JADE R.

DINOLAN September 7, 2020

BSN-4
ASSIGNMENT IN NCM-107A NURSING LEADERSHIP AND MANAGEMENT
Answer the following questions, you can encode your answers and make an attachment.(55
points)
1. Define the ff: (8 points)
a. Principle
b. Theory
c. Strategy
d. Process
2. What are the universal principles of management? Discuss each principle.(20
points)
3. Identify two theories of management and explain each theory. Each student should
not have the same theory since there are many theories, just coordinate with each
other. (12 points)
4. What are the roles of a manager in an organization? (10 points)
5. What is strategic planning? (5 points)
Answers
1. Principle- are the set of actions or guiding beliefs that leaders can implement to move
them toward success. How well an organization, company or business performs is
directly related to how effectively the leader motivates and guides their employees
2. Theory - are schools of thought brought forward to explain how and why certain
individuals become leaders. The theories emphasize the traits. Leadership refers to the
ability of an individual or an organization to guide individuals, teams, or organizations
toward the fulfillment of goals and objectives.
3. Strategy- is the ability to influence others to voluntarily make decisions that enhance
the prospects for the organization's long-term success while maintaining short-term
financial stability.
4. Process- The process is a complex, interactive, and dynamic working relationship
between leader and followers. This working relationship, built over time, is directed
toward fulfilling the group’s maintenance and task needs. Part of the process consists of
 an exchange relationship between the leader and follower. The leader provides a
resource directed toward fulfilling the group’s needs, and the group gives compliance,
recognition, and esteem to the leader. To the extent that leadership is the exercise of
influence, part of the leadership process is captured by the surrender of power by the
followers and the exercise of influence over the followers by the leader.
2. Fayol's principles

1. Division of Work – When employees are specialized, output can increase because they become
increasingly skilled and efficient.
2. Authority – Managers must have the authority to give orders, but they must also keep in mind
that with authority comes responsibility.
3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
4. Unity of Command – Employees should have only one direct supervisor.
5. Unity of Direction – Teams with the same objective should be working under the direction of
one manager, using one plan. This will ensure that action is properly coordinated.
6. Subordination of Individual Interests to the General Interest – The interests of one employee
should not be allowed to become more important than those of the group. This includes
managers.
7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This
includes financial and non-financial compensation.
8. Centralization – This principle refers to how close employees are to the decision-making
process. It is important to aim for an appropriate balance.
9. Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy,
or chain of command.
10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should
have its place.
11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary
and acting with kindness where appropriate.
12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover.
Personnel planning should be a priority.
13. Initiative – Employees should be given the necessary level of freedom to create and carry out
plans.
14. Esprit de Corps – Organizations should strive to promote team spirit and unity.

3. Contingency Theory

This theory proposes that no one way or style of leadership may be applicable to all situations. In other
words, it recognizes that there might be variables influencing any particular situation, and a leader must
choose the right course of action, taking into account those variables.

In this regard, leadership researchers White and Hodgson state, "Effective leadership is about striking
the right balance between needs, context, and behavior." The best leaders have not only the right traits
but also the ability to assess the needs of their followers, analyze the situation at hand, and act
accordingly.

Transformational Leadership Theory

The Transformational Leadership theory, also known as Relationship theories, focuses on the
relationship between the leaders and followers. This theory talks about the kind of leader who is
inspirational and charismatic, encouraging their followers to transform and become better at a task.

Transformational leaders typically motivated by their ability to show their followers the significance of
the task and the higher good involved in performing it. These leaders are not only focused on the team's
performance but also give individual team members the required push to reach his or her potential.

4.Interpersonal Roles

A manager has to perform some duties as a figurehead. He may receive the guests from outside or
preside over a social function of employees. He may have to sign some legal documents as head of the
organization. These are the roles played as figurehead. He has also to act as leader when he has to sort
out the activities of subordinates. He has not only to motivate the employees but is also involved in
hiring, firing and discipline employees. The third role in interpersonal roles is of liaisoning. He has to
contract outside agencies for collecting business related information. The outside information providers
may be individuals or groups.

Informational Roles

All managers are required to perform informational roles. They have to collect information from
organizations and institutions outside their own. Managers also play the role of disseminators when
they supply information to subordinates in the organization. This information is factual as well as with
interpretations for the benefit of users. A manager acts as a spokesperson when he represents the
organization to outsiders.

Decisional Roles

According to Mintzberg, a manager performs four decisional roles. He initiates and oversees new
projects for the improvement of organizational performance, this is the entrepreneurial role played by
him. As disturbance handler, manager takes corrective actions in response to previously unforeseen
problems. He also acts as resource allocation when he assigns and monitors the allocation of human,
physical, and monetary resources. He acts as a negotiator when he discusses and bargains with other
groups to gain advantage for his own unit.

Environment and Managers Roles

The word environment is a collectivity of all factors within the control of business and beyond the
control of the individual business. Environment is a macro concept and a business unit is a macro
business. A business operates within the given environmental factors. The environment may be external
as well internal.

5.Strategic planning- is the art of creating specific business strategies, implementing them, and
evaluating the results of executing the plan, in regard to a company’s overall long-term goals or desires.
It is a concept that focuses on integrating various departments (such as accounting and finance,
marketing, and human resources) within a company to accomplish its strategic goals. The term strategic
planning is essentially synonymous with strategic management.