Management

• Input Outputs
• → TRANSFORMATION →
• Resources Services-Products

• ← FEEDBACK→ Controls /Correction

• Economy ↕ Efficiency / Effectiveness
 Definitions of Management &
Leadership
• Management : Working with and through
individuals and groups and other resources to
accomplish organizational goals
• Leadership : Involves working through
individuals and groups to accomplish goals ,
but these goals may be different from
organizational goals
 Other definitions
• Leadership : is setting a new direction or
vision for a group that they follow , that is a
leader is spearhead for that new direction
• Management : controls or directs
people/resources in a group according to
principles or values that have already been
established
• The difference between leadership and
management can be illustrated by
considering what happens when you have
one without the other :
• Leadership Without Management ;..
• Sets a direction or vision that others follow ,
without considering too much how the new
direction is going to be achieved
• Other people then have to work hard in the trail
that is left behind , picking up pieces and making
it work
• Management Without Leadership …
• Controls resources to maintain the status quo or
ensure things happen according to already-
establish plans E.g.. management controlling
resources to ensure that the laws of the (..) are
followed and status quo is maintained
• Leadership combined with management : ..
• Does both – it both sets a new direction and
manages the resources to achieve it . E.g. : a
newly elected president or prime minister

• Leadership VS Management (Photocopy for

discussion in the class)
• The key difference between the concepts of
management and leadership is the phrase
“Organizational Goals”
• A manager works for an organization for
example hospital administrator and carries
the responsibility of accomplishing the
organization’s goals through specific
professional services
• Leadership is a much broader concept because all
health care professionals are leaders , anytime a
person is a recognized authority and has
followers who count on this person’s expertise to
carry out their objectives , the person is a leader
• So the key difference is that mangers are
responsible for organizational goals while leaders
may only be responsible for one segment of
overall goals
 The Management Process
• The management process are four :
• 1-Planning : in planning we identify the
problem , setting and specify both long-term
and short-term goals ,developing objectives
and then mapping how these goals and
objectives will be accomplished
• According to Marriner-Tomey Planning is the
first and the most important step of
management process
• 2-Organizing : involves bringing all of the
system’s resources – people , capital and
equipment into action toward goal
accomplishment
• 3-Motivating or Leading : is a large factor in
determining the performance level of
employees and the quality of goal
accomplishment
• William James of Harvard conducting a
research on motivation which concluded that
hourly employees could maintain their jobs by
only working to 20 to 30% of their capacity
but when they are motivated by their leaders
they could work to 80 to 90% of their ability ,
so James felt that approximately 60% of
employees performance can be affected by
motivation
• 4-Controlling : is setting up mechanisms for
ingoing evaluation , controlling is obtaining
feedback of results and periodically following up
in order to compare results with plans , so
adjustments in plans can be made accordingly
• Controlling is one aspect of management that is
subject to myths and misinterpretations so to
avoid misinterpretations the manager meet every
week the group to discuss progress and problems
• On a particular goal without being called
autocratic , rigid
 Managerial Skills
• There are three general categories of skills
that managers and leaders must possess :
• 1-Technical skill : ability to use knowledge ,
methods , techniques and equipment
necessary for the performance of specific
tasks acquired from experience , education
and training
• 2-Human skill : ability and judgment in
working with and through people , including
• An understanding of motivation and an
application of effective leadership
• 3-Conceptual skill : ability to understand the
complexities of the overall organization and
where one’s own operation fits in the
organization
 Examples of these Skills
• Suppose a nurse leader has the goal of
increasing the quality of nursing care ,
Technical skill is the leader’s ability to perform
the comprehensive individualized nursing care
that is expected from staff nurses and nursing
practice standards , Humans skill involve ability to
influence others by teaching , role modeling ,
Conceptual skill involves seeing how the goal that is
being accomplished fits into overall organizational
goals of the client service in the agency .
 Management & Leadership
Theory
• 1-Classical & Non Classical Organizational
Theory :
• Classical Organizational Theory ; has a list of
assumptions , which called theory X
assumptions about human nature , these are
the following :
• A-People find work distasteful
• B-People are not ambitious and prefer direction
• C-People do not solve organizational problems
creatively
• D-People are motivated only by physiological
and safety factors
• E-People require close control and coercion to
achieve the goals
• Non Classical Organizational Theory : which
called Y assumptions about people
• A-People regard work to be as natural as play
when conditions are favorable
• B-People are self-directed in achieving
organizational goals
• C-people are creative in solving problems
• D-People are motivated at all level of
Maslow’s Hierarchy of needs-physiological ,
safety , social , esteem and self-actualization
• E-People are self-controlled if properly
motivated
• 2-General System Theory : Composed of two
systems
• A-Closed system ; end when a quantity needed
for fulfillment is obtained
• B-Open system : human beings are open system
because even though one can spend great
amounts of time finding out properties ,
personality , wishes and desires of people there
is and will always be no end
• Von Bertalanffy identified four assumptions of
open systems:
• 1-A system is more than a sum of its parts ; in
other words a system is composed of all
people and things within it , in this system ,
the greater the amount of energy has working
toward a goal , the higher the probability for
effective goal completion , the challenge for
management is to keep the groups working
for organization rather than against the
organization
• 2-A system is ever-changing ; here an effective
leader must allow for the group’s growth to
be reflected in the group’s goals and the
strategies that will best enable the goals to be
attained so in this process involves constant
assessment of the group
• 3-A system has boundaries that are defined by
the system’s purpose
• For example the system that has goal of
increasing the quality of care in a given unit
may not be the same system in another unit
• 4-System are goal oriented ; a system with no
goal has no reason to exist , without goal we
never get anything done
 Leader Behavior Style
• There are three common labels for leader
behavior:
• 1-Autocratic leaders ; are often described as
authoritarian , firm leaders who makes
unilateral decisions
• 2-Democratic leaders ; involve the group in decision-
making and giving responsibility to followers
• 3-Laissez-faire leaders generally maintain loose
over their followers
 Leadership Styles
• Other 3 major leadership styles are;
• 1- Authoritarian or Autocratic
• 2-Participative or Democratic
• 3- Delegate or Free Reign
• Although good leaders use all three styles
with one of them normally dominant , bad
leaders tend to stick with one style
 Authoritarian (Autocratic)
• I WANT BOTH OF YOU TO …
• This style is used when leaders tell their
employees what they want done and how they
want it accomplished , without getting the
advice of their followers
• Some think of this style is not an authoritarian
style rather than it is an abusive , unprofessional
style called “Bossing People around”
 Participative (Democratic)
• LET’S WORK TOGETHER TO SOLVE THIS …
• This style involves the leader including one or
more employees in the decision making
process , however , the leader maintains the
final decision making authority , using this
style is not a sign of weakness rather it is a
sign of strength that employees will respect
• This is normally used when you have part of the
information and your employees have other
parts .
• Note that a leader is not expected to know
everything- this sis why you employ
knowledgeable and skillful employees
• Also using this style is of mutual benefit it allows
them to become part of the team and allows
you to make better decisions
 Delegative (Free Reign)
• YOU TWO TAKE CARE OF THE PROBLEM
WHILE I GO …
• In this style the leader allows the employees
to make the decisions , however the leader is
still responsible for the decisions that are
made , this is used when employees are able
to analyze the situation and determine what
needs is to be done and how to do it
• You cannot do everything ! You must set
priorities and delegate certain tasks
• This style to be used when you fully trust and
confidence in the people
• Do NOT BE AFRAID TO USE IT , USE IT WISELY
• Laisser-faire French language which means
Laisser to let , allow
• Faire to do
 Forces
• A good leader uses all three styles depending
on what forces are involved between the
followers , the leader and the situation , some
examples include:
• Using an authoritarian style on a new employee
who is just learning job , the leader is
competent and a good coach , the employee is
motive to learn a new skill , the situation is a
new environment for the employee
• Using participative style with a team of
workers who know their job , the leader
knows the problem , but does not have all the
information , the employees know their jobs
and want to become part of the team
• Using a delegative style with worker who
knows more about the job than you
• This allow the leader to be doing other things
• Using all three : Telling your employees that a
procedure is not working correctly and a new
one must be established (authoritarian) ,
asking for their ideas and input on creating a
new procedure (participative) , delegating
tasks in order to implement the new
procedure (Delegative)