Common Management Styles of Nurse manager in Sri Lanka

Managers have to perform many roles in an organization and how they handle various

situations will depend on their style of management. A management style is an overall method of

leadership used by a manager. There are two sharply contrasting styles. Those are Autocratic

and Permissive.

Each style has its own characteristics. Autocratic: Leader makes all decisions unilaterally.

Permissive: Leader permits subordinates to take part in decision making and also gives them a

considerable degree of autonomy in completing routine work activities. Combining these

categories with democratic (subordinates are allowed to participate in decision making) and

directive (subordinates are told exactly how to do their jobs) styles gives us four distinct ways to

manage. Directive Democrat: Makes decisions participatively; closely supervises subordinates.

Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates. Permissive

Democrat: Makes decisions participatively; gives subordinates latitude in carrying out their

work. Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying

out their work.

After a nurse graduates from a nursing school and gets her Registered Nurse (RN)

license, she normally possesses some fundamental leadership skills to apply to direct patient

care. As she gets more experienced and advances in her post, she would be required to learn

more on leadership. There are many leadership courses that are available in colleges and

universities, professional education facilities, and even large public and private hospitals. It is

truly crucial for a nurse to seek advice, mentoring, and coaching from a senior nurse leader who

would render honest feedback regarding her leadership style.

Types of Management Styles in Nurse Manager broadly speaking, there are two types of

fundamental leadership styles, democratic and autocratic. These styles are further divided into

subcategories. For instance, a nurse leader who is democratically inclined, would engage his

nurses in decision-making and let them carry out their work in an independent manner. Whereas,

a directive autocrat would provide instructions without looking for inputs and superintend his

nurses in an close manner. More on leadership.

A nurse manager who has a considerable amount of work experience would select a

leadership and management style that would work best in any circumstance. For instance, he

might play a democratic kind of a role when it is time to purchase new equipment for his nursing

section. He can arrange to buy the equipment that is required by nurses, and then allow them to

utilize it individually as needed. But from the other point of view, he might act as a directive

autocrat when dealing with less experienced nurses, giving only one-sided instructions, while he

closely oversees their work. Nurse leaders most importantly need to be very stress and tension-

free while managing things, as they work in a critical life and death situation where every

moment counts. and where temperamental or emotional behavior is not accepted. They need to

be able to fully concentrate on what they do, as it may be a question of someones life and health.

A nurse leader might change his leadership style according to the age and expertise of the

nurses working under his supervision. There can be many cases where veterans would like to

share their hard-earned expertise with new recruits who are in responsible positions. Whereas,

younger and less-experienced nurses might benefit from close supervision along with sufficient

guidance and feedback. Nursing has veered towards a shared model of management which

involves nurses in decision-making. In this leadership model, a nurse leader employs a

democratic style of leadership, encouraging nurses to actively get involved in medical decision-

making activities along with monitoring their patient results.

However, a nurse manager may change his style according to situation and the way

nurses respond to his instructions. Her style may also change according to situational demands of

the medical facility. Effective leadership would certainly make the nursing professionals work in

the best possible manner.

Distinguish between organisational structure and organisational chart and their importance

A hierarchical organization is an organizational structure where every entity in the organization,

except one, is subordinate to a single other entity. This arrangement is a form of a hierarchy. In

an organization, the hierarchy usually consists of a singular/group of power at the top with

subsequent levels of power beneath them. This is the dominant mode of organization among

large organizations; most corporations, governments, and organized religions are hierarchical

organizations with different levels of management, power or authority. For example, the broad,

top-level overview of the general organization of the Catholic Church consists of the Pope, then

the Cardinals, then the Archbishops, and so on.

Members of hierarchical organizational structures chiefly communicate with their

immediate superior and with their immediate subordinates. Structuring organizations in this way

is useful partly because it can reduce the communication ovrhead by limiting information flow.

A hierarchy is typically visualized as a pyramid, where the height of the ranking or

person depicts their power status and the width of that level represents how many people or

business divisions are at that level relative to the whole—the highest-ranking people are at the

apex, and there are very few of them; the base may include thousands of people who have no

subordinates). These hierarchies are typically depicted with a tree or triangle diagram, creating

an organizational chart or organigram. Those nearest the top have more power than those nearest

the bottom, and there being fewer people at the top then at the bottom. As a result, superiors in a

hierarchy generally have higher status and command greater rewards than their subordinates.

All governments and most companies have similar structures. Traditionally, the monarch was

the pinnacle of the state. In many countries, feudalism and manorialism provided a formal social

that established hierarchical links at every level of society, with the monarch at the top. The

organizational chart is a visual representation of the organizational structure. An organizational

chart (often called organization chart, org chart, organigram(me), or organogram(me)) is a

diagram that shows the structure of an organization and the relationships and relative ranks of its

parts and positions/jobs. The term is also used for similar diagrams, for example ones showing

the different elements of a field of knowledge or a group of languages.

In modern post-feudal states the nominal top of the hierarchy still remains the head of

state, which may be a president or a constitutional monarch, although in many modern states the

powers of the head of state are delegated among different bodies. Below the head, there is

commonly a senate, parliament or congress, which in turn often delegate the day-to-day running

of the country to a prime minister. In many democracies, the people are considered to be the

notional top of the hierarchy, over the head of state; in reality, the people's power is restricted to

voting in elections.

In business, the business owner traditionally occupied the pinnacle of the organization. In

most modern large companies, there is now no longer a single dominant shareholder, and the

collective power of the business owners is for most purposes delegated to a board of directors,

which in turn delegates the day-to-day running of the company to a managing director or CEO.

Again, although the shareholders of the company are the nominal top of the hierarchy, in reality

many companies are run at least in part as personal fiefdoms by their management; corporate

governance rules are an attempt to mitigate this tendency. There are several limitations with

organizational charts.

If performed manually, for example when using manual software such as Microsoft Visio

or Powerpoint, org charts will very quickly become out-of-date, especially in large organizations

that change their staff regularly.

It only shows 'formal relationships' and tells nothing of the pattern of human (social)

relationships which develop. It shows nothing about the managerial style adopted (e.g. autocratic

or democratic) When starting a business, or when changing from one organizational structure to

another, it's appropriate that owners consider advantages and disadvantages of each structure in

meeting business, personal and family goals. The best structure for one type of business may not

be the best for another. The best structure for a new business may not be suitable as the business

expands. In some cases, an organigraph may be more appropriate, particularly if one wants to

show non-linear, non-hierarchical relationships in an organization. It does not include customers.

Advantages and disadvantages of brainstorming and nominal group technique in problem

solving.

The current study examines the relative effectiveness of three brainstorming techniques.

Those are nominal group, round robin and open discussion. The results indicate that nominal

group and brainstorming esulted in equivalent numbers of unique fraud risks and comparable

increases in planned audit ours, while open discussion brainstorming yielded the least number of

unique ideas and the mallest increase in planned audit hours. Furthermore, nominal group and

brainstorming resulted in more changes/additions to the nature and timing of substantive testing

han brainstorming. In this study, nominal group and brainstorming were equally effective, and

open discussion brainstorming was least relative effectiveness of brainstorming, as compared to

the nominal group techniquthe nominal group and brain storming techniques the nominal group

and brain storming techniques triggered more changes/additions to the nature and timing of

substantive testing than open discussion brainstorming. the outcomes of nominal groups provide

an important benchmark against which to compare the efficacy of other brainstorming techniques

that involve some form of discussion. In the context of brainstorming, Carpenter (2007)

conducted a laboratory experiment using experienced auditors. Consistent with most

brainstorming research in psychology, she found that open discussion fraud brainstorming

resulted in a lower number of fraud risk ideas than nominal group brainstorming; however,

contrary to most psychology studies, she reported that the quality of the ideas (and related fraud

risk assessments) were greater with open discussion than nominal group brainstorming. Given

the relative paucity of auditing studies examining the open discussion and nominal group

techniques, the effectiveness of these two techniques in a field setting with actual audit teams

and real clients.

In their practitioner guidance, Beasley and Jenkins (2003) suggested another interactive

brainstorming technique, which they label round robin brainstorming. During round robin

brainstorming, team members share their ideas in a more structured manner than during open

discussion brainstorming; that is, all members are required to express all their fraud risk ideas

sequentially to the rest of the team. brainstorming can potentially eliminate some of the process

losses inherent with open discussion, and ultimately lead to improved effectiveness.

To our knowledge, no prior research in psychology or auditing has examined the round

robin technique. brainstorming by comparing the number and quality of ideas generated to

nominal group outcomes. In a nominal group setting, members brainstorm individually and

record all of their ideas, the composite list of which reflects the collective set of unique ideas

generated by the criticized audit firms for, not being able to demonstrate that brainstorming

sessions were actually held, holding brainstorming sessions too late (i.e., after planning and after

substantial testing had begun), and not always involving all levels of auditor ranks in the

brainstorming team.

References

Katherine,w. (1987).Nursing management concepts and issues.Philadelphia,Lippincott company.

Smith,B. (1988).Responsibility of head nurse.Toronto,Carswell company Limitd.

Cameron,M.M.(1995).Bachelor of science degree in nursing management in nursing practice.

Level 6,NSU4403.,Nawala, The Open University of Sri Lanka.