years from now how do we see our department?
How do
MANAGEMENT (Henri Fayol)
● To manage is to forecast and plan, to organize, to
command, to coordinate, and to control.
● To foresee and provide means examining the future and
drawing up the plan to action.
● To organize means building up the dual structure,
material and human, of the undertaking.
● To command means binding together, unifying and
harmonizing all activity and effort.
● To control means seeing that everything occurs in
conformity with established rules and expressed
demand.
- It is a dynamic process of getting things done by others
with the aim of achieving a common goal effectively and
efficiently
MANAGING
● Managing is the art of doing.
● It is accomplishing the goals of the group through
effective and efficient use of resources.
● Management is the body of organized knowledge
underlying the art.
● Manager creates and maintains an internal environment
in an enterprise in which individuals work together as a
group.
● Nursing Management is the process of performing the
functions of planning, organizing, staffing, leading
(directing), and controlling (evaluating) the activities of
the nursing enterprise and departmental subunits to
maintain best practices and organization when providing
care to patients.
UNIVERSAL PRINCIPLES OF MANAGEMENT (Henri Fayol)
1. Division of Work
There should be a segregation of work among members,
and you do a task over and over again until you get
skilled at it. Continue to do what you need to do so you
can develop the skill.
2. Authority
In management dire tanan leader nan dire tanan
follower. There has to be authority. And when we talk
about authority, there also has to be responsibility.
3. Unity of Command
There has to be one person who calls the shot, and the
rest just delegated and followed up.
4. Unity of Direction
What is it that you want to achieve? Whoever is engaged
in the same activity should have a unified goal. Two
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we say we are leveling up our nursing care?
5. Subordination of individual interests to the general
interests
This indicates a company should work unitedly towards
the interest of a company rather than personal interest.
You should not base actions solely on your interest but
that of the whole organization.
6. Remuneration
A monetary or non-monetary incentive to motivate the
workers of the company. As a nurse manager you have
to look into how your nurses are doing. Kay di na iyo hira
makaka duty kun waray na hira kinakaon, kun waray
na hira parasahi. You need to step up for your nurses.
7. Centralization
There is one person who makes decisions but it cannot
be pure centralization. A good administration has to have
both centralization and decentralization. Even if the one
in command is the chief of hospital (Central), but when it
comes to nursing service the nurse manager is the one
in charge of the nurses. You do things on your own
(decentralization) but still under the hospital policy.
8. Scalar Chain (line of authority)
Fayol on this principle highlights that the hierarchy steps
should be from the top to the lowest. This is necessary
so that every employee knows their immediate senior.
Kanino ako na report? Hino it akon kakaistoryahon kun
mayada ako reklamo?
9. Order
A company should maintain a well-defined work order to
have a favourable work culture. You have an order on
how you go about things. Hino it na manage hini? Hino
an in charge hini?
10. Equity
All employees should be treated equally and respectfully.
It’s the responsibility of a manager that no employees
face discrimination.
11. Stability of Tenure of personnel
An employee delivers the best if they feel secure in their
job. You need to have an impact to the psyche of the
personnel.
12. Initiative
The management should support and encourage the
employees to take initiatives in an organization. Have the
initiative to ask.
13. Esprit de corps
Camaraderie, team spirit, one goal. Example: team
building to uplift and get to know each other
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APPROACH TO MANAGEMENT
1. Scientific Management Approach
● Frederick Winslow Taylor (1865-1915)
● He was first to recognize and emphasize the
need for adopting a scientific approach to the
task of management.
● Landmarks:
○ Concepts of standard time
○ Standard output
○ Standard cost
○ Standardization of production
process
○ Change in attitude of management
and workers to bring about mutuality
of interest.
● Supported and developed by Henry L. Gantt,
Frank Gilberth, etc
2. Management Process or Administrative Management
Approach
● "Traditional or Universalist". It believes that
management principles is applicable to all
group activities
● It regards management as a universal process,
regardless of the type of enterprise.
● The advocates perceived management as a
process of planning, organizing, commanding
and controlling.
● W.G. Scott " It aims to analyze the process to
establish a conceptual framework for it, to
identify principles underlying it, and to build a
theory of management from them.
● Henri Fayol is the Father of this school.
3. Human Relations Approach
● The landmark here is the recognition of the
importance of the human element in the
organization.
● Elton Mayo conducted Hawthorne
Experiments and investigated the myriad
effects of informal relationships, social cliques,
patterns of communication and patterns of
informal leadership.
● This resulted to a trend which was phrased as
" being nice to people" which later turned to "
the human relation movement”
● This approach resulted to:
○ Social and psychological factors in
determining workers productivity and
satisfaction
○ It puts stress on interpersonal
relations & individual psychology.
4. Behavioral Science Approach
● Utilizes methods and techniques of social
sciences such as psychology, sociology, social
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psychology and anthropology for the study of
human behavior.
● The pioneers Gantt and Munsterberg believed
that since managing is getting done with and
through people, the study of management
must be centered around people and their
interpersonal relations
● Much was centered on motivation, individual
drives, group relations, leadership, group
dynamics.
● Great contributors include Abraham Maslow,
Frederick Herzberg, Victor Vroom, McGregor,
Lawler, Sayles, Tannenbaum
5. Quantitative or Mathematical Approach
● Stands for using all pertinent scientific tools for
providing quantitative basis for managerial
decisions.
● The abiding belief is that management
problems can be expressed in terms of
mathematical symbols and relationships.
● The basic approach is the construction of a
model because it is through this device that the
problem is expressed in its basic relationships
in terms of selected objectives.
● Linear programming, critical path method,
Programme Evaluation, Review Technique,
Games theory, breakeven analysis, Queueing
Theory have gained popularity for solving
managerial problems. This helps managers in
improving decisions by analyzing the various
alternatives in a scientific manner
● This is most helpful in solving physical
problems such as inventory and production
control. But cannot be a substitute for
knowledge , training or understanding human
behavior
6. Systems Approach
● The Father of this school of thought is Chester
I. Barnard
● This approach is based on the generalization
that an organization is a system and its
components are interrelated and
interdependent.
● The system is described to compose of
elements or subsystems that are related and
dependent on each other.
● Another basic feature is that attention is paid
towards the overall effectiveness of the system
rather than the effectiveness of subsystems or
departments.
● Stresses communication and decision
processes throughout the organization. It
follows an open system approach. This means
it can adjust with the environment
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 7. Contingency Approach
● The latest to management approach, also
known as Situational Approach
● Underlying Idea:
○ The internal functioning of
organizations must be consistent
with the demand of technology and
external environment and the needs
of its members.
○ The application of management
principles and practices must be
contingent upon existing
circumstances.
○ The environment variables are
independent and management
variables (process, quantitative,
behavioral, system tools)
○ Every Manager has to apply the
various approaches of management
according to the demands of the
situation.
8. Operational Approach
● Koontz and O'Donell have advocated this
approach, managerial appraisal
● Underlying Idea:
○ There is a central core of knowledge
about managing which exists in
management such as line and staff,
patterns of departmentation, span of
management and various managerial
control techniques.
○ Management involves designing and
maintaining a working environment
where individuals or people working
in groups achieve their objectives.
○ Mgt. needs a strategic plan, proper
coordination of activities, direction,
as well as reasonable control of the
decision- making process.
○ Manager therefore should be
equipped with managerial skills.
9. Empirical Approach
● According to this approach, management is the
study of the experiences of managers.
● Underlying Idea:
○ The knowledge based on
experiences of successful managers
can be applied in solving problems in
the future
○ Analysis of past experiences
○ Case method of study and research
○ Develop analytical and
problem-solving skills
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Theories of Management
1.Systems Theory
❖ By Ludwig von Bertalanffy (A Biologist)
Premise:
❖ A system is composed of interacting elements that are
affected by the environment. Because of the interaction,
the systems as a whole can evolve (develop new
properties) and self-regulate (correct itself)
If we talk about systems theory, remember 3 things:
1. Entropy - the principle of a system to run down and die
2. Synergy - working together, the parts can produce
something greater
3. Subsystem - A whole can make more subsystems.
Nursing organization is one system, the 7-3 shift has
their own system. That’s why it is important to talk with
each other about how you can best move forward. The
challenge is to finish the task in 8 hours. Don’t endorse
something which you can control.
.
2. The Principles of Administrative Management
❖ By Henri Fayol (1841 - 1925) Engineer and Miner
❖ Developed his principles of administrative management as a
top down approach to examining business.
❖ He put himself in the manager’s shoes and imagined what
situations they might encounter when dealing with their team
Six Responsibilities
1. Organize
You have to be able to organize. You have to be
mindful of the bigger goal of the organization
2. Command
As a nurse manager you know how to stir the boat,
kun tikain kita, what is next.
3. Control
It includes you trying to be sure that there is a
budget, the policies of the hospital are being
followed, even your own system in your own nurses’
station has to be respected and followed. We are
interdependent kinahanglan ma coordinate ka even if
it’s a different system. You have to be able to connect
with the different departments. Lay out things with
them and how you are gonna work it out.
4. Coordinate
You are to coordinate with the medtechs, doctors and
other health care professionals for the sake han
patients
5. Plan
A struggle in the hospital is that the manager does
not know how to plan. waray la and will accept what it
is. At the end of the day as a Nurse you are to exert
all effort to ensure that you are giving the best care.
6. Forecast
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 Nurses are trained to anticipate so you have to 2. Theory Y - Employees are motivated, responsible, and
forecast ano pa it matatabo. want to take ownership of their work.
- Managers here include their employees in the
3. Bureaucratic Management decision-making process and encourage creativity
in all levels
❖ By Max Weber (1864 -1920) In here you believe as a nurse manager that your
❖ His was a sociological Approach employees are motivated so you trust them. You
❖ This is structuring the business in a hierarchical manner with see their capabilities.
clear rule and role 6. Human Relations Theory
you are observing bureaucracy now diba. Dire ka pwede mag
diretso ha boss maagi ka anay in different levels. You have to ❖ By Elton Mayo (1880 - 1949), Psychologist
learn the loops and you should respect how it is done in the He said, good or bad attention will merit a positive effect. He
hospital. concluded that attention impacts an employee’s performance
❖ The ideal Bureaucratic System is based on: because it made them valuable.
- Clear division of labor ❖ He was tasked with improving productivity among dissatisfied
- Separation of the owners personal and organization employees
assets Premise:
- Hierarchical chain of command ❖ Changed environmental conditions - good or bad resulted in a
- Accurate record keeping positive effect.
- Hiring and promotion based on qualifications and ❖ Concluded that attention impacts employees performance
performance, not personal relationships because is made them valuable
- Consistent regulations ❖ Human relations theory states employees are more motivated
by social factors such as personal attention or being part of a
4. Scientific Management group - than environmental factors such as money and working
conditions.
❖ By Frederick Taylor (1859 -1915)
❖ Conducted controlled experiments to optimized worker 7. Classical Management
productivity ❖ Predicated in the idea that employees have only physical
❖ Formed belief that the scientific method and not judgement or needs. Money satisfy the need, it is therefore focused on the
discretion is the best determinant of efficiency in the workplace economics of organizing workers
❖ Promotes: ❖ Advocates Seven Key Principles:
- Standardization 1. Profit maximization
- Specialization 2. Labor specialization
- Assignment based in ability 3. Centralized Leadership
- Extensive training and supervision 4. Streamlined Operations
❖ This management theory attempts to find the optimal way to 5. Emphasis on Productivity
complete a given task often at the expense of the employees 6. Single-person or select few decision making
humanity 7. Priority to the bottom line
❖ What 21st Century Managers can use:
5. Theories X & Y - Clear managerial structure
❖ By Douglas McGregor (1906 - 1964) a social psychologist - Division of labor
❖ He published a book THE HUMAN SIDE OF THE - Clear definition of employee roles
ENTERPRISE
❖ 2 Management Style 8. Contingency Management
1. Theory X - Employees are apathetic or dislike their
work ❖ By Fred Fiedler (1950 - 1960)
- Managers here are authoritarian and will ❖ There is no one management approach that suits every
micromanage everything because they don’t trust their situation or every organization
employees ❖ Three General Variables determine business management
If this is your belief you become an authoritarian so structures:
nasugo ka nga tanan, “dire dapat sugad hine”, you - The size of the organization
dictate everything and you micromanage. You believe - The technology employed
that your nurses are not capable of doing what you - The leadership at all levels of Business
have told them to do.

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 9. Modern Management
❖ Embrace the idea that people are complex. Their needs vary all
the time. They possess a range of talents and skills that the
business can develop through on-the-job training and other
programs.
❖ Management Theory Emphasizes:
- Using Mathematical technique to analyze and
understand the relationship between managers and
employees
- That employees don’t work for money alone. Instead,
they work for happiness, satisfaction, and a desired
lifestyle.
- Mathematical techniques such as statistical, cost,
revenue or … analysis may be used by the management
to make rational decisions unaffected by emotions.
10. Quantitative Management
❖ An offshoot of modern management Theory developed during
world war. Bought together experts from scientific disciplines to
address staffing,materials, logistics, and systems issues for the
US Military.
❖ Able to calculate risks, benefits, and drawbacks of specific
actions.
❖ The premise here is that mathematical results should be used
to support, not replace experience managerial judgement
11. Organization as a Learning System Theory
❖ also called Holistic Management Theory
❖ it starts with an idea that business is a system built on a
succession of subsystems
❖ For business to work efficiently and smoothly, each
subsystem must also work efficiently and smoothly.
❖ Managers in this theory are responsible for coordinating the
cooperation necessary to ensure the larger “organism” to
continue to function successfully
❖ Learning and change are major components in this theory, it
is encouraged and made available to everyone.
❖ the emphasis in this theory is teamwork, participation,
information, sharing, and individual empowerment
Management Process
Luther Gulick is Henri Fayol’s successor who further defines the
management process from 5 to 7 in the acronym of POSDCORB
Seven Process of Management
1. Planning
❖ sets the pace for all subsequent steps in the
management process
❖ Develop roadmaps for the future with predefined steps to
accomplish organizational goals
❖ Evaluate methods and strategies to determine how you’ll
progress towards your goal
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❖ you need to consider both internal factors like people,
time and cast, and external factors like competitors
policies and general business environment
2. Organizing
❖ Putting plan into action
❖ establish a system of authority or hierarchy on the
context of your organizational structure
❖ Determine the task needed to be complete to achieve
your goal before assigning them to your staff
3. Staffing
❖ Assigning task based on each members KSA
❖ This may involve incentives, training, development of
compensation for the success of this step
4. Directing
❖ This is supervising your teams progress through open
channel communication
❖ Getting regular updates to stay on top of things
❖ Give and get feedbacks, to address any problem areas
❖ Give autonomy to each member of the team
❖ Be a leader to navigate conflict and motivate your
employees to take initiative
❖ Ensure progress report
5. Controlling
❖ This is to measure the progress of each step in the
planning stage against your organizational goals through
- Coordinating
- Reporting
- Budgeting
-
Ten Management Roles by Minstzberg
Interpersonal
1. Figurehead
Meaning you represent the department and you represent your
team.
2. Leader
You are a leader so you need to speak up. You have to initiate
some changes in your department to ensure that your
management or care is still impacting the community and the
patient you are serving.
3. Liaison
You have to act as a liaison officer so kun ano it mga reklamo ha
ubos kinahinglan iyakan mo that’s why there are lots of employees
nga na fufrustrate kay damo na an ira gin yakan kan maam wa la
hi maam pakialam or if the manager is fearful or waray self-esteem
or low confidence level dire na mayakan so when time comes to
face the management the manager cannot speak and becomes
rattled and the nurses under you will be affected kay there is no
improvement.
Informational
1. Monitor
You have to monitor dire la pwede ada ka la haim aircon na
kwarto. You should be able to know what is happening in your area
that is why it is important for a nursing manager to do her rounds.
5
2. Disseminator
3. Spokesperson
That’s why when you are already a head nurse they will call upon
you to speak. You are expected to speak kasama iton as a leader.
Decisional
1. Entrepreneur
You have to ensure that na profit it organization.
2. Disturbance handler
You have to ensure that if there is disturbance you handle it.
3. Resource allocator
A manager should be wise in allocating the resources.
4. Negotiator
You have to negotiate on behalf of your patient and for in behalf of
your nurses, especially in salary and privileges that are needed
because it helps in the morale of the nurses.
Operational Nurses Manager
1. Financial Management
2. Ability to match moral choices related to human
needs, moral principles for behavior, and individual
feelings in making decisions
3. Recognition and advocacy at patient’s right
4. Active and assertive effort to share power within the
organization, including shared power for nursing
practitioners
5. Ability to communicate and to promote effective
communication among nursing staff and others;
presentation skills
6. Knowledge of internal factors related to purpose, task,
people, technology and structure
7. Knowledge of external factors related to economy,
political pressures, legal aspects, sociocultural
characteristics, and technology.
8. Ability to study situations and use management
concepts and techniques, analyze them, make
correct diagnosis of problems and tie the process
together as decisions.
9. Ability to provide staff development.
10. Ability to provide a climate in which nurses clearly
perceive that they are pursuing meaningful and
worthwhile goals through their individual efforts.
11. Ability to effect change through an orderly process.
Executive Nurse Managers
1. Apply financial management principles to costing and
pricing nursing care and convey knowledge to the
nurse providing care.
2. Coordinate the division budget.
3. Empower lower-level nurse managers.
4. Undertake corporate self-analysis of what nursing can
do; make assumptions about nursing. It’s
environment, it’s beliefs. Convey results to
employees.
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5. Specify weigh, interrelate, and accomplish multiple
goals simultaneously.
6. Abandon obsolete principles of standardization,
centralization, specialization, and concentration.
7. Share authority and power through decentralization
with participatory management, employee
involvement, and quality-of-work life programs.
8. Establish and use a matrix organization with task
forces with project teams and project leaders.
9. Set the stage for clinical nursing practice.
10. Promote application of theory of nursing within
nursing care delivery system
11. Advise nursing educators on content of nursing
administration programs
12. Set depth and breath of nursing research programs
13. Anticipate future of healthcare and nursing
14. Manage strategic planning
15. Serve as mentors, role models, and preceptors to
lower-level managers, graduate students, and
others
16. Recognize and use authority and power potential
Management Styles of Filipinos
Filipino Management styles derive from the dominant features of
Filipino culture. Familism dominates Filipino Behavior whether at
home, in the community, or at work. (Jocano, 1997)
3 Filipino Management Styles
1. Familism
A lot of us manages organization like a family so it natatabo dire ka
nasaway kay bangin mahurt bangin hiya mabido
2. Personalism
Bisan man objective na an pag correct dire kay gin personal so
waray na nagasihay gin yaknan mo la nga kinahinglan mo ada
baguhon ito, so what happened na pepersonalize niya that is why I
always believe that as a manager learn to coach instead of saying
do this 123.. ask them because coaching is facilitating so tell
them “what can you do better hini na steps” so you allow them to
think that’s why coaching is better than telling them what to do kay
personalism kita na mga filipino.
3. Emotionalism
Madali mabido. The decision is based on emotion and so it
becomes a problem. Nagiging chaotic kay it emotion it na rule.
3 Filipino Management Style (Franco, 1986)
1. Management-by-kayod: realist manager is wielded by autocrat
“Trabaho la ini trabaho ini may sweldo ini so dapat sunda ini tanan”
2. Management-by-libro: idealist thinker and technocrat
“By the book na person, a person who cannot stretch”
3. Management-by-lusot: opportunist manager is willy-nilly
“Waray waray la basta makalusot okay na iton”
WHAT WE NEED TO DO IS Ugnayan (movement to interrelate):
Management or Reconciler- Manager, a cross of idealist and a
realist manager.
So even you do things by the book and it doesn’t work out, how
can you make it how can it suit the situation so you have to really
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be thinking and mindful nga okay amo ini it hihimuon this is the
reality but this is what the book said so how do I come u with a
decision that both of this would be taken into account. Critical
thinking is here. But honestly when you have a good heart you will
be guided with a good decision.

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