JENNIFER C.

SAMPANG Notes in NCM 107

INSTRUCTOR Nursing Management and Leadership
Prelims

3. Decisional Role
Lesson 1 a. Entrepreneur – innovator, designer,
prob solver
Management – it is the process of working with b. Disturbance Handler/
people to achieve a common goal Troubleshooter – attend to
unexpected problem
Nursing Management c. Negotiator – Mediator b/w 2
= Is the process of working through staff members opposing groups
to be able to provide comprehensive care to the
patient. Katz „s 3 mgt skills
1. Technical Skills – Knowledge, proficiency
Leader vs. Manager -doing right procedure
2. Human/ interpersonal Skills- dealing with
Leader people, deal with motivation, trust; lead,
inspire; rapport establishment
žMay or may not have official appointment to 3. Conceptual Skills – ability to see individual
the position matters as they relate to the picture ;
ž Vested with power and authority by the abstract thinking ; foreseeing
group
ž Influence others towards goal setting Summer‟s KSA Factors
ž Interested in risk taking and exploring new =these are abilities to develop managerial
ideas abilities
ž Relates to people personally 1. Knowledge Factor- ideas, concepts, principles ;
ž Feels rewarded by personal achievement the “what”
ž May or may not be as successful managers 2. Skills/Ability – art of judgment, “the how”
Manager 3. Attitude Factor – values ,feelings, Beliefs,
dispositions
 Officially appointed
 Vested with power and authority by the Lesson 2
organization 4 Management Process
 Implements predetermined goals, policies, 1. Planning- estimating the future by setting-up
rules and regulations objectives ; developing and scheduling
 Measures the risks to be taken in line with programs, establishing policies
the expected results
 Relates to people accdg to their roles 2. Organizing- establishes formal authority;
 Feels rewarded when accomplishing organizational structuring ; assigning groups,
organizational missions or goals defining each roles, and realationship.
 Managers as long as the appointment holds *Job Description – defines the qualification
and scope of duties and responsibilities
Leadership * Staffing – determining the staff needed
- Is a social influence or a person‟s ability >recruiting
to move other people to act >selecting
>orienting
Peter Drucker – “mgt is a practice” >developing
No precise sol‟n for every organizational >Scheduling- done to meet the pt‟s
problem needs

*success is dependent on the achievement of goal, 3. Directing/Leading- supervising workers ;

objective and performance of managers and also guidance and leadership; Continuing Education
with the subordinates. of staffs

Mintsberg‟s Role of a Manager 4. Controlling – reassessment and regulation of

1. Interpersonal Role – they direct and performance of workers ; done to ensure the
supervise attainment of objectives ; keeping on the right
a. Figure head – illustrates power and tract; any deviations require prompt correction.
authority, ceremonial duties
(signing, decision making)
b. Leader – hire, train, fine, Lesson 3
remuneration Tools for Management (7 Ms)
c. Liason - communicator b/w the 1. Man
internal and external world 2. Machine
Communication, coordination, 3. Money
alliances 4. Methods
2. Informational Role – obtain, transmit info 5. Materials
a. Monitor- seek into internal env‟t 6. Moment of Time
b. Disseminate – attend seminar 7. Manager
c. Spokesperson , Representative

Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a consequence, directly or indirectly, to
the use and application of any of the contents of this work.
JENNIFER C. SAMPANG Notes in NCM 107
INSTRUCTOR Nursing Management and Leadership
Prelims

Lesson 4
Qualities and roles of managers and levels of
management Leadership
Motto: Doing the right things
Levels of Management Challenge: Change
Focus: purposes
Time Frame: Future
Methods: strategies
Question: why
Outcomes: Journey
Focus on: potentials
Human Relationship: trust

Manager
1. Appointed
2. Power and authority vested by org.
3. Relates with people accdg. to their roles
4. Ability to influence based in formal authority
5. Implements predetermined goals
1. First Line – Charge Nurse* (*different entity, * apply standards in order to do
limited authority a subordinate of head- things right to be able to achieve
nurse) Unit Manager, client care coordinator, goal
team leader, Headnurse
Roles: Leader
>managing and supervise a 1. May or may not be appointed by choice
particular unit. * stand up without telling
> connecting link b/w staff nurses 2. power vested by group
and the higher management 3. Relates with people personally
> mgt fxn closely identified with the 4.
actual delivery of client care 5. Inspire
> they also plan daily activities of
the staff nurses Leader – a process of influencing others in achieving
organizational roles
2. Middle Level- Supervisor, Department - art of getting someone else doing
head, dep‟t manaer something you want to be done
Roles: -it „s about letting the members know what to
> Manage Nursing Care nad do, not telling them of what to do
services with 2 or more units
> Manging the staff These must be present:
> prepare budget Efficiency [do things right] - ability to
>working schedules make the best use (maximize)
> write and IMPLEMENT policies available resources in the process
>carry out goals set by the of achieving goal
management
Effectiveness [Do right things ] –
3. Top Level Management- Top Manager, ability to chose appropriate goals
nurse executive level, chief nurse, medical and achievement.
director
Roles: L- love, learn, lead
> concerned at overall planning E- enthusiastic, energetic
> setting up of objectives A- acitive, assertive, achiver
>Scheduling programs D- dedicated, d
>ESTABLISHMENT of Policies E – efficient effective
>Budget PROPOSAL R – resourceful, responsible

Management vs. Leadership

7 tools
Management
Motto: Doing things right
Challenge: Continuity Theories and
Focus: Structures & Procedures GOALS
Leadership Principles
Time Frame: Present (here & now)
Methods: schedules
Question: who,what,when,where,how Goals must be:
Outcomes: Destination (goal ) Management
S- specific
Focus on: Performance Process PODC M-measurable
Human Relationship: Control A-attainable
R-relevant
T-time bound
Disclaimer E-efficient
R-rewarding
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a consequence, directly or indirectly, to
the use and application of any of the contents of this work.
JENNIFER C. SAMPANG Notes in NCM 107
INSTRUCTOR Nursing Management and Leadership
Prelims

Lesson 5 *Their should be efficiency

Theories of Management
*Efficiency will take place when the
I. Scientific Management previous practice/ work are
1. Frederick W. Taylor refined/mastered rather than
Man as a Mechanism in the Factory introducing new concepts.
 Developed theory called “Scientific Management”
 Measured precisely the rate at which certain *Workers must be happy to increase
tasks were performed, or the precise shovel pdxn.
blade size to shove most effectively
 Instituted “rest periods” to maximize endurance
 Worked to maximize efficiency
HLG‟s concept provides:
 Changed piece-work rates so workers got more Job Security
per piece if they were more productive Staff Development
 Break down work into discrete parts II. Classic Organization
 Only one “best way” to do a job More deductive, less inductive
 Motivated by money to accept the “best way” Whole org. doesn‟t focus on pdxn nor profit
Complaints Against Taylorism
 His most famous studies (shoveling) were not 1. Henri Fayol “Father of Mgt Process sch.
groundbreaking Identified 4 management functions
 Much of his data were not coherent, suggesting it a. Planning
had been falsified b. Organizing
 His “rest periods” were when the men walked c. Command
back empty d. Coordination
 Taylorism is only useful for managing “children,” e. Control
“morons,” and the “mentally retarded.” (Argyris)
 Called “the main cause of the main causes of our
ills and troubles in industry and management
-accdg to him mgt is universal
today” postulated 14 principles of mgt
(Pollard) 2. Max Weber‟s Bureaucratic Mode
>Stressed the need for a strictly defined
hierarchy governed by clearly defined
1.1 Reduced waste effort
regulations and lines of authority.
-time & motion studies Dimensions of Bureaucracy
most efficient -can increase productivity  Division of labor based on functional
means of 1.2 Set standards specialization
-select and train workers  A well-defined hierarchy of authority
production 1.3 Encourage specialization  A system of rules covering the rights
-workers are paid accdg. to and duties of position
rate of pdxn  A system of procedures for dealing with
1.4 selection of qualified workers work situations
 An impersonality in interpersonal
-most qualified and capable
relations
 A system of promotion and selection for
*people have no right to chose job, employment based on technical
manager do competence.
*Profit Oriented Limitations of Bureaucracy
 Appropriate for the past where
2. Henry L. Gantt environment was relatively stable
 Gantt was originally a protégé of Taylor at and predictable
Bethlehem Steel  Today’s environments are more
 Modified Scientific Management to make it less turbulent and unpredictable.
rigid  Too general for today’s highly
 Insisted on a minimum day wage complex organization and
 Demanded management buy-in specialization.
 Developed the Gantt chart to help schedule
subtasks and processes required for project Bureaucracy- bound by rules
completion Competence –the factor that made
 Promoted “backcasting,” a forerunner to MBO you as a manager
Exercise of control on the basis of
PERT Chart – evaluation tool knowledge and rules.
Program 3 Bases of Authority
Evaluation 1. Traditional Authority
Review 2. Charisma-based on
Technique sacred or outstanding
Task and bonus remuneration Plan characteristics of an
=Service Humanitarian individual
Approach: More on the Service that 3. Rational (based on KSA)
you give the profit that you & Legal Authority (based
contribute. on codes, rules)
*Scientific worker selection

Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a consequence, directly or indirectly, to
the use and application of any of the contents of this work.
JENNIFER C. SAMPANG Notes in NCM 107
INSTRUCTOR Nursing Management and Leadership
Prelims

III. Human Relations  Model, theories and jargon are too complicated
Concern on individuals, Social env‟t , and abstract to practicing manager
leadership and communication.  Difficult to interpret by practicing managers
-develop potential of workers by giving
recognition to their accomplishment and -maintaining positive attitude towards other
belonging. people

1. Mary Parker Follet -Leaders are made, not born

o had considered workers as human
o Management must consider the human 1. Abraham Maslow‟s Hierarchy of Needs
side
o Employees should be involved in job
analysis
o Person with the knowledge should be in
control of the work process regardless
of position
o Cross-functioning teams used to
accomplish projects
o Participative management 2. Douglas Mc Gregor
o Espoused that managers should have  Taught in Psychology and Industrial
authority with, rather than over, Management in MIT
employees  Introduced Theory X and Theory Y
 Bridging the gap between the management
and labor
– psychological and sociological aspect
Motivation
Collaboration and cooperation
Working together Theory X (classical)
 workers are lazy and want to be told
what to do and have decisions made for
2. Elton Mayo‟ s Behavioral Theory them
Studied relationship between level  Average employee is lazy, dislikes work,
of lighting in the work-place and and will try to do as little as possible
workers productivity  Manager’s task is to supervise closely
and control employees through reward
and punishment
Hawthorne effect- momentarily 
change in behavior when there is a Negativistic view of mgr
change in the physical and social Pessimistic approach
env‟t *The possibility that workers who
receive special attention will perform Mgr view their workers as
better simply because they received that Lazy
attention Few ambitions
Mga inutil!!! :„(
 Found that productivity increased regardless of Tatanga-tanga
whether illumination was raised or lowered
Theory Y (based on developments in
 Hawthorne effect(2) social sciences)
 Factors influencing behavior:  employees want autonomy, job
 Attention from researchers satisfaction, responsibility, and will work
 Manager‟s leadership approach hard when they are appreciated
 Work group norms  Employees will do what is good for the
organization when committed
 Manager’s task is to create a work
setting that encourages commitment to
Physical-workers are more organizational goals and provides
productive when the workplace is opportunities for employees to be
conducive exercise initiative
 Theory Y required a change in
Social- wokers tend to be more management, not a change in the
productive when they know that they worker or the workplace
are being watch by their employer  Formalized ideas many good managers
already practiced but could not define
 Also credited with inadvertently fathering
IV. Behavioral Science Approach
the Human Potential Movement
 Understanding of individual motivation, group
behavior interpersonal relationship at work and
the importance of work to human beings Optimistic view of mgr
 Continue to contribute new insights in important towards workers
areas as leadership, conflict, power,
organizational change and communication Workers have ambition and
Limitations of behavioral science potential
 Its potential not fully realized
 managers resist suggestion

Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a consequence, directly or indirectly, to
the use and application of any of the contents of this work.