Paul Christian P.

Santos Notes in NCM 104

U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

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.

Lesson 1

Management it is the process of working with
people to achieve a common goal

Nursing Management
= Is the process of working through staff members
to be able to provide comprehensive care to the
patient.

Leader vs. Manager
Leader
May or may not have official appointment to
the position
Vested with power and authority by the
group
Influence others towards goal setting
Interested in risk taking and exploring new
ideas
Relates to people personally
Feels rewarded by personal achievement
May or may not be as successful managers
Manager
Officially appointed
Vested with power and authority by the
organization
Implements predetermined goals, policies,
rules and regulations
Measures the risks to be taken in line with
the expected results
Relates to people accdg to their roles
Feels rewarded when accomplishing
organizational missions or goals
Managers as long as the appointment holds

Leadership
- Is a social influence or a persons ability
to move other people to act

Peter Drucker mgt is a practice
No precise soln for every organizational
problem

*success is dependent on the achievement of goal,
objective and performance of managers and also
with the subordinates.

Mintsbergs Role of a Manager
1. Interpersonal Role they direct and
supervise
a. Figure head illustrates power and
authority, ceremonial duties
(signing, decision making)
b. Leader hire, train, fine,
remuneration
c. Liason - communicator b/w the
internal and external world
Communication, coordination,
alliances
2. Informational Role obtain, transmit info
a. Monitor- seek into internal envt
b. Disseminate attend seminar
c. Spokesperson , Representative
3. Decisional Role
a. Entrepreneur innovator, designer,
prob solver
b. Disturbance Handler/
Troubleshooter attend to
unexpected problem
c. Negotiator Mediator b/w 2
opposing groups

Katz s 3 mgt skills
1. Technical Skills Knowledge, proficiency
-doing right procedure
2. Human/ interpersonal Skills- dealing with
people, deal with motivation, trust; lead,
inspire; rapport establishment
3. Conceptual Skills ability to see individual
matters as they relate to the picture ;
abstract thinking ; foreseeing

Summers KSA Factors
=these are abilities to develop managerial
abilities
1. Knowledge Factor- ideas, concepts, principles ;
the what
2. Skills/Ability art of judgment, the how
3. Attitude Factor values ,feelings, Beliefs,
dispositions

Lesson 2
4 Management Process
1. Planning- estimating the future by setting-up
objectives ; developing and scheduling
programs, establishing policies

2. Organizing- establishes formal authority;
organizational structuring ; assigning groups,
defining each roles, and realationship.
*Job Description defines the qualification
and scope of duties and responsibilities
* Staffing determining the staff needed
>recruiting
>selecting
>orienting
>developing
>Scheduling- done to meet the pts
needs

3. Directing/Leading- supervising workers ;
guidance and leadership; Continuing Education
of staffs

4. Controlling reassessment and regulation of
performance of workers ; done to ensure the
attainment of objectives ; keeping on the right
tract; any deviations require prompt correction.

Lesson 3
Tools for Management (7 Ms)
1. Man
2. Machine
3. Money
4. Methods
5. Materials
6. Moment of Time
7. Manager

Paul Christian P. Santos Notes in NCM 104
U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

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.
Lesson 4
Qualities and roles of managers and levels of
management

Levels of Management














1. First Line Charge Nurse* (*different entity,
limited authority a subordinate of head-
nurse) Unit Manager, client care coordinator,
team leader, Headnurse
Roles:
>managing and supervise a
particular unit.
> connecting link b/w staff nurses
and the higher management
> mgt fxn closely identified with the
actual delivery of client care
> they also plan daily activities of
the staff nurses

2. Middle Level- Supervisor, Department
head, dept manaer
Roles:
> Manage Nursing Care nad
services with 2 or more units
> Manging the staff
> prepare budget
>working schedules
> write and IMPLEMENT policies
>carry out goals set by the
management

3. Top Level Management- Top Manager,
nurse executive level, chief nurse, medical
director
Roles:
> concerned at overall planning
> setting up of objectives
>Scheduling programs
>ESTABLISHMENT of Policies
>Budget PROPOSAL

Management vs. Leadership

Management
Motto: Doing things right
Challenge: Continuity
Focus: Structures & Procedures
Time Frame: Present (here & now)
Methods: schedules
Question: who,what,when,where,how
Outcomes: Destination (goal )
Focus on: Performance
Human Relationship: Control


Leadership
Motto: Doing the right things
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
* apply standards in order to do
things right to be able to achieve
goal

Leader
1. May or may not be appointed by choice
* stand up without telling
2. power vested by group
3. Relates with people personally
4.
5. Inspire

Leader a process of influencing others in achieving
organizational roles
- art of getting someone else doing
something you want to be done
-it s about letting the members know what to
do, not telling them of what to do

These must be present:
Efficiency [do things right] - ability to
make the best use (maximize)
available resources in the process
of achieving goal

Effectiveness [Do right things ]
ability to chose appropriate goals
and achievement.

L- love, learn, lead
E- enthusiastic, energetic
A- acitive, assertive, achiver
D- dedicated, d
E efficient effective
R resourceful, responsible













7 tools
Theories and
Principles
Management
Process PODC
Leadership
Goals must be:
S- specific
M-measurable
A-attainable
R-relevant
T-time bound
E-efficient
R-rewarding
GOALS
Paul Christian P. Santos Notes in NCM 104
U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

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.

Lesson 5
Theories of Management

I. Scientific Management
1. Frederick W. Taylor
Man as a Mechanism in the Factory
Developed theory called Scientific Management
Measured precisely the rate at which certain
tasks were performed, or the precise shovel
blade size to shove most effectively
Instituted rest periods to maximize endurance
Worked to maximize efficiency
Changed piece-work rates so workers got more
per piece if they were more productive
Break down work into discrete parts
Only one best way to do a job
Motivated by money to accept the best way
Complaints Against Taylorism
His most famous studies (shoveling) were not
groundbreaking
Much of his data were not coherent, suggesting it
had been falsified
His rest periods were when the men walked
back empty
Taylorism is only useful for managing children,
morons, and the mentally retarded. (Argyris)
Called the main cause of the main causes of our
ills and troubles in industry and management
today
(Pollard)

1.1 Reduced waste effort
-time & motion studies
most efficient -can increase productivity
means of 1.2 Set standards
-select and train workers
production 1.3 Encourage specialization
-workers are paid accdg. to
rate of pdxn
1.4 selection of qualified workers
-most qualified and capable

*people have no right to chose job,
manager do
*Profit Oriented

2. Henry L. Gantt
Gantt was originally a protg of Taylor at
Bethlehem Steel
Modified Scientific Management to make it less
rigid
Insisted on a minimum day wage
Demanded management buy-in
Developed the Gantt chart to help schedule
subtasks and processes required for project
completion
Promoted backcasting, a forerunner to MBO

PERT Chart evaluation tool
Program
Evaluation
Review
Technique
Task and bonus remuneration Plan
=Service Humanitarian
Approach: More on the Service that
you give the profit that you
contribute.

*Scientific worker selection

*Their should be efficiency

*Efficiency will take place when the
previous practice/ work are
refined/mastered rather than
introducing new concepts.

*Workers must be happy to increase
pdxn.

HLGs concept provides:
Job Security
Staff Development
II. Classic Organization
More deductive, less inductive
Whole org. doesnt focus on pdxn nor profit

1. Henri Fayol Father of Mgt Process sch.
Identified 4 management functions
a. Planning
b. Organizing
c. Command
d. Coordination
e. Control

-accdg to him mgt is universal
postulated 14 principles of mgt
2. Max Webers Bureaucratic Mode
>Stressed the need for a strictly defined
hierarchy governed by clearly defined
regulations and lines of authority.
Dimensions of Bureaucracy
Division of labor based on functional
specialization
A well-defined hierarchy of authority
A system of rules covering the rights
and duties of position
A system of procedures for dealing with
work situations
An impersonality in interpersonal
relations
A system of promotion and selection for
employment based on technical
competence.
Limitations of Bureaucracy
Appropriate for the past where
environment was relatively stable
and predictable
Todays environments are more
turbulent and unpredictable.
Too general for todays highly
complex organization and
specialization.

Bureaucracy- bound by rules
Competence the factor that made
you as a manager
Exercise of control on the basis of
knowledge and rules.
3 Bases of Authority
1. Traditional Authority
2. Charisma-based on
sacred or outstanding
characteristics of an
individual
3. Rational (based on KSA)
& Legal Authority (based
on codes, rules)

Paul Christian P. Santos Notes in NCM 104
U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

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.
III. Human Relations
Concern on individuals, Social envt ,
leadership and communication.
-develop potential of workers by giving
recognition to their accomplishment and
belonging.

1. Mary Parker Follet
o had considered workers as human
o Management must consider the human
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
o Espoused that managers should have
authority with, rather than over,
employees

psychological and sociological aspect
Motivation
Collaboration and cooperation
Working together

2. Elton Mayo s Behavioral Theory
Studied relationship between level
of lighting in the work-place and
workers productivity


Hawthorne effect- momentarily
change in behavior when there is a
change in the physical and social
envt *The possibility that workers who
receive special attention will perform
better simply because they received that
attention

Found that productivity increased regardless of
whether illumination was raised or lowered

Hawthorne effect(2)
Factors influencing behavior:
Attention from researchers
Managers leadership approach
Work group norms


Physical-workers are more
productive when the workplace is
conducive

Social- wokers tend to be more
productive when they know that they
are being watch by their employer

IV. Behavioral Science Approach
Understanding of individual motivation, group
behavior interpersonal relationship at work and
the importance of work to human beings
Continue to contribute new insights in important
areas as leadership, conflict, power,
organizational change and communication
Limitations of behavioral science
Its potential not fully realized
managers resist suggestion
Model, theories and jargon are too complicated
and abstract to practicing manager
Difficult to interpret by practicing managers

-maintaining positive attitude towards other
people

-Leaders are made, not born

1. Abraham Maslows Hierarchy of Needs







2. Douglas Mc Gregor
Taught in Psychology and Industrial
Management in MIT
Introduced Theory X and Theory Y
Bridging the gap between the management
and labor


Theory X (classical)
workers are lazy and want to be told
what to do and have decisions made for
them
Average employee is lazy, dislikes work,
and will try to do as little as possible
Managers task is to supervise closely
and control employees through reward
and punishment

Negativistic view of mgr
Pessimistic approach

Mgr view their workers as
Lazy
Few ambitions
Mga inutil!!! :(
Tatanga-tanga

Theory Y (based on developments in
social sciences)
employees want autonomy, job
satisfaction, responsibility, and will work
hard when they are appreciated
Employees will do what is good for the
organization when committed
Managers task is to create a work
setting that encourages commitment to
organizational goals and provides
opportunities for employees to be
exercise initiative
Theory Y required a change in
management, not a change in the
worker or the workplace
Formalized ideas many good managers
already practiced but could not define
Also credited with inadvertently fathering
the Human Potential Movement

Optimistic view of mgr
towards workers

Workers have ambition and
potential