management

WEL-COME

1R S Mehta, MSND, CON, BPKIHS

Concept, Role, Skill, Approach, conflict, level, Organization

� Coordinate the individual efforts to

common goal: e.g.: Dharhara,

Singhdarbar, Tajmahal, Great wall of

china etc.

Concepts:

china

� Approach of management:

productivity, process, decision

making, human relation, and

system approach. R S MEHTA, MSND 2

3R S Mehta, MSND, CON, BPKIHS

Nursing Management

� This is defined as the coordination

and integration of nursing resources by

applying the management process applying the management process

to accomplish nursing care and

service goals and objectives

4R S Mehta, MSND, CON, BPKIHS

� What is the Difference

between a MANAGEMENT

AND LEADERSHIP?

5R S Mehta, MSND, CON, BPKIHS

LEADERSHIP

�To Guide, to go before and

show the way

�Leadership is the art of

developing people

6R S Mehta, MSND, CON, BPKIHS

MANAGEMENT

� Is a process by which cooperative

group directs actions towards

common goals.

� It involves techniques by which

distinguished group of people

coordinates the services of people

7R S Mehta, MSND, CON, BPKIHS

8R S Mehta, MSND, CON, BPKIHS

Why do we have to study MANAGEMENT AND

LEADERSHIP?

� nurses must realize that

they have to keep up with

the many changes in the the many changes in the

health care system and its

delivery of services to the

people

� Nurses believe that leaders

are made and not born!!!!9R S Mehta, MSND, CON, BPKIHS

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

Types of Leaders

� Leader by the position achieved

� Leader by personality, charisma

� Leader by moral example

� Leader by power held

� Intellectual leader

� Leader because of ability to accomplish

things

ROLE OF MANAGERS

�The basic roles performed by

managers as

1. INTERPERSONAL,1. INTERPERSONAL,

2. INFORMATIONAL,

3. DECISIONAL

12R S Mehta, MSND, CON, BPKIHS

1.INTERPERSONAL ROLE

� As a leader who:

�Hires

�Trains�Trains

�Encourages

�Fires

�Remunerates

� Judges

13R S Mehta, MSND, CON, BPKIHS

�As a LIASON officer between

outside contracts such as the

community, suppliers and the

organizationorganization

14R S Mehta, MSND, CON, BPKIHS

2.INFORMATIONAL ROLE�One who monitors information

�Disseminates information from both

external and internal sources

�As a spokesperson or representative �As a spokesperson or representative

of the organization.

�She represents the subordinates to

superiors and the upper management

to the subordinates

15R S Mehta, MSND, CON, BPKIHS

3.DECISIONAL ROLE

�Problem discoverer, a designer to

improve projects that direct and

control change in the organization

�As a Negotiator when conflicts arise

1. PROBLEM SOLVER

2. TROUBLE SHOOTER

3. NEGOTIATOR

16R S Mehta, MSND, CON, BPKIHS

DEVELOPING FUTURE MANAGERS

� Managerial development programs are very

useful means of getting qualified managers.

� The necessary fundamental skills of a

manager are:manager are:

17R S Mehta, MSND, CON, BPKIHS

a. TECHNICAL SKILLS

� Relate to the proficiency in performing an

activity in the correct manner with the right

technique

b. HUMAN RELATIONSHIP SKILLS

� Pertains to dealing with people and how to “Get

Along with them”Along with them”

c. CONCEPTUAL SKILLS

� Deal with the ability to see individual matters as

they relate to the total picture and to develop

creative ways of identifying pertinent factors,

responding to the big problems, and discarding

irrelevant facts18R S Mehta, MSND, CON, BPKIHS

Approach in developing managers

emphasizes:

1.ATTITUDE FACTORS

2. KNOWLEDGE FACTORS

3. ABILITY FACTORS

19R S Mehta, MSND, CON, BPKIHS

a. ATTITUDE FACTORS

� Interest in one’s work

� Confidence in one’s mental competence

� Desire to accept one’s responsibility

20R S Mehta, MSND, CON, BPKIHS

b. KNOWLEDGE FACTORS

> Refers to ideas, concepts or principles

that can be expressed and are accepted

because they have logical proofs

21R S Mehta, MSND, CON, BPKIHS

c. ABILITY FACTORS

22R S Mehta, MSND, CON, BPKIHS

� Include skills, art, judgment and

wisdom

�Nursing Service Administrators are

required to be academically prepared

�Prior to promotion or holding of

managerial positions, nurses who have managerial positions, nurses who have

the potential to become administrators

are asked to participate in managerial

staff development programs

(e.g. Singapore CGH, 2 weeks training)

23R S Mehta, MSND, CON, BPKIHS

LEVELS OF MANAGEMENT

24R S Mehta, MSND, CON, BPKIHS

1. TOP MANAGEMENT

� Overall operations of nursing

services, establishes goals,

objectives, policies and objectives, policies and

strategies

� Chief nurse, Director, Matron

25R S Mehta, MSND, CON, BPKIHS

2. MIDDLE MANAGEMENT

� Coordinator of nursing activities of

several units

� Supervisor, Coordinator

26R S Mehta, MSND, CON, BPKIHS

3. FIRST LEVEL MANAGEMENT

� Responsible for production of

nursing services; act as links

between higher level managers between higher level managers

and non-managers

� Ward Incharge, Head nurse,

Team leader

27R S Mehta, MSND, CON, BPKIHS

LEADERSHIP ROLES

� TOP --------------------------------ADMINISTRATOR

� MIDDLE---------------------------SUPERVISORS

� FIRST LINE-----------------------HEADNURSES/SENIOR

NURSESNURSES

� OPERATIONAL LEVEL----------STAFF NURSES/ ANMs

28R S Mehta, MSND, CON, BPKIHS

Three basic competences

Level ofmanagement

Imanagement

Technical skills Interpersonal skills Conceptual skills

II

III

TYPE OF ORGANIZATIONAL STRUCTURES

1. Bureaucratic� Commonly called line structures or staff

organizations seen in large healthcare facilities

Advantage:

Clearly defines authority and responsibility� Clearly defines authority and responsibility

Disadvantages:

� Transfer workers

� Produces monotony

� Restricts upward communication

30R S Mehta, MSND, CON, BPKIHS

2. Ad hoc� Used on a temporary basis to complete a

particular project (e.g. Kala-azar Project)

� Usually disbanded after a project is completed

Advantage:

Serves as a way for professionals to handle � Serves as a way for professionals to handle

the situations

Disadvantages:

1. Decreases strength in the formal chain of command

2. Decreases employees' loyalty to the parent

organization31R S Mehta, MSND, CON, BPKIHS

3. Matrix� Focuses on both product and function, with

emphasis on the required task and the end-

result of the function (e.g. Car Factory)

Advantages:

1.Centralizes expertise1.Centralizes expertise

2. Less formal rules

3. Fewer levels of hierarchy

Disadvantage:

� Slow decision-making can produce confusion

and frustration32R S Mehta, MSND, CON, BPKIHS

Conflict� Why it is important?

(No two individual has Same Thoughts)

�How to manage it?

R S Mehta, MSND, CON, BPKIHS 33

TYPES OF CONFLICT IN THE

ORGANIZATION

1. Leader and worker2. Among leaders3. Among workers3. Among workers4. Between worker and client 5. Between organization and client6. The third party 7. Between law and process8. Between process and objectives

Conflict resolution:� Avoidance: powerful party, unimportant issues.

� Deforsing: calm down, compromising behaviour.

� Containment: discuss issues, equal power.

� Confrontation: tactic (Clarify Issues)� Confrontation: tactic (Clarify Issues)

� Lose-lose approach: both party lose.

� Win-loss approach: one gain, other loss, bitter and revengeful.

� Win-win approach: focus on goal rather that person

35R S Mehta, MSND, CON, BPKIHS

5 ways to manage conflict

� Avoidance

� Competition (A)

� Accommodation (B)

36

� Accommodation (B)

� Compromise (C)

� Collaboration (D)

R S Mehta, MSND, CON, BPKIHS

Conflict Continuum

I win, you lose (competition—A)

I lose or give in (accommodate—B)

We both get something

(compromise—C)

37

(compromise—C)

We both “win”(collaborate—D)

A B C D

R S Mehta, MSND, CON, BPKIHS

Tips for Managing Workplace

Conflict

� Build good relationships before conflict occurs

� Do not let small problems

38

� Do not let small problems escalate; deal with them as they arise

� Respect differences

R S Mehta, MSND, CON, BPKIHS

� Listen to others’ perspectives on the conflict situation

� Acknowledge about feelings before focussing on facts

� Focus on solving problems, not changing peoplechanging people

� If you can’t resolve the problem, turn to someone who can help

� Remember to adapt your style to the situation and persons involved

R S Mehta, MSND, CON, BPKIHS 39

Role of Leader:� Risk taker

� Influencer

� Change agent

� Good communicator

� Mentor

� Critical thinker

� Good listener

� Forecaster

� Energizer

� Visionary

� Problem solver and

� Role model. 40R S Mehta, MSND, CON, BPKIHS

�Nothing is more dangerous

than an idea when it’s the

only one you have.

– Emile

R S Mehta, MSND, CON, BPKIHS 41

LEADERSHIP IN THE 21ST CENTURY

42

Some global & national trends are:

� Globalization.

� Competition.

� Workforce diversity.

� Explosion of information & technology. � Explosion of information & technology.

� Economic & social upheaval.

So, we are “living on the edge”

World wise changes:

Collapse =if not adopt change

Message: “if survival is the aim, change is the game”.

HENCE: -

• Re-think & re-structure health system.

• Priorities must be defined. • Give best value to available

resources. resources. • Leaders must develop new strength

& skills. • Perceptions of leaders must be

change.

Leadership

� Dynamic leadership

influences the attitudes of

the people being led!

46

� Leaders must be charismatic,

inspirational, respectful, and

stimulating when leading!

Leadership

Leadership is defined as influencing others to work

diligently toward achieving their goals.

1.1. Clearly stating your vision!Clearly stating your vision!

2.2. Explaining your plan for Explaining your plan for

47

2.2. Explaining your plan for Explaining your plan for attaining your vision!attaining your vision!

3.3. Instilling confidence and Instilling confidence and optimism!optimism!

4.4. Expressing confidence in Expressing confidence in those you lead!!!those you lead!!!

CustomerCustomer--FocusedFocused

LifeLife--Long LearningLong Learning LifeLife--Long LearningLong Learning

Organizational Factors:

Process Process

ImprovementImprovementTeamsTeams

Valuing DiversityCommunication

Process-FocusedQuality-Focused

Competency-Focused

Outcome-Focused

LifeLife--Long LearningLong Learning(Individual Skills)(Individual Skills)

LifeLife--Long LearningLong Learning(Organizational(Organizational Skills)Skills)

Leadership is . . .

49

. . . A new way of being.

12 Unique Insights on Leadership, according to Bob Danzig

1. Become a “destiny architect” (best art)

2. Encourage “elasticity of thinking”: big thought

3. Identify, assess, and engage the very best talent

50

3. Identify, assess, and engage the very best talent

4. Become “strategic” rather than “operational”

5. Create a “climate or spirit of celebration”.

6. Be committed every day to putting the pickax

(instrument for mountain climbing) to the mountain,

find new ways to lift yourself and others higher

7. Be the source of “possibility thinking”7. Be the source of “possibility thinking”

8. Let your co-workers know they are

“worthwhile” and full of promise.

51

12 Unique Insights On Leadership9. Find disciplined, organized ways to focus on integrity,

trust, credibility, and the commitment to do the right

thing

10. Know that management is about today -- and

leadership is about tomorrow!

52

leadership is about tomorrow!

11. Know that management is about process --

leadership is about purpose

12. Recognize “success” is not about perfection, it's

about “progress”

Share the Power & Recognition...

. . . Lead by making

others powerful.

53

Control The Negative Self-Talk...

. . . Quiet the voice in the head that says,

54

. . . Quiet the voice in the head that says,

“I can’t do it!”

Speak Possibility . . .

. . . Recognize the

55

. . . Recognize the

downward spiral . .

.

Shining Eyes...

. . . Look for “shining eyes” in others.

56

. . . Look for “shining eyes” in others.

Create A Spirit-Filled,Motivating Environment

� Speak the right things

� Influence their attitudes

57

� Influence their attitudes

� Develop effective

listening skills

Use The High Performance

Development Model:The High Performance Development Model The High Performance Development Model (HPDM) is the framework for developing (HPDM) is the framework for developing highlyhighly--skilled leadersskilled leaders for the 21st Century.for the 21st Century.

58

By focusing on By focusing on eight core competencieseight core competencies, , HPDM provides the foundation for HPDM provides the foundation for leadingleading--byby--example and creating a example and creating a motivating workplace. motivating workplace.

8 HPDM Core Competencies1. Personal Mastery

2. Technical Skills

3. Interpersonal Effectiveness

4. Customer Service

59

4. Customer Service

5. Flexibility/Adaptability

6. Creative Thinking

7. Systems Thinking

8. Organizational Stewardship (own duty)

Overall, Others Must . . .

� . . . Trust you!

� . . . Have faith in you!

60

� . . . Have faith in you!

� . . . Believe in you!

Be a Hero!• Interestingly, the original

meaning of the word hero comes from the Greek root servos and heros, which means ‘to serve which means ‘to serve and protect’

• Self-sacrifice for the higher good and betterment of humanityis at the heart of being a Hero or Leader. Thank you

Thank YouThank You

62R S Mehta, MSND, CON, BPKIHS