LEADERSHIP Is the process of PERSUASION and EXAMPLE by which an individual induces a group to take action that is in accordance with

h the leaders purposes or the shared purposes of all. Leadership could also be taken place by cohesive groups. 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. CHARACTERISTICS OF LEADERSHIP Co-existence with follower ship- a leader cannot exist without followers existing. Responsibility- A leader is expected to assume full responsibility in all situations Understanding nature- An important characteristic feature of leadership is its nature to understand the feelings and problems of the group as a whole as well as the individuals Precedence- Since the leader influences the behavior and the activities of the followers he should be endowed with the technical competence and personality traits. Adapts to Situation - Leadership patterns changes according to the type of group and the situation in which the group is operating. IMPORTANCE OF LEADERSHIP Initiates action Leader communicates the policies and plans to the subordinates from where the work actually starts. Motivation - A leader motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates. Providing guidance - A leader guides by instructing the subordinates the way they have to perform their work effectively and efficiently. Creating confidence - Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems. Building morale - A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals. Builds work environment - Management is getting things done from people. An efficient work environment helps in sound and stable growth. He should listen to his subordinates problems and solve them. He should treat employees on humanitarian terms. Co-ordination- can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader. Elements of Leadership 1. VISION- Provides direction to the influence process. For leadership to occur, leaders must communicate the vision to their followers in such a way that the followers adopt the vision as their own. It is essential for organizational effectiveness and success 2. INFLUENCE- Ability to obtain followers, compliance or request. It is a skill that can be developed , and is one of a major components of the power triangle 3. POWER- Ability to efficiently and effectively exercise authority and control through personal, organizational and social strength. The ability to give commands.

-Ability to impose the will of one person or group to bring about certain behaviors in other groups or persons Sources of POWER Reward power: based on the inducements in exchange for cooperation Source: ability to grant favor e.g. pay, promotion, recognition, privileges Coercive power: ability to punish Source: fear e.g. withholding pay rises & promotion, withdrawing friendship, formal reprimands, lay off Legitimate power: based on leader's position Source: position Referent power: based on respect, attractiveness, reputation, or charisma Source: Association with others Expert power: competence, special knowledge or expertise in a given area. Source: knowledge & skills 4. AUTHORITY- Represents the right to expect or secure compliance . Authority is backed by legitimacy 5. RESPONSIBILITY- Corresponding obligation and accountability for all actions done. Ability to do assigned task 6. ACCOUNTABILITY- Is answering for the result of ones actions or omissions. It is a form of reckoning, where one accepts the consequences of their decisions, good or bad Leadership Theories 1. GREAT MAN THEORY -This theory assumes that the capacity for leadership is inherent, that great leaders are born not made These theories portray great leaders as heroic, mythic and destined to rise leadership when needed 2. Trait Theory- According to this theory, leaders are: gifted with certain qualities that developed and show in their ability to get along with people ; persuade them in the course of action have forceful personalities, possess integrity, and are efficient in their work. Traits that are related to leadership effectiveness: Intelligence traits - knowledge, judgment, decisiveness. Personality traits - adaptability, creativity, integrity, etc. Ability traits ability to enlist cooperation, popularity, prestige, etc. 3. Behavioral Theory- Nurse leader must understand human beings since behavior of people is at the core of leadership and management in nursing 4. SITUATIONAL THEORY- There is high task low relationship behavior in a telling leadership style. Beyond this, situational theory is where you apply the three (3) basic tools of leadership: AUTOCRATIC DEMOCRATIC FREE-REIN 5. MOTIVATIONAL THEORY- Maslows theory of motivation that is based on a holistic-dynamic theory. 6. CONTINGENCY THEORY- Leader- member relations is the feelings and attitudes of followers regarding acceptance, trust and credibility of the leader 7. INTERACTIONAL THEORY- Signifies an interaction between the person and situation. It concerns the behaviors of the person as interacting with his environment

8. TRANSACTIONAL THEORY- Emphasizes relationship between leaders and followers. Examines the mutual benefit from an exchange-based relationship. Leader offers certain things like rewards or resources, in return leaders get followers commitment or acceptance of leaders authority (extrinsic motivation) 9. TRANSFORMATIONAL THEORY- In contrast to Transactional (extrinsic motivation) this theory emphasizes intrinsic motivation . Emphasis on commitment rather than compliance from the followers. The main focus is empowerment. Transformational leader proactive and innovative visionary. 10. PATH GOAL THEORY1. Directive Leadership: The leader explains the performance goal and provides specific rules and regulations to guide subordinates toward achieving it. 2. Supportive Leadership: The leader displays personal concern for subordinates. This includes being friendly to subordinates and sensitive to their needs. 3. Achievement-oriented Leadership: The leader emphasizes the achievement of difficult tasks and the importance of excellent performance and simultaneously displays confidence that subordinates will perform well. 4. Participative Leadership: The leader consults with subordinates about work, task goals, and paths to resolve goals. This leadership style involves sharing information as well as consulting with subordinates before making decisions. 10. CHARISMATIC THEORY- The ability to inspire. Motivate people to do more than they would normally do. Tend to be less predictable than transactional leaders. Create an atmosphere of change. May be obsessed by visionary ideas. TWO CLASSES OF LEADERS FORMAL LEADER- Holds a position in an organization either by election or by appointment INFORMAL LEADER- Emerges in an informal group and the one seen by the group as most capable of satisfying its needs. LIKERTS LEADERSHIP SYSTEM 1. AUTHORITATIVE LEADERSHIP EXPLOITATIVE-AUTHORITATIVE BENEVOLENT AUTHORITATIVE 2. PARTICIPATIVE LEADERSHIP CONSULTATIVE-DEMOCRATIC PARTICIPATIVE-DEMOCRATIC Styles of Leadership 1. Autocratic or Authoritarian - It involves CENTRALIZED DECISION MAKING, with the leader making decisions and using power to command and control others. Style: Decision is made WITHOUT ANY FORM OF CONSULTAION Rely on threats and punishment to influence employees Do NOT TRUST subordinates NO SUBORDINATE input Leader Characteristics: Concerns with TASK ACCOMPLISHMENT rather than relationships Uses DIRECTIVE behavior

Exercises POWER with COERCION Makes decisions ALONE Expects RESPECT & OBEDIENCE of staff INEFFECTIVE when subordinates: become tense, fearful, or resentful expect to have their opinions heard have low morale, high turnover and absenteeism and work stoppage EFFECTIVE when: Employees do not respond to any other leadership style There is high-volume production There is limited time to make a decision A managers power is challenged by an employee 2. Democratic or Participative- This leadership style is participatory, with authority DELEGATED to others. Leader Characteristics: Concerns with human relations & teamwork Fosters open & two-way communication Recognizes and encourages achievement 3. Laissez-Faire, Permissive or Free reign- This leadership style is PASSIVE and permissive and the leader defers decision making. EFFECTIVE when EMPLOYEES are: highly skilled, experienced, and educated. trustworthy Utilizing outside experts, such as staff specialists or consultants INEFFECTIVE when It makes employees feel insecure at the unavailability of a manager. Leaders are ungrateful 4. Bureaucratic- The bureaucrat acts as a representative of the power and prestige of the entire structure, irrespective of his position within the hierarchy Style: Everything is done according to procedure or policy Leader Characteristics: manages by the book Exercises power by exercising fixed rules Tends to relate impersonally to staff Servant Leadership -Endure misunderstanding and suffering instead of seeking honor and glory -Show initiative when people are apathetic Paternalistic Style commonly used in the Philippines IMPACT OF VALUES AND BEHAVIOR ON FILIPINO LEADERSHIP

1. Amor propio 2. Utang na loob 3. Pakikisama 4. Hiya 5. Galang 6. Lakad system 7. Bata system 8. Personalism

MANAGEMENT - A process of coordinating actions and allocating resources to achieve organizational goals. MANAGERIAL ROLES 1. INFORMATION PROCESSING 2. INTERPERSONAL 3. DECISION-MAKING

MANAGEMENT PROCESS Planning Organizing Staffing Directing Controlling PLANNING Refers to the formulation of objectives, programs, policies, procedures, rules and regulations, and budget in order to achieve goals ORGANIZING Is the grouping together of people, establishing relationships among them, defining the authority and responsibility that the personnel have in the use of the companys material resources to attain predetermined goals or objectives. STAFFING Involves filling and keeping the positions provided for in the organization structure DIRECTING Is a process that entail human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration CONTROLLING Is the process of measuring and correcting of activities of subordinates and the company to assure conformity to plans.

MANAGEMENT THEORIES 1. SCIENTIFIC MANAGEMENT (Frederick Taylor) 2. BUREAUCRATIC MANAGEMENT (Max Weber) 3. ADMINISTRATIVE PRINCIPLES 4. HUMAN RELATIONS 1. SCIENTIFIC MANAGEMENT (Frederick Taylor) - Focus is on GOALS and PRODUCTIVITY Principles of Scientific Management 1. Replacing rule of thumb with science. 2. Obtaining harmony in group action rather than disagreement. 3. Achieving cooperation of employees rather than disorganized men. 4. Working for maximum result than limited result. 5. Developing all workers to the fullest extent possible for their own and their companys highest prosperity and profitability. General Principles of Management (Henri Fayol) 1. Division of work - This is the assignment of specialized jobs to various departments and/or positions. 2. Authority and Responsibility Authority as the power or the right entrusted to make the work possible and Responsibility as the duty or work assigned to a particular position. 3. Discipline - Respect for agreements which are directed at achieving obedience, application, and energy. 4. Unity of command - This means that subordinates should receive orders from one superior only. 5. Unity of direction - The same objective must have one head and one plan. 6. Subordination of individual to general interest -The same objective must have one head and one plan. 7. Remuneration - Employees must be paid a fair wage for their services rendered to the organization.

8. Centralization - The degree to which subordinates are involved in decision making.

9. Scalar chain

- This is the chain of superiors from the highest to the lowest ranks.
10. Order - There is order when people and materials are in the right place at the right time. 11. Equity - Loyalty and commitment should be elicited from personnel by a combination of kindness and justice on the part of managers when dealing with subordinates. 12. Stability of tenure - When there is high employee turnover, there is inefficient management 13. Initiative - Is conceived to be the thinking out and execution of a plan and one of the satisfactions for an intelligent individual to experience. 14. Esprit de corps- This is the principle that in unity, there is strength. 2. BUREAUCRATIC MANAGEMENT (Max Weber) - Focus is on SUPERIOR-SUBORDINATE COMMUNICATION transmitted from the top down via a clear chain of command, a hierarchy of authority, and a division of labor chain. 3. ADMINISTRATIVE MANAGEMENT - Focus is on the science of management and principles of an organization applicable in any setting 4. HUMAN RELATIONS - Focuses on EMPOWERMENT of the individual worker as the source of control, motivation, and productivity in organizations. MOTIVATION THEORIES 1. MASLOWS HIERARCHY OF NEEDS - Needs at one level must be satisfied before one is motivated by needs at the next higher level of 2. TWO-FACTOR THEORY (Frederick Herzberg) Hygiene Maintenance Factors include adequate salary status, job security, quality of supervision, safe and tolerable working conditions, and relationships with others. Motivator Factors include satisfying & meaningful work, development & advancement opportunities, and responsibility & recognition 2. THEORY X- Douglas Mc Gregor - Leaders must direct and control because motivation results from reward and punishment. - Employees prefer security, direction, and minimal responsibility, and they need coercion and threats to get the job done.

3.

THEORY Y- Douglas Mc Gregor

Leaders must remove work obstacles as under the right work conditions, workers have self-control and self-discipline. The workers reward is their involvement in work and in the opportunity to be creative.

4. THEORY Z- William Ouchi Uses collective decision making, long term employment, mentoring, holistic concern, and use of quality circles to manage service and quality. 5. THEORY M Allen - People are motivated to work by highly complex factors that may be biological, psychological, social, or economic. Such factors vary in relative importance according to conditions at the time.

LEVELS OF SKILLS MANAGEMENT 1. CONCEPTUAL- Refer to an individuals mental ability to coordinate a variety of interests and activities. 2. INTERPERSONAL- Provide individuals a unique flair in their speech, determine the amount of empathy heard in their words of consolation, and rule their desires to examine what is said. 3. TECHNICAL- Are the tools, procedures, and techniques that are unique to the nurse managers specialized situation. STYLES OF PINOY MANAGEMENT 1. Manag ement by KAYOD - REALIST MANAGER. - His work is his pleasure in life. 2. Management by LIBRO - The Idealist manager. Highly professional person who prefers American type management styles with technical jargon. 3. Management by LUSOT - The Opportunist Manager. The type of manager who wants the least hardship and sweat, paying off problems and taking shortcuts 4. Management by SUYOD - The Reconsider Manager. - Comprehensiveness, depth, and thoroughness type of management. PLANNING Refers to a process beginning with objectives; defining strategies, policies and detailed plans to achieve them; achieving an organization to implement decisions, and including a review of performance and feedback to introduce a new planning style. (Steiner) IMPORTANCE OF PLANNING Planning may not directly improves performance, but the following may eventually help achieve the desired objective: 1. Planning leads to success in achieving goals and objectives.

2. Planning gives meaning to work. 3. Planning provides for effective use of available personnel and facilities. 4. Planning helps in coping with crisis situations. 5. Planning is cost-effective 6. Planning is based on past and future, thus helping reduce the element of change. 7. Planning can be used to discover the need for change. 8. Planning is needed for effective control. CHARACTERISTICS OF A GOOD PLAN 1. Planning is PURPOSEFUL - This means that planning is a deliberate, rational, and objective process. 2. Planning is PROCESS-ORIENTED - Planning is NOT an isolated act; it is a continuous and iterative process (recognition of the interdependency of the organizations varied components 3. Planning is HIERARCHICAL in nature - A system of plans is developed by an organization true commitment to planning process. 4. Planning is FUTURE-DIRECTED - It requires forecasts of economic variable, the needs & demands of patients, health services utilization, social environment, and direction of political forces. 5. Planning is MULTI-DIMENSIONAL - TIME - ORGANIZATIONAL LEVEL - FUNCTIONAL AREA - ORIENTATION - SCOPE TYPES OF PLANNING 1. STRATEGIC or LONG-RANGED PLANNING - The sum total or outcome of the processes by which an organization engages in environmental analysis, goal formulation, and strategy development with the purpose of having same vision, organizational growth and renewal. A long term project of a certain organization could be considered as an example. 2. OPERATIONAL or SHORT-RANGED PLANNING This is the process of assuring that specific projects are carried out effectively and efficiently. . A short term program for a certain unit could be an example. Both planning must consider basic steps such as: What is to be done, when, who and how to do it

STEPS IN STRATEGIC PLANNING PROCESS 1. Perform environmental assessment 2. Conduct stakeholder analysis 3. Review literature for evidence-based best practices 4. Determine congruence with organizational mission 5. Identify planning goals and objectives 6. Estimate resources required for the plan 7. Prioritize according to available resources 8. Identify timelines & responsibilities

9. Develop a marketing plan 10. Write & communicate the business plan/strategic plan 11. Evaluate

PHASES OF STRATEGIC PLANNING 1. STRATEGIC ANALYSIS - This activity includes the conduct of some sort of scan, or review of the organizations environment (political, social, economic, & technical environment). 2. SETTING STRATEGIC DIRECTIONS - Planners carefully come to conclusions about what the organization must do as a result of the major issues and opportunities facing the organization. S - pecific M - easurable A - ttainable R - ealistic T ime bound E - xtending R - ewarding SWOT ANALYSIS Is a tool that is frequently used to conduct these environmental assessments. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS 3. ACTION PLANNING - The process of laying out how the strategic goals will be accomplished carefully . Objectives Responsibilities Timelines SCOPE OF PLANNING 1. Contribution to Purpose and Objectives 2. Planning as the first basic function 3. Planning as a function of all managers 4. Planning for efficient organization ELEMENTS / COMPONENTS 1. Written statement of mission and purpose 2. Philosophy 3. Objectives 4. Detailed management or operational plan PHILOSOPHY A value statement of the principles and beliefs that direct the organizations behavior.

UPHSD PHILOSOPHY The University of Perpetual Help System DALTA believes and invokes Divine Guidance in the betterment of the quality of life through national development and transformation, which are predicated upon the quality of education of its people. Towards this end, the Institution is committed to the ideals of teaching, community service, and research; as it nurtures the value of Helpers of God, with Character Building is Nation Building, as its guiding principle VISION Are compelling description of how the organization will or should operate at some point in the future and of how customers or clients are benefiting from the products and services of the organization UPHSD VISION The University of Perpetual Help System-DALTA shall emerge as a premier university in the Philippines. It shall provide a venue for the pursuit of excellence in academics, technology, and research through community partnership. The University shall take the role of a catalyst for human development. It shall include Christian values Catholic in doctrine, as a way of strengthening the moral fiber of the Filipino a people who are Helpers of God, proud of their race and prepared for exemplary global participation in the arts, sciences, humanities and business. It foresees the Filipino people enjoying a quality of life in abundance, living in peace, and building a nation that the next generation will nourish, cherish and value. MISSION STATEMENT Is a formal expression of the purpose or reason for existence of the organization. UPHSD MISSION The University of Perpetual Help System DALTA is dedicated to the development of the Filipino as leader. It aims to graduate dynamic students who are physically, intellectually, socially and spiritually committed to the achievement of the highest quality of life. As a system of service in health and in education, it is dedicated to the formation of Christian service and research-oriented professionals, leaders and citizens with great social concern and with commitment to the delivery of quality education and health care. It shall produce Perpetualites as Helpers of God a vital ingredient to nation building. VALUE STATEMENTS Include the overall priorities(moral values) in how the organization will operate.

BUDGET Is an itemized estimate of expected income & expenses. TYPES OF BUDGETS 1. Operating - These budgets are usually associated with major activities over coming year, including wages, salaries, and compensations both permanent and temporary or casual employees. 2. Project

These budgets are associated with major projects, for example, constructing a building, developing a new program or product line.

3. Cash - These budget depict where cash will be spent over some near term, for example, over the next three months (this is very useful in order to know if an organization can afford bills that must be paid soon). 4. Capital - These budget are associated with operating some major asset, for example, a building, automobiles, furniture, computers, etc.

Budget Preparation 1. Demographic Information & marketing 2. Competitive Analysis 3. Regulatory Influences 4. Strategic plans COST CONTAINMENT Keep costs within acceptable limits for volume, inflation, and other parameters. It involves cost awareness, monitoring, management, and incentives to prevent, reduce, and control costs. COST AWARENESS Focuses the employees attention on costs. It increases organizational awareness of WHAT costs are, the PROCESS available for containing them, HOW they can be managed, and by WHOM. COST MONITORING Focuses on HOW MUCH will be spent where, when, and why. It identifies, reports, and monitors costs. COST MANAGEMENT Focuses on what can be done by whom to contain costs. Programs, plans, objectives, and strategies are important. COST INCENTIVES Motivate cost containment & reward desired behavior. Contests for the best money-saving ideas, perfect attendance, and nurse of the moth help recognize personnel effort. TIME MANAGEMENT Refers to techniques designed to enable people to get more activities done in less time with better results TOOL OF TIME MANAGEMENT 1. PRIORITIES 3. SCHEDULES 2. OBJECTIVES 4. PLANS STEPS IN TIME MANAGEMENT 1. Estimate Activity Time Consumption 2. Create an environment supportive of time management & patient care 3. Utilize shift handoff report BARRIERS IN PLANNING 1. Lack of real commitment in planning 2. Interchanging planning studies with plans

3. Failure to develop and implement sound strategies 4. Lack of meaningful objectives and goals 5. Tendency to underestimate the importance of planning premises 6. Failure to see the scope of plans 7. Failing to see planning as a rational process8. Too much reliance on experience 9. Failure to use the principle of limiting factor 10. Lack of top management support 11. lack of clear delegation 12. Lack of adequate control techniques & information

ORGANIZATIONS Established social systems designed to carry out specific objectives. ORGANIZING Is the grouping of activities for the purpose of achieving objectives. ORGANIZATIONAL STRUCTURE A framework in which management process is carried out in an organization. TYPES OF ORGANIZATIONAL STRUCTURE: 1. INFORMAL STRUCTURE a. Consists of personal and social relationships among the members of the organization that do not appear in the organizational chart. b. Based on personal relationships rather than on respect for positional authority. c. It comes from the followers natural respect for a colleagues knowledge and abilities. d. Also has its known channel of communication 2. FORMAL STRUCTURE -Describes the POSITIONS. -The responsibilities of those occupying the positions, and the working relationships among the various units or departments. A. BUREAUCRATIC STRUCTURE (HIERARCHIC) a. Organizational design to facilitate large-scale administration by coordinating the work of many personnel. b. Emphasizes SUPERIOR-SUBORDINATE relationships. B. ADAPTIVE MODEL (ORGANIC) Motivation is derived from system needs, task-related factors and peer pressure rather than from supervision. - It is staffed by INDEPENDENT and SELF-RELIANT PEOPLE. B.1. FREE FORM - Emphasizes open communication, consensus, independent judgment and selfregulation B.2. PROJECT MANAGEMENT

- Useful for long range projects that need much planning, coordination and research. B.3. TASK FORCES - Organized for special projects that are short range wherein temporary assignment of a group of people have been selected because of their special qualifications and expertise. B.4. MATRIX ORGANIZATION - Decision making is made in the middle level management - Team building is encouraged

ORGANIZATIONAL CHARTS Drawing that shows how the parts of an organization are linked Depicts the formal organizational relationships, areas of responsibility, persons to whom one is accountable, and channels of communication USES OF ORGANIZATIONAL CHARTS 1. It outlines administrative control. 2. It is used for policy making and planning. 3. It is used to evaluate strength and weaknesses of the present structure. 4. It shows the relationships with other departments and agencies. 5. It is used to orient new personnel to the organization. CHAIN OF COMMAND Is the formal line of authority and communications CENTRALITY Indicates the location of a position in an organization where frequent communication occurs. Determined by organizational distance. UNITY OF COMMAND Represented by the vertical solid line between positions on an organizational chart If indicates one person has one boss AUTHORITY Official power act Power to direct the work of others RESPONSIBILITY -Duty or an assignment ACCOUNTABILITY Moral responsibility; the hallmark of health care professions A manager may delegate responsibility but always remain accountable ORGANIZATIONAL CHARTS MAY BE: 1. VERTICAL CHART OR TALL STRUCTURE: Depicts the chief executive at the top with lines of authority flowing down the hierarchy. This structure clearly defines the relationships between and among the different levels in the organization. Most effective when managers desire better coordination and effective communication 2. HORIZONTAL CHART OR FLAT CHART:

Depicts the manager at the top with a wide span of control. Levels of management are not shown in a flat chart. Shortens the administrative distance between top and bottom levels in the organization. Employees in this structure reports to one manager. Communication is direct simple and fast. Contribute to high employee morale and help develop capable, self confident staff.

3. CIRCULAR OR CONCENTRIC CHART: Shows the outward flow of formal authority which is from the center moving outward. Minimizes or reduces the implications of status or position. Represents a conceptual, rather than a functional view of the organization.

VERTICAL CHART

HORIZONTAL OR FLAT CHART

CHIEF NURSE

HEAD NURSE OB/GYNE WARD

HEAD NURSE MEDICAL SURGICAL WARD

HEAD NURSE INTENSIVE CARE UNIT

HEAD NURSE OUT-PATIENT DEPARTMENT

HEAD NU RSE OPERATING ROOM

ORDERLY

STAFF NURSE

AIDE

ORDERLY

STAFF NURSE

AIDE

ORDERLY

STAFF NURSE

AIDE

ORDERLY

STAFF NURSE

AIDE

ORDERLY

STAFF NURSE

AIDE

CIRCULAR OR CONCENTRIC CHART

STAFF NURSE STAFF NURSE

STAFF NURSE

CHARGE NURSE

BOARD OF TRUSTEES CHIEF OF HOSPITAL

CHARGE NURSE

STAFF NURSE

NURSE SUPERVISOR

NURSE SUPERVISOR

STAFF NURSE

STAFF NURSE

CHARGE NURSE

CHIEF NURSE

CHARGE NURSE

STAFF NURSE

STAFF NURSE

LINE AND STAFF RELATIONSHIP LINE AUTHORITY Is a chain of command, a manager-staff associate or leader-follower relationship Depicted by a solid line on an organizational chart In this relationship, the manager delegates authority to an associate who in turn delegates authority to the staff. Vertical solid line describes concept of one boss indicating unity of command Dotted or broken lines represents Staff positions, chain of command and line positions

STAFF AUTHORITY Refers to a form of influence used by specialized individuals who holds unique roles in the organization and who, while not directly responsible for employees, are involved with the outcome of the employers outcome. PRINCIPLES OF ORGANIZATION 1. COMMUNICATION A. Clearly define in writing the nature of each position, its duties, authority, responsibilities and relationships with other positions. B. Make clear the line of authority. C. Ensure that channels of command are not violated by staff units. D. Never criticize a subordinate in the presence of executives or employees of equal or lower rank. E. Promote the interests of those under you when reporting to your superiors F. Make and keep adequate reports G. It involves the use of all senses H. It could be downward in the form of policies and manuals, upward, horizontal and grapevine which is considered as the most informal one 2. UNITY OF COMMAND Assign workers to be responsible for a single area and to report only to one supervisor. A. Centralize authority and responsibility in the head of the organization. B. See that no person occupying a single position in an organization is subjected to definite orders from more than one source. C. Know whom you report to and who reports to you. 3. SPAN OF CONTROL Determining the number of employees that one supervisor can effectively and efficiently manage. A. Level of managerial experience of the manager B. Skills level of the employees C. Stability of the work unit or department D. Level of morale among the employees E. Type of work managed 4. DELEGATION OF AUTHORITY Essential part of management is some amount of participation among the lower level managers. A. Let a few people accomplish the task B. Systematically align all personnel and activities C. Never give orders to subordinates who are under a responsible superior D. Do not change the scope of responsibility of a position without a definite understanding of the effects on all persons concerned E. See to it that there is no overlapping of authority 5. SIMILAR ASSIGNMENT Responsibilities assigned to a particular unit of an organization should be clear cut and well understood. A. Do not assign a function to more than one independent unit of the organization. B. Assign specific, clear cut and similar functions to subordinates.

C. Assign every necessary function to a specific individual. 6. UNITY OF PURPOSE Definite plans must be formulated based upon the objectives, policies, standards and work procedures previously accepted by the organization.