Nursing Administration I

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Nursing Administration I

The Practice of Management by:

JANSON, Cellanie

!C"#O, Catherine

MA##ON, Carissa eana


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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


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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


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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 otherorgani.ational resources+

It is the )rocess of )lanning, organi.ing,

directing and controlling the or' oforgani.ation members and of using all

a%ailable organi.ational resources to

reach stated organi.ational goals+


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Scientific Theories of

Management

Theories of management


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Frederick Taylor's Principles of cientific Management

Principles of cientific Management!

Performance Standards

$ifferential Piece #ate System

(unctional (oremanshi)

Mental #e%olution

Time Study


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/0)rinci)les of

"fficiency

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

"fficiency2reard

"arrington #merson T$elve %&( Principles of #fficiency


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Classical Theories ofManagement



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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

"enry Fayol &0 Principles Of Management


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1+estion

Julius stresses the im)ortance of )romoting 3es)rit d cor)s- among

the members of the unit+ &hich of the folloing remar's of the staff

indicates that they understand hat he )ointed out4

a+ 5et-s or' together in harmony6 e need to be su))orti%e of

one another7b+ 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 ofe8cellence in the care e )ro%ide to all our )atients7


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*ns$er! %*(

5et-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 aclimate conduci%e to or'+


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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


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9uman2relations Theories of Management



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,nfree)eTransitio

nFree)e

5+rt Le$ins .hange Management Theory


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1+estion

9arry is ho)eful that her unit ill ma'e a big turnaroundin the succeeding months+ &hich of the folloing ould

demonstrate that he has reached the third stage of

change4

a+ &onders hy things are not hat it used to beb+ (inds solutions to )roblems

c+ Integrate the solutions to his day2to2day acti%ities

d+ Selects the best chance strategy


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*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 selectedsolutions to his system and begins to

create a change+


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6eorge #lton Mayo

"lton Mayo is 'non 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

beteen all the or'ers+ Peo)le aremoti%ated by much more than self2interest


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

Management is a social )rocess

Moti%ating grou)s and indi%iduals to

or' toards the common goal

Manager should not gi%e orders to an

em)loyee, rather the to should analy.e

the situation and then ta'e order from the

situation Poer ith others not )oer o%er others


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eha%ioral2Science Theories of

Management



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3ork can be as nat+ral as playand rest8

People $ill be self9directed to meet

their $ork objectives if they arecommitted to them8

People $ill be committed to theirobjectives if re$ards are in placethat address higher needs s+ch asself9f+lfillment8

,nder these conditions: people $illseek responsibility8

Most people can handleresponsibility beca+se creativityand ingen+ity are common in thepop+lation8

Dislikes $ork and attempts to avoidit8

"as no ambition: $ants no

responsibility: and $o+ld ratherfollo$ than lead8

;s self9centered and therefore doesnot care abo+t organi)ationalgoals8

-esists change8

;s g+llible and not partic+larlyintelligent8

Theory7

Theor

yegotiator


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;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'noledging 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 beteen the leader and folloers and the

influence of su)eriors ho hires, trains, encourages, fires, remunerates, and

Fudges

iaisonIt in%ol%es hori.ontal relationshi)s+ Managers de%elo) a eb of

relationshi)s ith indi%iduals and grou)s beteen 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+


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1+estion

A nurse manager-s )articular uni1ueness and

strengths determine the roles he or she models

most fre1uently+ A builder of communication

netor's is considered to be hich role of thenurse manager4

a+ S)o'es)erson

b+ iaison

c+ #esource allocator

d+ Monitors information


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*ns$er! %4(

A liaison is a builder of communication

netor's+


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;nformational -ole

Monitors information

The manager recei%es information from a %ariety of sources in order

to become informed about the organi.ation+ Nurse managers are also

e8)ert 5sensors,7 )ic'ing u) early signs of )roblems before they gro

too big+

$isseminates information

Information is )oer+ The manager brings e8ternal information into

the hos)ital and disseminates it through the staff+

S)o'es)erson

The manager deals ith )ublic relations and ser%es as an e8)ert innursing to the )ublic+ The manager 'ee)s 'ey influencers, board of

director members, the boss and e8ternal constituents informed+ Nurse

managers often s)ea' for administration hen relaying information to

their staff members+ i'eise, they often s)ea' for staff members hen

relaying information to administration+


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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 orloss of resources+ The manager must inter%ene hen une8)ected

stimuli comes hen no )rogram res)onses are a%ailable+


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#esource allocator

The manager o%ersees )ersonnel, budget and materials+

The )rimary res)onsibilities include )rogramming theor', authori.ing actions and scheduling on 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+


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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

GH for to consecuti%e months and staffmorale is at its loest+ 9e decides to )lan and

initiate changes that ill )ush for a

turnaround in the condition of the unit+ &hich

of the folloing actions is a )riority for 9arry4


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eadershi) *S Management


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Leadership vs8 Management


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Nursing Administration I

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