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Nursing Leadership & Management, Lec.
WEEK 1
OUTLINE
I. Introduction about Management
II. Leadership
III. General Management Theories
A. Theory of Scientific Management
B. Administrative Management Theory
C. Bureaucratic Theory of Management
D. Behavioral Theory of Management
IV. Management Process
V. Strategic Planning
INTRODUCTION
MANAGEMENT
• Is a universal phenomenon. 
 work enthusiastically towards objectives.
• Is an art of getting things done through and with the
people in 
formally organized groups. 
 •
o People under you must perform something in the
attainment of the goals or objectives of the
organization, so therefore, it requires cooperation
among the members.
• Is an art of creating an environment in which people
can perform and individuals can co-operate towards
attainment of group goals
• Is the process involving planning, organizing, staffing,
directing and controlling human efforts to achieve
stated objectives in an 
organization. 

o Staff should be included in the planning phase so
you will have other ideas and will be aware of
what they are going to do.
• Is a process of planning, decision-making, organizing,
leading, motivation and controlling the human
resources, financial, physical and information
resources of an organization to reach its goals
efficiently and effectively
o Controlling means there should be limitations
such as job descriptions, so there will be no
overlapping of tasks among the members of the
organization.
• “To manage is to forecast and plan, to control and
organize to coordinate and to command.”
– Henri Fayol
FIRST SEMESTER
MANAGEMENT LEADERSHIP
Use of authority The ability to influence
inherent in designated a group toward the
formal rank to obtain achievement of goals.
compliance from
organizational
members.
Both are necessary for organizational success.
LEADERHSIP
LEADERSHIP
• Is the process of encouraging and helping others to
Is the behavior of an individual when he is directing
the activities of a group towards a shared goal. It is
the relationship in which one person influences others
to work together willingly on related task to attain
goals desired by the lead and/or group.
• Is defined as influence, that is, the art or process of
influencing people so that they will strive willingly and
enthusiastically toward the achievement of group
goals.
• A leader is one or more people who selects, equips,
trains and influences one or more follower(s) who
have diverse gifts, abilities and skills and focuses the
follower(s) so the organization’s mission and
objectives causing the follower(s) to willingly and
enthusiastically expend spiritual, emotional, and
physical energy in a concerned coordinated effort so
achieve the organizational mission and objectives.
o Leadership is empowering people through
influencing them. When you influence them, you
inspire and motivate them. If they are motivated
through sharing one vision together, there will be
change.
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WEEK 1

GENERAL MANAGEMENT THEORIES

LEADERSHIP is MANAGEMENT is 1. THEORY OF SCIENTIFIC MANAGEMENT

about coping with about coping with
change.
 complexity.

FREDERICK TAYLOR

- Is known as the father of scientific management.

What are we ESTABLISHING PLANNING AND - Worked from bottom to top level.

setting out to DIRECTION BUDGETING

- Gave more emphasis to shop and factory
do?
management (e.g. time motion study).

Developing a vision Establishing detailed
and strategies to steps and timetable and - His main concern was to increase the efficacy of
achieve that vision; allocating resources. workers and managers through scientific
setting high but observations and measurements.
reasonable standards.

SCIENTIFIC MANAGEMENT
How do we ALIGNING PEOPLE ORGANIZING AND
deliver STAFFING - Is an art of knowing exactly what you want your men
results? Communicating to do and seeing that they do it in the best and
direction to influence Establishing a structure cheapest way.
creation of teams and to achieve the plan;
coalitions that delegating authority and
FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT
understand vision and providing policies and
strategy. processes. 1. Replace rule of thumb work methods with scientific
study of tasks.
There should be an Involves delegating o Rule of thumb – based on the manager’s personal
assessment of their tasks among the judgement.
qualifications to know members of the
2. Scientifically select, train, trach and develop the
where they can work organization.
effectively. employee vs. the 
employee choosing their own work
and training methods. 

How do we MOTIVATING, CONTROLLING AND 3. Provide detailed instructions, supervision of
make it MENTORING, AND PROBLEM SOLVING
 performance and 
cooperation with employees to
happen? INSPIRING
 ensure methods are allowed. 

Monitoring and 4. Equal distribution of work between management and
Energize people to organizing.
develop and overcome labor where management assumes the role of
barriers to change. planning using scientific 
methods. 


Motivating – you are 2. ADMINISTRATIVE MANAGEMENT THEORY

teaching

HENRI FAYOL
Mentoring – you are
controlling and - A French industrialist who published general
monitoring industrial management in 1916.
- Is known as the father of functional/modern
What are the PRODUCING PRODUCING management.
outcomes? CHANGE PREDICTABILITY AND - Worked from top to bottom level.
ORDER

- Gave more emphasis to the office and the
Often to a dramatic
degree, such as Consistently achieving management as a whole.
cultivating new budgets and targets. - His main concern was to develop universal principles
services and new of general management and the functions of
approaches. ‘Are my resources managers, developing a systematic theory of
adequate?’ management.

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- Unlike Taylor, who tended to view workers as - Workers should receive orders from only one
extensions of factory machinery, Fayol focused his manager.
attention on the manager rather than on the worker.
- Clearly separated the processes of administration 5. UNITY OF DIRECTION
from other operations in the organization such as - The entire organization should be moving towards a
production. common objective in a common direction.
- Emphasized the common elements of the process of
administration in different organizations. 6. SUBORDINATION OF INDIVIDUAL INTERESTS TO
- Believed a trained administrative group was essential THE GENERAL INTERESTS
in improving the operation of an organization. - The interests of one person should not take priority
over the interests of the organization as a whole.
ADMINISTRATIVE MANAGEMENT THEORY
• 
The study of how to create an organizational 7. REMUNERATION
structure that leads to high efficiency and - Many variables, such as cost of living, supply of
effectiveness. 
 qualified personnel, general business conditions, and
• Has five elements of administration: success of the business, should be considered in
1. Planning 
 determining a worker's rate of pay.
2. Organizing 

3. Commanding 
 8. CENTRALIZATION
4. Coordinating 
 - Fayol defined centralization as lowering the
5. Controlling 
 importance of the subordinate role.
- Decentralization is increasing the importance.
FOURTEEN PRINCIPLES OF MANAGEMENT - The degree to which centralization or decentralization
1. DIVISION OF WORK
 should be adopted depends on the specific
- Work should be divided among individuals and organization in which the manager is working.
groups to ensure that effort and attention are focused
on special portions of the task. 9. SCALAR CHAIN
- Fayol presented work specialization as the best way - Managers in hierarchies are part of a chain like
to use the human resources of the organization. authority scale.
- Each manager, from the first line supervisor to the
2. AUTHORITY president, possesses certain amounts of authority.
- The concepts of Authority and responsibility are - The President possesses the most authority; the first
closely related. line supervisor the least.
- Authority was defined by Fayol as the right to give - Lower level managers should always keep upper
orders and the power to exact obedience. level managers informed of their work activities.
Responsibility involves being accountable, and is - The existence of a scalar chain and adherence to it
therefore naturally associated with authority. are necessary if the organization is to be successful.
- Whoever assumes authority also assumes
responsibility. 10. ORDER
- For the sake of efficiency and coordination, all
3. DISCIPLINE materials and people related to a specific kind of work
- A successful organization requires the common effort should be treated as equally as possible.
of workers.
- Penalties should be applied judiciously to encourage 11. EQUITY
this common effort. - All employees should be treated as equally as
possible.
4. UNITY OF COMMAND
12. STABILITY OF TENURE OF PERSONNEL
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- Retaining productive employees should always be a
high priority of management.
- Recruitment and selection costs, as well as increased
product reject rates are usually associated with hiring
new workers.
13. INITIATIVE
- Management should take steps to encourage worker
initiative, which is defined as new or additional work
activity undertaken through self-direction.
14. SPIRIT DE CORPS
- Management should encourage harmony and
general good feelings among employees.
3. BUREAUCRATIC THEORY OF MANAGEMENT
MAX WEBER
- Made a distinction between authority and power.
- Believed that power educes obedience through force
or the threat of force which induces individuals to
adhere to regulations.
BUREAURACY
- There are several rules or procedures to follow.
- There is a delegation or separation of functions or
work.
- There is a hierarchal structure.
- There are rules and regulations.
FEATURES OF BUREAURACY STRUCTURE
1. DIVISION OF LABOR
- Complex work broken down into simpler jobs.
2. HIERARCHY OF AUTHORITY
- Accepted chain of command to direct individual’s
effort towards organizational goal
accomplishment.
3. FRAMEWORK OF RULES
- Effort directed and coordinated by rules.
4. IMPERSONALITY
- Hiring and promoting people on the basis of
objective merit rather than favoritism (on the
basis of what they know, and not who they know).
5. FORMAL SELECTION
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- Technical competence members selected
accordingly on the basis of training, qualification,
education, etc.
4. BEHAVIORAL THEORY OF MANAGEMENT
• Elton Mayo’s experiments showed an increase in
worker productivity was produced by the
psychological stimulus of being singled out, involved,
and made to feel important.
• Hawthorne effect can be summarized as “employees
will respond positively to any novel change in work
environment like better illumination, clean
workstations, relocating workstations etc. Employees
are more productive because they know they are
being studied.
4 PRINCIPLES OF BEHAVIORAL THEORY OF
MANAGEMENT
1. HUMAN RELATIONS APPROACH
- The social and psychological needs of human
beings should be considered to enhance
productivity.
2. NON-ECONOMIC AWARDS
- Human and respectful treatment, sense of
participation and belonging, recognition, morale,
human pride and social interaction are
sometimes more important than pure monetary
rewards.
3. SOCIAL NEEDS
- Man is motivated by social needs and obtains his
sense of identity through relationships with
others.
E.g. when your work is being appreciated or recognized.
4. ORGANIZATION OF SOCIAL SYSTEM
- Informal relationships in the organization are
more effective than formal relationships.
MANAGEMENT PROCESS
1. PLANNING
- Setting performance objectives and deciding how
to achieve them
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WEEK 1

2. ORGANIZING
- Arranging tasks, people and other resources to
accomplish the work.

3. LEADING
- Inspiring people to work hard to achieve high
performance.

4. CONTROLLING
- Measuring performance and taking action to
ensure demand results.

STRATEGIC PLANNING

• Planning also has many dimensions. Two of these

dimensions are time span and complexity of
comprehensiveness.

• Forecasts the future success of an organization by

matching and aligning an organization’s capabilities
with its external opportunities.
o SWOT may be used to identify the needs of the
organization.
o For instance, an organization could develop a
strategic plan for dealing with a nursing shortage,
preparing succession managers in the
organization, developing a marketing plan,
redesigning workload, developing partnerships or
simply planning for organizational success.

• Typically examines an organization’s purpose,

mission, philosophy, and goals in the context of its
external environment.

FIVE STAGES OF THE STRATEGIC MANAGEMENT

PROCESS
1. Goal-setting
2. Analysis
3. Strategy formation
4. Strategy implementation
5. Strategy monitoring

The strategic planning process are the steps that you go

through as an organization to determine the direction of
the organization (vision), how to start the vision planning
process, what you’re going to do and for whom (mission),
how to measure it and guide your strategy to get to where
you want to be (goals).
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