.
Broken line that links the staff (asst. to president) to the top of the chain of command
(president)
Staff members are advisers and counsellors who aid line departments in making decisions but
do not have the authority to make final decisions. Staff supervisors help line departments
decide what to do and how to do it.
They coordinate and provide technical assistance or advice to all advisors, such as accounting,
human resources, information technology, research, advertising, public relations and legal
services.
3. ASSERTIVE BEHAVIOR
- This is the midway between passive and aggressive. Assertive leaders express opinions
and beliefs w/out infringing on or belittling the right or belief of others. They refuse to be
dominated or manipulated. They survive to enhance self and others. They are also quite
expressive. They naturally feel good about their self. They choose for their self and achieve
desired goals.
LEADERSHIP
STYLES OF LEADERSHIP:
1. AUTOCRATIC LEADERSHIP STYLE This is often considered the classical approach. it is one in
which the nurse leader-manager retains as much power and decision-making authority as
possible. Under an aothocratic leadership , the nursing staff is m otivated by rewards and
punishments.
Authocratic leaders rely on threats, and punishment to influence others. They do not trust
employees. Yet, autocratic leadership is not all bad.
2. BURUEAUCRATIC LEADERSHIP STYLE - This is where the nurse leader- manager manages by
the book. Everything must be done according to procedure or policy. These leader is really
more of a police officer than a leader. She enforces the rules.
This style can be effective when :
a) Routine tasks are performed,
b) Certain standards or procedures are to be understood,
c) employees are working with dangerous or delicate equipment that requires a definite
set of procedures to operate,
d) Safety or security training is being conducted, and
e) Employees are performing tasks that require handling cash.
3. DEMOCRATIC LEADERSHIP STYLE - Also called the participative style as it encourages
employees to be part of the decision making. Under democratic leadership, the nurses are wellinformed about everything that affects their work.
They share in the decision making and problem solving responsibilities.
Democratic leadership can produce high quality and high quantity work for long periods of
time. Typically the democratic leader:
a) Develops plans to help employees evaluate their own performance,
b) Allows employees to establish goals
c) Encourages employees to grow on the job and be promoted,
d) Recognizes and encourages achievement,
e) Shares the problem solving and decision- making to the staff, and
f) Encourages team building and participation.
4. LAISSEZ-FAIRE LEADERSHIP STYLE: - Also known as the hands off style. There is little or no
direction from the leader and the nursing staff has a s much freedom as possible. All authority or
power is given to the employees and they must determine goals, make decisions, and resolve
problems on their own.
This is an effective style to use when:
a) Employees are highly skilled, experienced, and educated,
b) Employees have pride in their work and the drive to do it successfully on their own,
c) Outside experts, such as staff specialists or consultants are being used, and
d) Employees are trustworthy and experienced.
FACE OF LEADERSHIP:
RATIONAL AND EMOTIONAL
Leadership involves both the rational and emotional sides of human experience. It includes
`actions and influences based on reason and logic as well as those based on inspiration and
passion.
Because people are both rational and emotional, leaders can use rational techniques and/or
emotional appeals in order to influence followers.
LEADERSHIP IN NURSING: THEORIES AND MODELS
NURSING LEADERSHIP THEORIES
Nursing practice, in the past years, focused on the management of patient care, not
leadership. This has provided most nurses with a solid foundation in management. but little in
terms of leadership. Leadership is an essential element of management and all managers
must possess leadership qualities to be effective.
Theories on leadership may be classified as : EARLY AND CONTEMPORARY according to
its emergence in history.
EARLY LEADERSHIP THEORIES:
Includes trait theories, behavioural theories, contingency and situational theories.
TRAIT THEORIES
- leadership theory focused on leader traits. It assumes that a person must have certain innate
abilities or personality traits in order to be a leader.
GREAT MAN Theory - this theory assumes that the capacity for leadership is inherent, that
great leaders are born, not made. These theories often portray great leaders as heroic, mythic
and destined to rise to leadership when needed.
Sun Tzu would be considered a great man along with Genghis Khan, Aristotle, the Kings of
Great Britain, and Abraham Lincoln. They are very influential men and women who have made
an impact on history.
TRAIT THEORY - assume that people inherit extraordinary qualities and traits that make them
better suited to leadership. They believe that leaders were like tireless ambition, zest for life,
great orator skills, irresistible good looks and extremely persuasive.
For example, Pope John Paul II, Mother Teresa, Margaret Thatcher, Nelson Mandela and
Gandhi are considered leaders because of the special traits that they possess.
Common Traits of Leaders:
1. POSITIVE their
Leaders who have positive traits bring people to progress. They transcend
own traits to people who will become positive leaders themselves. They are
cheerful, forgiving, intelligent, and good looking men and women
among others.
Effective leaders build leaders while leading .
2. NEGATIVE
- Leaders who have negative traits bring people to destruction. They destroy
rather than build. They are bitter, aggressive, loud-mouthed, sullen and ugly people.
Ineffective leaders build incompetent followers .
TRAITS AND SKILLS OF LEADERS by STOGDILL
Traits
Skills
Adaptable to situations
Clever
Alert to social environment
Conceptually skilled
Ambitious and achievement oriented
Creative
Assertive
Diplomatic and tactful
Cooperative
Fluent in speaking
Decisive
Knowledgeable about group task
Dependable
Organised
Dominant (desire to influence others)
Persuasive
Energetic (high activity level)
Socially skilled
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
BEHAVIORAL THEORIES
Behavioral theories were concerned with what leaders did and act than who the leader is .
The actions of the leaders and not their mental qualities or traits make them leaders. These are
beased upon the belief that great leaders are made, not born. people can be taught to become
leaders through experience and observation.
Several theorists studied the behavior of leaders as its affects management and how
humans relate to each other in organizations. these include KURT LEWIN, RENSIS LIKERT, BLAKE
MOUTON, CHRIS ARGYRIS, AND ALVIN TOFFLER.
Organizational Impact
The diagnosis stage is
often driven by a change
agent
This intervention stage
features specific training
plans for managers and
employees.
Changes are
institutionalized in the
corporate culture.
System 4:
Participative group
management
2.
Concern for people. This leader cares little about productivity and operates wholly from a
desire to be loved and approved of.
Supporting/Participating Leaders
The leader passes day-to-day decisions, such as task allocation and processes, to the
follower. The leader facilitates and takes part in decisions, but control is with the follower.
S4:
Delegating Leaders
Leaders are still involved in decisions problem-solving, but control is with the follower.
The follower decides when and how the leader will be involved.
Effective leaders need to be flexible, and must adapt themselves according to the situation.
However, each leader tends to have a natural style, and in applying situational leadership she
must know her intrinsic style.
FRED FIEDLER (1922-)
Fiedler (1967) developed his theory around the premise that leaders personal
characteristics are stable and therefore so is the leadership style.
THE FIEDLER CONTINGENCY MODEL is a leadership theory that moved from the research
of traits and personal characteristics of leaders to leadership styles and behaviors . His model
focused on the personality and relationship between the leader and group members,
programming of groups assignment and positional power of the leader.
Three Aspects of the situation that needs to be considered are:
1.
2.
Leader member relation refers to how well the manager and the workers get along.
Task structure - refers to how the nature of the job to be done is highly structured or fairly
unstructured or somewhere in between.
3.
Position Power - refers to how much legitimate authority does the leader- manager
possess.
Likes to :
Verbal-linguistic
Reading,writing,
telling stories,
memorizing dates,
thinking in words
Logicalmathematical
Math, reasoning,
logic, problemsolving, patterns
Solve problems,
question, work with
numbers,
experiment.
Spatial
Reading, maps,
charts, drawing,
mazes,
puzzles,imaging
things,
visualization.
Athletics, dancing,
acting, crafts, using
tools
Design,draw, build,
create, daydream,
look at pictures
Singing, picking up
sounds,
remembering
melodies, rhythms
Understanding
people,
leading,organizing,
communicating,
resolving conflicts,
selling
Understanding self,
recognizing
strengths and
weaknesses,
setting goals
Understanding
nature, making
Sing,hum, play an
instrument, listen
to music
Bodily-Kinesthetic
Musical
Interpersonal
Intrapersonal
Naturalist
Move around,
touch and talk,
body language
Learns best
through:
Reading, hearing
and seeing words,
speaking, writing,
discussing and
debating.
Working with
patterns and
relationships,
classifying,
categorizing,
working with the
abstract.
Working with
pictures and colors,
visualizing, drawing
Touching, moving,
processing
knowledge through
bodily sensations.
Rhythm, melody,
singing, listening to
music and
melodies
Sharing,
comparing,
relating,
interviewing,
cooperating
Working alone,
doing self-paced
projects, having
space, reflecting.
Be involved with
nature, make
Working in nature,
exploring things,
distinctions,
identifying flora
and fauna
distinctions.
learning about
plants and natural
events.
REMEMBER !
As in most things, Emotional Intelligence and Multiple Intelligences as a leadership
requirement should be kept in perspective. the key to effectiveness is balance, such as:
1. A strong mix of cognitive capacity. this includes logical, conceptual and creative thinking.
2. People skills. Includes interpersonal and influence skills
3. Communication skills.
QUANTUM LEADERSHIP - in nursing was described by Porter-OGrady and Malloch (2003) as new
leadership for new age. They think most leaders are neither fully prepared nor equipped to
change outmoded models because the foundations of their leadership concepts are based in the
past.
In quantum leadership, control is not the issue; rather change dominates the climate. the
quantum leader recognizes continual movement and change occur in reality and creativity and
innovation are at the core of good work performance.
When the principles of quantum leadership are applied, healthcare administrators and faculty
can:
1. recognize how healthcare changes have affected all of them
2. Properly explain each change , actively engage in conflict resolution, and exchange ideas and
3. Work together to resolve the difficulties that emerge as their systems intersect.
As quantum leaders, nurses:
1. Offer creative and innovative solutions
2. Seek to discover educational opportunities instead of relying on past methods of
accommodating new nurses in the work force, and,
3. Provide mentoring opportunities and expert preceptorships, quantum leaders can
effectively help all involved to provide better care for patients.
EFFECTIVE NURSING LEADERSHIP
Successful nursing leadership depends on a relationship that is mutually stimulating both for
the leaders and the follower.
Nurses clinical duties routinely thrust them into leadership roles. In addition to providing direct
patient care, nurses educate patients and families and act as liaisons to physicians, dietitians,
pharmacists, administrators, and many others in an increasingly complex health care system.
As nurses, they are the first primary contact of the patient who seeks health care. Factors such
as the quality of patient care, staff morale and effective nursing leadership exist to provide care
to the patient and are directly related to each other. they do not exist in a vacuum. Each has to
be fully satisfied to ensure continued service.
EFFECIENCY VERSUS EFFECTIVENESS
EFFECIENT LEADERSHIP is the ability to minimize time and use of resources in achieving
organizational objectives which will yield maximum output. It is DOING THINGS RIGHT THE FIRST
TIME. It is more concerned with the 7 ms as gauge to accomplish task as expected.
EFFECTIVENESS, on the other hand , is the ability to determine appropriate objectives for the
group or organization to ensure appropriate and accurate results. It is concerned with output or
results of performance. It is DOING THE RIGHT THING AT THE RIGHT TIME.
EFFECTIVE LEADERSHIP
Effective leadership understands individual strengths, weaknesses and potential. It is
knowledge of the basic ingredients of leadership and management. it is also the systematic use
of self to get the right things done at the right time and right results.
Effective leaders generate higher productivity, lower costs, and more opportunities than
ineffective leaders. Effective leaders create results, attain goals, realize vision and other
objectives more quickly and at a higher level of quality than ineffective leaders.
Effective leadership is honest and credible. they do not tolerate dishonesty nor they
engage in it. They create an environment for everyone where honesty is a prized human quality.
NURSING LEADERSHIP is a multidimensional process where the learned and inherited
characteristics of the leader is combined with situational, interactional, goal directed dimensions
of the first three levels of leadership theories.
It is also the process that is used to move a group toward goal setting and goal
achievement in the provision of nursing care for patients.
MANAGEMENT IN NURSING
THINGS ONE MUST KNOW ABOUT MANAGEMENT IN NURSING
Organizations have changed a great deal over the years, and this is more apparent today
than it has ever been. work pace in the hospitals has become more urgent and unceasing as
with the growing population continuing to look to professional health care providers for their
health needs.
In order to meet the constantly evolving demands of patients and other stakeholders, it
has become necessary to introduce new paradigms of management in health and nursing care.
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.
Management is a process of getting things done through people. it supervises people and
uses resources in doing the tasks. Management is responsible for initiating steps by which
organizational goals and objectives are accomplished.