NURSING

MANAGEMENT
The Nurse Executives of
Today
By: Florenda B. Juruena, RN, MPA,
EdD
Objectives
1. To determine the different management level in
nursing;
2. To understand each of the management level of
nursing activities;
3. To identify the common conflicts encountered by
the nursing managers;
4. To have a better understanding on the different
approaches in resolving conflicts;
5. To identify the effective decision making
process; and
6. To have a better perspective in relation to the
role and function of a nurse executive.





Introduction
Management skills are as
important to nurse
administrators as this clinical
knowledge and skills.
Nursing educators
emphasized clinical skills at
the expense of managerial
expertise.




Organizations depend upon good nurse managers
to effectively and efficiently operate certain
institutions.





1. Has own vision
2. Can initiate change
towards progress
3. Motivate fellow workers to
effectively participate in
achieving a common goal
Criteria for a Nurse Manager
The nurse managers duty is
to ensure that the patients
welfare are promoted and
protected and adhere to
standards and procedures
and proper work flow is
facilitated.
MANAGEMENT LEVELS
IN NURSING

Top


Middle


First Line


Operation
al






Staff Nurses & Nursing
Attendants
Head Nurses
Supervisors
Administrators
Managers of each level direct, supervise and
coordinate with each other.
Administrators are concerned with the over-all
planning and setting up of objectives, developing
and scheduling of programs, budget proposals
and establishment of policies.

The supervising nurse assumes the responsibility
of managing nursing care and services in two or
more nursing units.
The head nurse or senior nurse is responsible for
the management and supervision of a particular
task.

He/she is the connecting link between the staff
nurses and the higher management by directly
working on them, oversee the technical and
interpersonal skills of the staff.
CONFLICT MANAGEMENT
Conflict Management
Conflict is as inevitable as
change in any organization.

Conflict is a warning to
managers that something is
wrong and needs solution
through problem solving
and clarification of
objectives.

Sources of Conflict
1. Role conflicts
2. Cultural differences
3. Different perceptions
4. Communication barriers
5. Divergent views of power and authority



Types of Conflict
Conflict is a dynamic process
1. Overt or covert
Overt occurs when the two people confront
each other in open disagreement
Covert occurs when one person hides his
anger or hostility
2. Vertical or horizontal
Vertical differences in opinions between
superiors and subordinates
Horizontal arises as a common struggle
between the departments and services
3. Behavioral and process standpoints
Behavioral standpoints a perceived condition
that exists between two parties, when one or
more parties perceive goal incompatibility
Process standpoints a perceived conflict exists
in goals, values, ideas, attitudes, beliefs, feelings
or action of two or more parties; it can occur:
Intrapersonal (within 1 individual)
Interpersonal (bet. 2 or more individuals)
Intragroup (within one group)
Intergroup (bet. 2 or more groups)

Approaches to Conflict Resolution
1. Avoiding (unassertive and uncooperative)
used by groups who do not want to do something
that may interfere with their relationship

2. Accommodating (cooperative but unassertive)
a self-sacrifice, the opposite of competing

3. Collaborating (assertive and cooperative)
inspires mutual attention to the problem and
utilizes the talents of all parties

4. Compromising (assertive and cooperative)
in this method, accommodation and adjustment
lead to workable situations rather than to the best
solution

5. Competing (assertive but uncooperative)
a power-oriented mode and fosters conflict
resolution on the part of the subordinate

DECISION MAKING
PROCESS
Decision Making
A decision is a course of action that is
consciously chosen from available alternatives for
the purpose of achieving a desired result.
5 Steps in Decision Making
Process
1. Identify the Problem
and Analyze the
Situation
2. Explore the
Alternatives
3. Choose the Most
Desirable Alternative
4. Implement the
Decision
5. Evaluate the Results
THANK YOU!
Florenda B. Juruena, RN, MPA,
EdD