Facts of

Management

Definition of Management

Universal process
Is the ability to plan ,direct ,control and evaluate others in situations
where the outcomes are known or pre-established ,where one of more
ways of performing have been agreed upon based on evidence, where
feedback and communication is shared to improve clinical process and
outcomes, and where sustained relationships advance consistency of
purpose.

Difference between Leadership and Management

1. Managers
systems

tend

to

rely

on 1.Leaders tend to rely on people.

2.Leaders are more concerned with

2.Managers
tend to think of long term or strategic planning.
everyday problems they faced with
their planning.
3.Leaders are concerned with the
future.Leaders typically develop a
3.Managers thus focus on getting vision of the future and a strategy to
things done and react to everyday get there.
pressures and events.
4.
A.Occupies the guiding ,influencing
4.Role Interpretation:
role.
A.Differ from leaders in their B.Leader sees him/herself as serving
implementing role
others.
B.Manager usually sees him or
herself as being served by his/her
subordinates
5.A leader has an active attitude
5.Managers has an impersonal ,if towards goal.A leader formulates
not passive attitude. Goals arise out goals in an effort to influence the
of necessity and are formulated in organization to bring about change
response to change ,in reaction to and to create a different future.
forces outside the organization.
6.Leaders are compared to be real
6.Attitude of work:
risks takers because they have faith
A. managers rely on planning in other people they have faith in
.budgeting and other management other people, faith in other people,
tools and do not want to take too faith in the judgment of their key

many risks because of their basic executives, and they focus on

survival instincts.
making the work of their followers
purposeful or meaningful in order to
motivate them.
7.Managers are more task oriented
than leaders and are more detached
emotionally.
8.Power
and
motivation
is
concerned: They use threats and
rewards to subordinates

7.Leaders
empathized
with
employees
more
easily
and
communicate more freely.
8.Leaders create a sense of purpose
and hope to develop peoples
intrinsic motivation.

TRAITS NEEDED FOR EFFECTIVE MANAGERS

1.Ability to identify reoccurring problems that exist where the design of
evidence based routines create structure and improved work efficiency .
2.Perstent and vigilant behavior in self and others.
3. Communication that maintains spirit de corps in the face of repetitive work
tasks.

Both leadership and management

are needed to deal with
complexity ,relationship dynamics ,new information
and new
organizational systems and structures, Thus clinical stimulation and
experiences provide opportunities for increasing their skills.

ATTRIBUTES OF AN EFFECTIVE MANAGER

V-ision to plan for the future of the organization.

I-ncreased decision making ability.
S-ound communication
I-ncreased trust
O-rganizational skills(validate things,supervise and follow up)
N-eutral

ROLE OF MANAGERS *Mintzberg

The Management Process

According to Henri Fayol (1916/1949) Management process
consists of:
A.Planning
B.Organizing
C.Coordinating
D.and Controlling
Gulick and Urwick define the management process by acroymn
POSDCORB:
Planning,Organizing ,Staffing ,Directing,Coordinating,Reporting and
Budgeting

Management by Filipino Values

1.Manager by KAYOD
-Highly dedicated
2.Manager by LUSOT
-Looks for loopholes and will use them as an excuse for failure.
3.Manager by LIBRO
- Operates by the dictates of the books or manuals.

4.Manager by OIDO
-Learn his managerial skills by ear.
-Has vast field or practical experiences
5.Manager by UGNAYAN
-Integrate various styles of management depending on the need of the
organization.

MANAGEMENT BY OBJECTIVES (MBO)

by :Peter Drucker

Focuses attention on individual achievement.

Motivates individuals to accomplishment
Measures performance in terms of results.
Tool for effective planning and appraisal.

MANAGEMENT BY
OBJECTIVES (MBO)
by :Peter Drucker

Step 1 he employee and supervisor agree on the duties and

responsibilities of the employees
Step 2 employee set short term goals and target dates.
Step 3 both parties agree on the criteria that will be used for
evaluation.
Step 4 regulary ,the employee and the supervisor meet to discuss
progress.
Step 5 the manager assists the employee to reach goals by coaching
and counselling.
Step 6 the manager determines whether the employee has met the
goals.

References:
Leading and Managing in Nursing
By Patricia S. Yoder-Wise
Nursing Leadership & Management
By Patricia Kelly