Nursing Administration I

The Practice of Management by: JANSON, Cellanie !C"#O, Catherine MA##ON, Carissa eana

The Practice of Management

$efinition Management Theories Moti%ation Theories The &or' of Managers: (unctions, S'ills and #oles The #oles of Nurse Managers eadershi) *s+ Management

Learning Objectives
To be able to com)rehend the significance of management To be able to be familiar ,ith and discuss the different management and moti%ation theories To be able to 'no, the )re%ie, of managers- ,or': functions, s'ills and roles To be able to differentiate the leadershi) %s+ management

Managements Definition
Management is the art of getting things done through )eo)le+ It is the )rocess of reaching organi.ational goals by ,or'ing ,ith and through )eo)le and other organi.ational resources+ It is the )rocess of )lanning, organi.ing, directing and controlling the ,or' of organi.ation members and of using all a%ailable organi.ational resources to reach stated organi.ational goals+

Theories of management

Scientific Theories of Management

Frederick Taylor's Principles of cientific Management

Principles of cientific Management! Performance Standards $ifferential Piece #ate System (unctional (oremanshi) Mental #e%olution Time Study

"arrington #merson T$elve %&'( Principles of #fficiency

/0 )rinci)l es of "fficien cy

Clearly defined ideals Common sense Com)etent counsel $isci)line The fair deal #eliable, immediate and ade1uate records $is)atching Standards and schedules Standardi.ed conditions Standard o)erations &ritten standard2)ractice instruction "fficiency2re,ard

Theories of management

Classical Theories of Management

"enry Fayol &0 Principles Of Management

peciali)ation of labor *+thority Discipline ,nity of command ,nity of direction +bordination of individ+al interest -em+neration .entrali)ation calar chain %Line of *+thority( Order #/+ity Personal ten+re initiative #sprit de corps

1+estion
Julius stresses the im)ortance of )romoting 3es)rit d cor)s- among the members of the unit+ &hich of the follo,ing remar's of the staff indicates that they understand ,hat he )ointed out4 a+ 5 et-s ,or' together in harmony6 ,e need to be su))orti%e of one another7 b+ 5In order that ,e achie%e the same results, ,e must all follo, the directi%es of Julius and not from other managers7 c+ 5&e ,ill ensure that all the resources ,e need are a%ailable ,hen needed7 d+ 5&e need to )ut our efforts together in order to raise the bar of e8cellence in the care ,e )ro%ide to all our )atients7

*ns$er! %*(
5 et-s ,or' together in harmony6 ,e need to be su))orti%e of one another7+ The )rinci)le of 3es)rit d cor)s- refers to )romoting harmony in the ,or')lace, ,hich is essential in maintaining a climate conduci%e to ,or'+

Ma2 3ebers 4+rea+cratic Theory

(i8ed di%ision of labor 9ierarchy of offices #ational2legal authority Creation of rules to go%ern )erformance Se)aration of )ersonal from official )ro)erty and rights Selection based on 1ualifications Clear career )aths

Theories of management
9uman2relations Theories of Management

5+rt Le$ins .hange Management Theory

,nfree)e

Transitio n

Free)e

1+estion
9arry is ho)eful that her unit ,ill ma'e a big turnaround in the succeeding months+ &hich of the follo,ing ,ould demonstrate that he has reached the third stage of change4 a+ &onders ,hy things are not ,hat it used to be b+ (inds solutions to )roblems c+ Integrate the solutions to his day2to2day acti%ities d+ Selects the best chance strategy

*ns$er! %.(
Integrate the solutions to his day2to2day acti%ities is a e8)ected to ha))en during the third stage of change ,hen the change agent incor)orate the selected solutions to his system and begins to create a change+

6eorge #lton Mayo

"lton Mayo is 'no,n as the founder of the 9uman #elations Mo%ement Mayo had disco%ered a fundamental conce)t+ &or'ing )laces should be li'e as a social en%ironments and good relationshi) should be maintained bet,een all the ,or'ers+ Peo)le are moti%ated by much more than self2interest

M*-7 P*-5#- FOLL#T

Management is a social )rocess Moti%ating grou)s and indi%iduals to ,or' to,ards the common goal Manager should not gi%e orders to an em)loyee, rather the t,o should analy.e the situation and then ta'e order from the situation Po,er ,ith others not )o,er o%er others

Theories of management

:eha%ioral2Science Theories of Management

Do+glas Mcgregor Theory < *nd 7

Theory 7

3ork can be as nat+ral as play and rest8 People $ill be self9directed to meet their $ork objectives if they are committed to them8 People $ill be committed to their objectives if re$ards are in place that address higher needs s+ch as self9f+lfillment8 ,nder these conditions: people $ill seek responsibility8 Most people can handle responsibility beca+se creativity and ingen+ity are common in the pop+lation8

Dislikes $ork and attempts to avoid it8 "as no ambition: $ants no responsibility: and $o+ld rather follo$ than lead8 ;s self9centered and therefore does not care abo+t organi)ational goals8 -esists change8 ;s g+llible and not partic+larly intelligent8

Theory <

Theory = %3illiam O+chi(

collective decision9making long9term employments lo$er b+t more predictable promotions indirect s+pervision and a holistic concern for employees

P#T#- D-,.5#- M*>*6#M#>T 47 O4?#.T;@#

tarts of M4O process

et Organi)ationa l Objectives

.ascades Objectives to #mployees

-e$ard Performance

#val+ate Performance

Monitor

-ensis Likert

1+estion
;athleen finds out that some managers ha%e bene%olent2authoritati%e style of management+ &hich of the follo,ing beha%iors ,ill she e8hibit most li'ely4 a+ 9a%e condescending trust and confidence in their subordinates b+ <i%es economic or ego re,ards c+ Communicates do,n,ard to the staff d+ Allo,s decision ma'ing among subordinates

*ns$er! %*(
9a%e condescending trust and confidence in their subordinates+ :ene%olent2authoritati%e managers )retentiously sho, their trust and confidence to their follo,ers

.oncept of Motivation
Moti%e2 5is something =a need or desire> that causes the )erson to act7 Moti%ate ?7 to )ro%ide ,ith a moti%e7 Moti%ation27 the act or )rocess of moti%ating7

Theories of Moti%ation

Need :ased Theories of Moti%ation

Maslo$s "ierarchy of >eeds el

f9 act +ali )ati on #steem

4elonging afe and ec+rity 4asic physiological needs

*lderfers #-6 Theory

6ro $th

-elatedness

#2istence

"er)bergs T$o9factor Theory

"ygiene factors Motivating factors

*de/+ate salary

atisfying meaningf+l $ork

*ppropriate s+pervision

Opport+nities for advancement and achievement

6ood interpersonal relations

*ppropriate responsibility

afe and tolerable $orking conditions

*de/+ate recognition

Mc.lellands Three 4asic >eeds Theory

>eeds for achievement >eeds for affiliation >eeds for po$er

1+estion
*n individ+al $o+ld move in and o+t of the vario+s levels: depending +pon the e2tent to $hich their needs $ere being met is the principle of AAAAAAAAAtheoryB

*ns$er
*lderfers #-6 theory

Theories of Moti%ation
Intrinsic factor Theories of Moti%ation

@rooms #2pectancy Theory

#2pectancy

;nstr+mentalit y

@alence

Motivation

*dams #/+ity Theory

?ohn tacey *dam %&CDE( 3hich proposes that individ+als are motivated $hen they perceive that they are treated e/+itably in comparison $ith others $ithin the organi)ations

Lockes 6oal Theory

#d$in Locke %&CDF( 3hich proposes that by establishing goals individ+als are motivated to take action to achieve those goals
Level of Performance

etting pecific 6oals 6oals that hard to achieve

etting 6eneral goals 6oals that easy to achieve

Level of Performance

1+estion
;ndivid+als' perceived needs infl+ence their behavior8 Motivated behavior is increased if a person perceives a positive relationship bet$een good performance and o+tcomesGre$ards is the tenets of the AAAAAAAAAAAA theory8

*ns$er
#2pectancy theory

Theories of Moti%ation

"8trinsic (actor Theories of Moti%ation

kinners -einforcement theory

:+(+ S'inner =/BCD> studied human beha%ior and )ro)osed that indi%iduals are moti%ated ,hen their beha%iors are reinforced (our ty)es of reinforcement Positi%e reinforcement A%oidance earningENegati%e reinforcement Punishment "8tinction

1+estion
AAAAAAAAAA theories $ere attempts to e2plain ho$ nonmanagement employees s+stained behaviors to accomplish goals or ho$ leaders andGor environmental factors infl+enced $orker prod+ctivity8

*ns$er
Motivational

The &or' of Managers (unctions, S'ills, and #oles

F+nctions of Manager
thinking ahead making f+t+re projections to achieved desired res+lts establishing formal a+thority

Planning

Organi)in g

.ontrolling
*ssessingG reg+lating performance

Directing
*ct+ating efforts to accomplish goals

kills of Manager
Technical kills9 relate to the proficiency in performing an activity in the correct manner $ith the right techni/+e "+man relationship kills9 pertain to dealing $ith people and ho$ toH get alongH $ith them .oncept+al kills9 deal $ith the ability to see individ+al matters as they relate to the total pict+re and to develop creative $ays of identifying pertinent factors: responding to the big problems: and discarding irrelevant facts8

#oles of a Nurse Manager

-oles of a >+rse Manager

;nterpersonal -ole ;nformational -ole Decisional -ole

Fig+rehead Leader Liaison Monitors information Disseminates information pokesperson #ntreprene+r Dist+rbance "andler -eso+rce *llocator >egotiator

;nterpersonal -ole
(igurehead It is the most sim)le of all the managerial roles for the reason that the features of figurehead roles include Fobs such as ceremonial ,or', attending formal dinners, ac'no,ledging letters and signing of )a)ersEdocuments re1uired by the organi.ation+ It is a symbol because of the )osition heEshe occu)ies+ eader The manager determines the atmos)here of the organi.ation+ The manager must be able to instill energy and %ision into the entire hierarchy+ This in%ol%es inter)ersonal relationshi)s bet,een the leader and follo,ers and the influence of su)eriors ,ho hires, trains, encourages, fires, remunerates, and Fudges iaison It in%ol%es hori.ontal relationshi)s+ Managers de%elo) a ,eb of relationshi)s ,ith indi%iduals and grou)s bet,een and outside contacts such as the community, su))liers and the organi.ation+ They de%elo) e8change relationshi)s ,hereby they offer their time and talents in e8change for information and fa%ors+

1+estion
A nurse manager-s )articular uni1ueness and strengths determine the roles he or she models most fre1uently+ A builder of communication net,or's is considered to be ,hich role of the nurse manager4 a+ S)o'es)erson b+ iaison c+ #esource allocator d+ Monitors information

*ns$er! %4(
A liaison is a builder of communication net,or's+

;nformational -ole
M o ni to r s i n f or m at i o n Th e m a nag er r ec ei %e s i n f orm at i o n fro m a % ari et y o f so urce s i n o rd er t o bec om e i nf o rm ed a bo ut th e o rgan i .a ti o n+ N urse m ana ge rs are al so e8) er t 5 sen so r s, 7 ) i c' i ng u ) earl y si gn s o f )ro bl em s b ef ore th ey gro , t oo b i g + $i ss em i n ate s i n f or m at i o n I n fo r m at i on i s )o , er+ T h e m an ag er b ri n gs e8t ern al i nf orm at i o n i n to t he ho s) i t al a nd d i sse mi na tes i t th ro ug h th e s taf f + S)o 'es )er s on Th e m a nag er d eal s , i t h )u b l i c re l at i o ns an d s er%es as a n e8) ert i n n ur s i ng t o th e ) u bl i c+ T h e m an ag er 'e e)s 'ey i nf l u en cers , b oa rd o f d i r ect o r m em ber s, t h e b oss an d e8t erna l co n sti tu en ts i n fo rm ed + N urse m an age r s o f ten s) ea ' f or a dm i n i st rat i o n , hen rel ayi n g i n fo rm at i on t o t he i r st af f me mb er s + i 'e, i s e, t h ey o f ten s )ea' f or s taf f m em b ers , h en r el ayi n g i n fo r m ati on t o adm i n i st rat i o n +

Decisional -ole
"ntre)reneur :ecause the manager has both authority and information, heEshe can e8ercise control o%er all im)ortant decisions and their integration+ The manager loo's for )roblems and o))ortunities and initiates modifications to im)ro%e )roFects that direct and control change in the organi.ation+ $isturbance handler $isturbances may arise from conflicts among colleagues, une8)ected situations such as resignation of subordinates, firing of subordinates, and loss of clients, threat of change or loss of resources+ The manager must inter%ene ,hen une8)ected stimuli comes ,hen no )rogram res)onses are a%ailable+

 #esource allocator The manager o%ersees )ersonnel, budget and materials+ The )rimary res)onsibilities include )rogramming the ,or', authori.ing actions and scheduling o,n time ,hich sets the )riorities+ The manager is largely res)onsible for setting the structure and deciding ,ho ,ill do ,hat+ Negotiator The nurse manager must e8hibit e8cellent negotiation s'ills+ These s'ills are im)ortant in hel)ing a team arri%e at decisions, gaining organi.ational su))ort for a ne, )lan, gaining the coo)eration of another de)artment or organi.ation, and in many other facets of the manager -s role+

1+estion
9arry is a unit manager in the medical ,ard+ 9e is not satisfied ,ith the ,ay things are going in his unit+ Patient satisfaction rate is GHI for t,o consecuti%e months and staff morale is at its lo,est+ 9e decides to )lan and initiate changes that ,ill )ush for a turnaround in the condition of the unit+ &hich of the follo,ing actions is a )riority for 9arry4

a+ Call for a staff meeting and ta'e this u) in the agenda b+ See' hel) from his su)erior manager c+ $e%elo) a strategic action on ho, to deal ,ith these concerns d+ Ignore the issues since these ,ill be resol%ed naturally

*ns$er! %*(
Call for a staff meeting and ta'e this u) in the agenda+ This ,ill allo, for the )artici)ation of e%ery staff in the unit+

eadershi) *S Management

Leadership vs8 Management

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$ o , l e s s , # + M + = 0 H H J > + 5 Ko u r g u i d e t o c o s t i n g m e t h o d s a n d t e r m i n o l o g y : N u r s i n g M a n a g e m e n t 7 , ) ) C 0 ? C J + Patronis Jones, #ebecca A+ =0HHJ>, 5Nursing eadershi) and Management: Theories, Processes and Practice7, )) 0D20G

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