NCM 119 Module 1: Management
Management
- is the process of getting things done through people
- Supervises people and uses resources involving the task
- Naturally exerts inference over its subordinates therefore it
implies motivation, power and leadership
Principles of Management
- Serves as guide for managers for effective and efficient
practice
1. Authority: right to give orders
2. Specialization of labor: encourages continuous improvement
of skills and methods
3. Discipline: no slacking, bending of rules, workers should be
obedient and respectful of the organization
4. Unity of command: each employee only has one boss
5. Unity of directions: single mind generates single plan. All the
creative parts of the plan, not only one person is encouraged
of the groups activities
6. Subordination of individual interests: needs of the clients
must take precedence over the staff nurses personal needs.
The same manner the leaders needs to be concerned with
the needs of the unit, clients and subordinates
7. Remuneration: employees receive fair payment of
compensation for services
8. Centralization of authority: consolidation of management
function, decisions are made from the top to produce
uniformity of actions and reduces risks of errors in the
performance of tasks
9. Chain of command: line of authority running from top to
bottom
10. Decentralization of authority: focuses on the importance of
human elements. Increases the motivation of nurses at lower
levels since they are asked to participate in decision making
11. Material and social order: all materials and personnel have
prescribed values and places embodied in the institutions
policies and regulations and must remain there.
12. Equity and justice: fair and just treatment. No favoritism
13. Personnel tenure: limited turn over of personnel and granting
of security of tenure in permanent status after a good number
of satisfactory performance.
14. Initiative: thinking out the plan and do what it takes to make it
happen
15. Scalar chain: interconnectedness of the people within the
organization from top to bottom
16. Hierarchy: line of authority
17. Motivation of personnel: nurses are rational beings and must
be allowed to work their minds in problem solving and
decision making
18. Esprit the Corps: harmony and cohesion among the
personnel to promote the principle of unity and command
should be observed, and the dangers of dividing and rule, and
the abuse of written communication should be avoided.
Management theories
A. Focused on Organizational structures
1. Scientific Management Theory (by frederick taylor)
- Seeks to develop the one best practice through the
worker, in which the worker will be able to maximize the
output to a minimum expenditure
- Breaking down of one complex task to several tasks
- Performance of workers is optimal
2. Systematic Management Theory (by Henrie Fayol)
- Fayol, Father of systematic theory. He proposed that
effective management results from selecting appropriate
principles to guide behaviour in each management
situation
3. Organizational Theory (by Max Weber)
- Weber, Father of theory of social and economic
organization. He advocated a complex form of view
perceive based on the hierarchy of authority and division
of work based on the specialization of functions.
B. Theories focused on Human Relations
1. Social process (by Mary Follet)
- Focuses on motivation of individuals and group alike
towards achieving a common goal.
- The collaboration and cooperation rather than exercise
managers power and authority
- Particular attention is devoted to what motivates the
worker
2. Howthorne Effect (by Elton Mayo and Fritz Roethlisberger)
- Momentary change of the behaviour of performance in
response to a change in the workers environment
- Response usually becomes an improvement
C. Leader-Manager Theories
1. Management by Objectives (MBO) (by Peter Drucker)
- Consensual process where both management and rank
in file meet in order to understand and agree the
organization's objectives
2. Management as Decision Making (by Herbert Simon)
- He posted the view that the hospital and other
service institutions decisions are made by
employees at all levels forming a network of
decision making.
→ Two Approaches
2.1 Optimizing - “Economic Man”
- Research for the best alternative practice
2.2 Satisfying - “Administrative Man”
- Uses the first workable solution
3. Managerial roles (by Henry Mintzberg)
3.1 Interpersonal role
- Figure head, leader and lyson(?) on the
inside and outside of the organization
3.2 Informational role
- Involve monitoring the organization, share
of information, observe and serving as a
spokesperson
3.3 Decision making role
- Managers is all at once entrepreneur ,
disturbance handler, negotiator and
allocator
D. Motivational Theories
1. Hierarchy of needs (by Abraham Maslow)
- Depicts man as driven to fulfill several kinds
of needs to certain kinds of needs taking
precedence with others
2. Motivation Hygiene Theory or Two Factor Theory (by
Ferdinand Herzberg)
2.1 Hygiene Factors
- Those which can negatively influence
people
- Examples: adequate salary, appropriate
supervision, good IPR, safe and tolerable
working conditions
2.2 Motivational Factors
- Results in the Satisfaction and
psychological goal
- Example: satisfying meaningful work,
opportunities to advancement, appropriate
responsibility and adequate recognition
3. Theory X and Theory Y (by Douglas McGregor)
- He developed the human relations school of
management
● Theory X proposes that man is lazy,
unmotivated, irresponsible, unintelligent,
and not interested to work
- He should be given work properly when controlled and
threatened
- Prefers to be directed and hope to avoid responsibility and
interested in financial gain or goal.
- He proposes that people naturally dislike work and avoid it
whenever possible
● Theory Y proposes that man is responsible, creative,
self directed and problem solver
- This theory encourages workers to develop their potential as
they are able to learn in proper conditions to see and accept
responsibility.
4. Theory Z (by William G. Ouchi)
- Theory based on principle that work is natural and can be a
source of satisfaction
- Management focus in increasing employee loyalty to the
company by being concerned of the well being of the
employee and offering lifelong security of employment
5. Total Quality Management (TQM)
- Management approach for organization centered in quality
based on the participation of all it members aiming long term
success through customer satisfaction
Comparison of Administration and Management
1. Administration
- Highest level of Hierarchy
- Policy making-body
- Sets the policy of the organization. Determines the aims
and objectives of the organization that fully utilizes
seven M’s
- Allocates seven M’s resources: money, men, manager,
moment, machines, materials, methods
2. Management
- Middle and lower levels
- Implementing body
- Task with accomplishing the operations goals and
objectives
- Supervises the utilization of the seven M’s
- Oversee daily task to see views and objectives
Leadership Theories
1. Trait Theories
- Assume that the person has some innate abilities or
personality traits in order to be a leader.
1.1. “Great man” Theory
1.2. Individual Character Theory
2. Behavioral Theories
- Concerned with what leaders do and act than who the
leaders are.
- Actions of the leaders are the mental qualities or traits
make them leaders
2.1. Field Theory of Human Behavior by Kurt Lewin
- People act the way that they do depending on self
perceptions and their environment
- Categorized the three leadership styles
2.2 Chris Argyris
2.2.1 Ladder of Inference
- Reminder: when communicating one needs to
communicate not just subjective conclusions but also
objective reasoning process assumption that all
2.2.2 Double Loop Learning
- Process of detecting and collecting errors
- Focus is on solving problems that are complex
- Example; single loops is changing a thermostat due to
the temperature, double loop is changing the thermostat
at the same time assessing the client’s clothing.
2.3 Alvin Toffler- Third Way
- Post industrial society and age of information and
knowledge
- The illiterate of the 21st century will not be ones who
cannot read and write but those who cannot learn,
unlearn and relearn.
2.4 Rensis Likert
2.4.1 Likert Scale
2.4.2 Linking Pin Model
- Uses the concept of family that characterize the
desirable social interactions that should occur in
different work units.
2.4.3 Management Systems or Four Systems Approach
● Authoritative (Exploitative)
● Authoritative (Benevolent)
● Consultative
● Participative
2.5 Robert Blake and Jane Mouton- Manageria grade
- Conceptualize management in terms of relations and
leadership styles
- Has two behavioural dimensions. (a.) Concerned for
taks or product and (b.) Concern for people.
Important note:
1. Leaders play somewhere between the concern for
productivity to concern for people
2. There is no one best way of leadership style
3. Different styles are needed for different situations.
Situational or Contengencies Theories
1. Paul Hersey and Kenneth Blanchard
- Leader should adopt their style to followers
maturity or development levels
2. Fred Fiedler
- Developed the theory around the premise that
leaders personal characteristics are stable so is
the leadership styles.
- Believed that no single approach that could
provide an adequate solution or various
management problems.
● Leader- member relation
● Task Structure
● Position Power
3. Victor Harold Vroom and Yetton
- selection of a leadership style will determined
decision making
4. Robert House “Path Goal Theory”
- Leader can affect the performance, satisfaction
and motivation of a group through rewards,
classification of tasks and goals and removal of
obstacles in work performance.
Contemporary Leadership Theories 8 types of intelligences Characteristics of the Nursing Management Process
1. Transactional Leadership - Linguistic Intelligences (Word Smart) - Systematic: ordered sequence of activities, so each
- Leader motivates the followers by appealing to their own - Logical- Mathematical (Number Sensory Smart) depicts from the accuracy of that activity and that
self interest - Spatial (Picture Smart) proceeds it and influences the activity following it
- Leader is speaking in hierarchy - Bodily- Kinesthetic (Body Smart) - Dynamic: since it has greater interaction and each
2. Transformational Leadership - Musical (Music Smart) activity is clear and close into the next activity
- Most effective and beneficial leadership behaviours to - Interpersonal (People Smart) - Interpersonal: it ensures that nurses are client-
achieve long term success. - Intrapersonal (Self Smart) centered rather than past(?)-centered and it
- Leaders are highly visible, spend a lot of time delegating - Naturalist (Nature Smart) encourages (13:20) to work, to help the clients use
responsibilities and promote employee development. their strengths to meet the needs
3. Servant Leadership 3.4 Quantum Leadership by Porter- O’ Grady and Malloch (as - Goal- Directed: means for nurses and clients to work
- Leader is solely determined to help others rather than the new leadership for new age, according to him the quantum together to identify specific goals related to wellness
dominate leadership control is not the issue rather the change dominates the and much of the appropriate nursing actions
- Leaders endures misunderstanding, suffering and climate) - Universally Applicable: it allows nurses to practice
shows initiative when people are apathetic - As quantum leader, one: nursing to the well or ill, young or old, in any type of
- Forge ahead tso it would be easy to pick the type - Offers creative and innovative solutions practice.
4. Robert Greenleaf - Discover educational activities instead of past
- leaders role is steward of the resources methods Levels of Nursing Managers:
- A true servant is a servant at first - Provide monitoring opportunities and expert - Tap level: Chief Nurse
preceptorship to effective help all enrolled in - Middle level: Supervisors
3.2. Daniel Goleman the care - First- Line level: Charge Nurse
- leadership demands emotional intelligence
● Self awareness Nursing Management Process Areas of Nursing Management/ Areas of Nursing
● Self regulation - Is the process of working through staff members to be Responsibility
● Motivation able to provide comprehensive care to the clients 1. Patient Care Management
- Nursing Management Process support the Nursing - Implementation of Nursing Process,
Process SOAPIE, standards of care, Nursing audit
2. Human Resource Management
- Staffing, Scheduling, Staff development,
Maintaining staff moral, conflict
management, performance Evaluation
3. Operational Management
- Standard Operational Procedure (SOP),
maintenance of adequate supplies and
equipment supplies and equipment,
budgeting, organization of work
environment, utilization review.

Purposes of the Nursing Management Process

3.3 Multiple Intelligences by Howard Gardner: he focuses on
- To achieve scientifically- based, holistic, individualized
how different intellectual abilities affect leadership; he proposed 8
care to clients
different intelligences to account to a broader range of human
- To achieve the opportunity to work collaboratively with
potentials, one should be able to make optimal use of their most
clients and others
highly developed skills. - To achieve continuity of care