LEADERSHIP and

MANAGEMENT

CARLO REGINO H. CARABAÑA, MAN RN FPSIS RODC

 Guide Questions for Discussions:
•Identify one influential person who assume a leadership/manager role/s and
describe what trait, character and roles, you like him/her most? Why?
• List what qualities/roles you admire them most? Why?
•List down additional characteristics you believe an effective leader possesses.
•What leadership style best describe your leader/manager?
•Who is a Leader? Are you a Leader?
•Do you possess the qualities of a leader? If not, do you think you can become a
leader?
•What is the difference between leaders and managers?
•What is effective nursing leadership?
 INTRODUCTION TO
MANAGEMENT
MANAGEMENT
 Uses delegated authority within a
formal organization to organize,
direct and control subordinates so
nursing services are coordinated.
 It supervises people & uses
resources in doing the tasks.
Management:
 Process that involves the coordination of
human and material resources towards the
accomplishment of certain objectives
 Accomplishment of objectives through
efforts of other people
 Process by which the execution of a given
purpose is put into operations and
supervised (Terry)
 INTRODUCTION TO
MANAGEMENT
MANAGEMENT
 Uses delegated authority within a
formal organization to organize,
direct and control subordinates so
nursing services are coordinated.
 It supervises people & uses
resources in doing the tasks.
 is the art of getting things done through and with people in formally
organized groups. (Harold Koontz)
 is multi-purpose organ that manages business and manages mangers
and manages workers and work.”(Peter Drucker)
 is to forecast and to plan, to organize, to command, to coordinate and
to control.” (Henri Fayol)
 is the art of getting things done through
people. (Mary Parker Follet)
Management can be seen :
1. A process
2. A profession
3. A factor of production
4. A field of study
5. A group of people that
supervise an organization
 Functions of Management
Planning Organizing
Occurs in various ways and at all levels • The way the organization allocates
Setting organizational goals resources, assigns tasks, and goes
Development of strategies for about accomplishing goals
achieving the goals of org. standards,
levels of equality, need to be met in
• Shown by organizational chart
completing the tasks

Controlling Directing
Evaluation activities that a Supervising or leading workers t o
accomplish organization's objectives
manager must perform  Making assignments

Process of determining if  Assisting workers to carry out

assignments
the company’s goals and  Interpreting organizational policies
objectives are being met  Informing workers of how well they are
performing
MANAGEMENT
Organizations
Social units( or human groupings)
deliberately constructed and
reconstructed to seek specific goals
(Talcott Parsons)
Is a system of consciously
coordinated personal activities of
forces with specific goals (Barnard)
Questions:
• Identify one influential person who assume a
leadership/manager role/s and describe what
trait, character and roles, you like him/her
most? Why?
• List what qualities/roles you admire them
most? Why?
 Managerial Skill & Roles in an
Organization

by Henry Mintzberg by Robert Katz

Management Skills
High High Low

Mild High Mild

Low High High

 Roles /Skills of Managers
“Mintsberg” “Katz” “Summer”
Interpersonal Role: Technical Skill - Knowledge – refers to
Informational Role: relate to the ideas, concepts, or
Decisional role proficiency in principles that can be
performing an expressed and are
activity in the accepted because
correct manner with they have logical
the right technique. proofs.
 Roles /Skills of Managers
“Mintsberg” “Katz” “Summer”
Human Relationship • Attitude – relate to
skill - pertains to beliefs, feelings, and
dealing with people values
and how to “get • Interest in one’s work
along” with them. • Confidence in one’s mental
competence,
• Desire to accept
responsibility,
• Respect for the dignity of
one’s associates
 Roles /Skills of Managers
“Mintsberg” “Katz”
Conceptual skills – deal with
the ability to see individual
matters as the relate to the tota
picture and to develop creative • Interest in one’s work
ways of identifying factors
responding to the big problems
and discarding the irrelevant
facts pertains to dealing with
people and how to get along
with them
“Summer”
• Attitude – relate to
beliefs, feelings, and
values
• Confidence in one’s
mental competence,
• Desire to accept
responsibility,
• Respect for the dignity of
one’s associates
Management Level in Nursing
Administrator – are concerned with the over-all planning
and setting up of objectives, developing and scheduling of
programs, budget proposals, & establishment of policies. 
Top

Supervisors -assumes the responsibility of managing

Middle nursing care and services in two or more nursing units

Head Nurses/Senior Nurses – responsible for the mgt

and supervision of a particular nursing unit; also
First level connects the link between the staff nurses and the higher
management.

Operational Level Staff Nurses/Nursing Attendants -

By Summer
Knowledge - refers to
ideas, concepts, or
principles that can be
expressed and are
accepted because they
have logical proofs

Attitude – relate to
beliefs, feelings, and
values

Ability - skill, art,

judgment, and wisdom
 Why are Managers important?
from Stephen P. Robbins and Mary Coulter

 Inspire you professionally and personally;

 Energize you and your coworkers to accomplish
things together that you couldn’t get done by
yourself;
 Provide coaching and guidance with problems;
 Provide you feedback on how you’re doing;
 Help you to improve your performance;
 Keep you informed of organizational changes;
 Change your life;
What do Managers Do?
 Who Is a Manager?
“They were the organizational members who told
others what to do and how to do it”.
“A manager is someone who coordinates and
oversees the work of other people so organizational
goals can be accomplished”.
 Questions:
• List down additional characteristics you believe
an effective leader possesses.
• Who is a Leader? Are you a Leader?
• Do you possess the qualities of a leader? If not,
do you think you can become a leader?
• What is effective nursing leadership?
What do leaders do?
 Characteristics of Leaders:
1. Often do not have delegated authority
but obtain their power through other
means, such as influence;
2. Have a wider variety of roles than do
managers…
3. May or may not be part of the formal
organization… leaders direct willing
followers…
 Characteristics of Leaders:
8. Focus on group process, information
gathering, feedback & empowering others…
9. Cheerful & even-tempered; have moral
vision, integrity & idealism
10.Shows technical mastery that inspires
others to do above average performance in
the job;
11. intelligent, versatile & a sense of humor..
 Attributes of Leadership
BE KNOW DO
BE a professional.
BE a professional who possess good character traits.
KNOW the four factors of leadership
KNOW human nature.
KNOW your job.
KNOW your organization.
 Attributes of Leadership
DO provide direction.
DO implement - communicating,
coordinating, supervising,
evaluating.
DO motivate- develop morale and
esprit de corps in the organization,
train, coach, counsel.
Traits and Qualities
 Leadership Roles
 Decision maker  Buffer
Communicator Advocate
Evaluator Energizer
Facilitator Influencer
Risk taker Creative problem solver
Visionary Change agent/ catalyst
Forecaster Diplomat
Counselor Role model
Teacher Mentor
Critical thinker Coach
What is the difference between leaders and managers?
Leadership and Management
Difference between :
LEADERSHIP
• process of guiding, teaching,
motivating, and directing the
activities of others toward
attaining goals.
• capacity to influence the
activities of one or more
individuals or groups to achieve
established goals.
MANAGEMENT
• involves the coordination and integration
of resources through planning,
organizing, directing, and controlling in
order to accomplish specific goals.
• process by which a cooperative group
directs actions towards common goals.
[Venzon p.3]
• focuses on achievements of
organizational goals. [Bininger p.33]
Difference between :
LEADERSHIP MANAGEMENT
• use of one’s skill to • process of working with
influence others to and through others to
perform to the best of achieve organizational
their activities. objectives in a changing
environment.
LEADERSHIP
STYLES
leadership styles
a. Autocratic
b. Democratic
c. Permissive
 LEADERSHIP STYLES
1. Authoritarian / Autocratic
 Strong control is maintained over the work group.
 Others are motivated by coercion.
 Others are directed with commands.
 Communication flows downward.
 Decision making does not involve
 others.
 Emphasis is on difference in status (“I” and “you”)
 Criticism is punitive.
 LEADERSHIP STYLES
2. Democratic / Participative / Consultative
 Less control is maintained.
Economic & ego awards are used to motivate.
Others are directed through suggestions and
guidance.
Communication flows up and down.
Decision making involves others.
Emphasis is on “we” rather than “I” and “you.”
 Criticism is constructive.
 LEADERSHIP
STYLES
3. Permissive/ Ultraliberal, or Laissez-faire
 Permissiveness, with little or no control.
 Motivation by support when requested by the group
or individuals.
 Provision of little or no direction.
Communication Upward and downward flow .
 Decision making dispersed throughout the group.
Emphasis on the group.
Criticism withheld.
LEADERSHIP
STYLES
 Management Styles
Coercive/Authoritative – Do what I tell you
Affiliative – People come first
Pacesetting – Do as I do, now
Visionary – Come with me
Democratic – What do you think?
Coaching – Try this

44
 LEADERSHIP STYLES
4. Situational Theory of Leadership
 leaders behaves according to a given situation
which may vary from one setting to the other.
Considers a person’s qualities and motivations,
the role expectations of the group
The social forces at work such as the external
factors that bring forth the leadership potential.
 Five kinds of Situational Leaders
1. Natural leader – who becomes a leader inspite of himself or
herself.
◦ does not seek the role but the group thrust the leadership upon her by the
tide of events.
2. Charismatic leaders – who is an authentic hero in the eyes of
his followers.
◦ inspires people to make sacrifices for the cause they represent
◦ he can do no wrong.
3. Rational leader – who is consistent and persistent in what he
thinks is right.
 Five kinds of Situational Leaders
4. Consensus Leader – who is perceived to be
acceptable to all.
• he rises in the absence of the above three.
5. Leader by force – who dominates by force and fear.
• He is ruthless in suppressing opposition.
• He does not reign long.
• Contains within itself the seeds of self destruction.
• Eg. Hitler . Idi Amin
LEADERSHIP STYLES DISPLAYED BY
GREAT LEADERS, PAST AND PRESENT
Leadership Traits Theories
How should leader look like?

MANAGEMENT LEADERSHIP MODULE 49

 Theories of Leadership
Behavioral
Contingency
Situational
Path-Goal
Participatory
Charismatic and transformational leadership
MANAGEMENT LEADERSHIP MODULE 50
Behavioral Approach to Leadership
Concern for People
• employee-oriented (e.g. service:
hospitals, restaurants)
Concern for Production
• task-oriented (e.g. manufacturing)

MANAGEMENT LEADERSHIP MODULE 51

Path-Goal approach of Leadership
Manager identifies the ‘goals’ and rewards the ‘paths’ to be take, to reach
them

In this process an effective leader:

Identifies and communicates to subordinates the
path they follow in order to achieve personal and
organizational objectives.
Helps subordinates along the chosen path.
Helps to remove obstacles on the path that might
prevent the achievement of these objectives.
 SERVANT LEADERSHIP
 Leaders consider their followers’ needs first
and then empower them to achieve
organizational goals; “Trust is the foundation/
cornerstone of servant leadership;”
 Mutual respect and feedback – most essential
part of the leader – follower relationship…
 The Management Grid Team
Country Club • High concern for production
 High concern for people and and people. The most effective
low concern for production. leadership.
 Leadership Activity is to
secure the voluntary co- Middle-of-the-road
operation of group • Moderate amount for production
members to obtain high and people. Compromise style,
level of productivity.
 Too easy going managers support the Status quo, they are
and unable decision makers. not dynamic leaders and may have
difficulties for innovation and
change.
 The managerial grid model
(1964) is a style leadership Authoritarian
model developed by Robert • High concern for production
R. Blake and Jane Mouton. and low concern for people.
• Alienated managers, to keep
 This model originally themselves out of trouble.
identified five different
leadership styles based on
the concern for people and Impoverished – “laissez-faire”
• Low concern for production
the concern for production. and for people.
 In this style, managers have • Doesn't provide positive
low concern for both people leadership sense.
and production.

Low MANAGEMENT LEADERSHIP MODULE High 54

 Leadership Continuum
Autocratic Democratic Laissez-fair
Use of authority by
manager Area of freedom for
employees

Manager Manager Manager Manager Manager

Manager Manager Manager defines permits allows
makes Sells presents presents presents
limits set by employees employees
tentative problem,
decision decisions. ideas and senior to function complete
decision, receives
and invites manager within limits freedom
subject suggestions,
announces questions. and asks defined of action.
to change. and makes group to by senior
it. decisions. Make manager.
decision.

MANAGEMENT LEADERSHIP MODULE 55

 Contingency Approach to Leadership
There are 3 main “forces”
on managers in deciding a leadership style

Personal Forces managers’ own background, experience,

confidence and leadership inclinations (e.g. )
Characteristics of subordinates managers’ need to
consider the subordinates willingness and unwillingness for
responsibility and decision taking acceptance. (e.g. )
Situation managers’ need to recognize the situation where
they find themselves in terms of corporate culture and
colleges’ style of work (e.g. ).

MANAGEMENT LEADERSHIP MODULE 56

 Situational Approach to
Leadership
 Situational Leadership Theory, or the Situational
Leadership Model, is a model created by Paul Hersey
and Ken Blanchard, developed while working on
Management of Organizational Behavior. The theory
was first introduced in 1969 as "life cycle theory of
leadership"
 The Situational Leadership® Model is a timeless,
repeatable framework for leaders to match their
behaviors with the performance needs of the individual
or group that they are attempting to influence.
Situational Leadership® is the most practical on-the-job
tool.
 Leader-member relations
 Task Structure
 Leaders’ position power
MANAGEMENT LEADERSHIP MODULE 57
 Situational Leadership
 The right person in the right place at the right moment.
 Recognize the time and circumstances.
 Willingness and ability to assume the responsibility, listen
and to take the responsibility to help the group achieve its
goal.
 It often involves: no cost decision, solomonic decision, moral
decision, meditative decision, community decisions, philanthropic
decisions, institutional decisions, community decisions, princely
decisions.


58
Situational Leadership
 Situational Approach to Leadership
Managers need to vary their leadership style with each phase
Leader Behavior
High
3 2
Share ideas Explain your decisions Leader-member
and facilitate in making and provide opportunity
decisions… g for Sclarification
el l relations
tin a
ng i
Relationship Behavior

ip
ic
rt
Pa Hi task Hi. task
Supportive behavior

Hi. rel.
Task Structure
Lo. rel. Te
l
ng

l in
g
i
at

Lo. task 1
eg

Hi. task
el
D

Lo. rel. Provide specific Lo. rel.

instructions and
4 Turn over responsibility
closely supervise Leaders’ position
for decisions and
implementation… performance… power
R
Low Task Behavior High
Directive behavior
60
 Participatory approach of Leadership
There are 5 leadership styles according to Vroom and Yetton in decision-making process:
Autocratic I (AI)-managers solve the problem or make the decisions
themselves, using the available information.
Autocratic II (AII)-managers obtain information from subordinates
before making the decisions themselves.
Consultative I (CI)-managers share the problem with the relevant
subordinates individually and obtain their ideas and information and then
make the decisions themselves.
Consultative II (CII)-managers share the problem with the relevant
subordinates as a group and obtain their ideas and information and then
make the decisions themselves.
Group Participation (G)-managers share the problem with
subordinates as a group and together analyze the problem and consider the
alternative solutions.
62
Transformational Leadership

MANAGEMENT LEADERSHIP MODULE 63

Transactional Vs Transformational leadrship
The Qualities of Transformational leaders and what
distinguishes them from Transactional Leaders
Power is Influence
POWER
Capacity of “A” to influence
The behavior of “B” so that
“B” does things he/she would
not otherwise do
INFLUENCEE
A B BEHAVIOR
 Sources of Power
Expert Referrent

POWER
Legitimate Reward

Coercive Connection
The Power of Leaders

Coercive Power – the main consideration in a general

discussion on the object, fear of leader, punishment,
threats-autocratic leadership
Expert Power – expertise, knowledgeable, recognition
Legitimate Power – hierarchy of the organization, the
more senior the manager is, the more power has.

MANAGEMENT LEADERSHIP MODULE 68

 The Power of Leaders

Referent Power - charismatic

Reward Power – ability to provide rewards for the
followers, as pay, promotion and recognition.
Connection Power – relationship with influential
partners (inside & outside).
Information Power – access to valuable information.
 Contemporary Theories of
Leadership Style
TRANSACTIONAL LEADERSHIP STYLE
◦ Motivates the followers by appealing to their own
self-interest – its principles are to motivate by means
of exchange process. It is a contract for mutual
benefit that has contingent rewards.
◦ Sets goals for employees, focuses on day-to-day
operations and uses management by exception.
◦ Task-focused approach
 Transactional leadership encompass four types of
behavior:
Contingent reward Management by Active Laissez-Faire
Exception [MBE] Management by Leadership
Exception
- the leader - The leader uses - The leader - The leader is
clarifies the work correction or actively monitors indifferent and has a
needed to be punishment as the work “hands-off” approach
accomplished. a response to performed and toward the workers
- Uses rewards or unacceptable uses corrective and their
incentives to performance or methods to ensure performance.
achieve results deviation from the work is - Leader ignores the
when the accepted completed to meet needs of others,
expectations are standards accepted - Does not respond to
met standards problems or does not
monitor performance
Management Theories
 Leadership and management theories also
serve as guide in selecting the most effective
action to take.
 A theory also predict what is likely to happen is
a given situation, it can provide directions
regarding what action is to be taken.
 MANAGEMENT THEORIES

Taylor’s scientific management sought efficiency in job performance.

Weber’s bureaucratic organization is supposed to be efficient and fair.
Administrative principles describe managerial duties and practices.
 Scientific Management
“Scientific
 Father of
Management” whose
major concern was that on
increasing efficiency in
production, not only to lower
cost and raise profits, but also
to make possible increased
pay for workers to increase
productivity. In his theory, he
believes that workers are
motivated by monetary
rewards.
CLASSICAL MANAGEMENT

Scientific Management
◦ Emphasizes careful selection and
training of workers and
supervisory support
◦ Described by Frederick Taylor’s
“Principles of Management” in
1911.
◦ Father of scientific management
CLASSICAL MANAGEMENT

Scientific Management
Taylor’s Four Principles of Scientific Management
1. Develop a “science” for each job—rules of motion,
standard work tools, proper work conditions.
2. Hire workers with the right abilities for the job.
3. Train and motivate workers to do their jobs according to
the science.
4. Support workers by planning and assisting their work by
the job science.
 CLASSICAL MANAGEMENT

Bureaucracy
Bureaucratic Organizations
◦ Defined by Max Weber in late 19th century
◦ Focused on definitions of authority, responsibility and process
◦ Intended to address the inefficiencies of organizations at that time

Bureaucratic Model
Relies on rational set of structuring guidelines, such as rules and
procedures, hierarchy, and a clear division of labor
The bureaucracy is a formal organization
Max Weber popularized the Bureaucratic Model
Max Weber’s Bureaucratic characterisitics
1. Division of Labor
2. Fixed authority and official jurisdiction
3. Heirarchal arrangement of officers
4. Written formal rules
5. Impersonality
6. Specialization
7. Security of tenure
Bureaucratic Model
Webers rules (criteria on how to construct organizaions
1. Organizations are impersonal and are subject to authority
2. Organized in clearly defined heirarchy of offices
3. Each office has area of competence
4. Office is filled by way of a free contractual relationship and there is free
selection for the positions
5. Technical qualification is basis of selection
6. Members are remunerated by fixed salaries; right to pensions; salary scale
according to rank; right to resign
7. Office is sole primary occupation of the members
8. Office constitutes a career with a promotion system
9. Official work seperated from ownerhip of the means of administration
10.Members subject to strict and systematic discipline and control in the
conduct of the office
 CLASSICAL MANAGEMENT

Bureaucracy
Characteristics of an Ideal Bureaucracy
1. Clear division of labor Jobs are well defined, and workers become highly skilled
at performing them.
2. Clear hierarchy of authority and responsibility are well defined, and each
position reports to a higher-level one.
3. Formal rules and procedures Written guidelines describe expected behavior and
decisions in jobs; written files are kept for historical record.
4. Impersonality Rules and procedures are impartially and uniformly applied; no
one gets preferential treatment.
5. Careers based on merit Workers are selected and promoted on ability and
performance; managers are career employees of the organization.
CLASSICAL MANAGEMENT
Administrative Principals
◦ Attempts to document the
experiences of successful
managers
◦ Analyzes organizations in their
social context
◦ Two key contributors
◦ Henri Fayol
◦ Mary Parker Follett
Henri Fayols - Considered and referred to as
the Father of Modern Management Theory.
First identified the management functions/
process. He formulated the fourteen
Principles of management.
Mary Parker Follet - First theorists to suggest
basic principles of “Participative decision making
or Participative Management”
CLASSICAL MANAGEMENT

Administrative Principals
Henry Fayol (1841-1925)
Treated administration as a process as opposed to the prevailing practice wherein
administration is under control of specialists.
Henri Fayol – Administration Industrielle et Generale - 1916

Five Duties of Managers According to Henri Fayol

1. Foresight—complete a plan of action for the future.
2. Organization—provide and mobilize resources to implement plan.
3. Command—lead, select, and evaluate workers.
4. Coordination—fit diverse efforts together, ensure information is shared and
problems solved.
5. Control—make sure things happen according to plan, take necessary
corrective action.
 Concepts of Classical Management Theory
1. Incentives
The classical management theory stresses the need to give employees rewards
according to how hard they work. The management theory claims that managers
can get workers to put in more effort through pay incentives and maximize profits
through efficient production. Thus, it puts its faith in financial rewards.
2. Hierarchical Structure
In classical management theory, the highest level of the management hierarchy
comprises of c suite executives, board of directors, etc. The aim of this top tier is
to set the larger goals. The more divisional level goals are set by the middle
management.
They have to guide operational managers while making the optimal use of the
budget set by the top tier. Finally, the more mundane, daily decisions are taken by
the low-level managers. These are the employee supervisors who interact with
them and train them. The scientific management theory sees authority distributed
in this three-tier structure.
 Concepts of Classical Management Theory

3. Specialization
The classical management theory takes an approach where the larger
objective is reduced to a set of smaller objectives. The aim here is to
maximize efficiency and effectiveness. Employees have a single
responsibility about which they are thoroughly knowledgeable.
This has the effect of reducing multitasking. This scientific management
approach designed specialization to cater to businesses with an
assembly line perspective towards business and objectives.
 Advantages of the Classical Management Theory
1. Clarity on employee responsibilities
The classical management theory advocates the need for specialization. Responsibilities are
delegated to workers according to their expertise and experience. This boosts efficiency as
workers clearly know what is expected of them. They are not spread thinly, having to multitask.
The tasks and responsibilities of the workers are distinctly mentioned.
2. Distinct hierarchical Structure
The classical management theory pushes for a hierarchy of management that has three clear
tiers. This way, there is complete clarity on what every manager has to do. In addition, the
targets and responsibilities of the managers are also well defined.
3. Concentrated decision making
Classical Management Theory proposes that the crucial decisions in a business be taken by a
few leaders at the top, if not only one. For smaller businesses, this is an evident approach.
Advantages of the Classical Management Theory
4. Financial incentives boost efficiency
The classical management theory put forward that organizations should design multiple
incentives so that employees can avail themselves by boosting their efficiency and also
increase productivity. This is because the management theory stresses the belief that
workers are driven by financial and physical needs. Therefore, it allows them to motivate
the workforce easily. The benefit here is that employees know that their extra efforts are
being appreciated.
 Disadvantages of the Classical Management
Theory
1. Workers are more stressed
The classical management theory can cause workers to become demotivated and under pressure. As a result, they
might stress themselves out trying to get a task done on time. The management theory, after all, only focuses on the
workforce’s output efficiency and performance.
2. Discourages new thoughts and ideas
Management theory tries to optimize productivity by relying on only one approach. Innovation is thus hindered, and
the organization fails to progress in multiple avenues. Employee innovation is also curtailed, and they are less likely
to contribute their ideas.
3. Human connections and job satisfaction are ignored
Classical Management Theory overlooks the job satisfaction aspect of motivation, including human relations. This is a
crucial aspect for most employees. The scientific management approach concentrates too much on the different
physical needs.
The classical management theory ignores that workers might want to approach their responsibilities innovatively. It
ignores the need for human relations at work. So businesses that need innovation and co-operation and
communication should best avoid this management theory.
 14 PRINCIPLES OF MANAGEMENT
(Henri Fayol)
1. Division of work 8. Centralization
2. Authority 9. Scalar chain(Line of
Authority)
3. Discipline
10. Order
4. Unity of command
11. Equity
5. Unity of direction
12. Stability of tenure of
6. Subordination of individual personnel
interest to general interest
13. Initiative
7. Renumeration
14. Esprit de corps
 14 PRINCIPLES OF MANAGEMENT
Principles of management
Managers Functional Duties
Specialization of labor This improves the efficiency of labor through specialization,
reducing labor time and increasing skill development.
Authority This is the right to give orders which always carry
responsibility commensurate with its privileges.
Discipline It relies on respect for the rules, policies, and agreements that
govern an organization. Fayol ordains that discipline requires
good superiors at all levels.
Unity of command This means that subordinates should receive orders from one
superior only, thus avoiding confusion and conflict.
Unity of direction This means that there should be unity in the directions given
by a boss to his subordinates. There should not be any conflict
in the directions given by a boss.
 14 PRINCIPLES OF MANAGEMENT
Principles of management
Subordination of individual
interest to common good
Remuneration
Centralization
Scale of chain
Managers Functional Duties
According to this principle, the needs of individuals and
groups within an organization should not take precedence
over the needs of the organization as a whole.
Wages should be equitable and satisfactory to employees
and superiors.
Levels at which decisions are to be made should depend on
the specific situation, no level of centralization or
decentralization is ideal for all situations.
The relationship among all levels in the organizational
hierarchy and exact lines of authority should be unmistakably
clear and usually followed at all times, excepting special
circumstances when some departure might be necessary.
 14 PRINCIPLES OF MANAGEMENT
Principles of management
Managers Functional Duties
Order There should be a place for everything, and everything should
be in its place. This is essentially a principle of organization in
the arrangement of things and people.
Equity Employees should be treated equitably in order to elicit
loyalty and devotion from personnel.
Personal tenure Views unnecessary turnover to be both the cause and the
effect of bad management; Fayol points out its danger and
costs.
Initiative Subordinates should be encouraged to conceive and carryout
ideas.
Esprit de corps Team work, a sense of unity and togetherness, should be
fostered and maintained.
 CLASSICAL MANAGEMENT

Administrative Principals
Mary Parker Follett – 1920’s
◦ Foresighted approach
◦ Advocated managers and
workers work in harmony and
employees should own a share
of the business
◦ Forerunner of “managerial
ethics” and “social
responsibility”
Behavioral Management Theory
Elton Mayo

 One of fathers of human relations movement

 Basic principles of human relations from Mayo
and Hawthorne experiments:
a. Social norms and supervision
b. The group or democratic administration
c. Rewards and sanctions
MANAGEMENT LEARNING

Behavioral Management

 The Hawthorne studies focused attention on the human side of

organizations.
 Maslow described a hierarchy of human needs with self-
actualization at the top.
 McGregor believed managerial assumptions create self-fulfilling
prophesies.
 Argyris suggests that workers treated as adults will be more
productive.
BEHAVORIAL MANAGEMENT

The Hawthorne Studies

Hawthorne Studies - 1924
◦ Studies tried to determine how economic incentives and physical
environment affected productivity
◦ Involved 21,000 people over 6 years
◦ Concluded that human needs were an important factor in increasing
productivity
◦ Resulted in “The Hawthorne Effect”
Humanism
 Creation and development of human centered
organizations to fulfill the needs and wants of the
human personality.
 Mary Parker Follet viewed management as a social
process and the organization as a social system
BEHAVIORAL MANAGEMENT

Maslow’s “Hierarchy of Needs”

 BEHAVORIAL MANAGEMENT

McGregor

McGregor’s The Human Side of Enterprise

◦ Separated managers into two beliefs / styles
1. Theory X Managers
• Believe employees generally dislike work, lack ambition, act
irresponsibly, resist change and prefer to follow.
• Use classical directive “command and control” style
• Theory X: essentially negative view of people- little ambition,
dislike work, avoids responsibility, and needs to be closely
directed to work effectively
 BEHAVORIAL MANAGEMENT

McGregor
2.Theory Y Managers
 Believe employees are willing to work, capable of self
control and self direction, responsible and creative
 Use behavioral “participative” style
 Theory Y: positive view – people can exercise self-
directedness , accept responsibility and consider work to
be as natural as rest or play
 Theory Y assumptions best captured true nature of
workers and should guide management practice.
 BEHAVORIAL MANAGEMENT

Argyris
Argyris’ Personality and Organization
◦ Argues that employees:
◦ want to be treated as adults
◦ will perform better with less restrictive / defined tasks
◦ runs counter to Scientific & Administrative theories that argue for
close supervision
 Summary of Management Theories
MANAGEMENT THEORIES
Frederick Father of “Scientific Management” whose major concern was that
Taylor on increasing efficiency in production, not only to lower cost and
raise profits, but also to make possible increased pay for workers
to increase productivity. In his theory, he believes that workers are
motivated by monetary rewards.
Max Weber Developed the theory of “Bureaucracy”. He perceived as a need
for legalized, formal authority and consistent rules and regulations
for personnel in different positions within organizations to increase
efficiency.
Henri Fayols Considered and referred to as the Father of Modern Management
Theory. First identified the management functions/process. He
formulated the fourteen Principles of management.
Luther Gulick Expanded Fayol’s Management theory. He introduced the
seven activities of management. [POSDCORB]
Mary Parker First theorists to suggest basic principles of “ participative
Follet decision making or Participative Management”
Elton Mayo He and his Harvard associates conducted the famous
Hawthorne studies in 1927 to 1932. He discovered that various
psychological and social factors in the work situation exert
more influence on productivity that do actual and physical
conditions = known as “Hawthorne Effect.
That when special attention is given to workers by
management, productivity is likely to increase. Recognition of
Workers
Douglas Developed two theories [X-Y theory] that are about a managers assumption about
McGregor their employees.(managerial attitudes about employees can directly correlated
with Employee Satisfaction.
A. Theory X Managers believe that their employees are:
- lazy, have little ambition, need constant supervision and direction, and avoid to
work unless coerced into working productivity.
- tends to be autocratic, directive, and task-oreinted, and solicit little input from
subordinates.
B. Theory Y managers believe that their workers:
- enjoy their work, are creative and imaginative, self motivated, achieve
satisfaction from work
- are self- directed and self controlled, willing to work hard to meet personal
and organizational goals.
- tends to be democratic, supportive, and relationship oriented; delegates to and
accepts inputs from subordinates.
According to McGregor and Mayo managerial domination cause workers to
become discouraged and passive. He believed that if self-esteem and
independence needs are not met, employees will become discouraged and
troublesome or may leave the organization.
Chris Arygris Stressed the need to for flexibility within the organization and employee
participation in decision making.
Rensis Likert Found that traditional authoritarian managers are less able to motivate their staff
to high standards of achievement than are mangers who promote their staff’s
feelings of worth and importance
He believes trust and communication facilitate effectiveness in an organization.
Three (3) Principles:
a. Supportive relationship – attending to one another’s needs should add to
the sense of personal worth and importance of members
b. Group decision making – makes workers feel responsible for decisions
affecting them.
c. high performance goals – the setting and attaining of high performance
goals enable members to develop a sense of pride and accomplishment.
Alvin Toffler Workers are disoriented by to rapid change
THANK YOU!!!
3-2-1 Exit Ticket

List 3 things I learned from the lesson.

Give 2 things that caught my interest
Thing that was not clear to me
(specify topic)
 Activity: “Who is Your Leader”

The group should act out in a scenario the role of a

leader by depicting leadership style:
What leadership styles should
senior nurses develop?
Leadership
Lead dear shear ship
ears hear Heel heal
healer shear shade Sleep
drips spear shape spade
Speed heads heeds spread
reads shear share deep
Deal dealers sip shape
Leap Hipslips reel
slide sealer sealer s sider
Rider Realdial slider
Shade hide shear seeds
 Activity: Peer & Group Coaching
Directions:
1. Teacher assigns home group(#1,2,3,4,5,6) and experts group
(pre-determined: all #1 )
2. Each expert is assigned 1 Topic/s:
1. Principles of Management (# 1)
2. Scope of Management (# 2)
3. Roles, skills and qualities of leader/manager (# 3)
4. Nursing leadership and management theories (# 4)
5. Different leadership styles (# 5)
6. Roles of Managers in an Organization (# 6)
 Activity: Peer & Group Coaching
Each expert group will meet to discuss assigned topic among the
group.
◦ Discussion/brainstorming will only be 10mins.
After the discussion, the experts will go back to the home
group(#1,2,3,4,5&6 ) to coach and teach the assigned topic (10
mins).
One expert will present output of the topic to the whole class.
Administration
is the higher level of hierarchy.
the policy making body
determines the aims and objectives of
the organization that fully utilizes the 7
M’s in attaining goals and objectives
Administration
Clearly designates and delegates one’s authority,
responsibility and accountability (ARA) in the
organization.
Administrators – are chosen for their
conceptual skills
Managers are chosen for their
interpersonal skills.
Workers are chosen for their
technical skills.