Leadership

Nursing Law

RA9173

Management Process

Planning
Organizing
Directing/Leading
Controlling

The process of forecasting and planning, organizing, commanding, coordinating and controlling. Viewed as a universal process applicable to all forms of group activity (Henri Fayol)

Management

The ability to guide and influence others to achieve a common goal, by motivating and inspiring them to perform at their best.

It involves setting a vision, making decisions, and creating a positive environment where individuals and teams can thrive. It is essential for organizational success

Leadership

They are provided with a formal role with assigned position within the formal organization; they are expected to carry out specific duties and has definite responsibilities.

They control over processes, decision making and work with others. They are skilled at coordinating financial and human resources, following rules, and meeting the goals and objectives of the organization. Uses reward and punishment effectively.

Strives for a balance between doing the right thing and doing things right. Skilled in critical thinking, active listening and good coping mech.

Manager

Overall direction and operation of the org.

CEO, President, Chairman, Division Heads, EVP.

THEY ESTABLISH OBJECTIVES, POLICIES, AND STRATEGY FOR THE ORGANIZATION

Top Manager

Focuses on coordinating employee activities, determines which product or services to provide and decide how to market this product and services to the costumers.

They prepare and submits report.

Receives overall strat and policies from top managers and translate them into specific obj and program for first line managers to implement

Middle Manager

Directly responsible for the production of goods and services of the org

First line manager

They work within the workers/staff

Section heads, lead person, head nurse

Firing line

work that is undertaken within the same discipline (nurse to nurse)

Intradisciplinary

integration of the contribution of several disciples (primary care physician, nursing staff, specialist)

Interdisciplinary

several disciples (team of nurses, doctor, anesthesiologist, therapist and social workers) to address patient problem

Multidisciplinary

Manager’s role is an ________ set of behavior

organized

Interpersonal

deals with BOT (board of trustees) of the org and the people outside the org

Liaison officer

represents the org at ceremonial and symbolic functions

Figure head

direct, control and coordinate activities of the subordinate, hires, train and fire

Leader

Informational

transmit info to others outside the org - official person

spokesperson

shares info with others, may chose trusted staff whom to share and to end there

Disseminate information

Decisional

Knows how to budget

Resource allocator

Discuss differences to reach an agreement

Negotiator

Design, initiate, plan changes to improve the position of the org

Entrepreneur

Deals with problem and changes beyond the employees control

Disturbance handler

11 M’s in Management

Manpower
Milieu
Minutes
Methods
Machine
Money
Material
Mission
Measurement
Movement
Manage

5 I’s in Management

Intelligence
Integrity
Interest
Innovativeness
Initiative

They focus on vision, inspiration and long term goals
They drive innovation and culture
Have to adapt and formulate new plans
A strategic role
Uses leadership skills and styles to inspire and empower people to work together toward a common goal

Leaders

They concentrate on day-to-day operations, resource allocation, and staff supervision
Ensures efficient and effective care delivery
Ensure plans to changes are being implemented effectively
Focuses on execution
Focuses on controlling resources and optimizing process through specific management styles

Managers

A board aspirational description of what an organization hopes to achieve in the future
“A successful and sustainable health institution”
Long term direction

Vision

Defines the organization’s purpose and how it will achieve its vision. It outlines the org’s reason for being and core activities it undertakes.
“To provide personalized and high quality patient care to the needy”
Explains the purpose and how to get there

Mission

Broader, more general statements of what an organization wants to achieve. Stepping stones towards fulfilling the mission and vision.
“Improve profitability and customer satisfaction”
Broader outcomes

Goals

are SMART targets that support the achievement of goals. They provide a concrete roadmap for progress.
“Increase bed occupancy by 15% next fiscal year”
Specific steps to achieve those outcomes

Objectives

are fundamental principles that guide individuals and organizations in their actions and decision-making

Philosophy and core values

Provides a framework for understanding the world and one’s place in it

Philosophy

Represent deeply held beliefs that influence behavior and choices

Core values

Describes the services that a qualified health professional is deemed competent to perform and permitted to undertake-in keeping with the terms of their professional license

Scope of practice

14 Principles (Henry Fayol)

This principles aim to enhance efficiency and productivity within a workplace and offer guidance on various aspects of management, from task allocation to employee relation.

Division of Work
Authority and Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of Individual Interests to General Interest
Remuneration
Centralization
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Esprit de Corps

This principle emphasized the importance of dividing tasks among individuals and groups to improve efficiency and specialization

Division of Work

Managers should have the authority to give orders and make decisions, but they must also held accountable for the outcomes

Authority and Responsibility

A well-defined system of rules and consequences is essential for maintaining order and ensuring that employees adhere to established norms

Discipline

Each employee should receive instructions and report to only one manager to avoid confusion and conflicting derivatives

Unity of Command

Principle of Unity of Command

• Implies one subordinate-one supervisor relationship. Every subordinate is answerable and accountable to one boss at one time

• Helps in avoiding communication gaps and feedback and response is prompt

• Helps in effective combination of resources; physical, financial resources which helps in easy coordination and for effective organization.

Teams working towards a common goal should be guided by a single plan and a single manager

Unity of Direction

The interest of the organization as a whole should take precedence over individual preferences

Subordination of Individual Interests to General Interests

Fair and equitable compensation for employees is crucial for motivation and satisfaction

Remuneration

There should be a balance between centralized decision making (where decisions are made at the top) and decentralized decision making (where decisions are delegated to lower levels)

Centralization

A clear line of authority should exist within the organization, with each employee knowing their position in the hierarchy and who to report to

Scalar Chain (Chain of Command)

“A place for everything and everything in its place”. Emphasizes the importance of organization and proper placement of resources and personnel

Order

Treating all employees fairly and impartially is essential for fostering a positive and productive work environment

Equity

Minimizing employee turnover and promoting job security can improve morale and efficiency

Stabilizing of Tenure Personnel

Encouraging employees to take initiative and contribute their ideas can foster a more innovative and engaged workforce

Initiative

Promoting teamwork, unity, and a sense of camaraderie among employees is vital for building a strong and cohesive organization. It’s a sense of unity and common purpose that motivates individuals to work together effectively and contribute to the success of the group also known as “team spirit”

Espirit de corps

Process of defining goals and establishing the strategies and actions necessary to achieve them. It involves deciding in advance what needs to be done, how it will be done, where and when it will be done, why it’s needed and who will do it. It bridges the gap between present and the desired future of an organization.

It is a course of action to be taken in the future. It is a pre-decided course of action.
A primary prerequisite for all other function of management.
Covers a period over which commitment of resources can be clearly visualized.
Involves determination of objectives to be achieved as well as activities required to achieve the objectives

Planning

Planning activities include:

Analyzing the current situation
Anticipating future
Determining the organizational objectives
Deciding the activities to be involved
Choosing strategies
Determining resources to achieve organizational goals

A management process, concerned with defining goals for a company’s future direction and determining the missions and resources to achieve those targets.

Planning

It increases the chance of success by focusing on the results not on activities. Focuses on analytical thinking and evaluation of alternatives thus improve decisions. To clarify and focus a logical framework for decision making that is consistent with top management objectives

Purposes

Importance of Planning

• Planning provides directions

• Planning decreases the chances of risk

• Planning decreases overlapping and wasteful activities

• Planning encourages innovative ideas

• Planning aids decision making

Steps in Planning Function

• Establishment of objectives

• Establishment of planning premises

• Choice of alternative course of action

• Evaluating alternative course of action

• Selecting one best alternative

• Implementing the plan

• Follow up actions/Appraisal of plans

are the assumptions about the lively shape of events in the future; basis for planning

to find out what obstacles are there in the way of business during the course of operations

planning premises

Internal premises

controllable

capital investment policy, management labour, relations, philosophy of management

External premises

non-controllable

socio-economic, political and economical changes

The merits, demerits, consequences of each alternative must be examined before the choice is being made

Choice of alternative course of action

The positive and negative aspects of each alternative need to be evaluated in the light of objectives to be achieved

Evaluating Alternative Course of Action

The best plan, which is the most profitable plan and with minimum negative effects, is adopted and implemented.

Selecting one best alternative

This is the step where other managerial functions come into the picture. This step is concerned with "DOING WHAT IS REQUIRED".

Implementing the plan

After choosing a particular course of action, it is put into action. After the selected plan is implemented, it is important to appraise its effectiveness.

Follow up actions/Appraisal of plans

Planning - Key Characteristics

• Goal oriented

• Looking ahead

• Intellectual process

• Involves choice and decision-making

• Continuous process

• Universal function

• Facilitates coordination

• Positive impact on morale

Considerations when planning

• Forecast - equipment, facilities, supplies, and manpower requirements.

• Setting VMPGO (Vision, Mission, Philosophy, Goals, Objectives)

• Anticipates problems that will arise from actions

• Performs activities in sequence and prioritize according to importance

• Set deadlines in one’s work and adhere to it

• Prevent deferring postponing, or putting off decisions that can become a habit and cause problems

• Delegate

The management function of assembling and coordinating human, financial, physical, information and other resources needed to achieve organizational goals

Organizing

Activities included in Organizing

• Specifying Job responsibilities.

• Grouping jobs into work units.

• Resource allocation

The basis of an organization, the entire work of businesses is divided into many departments. The work of every department is further sub-divided into sub works. In this way each individual has to do the work repeatedly which gradually makes that person expert

Division of Work

Various activities are assigned to different people who are specialists in that area, improves efficiency. Thus, organization helps in division of work and assigning duties to different people

Specialization

Every organization has its own purposes and objectives. Organizing is the function employed to achieve the overall goals of the organization. Organization harmonizes the individual goals of the employees with overall objectives of the firm

Orientation towards goals

Individuals form a group and the groups form an organization. Thus, organization is the composition of individuals and groups. Individuals are grouped into departments and their work is coordinated and directed towards organizational goals

Composition of individuals and groups

Different persons are assigned in different works but the aim of all these persons happens to be the same to attain the objective. The work of all the persons depends/affects each other's work thus; the nature of an organization establishes coordination.

Coordination

Organization of many persons who assemble to fulfil a common purpose. A single individual cannot create an organization

Plurality of persons

Various parts of an organization have different functions to perform but all move in the direction of achieving a general objective.

Common objective

A chain is established between different posts right from the top to the bottom clearly specifying the authority and responsibility for every post.

Well defined authority and responsibility

Relationships between persons working on different posts in the organization are decided, it is decided as to who will be the superior and who will be subordinate.

Organization is a Structure of Relationship

An organization is considered to be a machine of management because the efficiency of all the functions depends on an effective organization. If the division of work is not done properly or posts are not created correctly the whole system of management collapses

Organization is a Machine of Management

Organization is needed both in business and non-business organization

Organizations need two or more people to work jointly and that's the quality of universality. Organization is dynamic process

Organization is a Universal Process

Organization is related to people and the knowledge and experience of people undergo a change. The impact of this change affects the various functions of the organization

Organization is a dynamic process

Principles (4) *nasa 14 principles to pero eto nasa notes

Principle of Specialization
Principle of Functional Definition
Principles of Span of Control/Supervision
Principle of Scalar Chain

the whole work of a concern should be divided amongst the subordinates on the basis of qualifications, abilities and skills. It is through division of work specialization to achieve an effective organization

Principle of Specialization

all the functions in a concern should be completely and clearly defined to the managers and subordinates. This can be done clearly defining the duties, responsibilities, authority and relationships pop towards each other

Principle of Functional Definition

Responsibility relationships help in achieving co- ordination and thereby organization can take place effectively. Clarification in the authority=responsibility relationship helps in efficient and effective organization

Clarifications in authority

span of control is a span of supervision which depicts the number of employees that can be handled and controlled effectively by a single manager. This decision can be taken by choosing either from a wide or narrow span.

Principles of Span of Control/Supervision

is one in which a manager can supervise and control effectively a large group of persons at one time.

Less overhead cost of supervision, prompt response from the employees, better in ccc supervision and are suitable for repetitive jobs. According to this span, one can effectively and efficiently handle a large number of subordinates at one time

Wider span of control

the work & authority is divided among subordinates and a manager doesn't supervise and control a very big group of people under him.

the manager supervises a selected number of employees at one time. This requires tight control and supervision, like handicrafts, ivory work, etc.

Coordination is difficult to be achieved and communication gaps can come, messages

The features are- can be distorted and specialization work can be achieved

Narrow span of control

Factors influencing span of control

Managerial abilities-managers who are qualified/ experienced, wide span of control is helpful.

Competence of subordinates- Where the subordinates are capable and competent and hold understanding levels, prosperous subordinates tend to frequently visit the superiors to solve their problems. In such cases the manager can handle a large number of employees. Hence the wide span is suitable.

Nature of work-If the work is of repetitive nature, a wide span of supervision is more helpful. On the job requires mental skill or craftsmanship, light control and supervision is required.

Delegation of authority-When the work is delegated to lower levels in an efficient and proper way, confusion is less and congeniality of the environment can be maintained. In such cases, a wide span of control is suitable and the supervisors can manage and control a large number of subordinates all at one time.

Degree of decentralization-Decentralization is done in order to achieve specialization in which authority Is shared by many people and managers at different levels. In such cases, a tall structure is helpful. There are certain concerns where decentralization is done in a very effective way which results in direct and personal communication between superiors and sub- ordinates and there the superiors can manage a large number of subordinates very easily. In such cases, a wide span again helps.

is a chain of command or authority which flows from top to bottom. With a chain of authority available, wastages of resources are minimized, overlapping of work is avoided and easy organization takes place. A scalar chain of command facilitates work flow in an organization which helps in achievement of effective results. As the authority flows from top to bottom, it clarifies authority of positions & facilitates effective organization.

Authority Flows from Top to Bottom

Nursing Director

Asst Nursing Director

Area Manager

Unit Manager

Principle of Scalar Chain

It refers to the way an organization arranges people and jobs so that work can be performed and its goals can be met Procedures are established that assign responsibilities for various function.

If each person in the organization knows what used to be doing there is less room for confusion a judgement.

In an organization, employees' responsibilities are defined by what they do, who they report to and for managers who report to them.

 

Designing an organizational structure in management involves creating a framework for how tasks, responsibilities, and communication flow within an organization to achieve its goals.

It's a process of aligning the structure with the organization's strategy, goals, and environment

Organizational Structure

is the power and right of a person to use and allocate the resources efficiently, to take decisions and to give orders so as to achieve the organizational objectives.

is the right to give commands, orders and get things done. The top-level management has the greatest authority. Authority always flows from top to bottom. It explains how the superior gets work done from his subordinate by explaining what is expected of him & how he should do it.

Authority should be accompanied with an equal amount of responsibility. Delegating the authority to someone else doesn't imply escaping from accountability. Accountability still rest with the person having the utmost authority.

manager's formal and legitimate right to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes

Authority

managers have the formal power to direct and control immediate subordinates. The superior issues orders & is responsible for the result, the subordinate obeys & is responsible only for executing the order across

Line authority

is where managers have formal power over a sp of activities. For instance, the Production Manager may have the line auto decide whether and when a new machine is needed but the Controller demands that a Capital Expenditure Proposal is submitted first, showing that the investment will have a yield of at least or, a legal department may have functional authority to Interfere in any activity that could have legal consequences.

This authority would not be functional but rather a staff authority If such interference is "advice" rather than "order".

Delegation of authority is the base of superior-subordinate relationship, it involves the following steps

Functional Authority

The delegate first tries to define the work and duties to the subordinate. He also has to define the result expected from the subordinates. Clarity of duty as well as result expected has to be the first step in delegation

Assignment of Duties

Subdivision of authority takes a superior divide and shares his authority with the subordinate Every subordinate should be given enough independence to carry the task given to him by his superiors. The subdivision of powers is very important to get effective results

Granting of Authority

is the duty of the person to complete the task assigned to him.

A person who is given the responsibility should ensure that he accomplishes the tasks assigned to him.

Responsibility without adequate authority leads to discontent and dissatisfaction among the person.

Responsibility flows from bottom to top. The middle level and lower-level management holds more responsibility. The person held responsible for a job is answerable for it. If he performs the tasks assigned as expected, he is bound for praise. While if he doesn't accomplish tasks assigned as expected, then also he is answerable for that

Responsibility

is a list that a person might use for general tasks, or functions, and responsibilities of a position. It includes to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range.

Job descriptions are usually narrative, but may comp a simple list of competencies; for instance, strategic human resources planning methodologies used to develop competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

Job description