WEEK 1 NLM 419

Introduction to Nursing Management

ART & SCIENCE

Nursing is both an

Administration

Research

Education

Clinical Practice

NURSING INTEGRATES:

Leadership and management

are essential in ensuring quality patient care.

LEADERSHIP

-Viewed by some as one of managements many function

PEOPLE

MAIN FOCUS OF LEADERSHIP:

Motivates team members.

Helps solve problems.

Guides new nurses and students.

Inspires positive changes.

What a Nurse Leader Does

NURSE LEADERSHIP

You can be a leader even if you don’t have

a high position — it’s about how you

influence others, not just your job title.

MANAGEMENT

-It is a universal process

-use in business, practice of

one’s profession and even day to

day personal affairs

-The process of coordinating

and supervising personnel and

resources to accomplish

organizational goals.

MANAGER

A person who has responsibility for the activities of

other people in an organization.

THYREE FOLD

INTERPERSONAL

INFORMATIONAL

DECISIONAL

ROLES OF A MANAGER

INTERPERSONAL

FOCUS: People

KEY POINT: Lead – Link – Represent (Leader,

Liaison, Figurehead)

INFORMATIONAL

FOCUS: Information

KEY POINT: Gather – Share – Speak (Monitor,

Disseminator, Spokesperson)

DECISIONAL

FOCUS: Decisions

KEY POINT: Improve – Solve – Allocate –

Negotiate (Entrepreneur,

Disturbance Handler, Resource

Allocator, Negotiator)

1. Interpersonal Roles(Dealing with People)

SUB ROLE: LEADER

DESCRIPTION: Motivates, guides, and supports the

team to achieve organizational goals.

1. Interpersonal Roles(Dealing with People)

SUB ROLE: Liaison

Builds relationships and coordinates

with other departments and

stakeholders.

1. Interpersonal Roles(Dealing with People)

SUB ROLE: Figurehead

Represents the organization or

department during official events and

ceremonies.

2. Informational Roles(Handling and Sharing Information)

SUB-ROLE: MONITOR

Collects, reviews, and analyzes

information related to staff, patients,

and organizational performance.

2. Informational Roles(Handling and Sharing Information)

SUB-ROLE: Disseminator

Shares important information with staff

to ensure everyone is informed.

2. Informational Roles(Handling and Sharing Information)

SUB-ROLE: Spokesperson

Communicates departmental

information to higher management or

external stakeholders.

3. Decisional Roles(Making Choices and Solving Problems)

SUB-ROLE:Entrepreneur

Initiates improvements, innovations,

and quality improvement projects.

3. Decisional Roles(Making Choices and Solving Problems)
SUB-ROLE:Disturbance Handler

Resolves conflicts, crises, and

unexpected problems within the

organization.

3. Decisional Roles(Making Choices and Solving Problems)
SUB-ROLE:Resource Allocator

Assigns personnel, budget, equipment,

and other resources where they are

needed most.

3. Decisional Roles(Making Choices and Solving Problems)
SUB-ROLE:Negotiator

Negotiates with individuals or

departments to obtain resources and

resolve issues.

THEORIES OF MANAGEMENT

1. Replace the Rule of Thumb with Scientific Methods

2. Scientific Selection, Training, and Development of

Workers

3. Provide Financial Incentives for High Performance

4. Foster Cooperation Between Management and Workers

1. Replace the Rule of Thumb with Scientific Methods

Traditional trial-and-error methods should be replaced with

scientific, standardized procedures. Work should be

carefully studied, and sufficient time should be allotted for

workers to complete their tasks efficiently.

2. Scientific Selection, Training, and Development of

Workers

Employees should be hired, trained, and promoted based on

their knowledge, competence, and abilities rather than

favoritism or experience alone.

3. Provide Financial Incentives for High Performance

Workers should receive fair wages, rewards, and incentives

for good performance. Taylor believed that employees are

motivated primarily by economic rewards ("economic

man").

4. Foster Cooperation Between Management and Workers

Managers and employees should maintain good

interpersonal relationships, cooperate with one another,

and share responsibilities to achieve organizational goals

efficiently.

FREDERICK TAYLOR

• Father of scientific management

• Controlled observation of the worker’s performance

through time and motion study

• Scientific selection of the best man or woman to

perform each job.

• Training the selected worker to perform job task.

• Paying the worker to a differential rate.

• Appointing a few of the most highly skilled workers to

managerial positions and to planning and preparing the

task of workers.

• Appointing a foremen for each aspect of the work.

FRANK GILBRETH AND

LILLIAN GILBRETH

• They emphasized the benefits of job simplification and

the establishment of work standards, as well as the

effects of the incentive wage plans and fatigue on work

performance.

• The Gilbreths were among the first to use motion-

picture films to analyze worker’s motion.

• Lillian Gilbreth is known as the first lady of

management.

HENRY GANTT

• Developed Gantt Chart

• Advocates for humanitarian management

• Concerned with problems of efficiency. He contributed

to scientific management by refining pervious work

rather than introducing a new topic.

HENRY FAYOL

• Process management.-Planning, organizing,

coordinating, and controlling

• Known as the “father of the management process

school”

• He studied the functions of the managers and

concluded that management is universal.

HENRY FAYOL 14 PRINCIPLES

1. Division of Work

2. Authority &

Responsibility

3. Discipline

4. Unity of Command

5. Unity of Direction

6. Subordination of

Individual Interest

7. Remuneration

8. Centralization

9. Scalar Chain

10. Order

11. Equity

12. Stability of Tenure

13. Initiative

14. Esprit de Corps

MAX WEBBER

• Known as the "Father of Organizational Management”.

• One of his key contributions is the creation of the

organizational chart

• According to him there are 3 types of authority:

traditional, charismatic and rational authority

LYNDALL URWICK

• Combined the theories of Taylor and Fayol to develop

the classic Organizational Theory

• Popularized the term “span of control and unity of

command.

MARY PARKER FOLLETT

• One of the first theorist to suggest basic principles of

what today would be called participative decision

making or participative management

• Managers should have authority with one another,

rather than over employees, that solution could be

easily be found that could satisfied both employee

without dominating each other.

ELTON MAYO

• They found out that if workers give special attention

productivity increases, regardless of the environmental

conditions.

• This Hawthorne effect shown that people respond that

they are being studied, they felt that whatever

behavior they attempted they still continue to warrant

attention.

• Employee knows that they are being evaluated by

management.

JACOB MORENO

• He developed a system of pairings called Sociometry,

believes that people are attracted to, repulsed by or

just indifferent towards each other.

ABRAHAM MASLOW

• Described humans as “wanting” organisms that

satisfy their basic needs in a specific sequence.

• According to Maslow, higher level needs do not emerge

as motivators until lower-level needs are satisfied.

hierarchy of needs OF ABRAHAM MASLOW

PHYSIOLOGICAL NEED

SECURITY

LOVE & BELONGING

SELF ESTEEM

SELF ACTUALIZATION

FREDERICK HERZBERG

• an American psychologist and one of the most

influential management theorists

• He developed the Two-Factor Theory of Motivation,

also known as the Motivation-Hygiene Theory, which

explains why employees are either satisfied or

dissatisfied with their jobs.

• Herzberg proposed that job satisfaction and job

dissatisfaction are influenced by two different sets of

factors. Simply removing dissatisfaction does not

automatically create motivation.

Factor | Also Called | Result

Hygiene Factors | Dissatisfiers | Prevent dissatisfaction but do not motivate employees.

Motivating Factors | Satisfiers | Increase job satisfaction, motivation, and performance.

Hygiene Factors

Dissatisfiers | Prevent dissatisfaction but do not motivate employees.

Motivating Factors

Satisfiers | Increase job satisfaction, motivation, and performance.

DOUGLAS MCGREGOR

• an American social psychologist and management

professor who introduced Theory X and Theory Y in his

book The Human Side of Enterprise (1960)

• His theory explains that a manager's assumptions

about employees influence how they lead, supervise,

and motivate their staff. Employees often respond

according to how they are treated by their leaders.

WILLIAM BLAKE AND JANE MOUTON

• Developed the Managerial Grid Theory in 1964. Their

theory explains that effective leadership depends on

balancing concern for people and concern for

production (task accomplishment).

• Unlike earlier theories that focused only on authority or

personality, the Managerial Grid emphasizes that

successful leaders achieve organizational goals while

also caring for the needs of their employees.

1. DIVISION OF WORK

Henry Fayol’s Principles of Management:

-Divide tasks according to specialization/skills.

2. Authority & Responsibility

Henry Fayol’s Principles of Management:

-A manager has the right to give orders and the responsibility for the outcome.

3. Discipline

Henry Fayol’s Principles of Management:

Employees must follow rules, policies, and agreements.

4. Unity of Command

Henry Fayol’s Principles of Management:

One employee → one direct superior.

5. Unity of Direction

Henry Fayol’s Principles of Management:

One goal → one plan → one leader.

6. Subordination of

Individual Interest

Henry Fayol’s Principles of Management:

-Group/organizational interest comes before personal interest.

7. Remuneration

Henry Fayol’s Principles of Management:

-Workers should receive fair compensation for their work.

8. Centralization

Henry Fayol’s Principles of Management:

-Refers to how much decision-making is concentrated at the top.

9. Scalar Chain

Henry Fayol’s Principles of Management:

-There should be a clear line of authority from highest to lowest.

10. Order

Henry Fayol’s Principles of Management:

-Right person and right thing in the right place.

11. Equity

Henry Fayol’s Principles of Management:

-Managers should treat employees with fairness and justice.

12. Stability of Tenure

Henry Fayol’s Principles of Management:

-Employees need job stability and enough time to become effective.

13. Initiative

Henry Fayol’s Principles of Management:

-Employees should be encouraged to think, suggest ideas, and take appropriate action.

14. Esprit de Corps

Henry Fayol’s Principles of Management:

-Promote team spirit, unity, and harmony.

Managerial Grid Theory LEADERSHIP STYLE

Impoverished Management

Country Club Management

Produce-or-Perish Management

Middle-of-the-Road Management

Team Management

Impoverished Management

-1,1

-Low concern for people + low concern for production. Manager does the minimum.

Country Club Management

-1,9

-High concern for people + low concern for production. Focuses on employee happiness, sometimes at the expense of results.

Produce-or-Perish Management

-9,1

High concern for production + low concern for people. Strict, task-oriented, results first.

Middle-of-the-Road Managemen

-5,5

-Moderate concern for both people and production. Attempts to balance the two.

Team Management

-9,9

-High concern for both people and production. Encourages teamwork, commitment, and high performance.

THE GREAT MAN THEORY

• is one of the earliest

leadership theories, proposing that leaders are

born, not made. It assumes that certain individuals

possess innate qualities that naturally make them

effective leaders.

• The theory suggests that great leaders emerge

when extraordinary situations require decisive

leadership, and they are naturally equipped with

the ability to inspire and lead others.

TRAIT THEORY OF LEADERSHIP

• proposes that

effective leaders possess specific personal traits or

characteristics that distinguish them from non-

leaders.

• Unlike the Great Man Theory, modern ___

recognizes that while some traits may be inherited,

many leadership traits can also be learned and

developed through education, experience, and

training.

CHARISMATIC THEORY OF LEADERSHIP

• states that

effective leaders possess charisma—a unique

personal quality that inspires, influences, and

motivates others to willingly follow them.

• Charismatic leaders gain followers not because of

their formal authority, but because of their

confidence, communication skills, vision, and

ability to inspire trust and enthusiasm.

SITUATIONAL THEORY OF LEADERSHIP

• states

that there is no single best leadership style.

Effective leaders adapt their leadership style

according to the situation, the needs of their

followers, and the demands of the task.

• Unlike earlier leadership theories that focus

on fixed traits or personalities, ___ emphasizes flexibility. A leader who

is effective in one situation may not be

effective in another.

-hersey blanchard

FRED FIEDLER

- Contingency Theory
-The Contingency Theory, developed by Fred Fiedler in

the 1960s,states that there is no single best leadership

style. A leader's effectiveness depends on the match

(fit) between the leader's natural leadership style and

the situation.

-Unlike the Situational Theory, which says leaders can

change their leadership style, __ believed that a

leader's style is relatively fixed. Instead of changing the

leader, the organization should change the situation or

place the leader in the most appropriate environment.

PATH–GOAL THEORY OF LEADERSHIP

• developed by Robert

House, proposes that the primary role of a leader is to

help followers achieve their goals by removing obstacles,

providing support, and selecting the most appropriate

leadership style.

• The leader motivates employees by making the "path"

toward achieving organizational and personal goals clear,

easier, and more rewarding.

TRANSACTIONAL THEORY

• states that

leadership is based on a system of exchanges

(transactions) between the leader and followers.

Leaders motivate employees by using rewards for

good performance and corrective actions or discipline

for poor performance.

• The relationship between the leader and followers is

based on clear expectations, established rules, and

accountability.

BEHAVIORAL THEORY

states that effective

leadership depends on what leaders do (their behaviors),

rather than who they are (their traits) or the situations

they face.

• Unlike the Great Man Theory and Trait Theory, ___ argues that leadership behaviors can be learned,

practiced, and improved through education, training, and

experience.

BEHAVIORAL LEADERSHIP STYLES

-KURT LEWIN

Leadership Style:

• Autocratic

(Authoritarian)

• Democratic

(Participative)

• Laissez-Faire

(Delegative)

Autocratic (Authoritarian)

def: The leader makes decisions independently with little or no input from followers.

Leader's Behavior: Gives orders, closely supervises staff, makes decisions alone,

emphasizes discipline and compliance.

communication style: one-way

Democratic (Participative)

def: The leader involves followers in decision- making while retaining final responsibility.

Leader's Behavior: Encourages collaboration, seeks staff opinions, promotes teamwork, facilitates discussions.

communication style: two-way

Laissez-Faire (Delegative)

def: The leader provides minimal supervision and allows employees to make decisions independently.

Leader’s Behavior: Delegates responsibility, provides resources when needed, trusts employees to work autonomously.

communication style: Minimal supervision

TRANSFORMATIONAL THEORY

• states that effective leaders inspire, motivate,

and empower followers to achieve

extraordinary performance by creating a

shared vision, fostering innovation, and

promoting personal and professional growth.

• Rather than relying on rewards or

punishment, transformational leaders

encourage followers to exceed expectations

because they are inspired by a meaningful

purpose and a commitment to organizational

goals.

FACTORS INFLUENCING MANAGERIAL PERFORMANCE

(ACCORDING TO SUMMER)

• Knowledge factors refer to ideas, concepts, or principles that can be expressed

and are accepted because they have logical proofs.

• Attitude factors relate to those beliefs, feelings, and values that may be used

on emotions and may not be subjected to conscious verbalization.

• Ability factor skill, art, judgement, and wisdom. They abstract factors but they

direct one’s thinking to factors that can be developed by the individual

manager who takes time to consider them.

Management Process

PLANNING

ORGANIZING

STAFFING

DIRECTING

CONTROLLING

PLANNING

Determining the organization's philosophy, mission,

goals, objectives, policies, procedures, and rules. It

identifies what needs to be done and how it will be

accomplished.

ORGANIZING

Establishing the organizational structure, assigning

duties, allocating resources, and determining the most

appropriate patient care delivery system to implement

plans effectively.

Staffing

Recruiting, interviewing, hiring, orienting, scheduling,

developing, and retaining qualified personnel to meet

organizational needs.

Directing

Leading, motivating, supervising, communicating,

delegating, resolving conflicts, and facilitating

teamwork to achieve organizational goals.

Controlling

Monitoring performance, evaluating outcomes,

ensuring quality improvement, maintaining legal and

ethical standards, and implementing corrective

actions when necessary.

TOP MANAGEMENT

MIDDLE MANAGEMENT

FIRST LINE MANAGEMENT

LEVELS OF MANAGEMENT

TOP MANAGEMENT

Focuses on strategic planning and long-term organizational goals. Sets the organization's vision, mission, goals, and policies.

MIDDLE MANAGEMENT

Focuses on tactical planning and medium-term goals. Coordinates departments and implements organizational policies.

FIRST LINE MANAGEMENT

Focuses on operational planning and short-term goals. Supervises employees and daily operations.

FOUR FUNCTIONS OF LEADERSHIP AND

MANAGEMENT (PODC)

PLANNING

ORGANIZING

DIRECTING

CONTROLLING

NURSING JURISPRUDENCE

branch of law that studies the legal principles, legislation, regulations, and judicial decisions governing nursing education, administration, and professional practice. It integrates law, ethics, and morality to promote justice, accountability, and safe nursing care.

Ignorantia legis non excusat

Ignorance of the law excuses no one.

Juris

Law or legal rights

Prudentia

Wisdom, knowledge, or prudence

Constitutional Provisions

• Right to health

• Human rights

• Patients' rights

Nursing Legislation

• Philippine Nursing Act

• Related health laws

Rules and Regulations

• PRC regulations

• Board of Nursing resolutions

• DOH administrative orders

Legal Doctrines

• Professional negligence

• Malpractice

• Informed consent

• Confidentiality

Administrative Policies

• Nursing administration

• Hospital regulations

• Professional standards