nursing management

Nursing Management Nursing Management

ManagementManagement

Some DefenitionsSome Defenitions Process that involves the coordination of Process that involves the coordination of

human and material resources towards the human and material resources towards the accomplishment of certain objectives accomplishment of certain objectives

Accomplishment of objectives through Accomplishment of objectives through efforts of other peopleefforts of other people

Process by which the execution of a given Process by which the execution of a given purpose is put into operations and purpose is put into operations and supervised(Terry)supervised(Terry)

ManagementManagement

Management can be seen as Management can be seen as 1.1. A processA process

2.2. A professionA profession

3.3. A factor of productionA factor of production

4.4. A field of studyA field of study

5.5. A group of people that supervise an A group of people that supervise an organizationorganization

OrganizationsOrganizations

DefenitionsDefenitions Social units( or human groupings) Social units( or human groupings)

deliberately constructed and reconstructed deliberately constructed and reconstructed to seek specific goals (Talcott Parsons)to seek specific goals (Talcott Parsons)

Is a system of consciously coordinated Is a system of consciously coordinated personal activities of forces with specific personal activities of forces with specific goals (Barnard)goals (Barnard)

Management TheoriesManagement Theories

Classical Theories Classical Theories

Scientific Management TheoryScientific Management Theory

Machine Model – man as a Machine Model – man as a means of production rather than means of production rather than the end (economic man model)the end (economic man model)

Stresses productivity is in hands Stresses productivity is in hands of the worker (physical of the worker (physical attributes, skills)attributes, skills)


Basic Prinbciples of Machine Basic Prinbciples of Machine ModelModel

1.1. Division of labor and specializationDivision of labor and specialization

2.2. Unity of command and decision making Unity of command and decision making centralizationcentralization

3.3. Authority is one-wayAuthority is one-way

4.4. Span of control narrow Span of control narrow


Concept of 3 E’sConcept of 3 E’s EfficiencyEfficiency EffectivenessEffectiveness EconomyEconomy

Restricted focus – weakness of Restricted focus – weakness of machine modelmachine model


Fredrick Taylor (1856-1915)Fredrick Taylor (1856-1915) Examined the time and motion Examined the time and motion

details of a job, developed better details of a job, developed better method for performing that job, method for performing that job, the trainer and the workerthe trainer and the worker

Father of scientific management Father of scientific management


Concerned with optimizing effort Concerned with optimizing effort at the shop or operator level and at the shop or operator level and therefore utilizes micro therefore utilizes micro approachapproach

Administrative Management TheoryAdministrative Management Theory

Henry Fayol(1841-1925)Henry Fayol(1841-1925) Treated administration as a Treated administration as a

process as opposed to the process as opposed to the prevailing practice wherein prevailing practice wherein administration is under control of administration is under control of specialists.specialists.


Henry Fayol’s 5 functions of Henry Fayol’s 5 functions of managers managers

1.1. PlanPlan

2.2. OrganizeOrganize

3.3. CommandCommand

4.4. Coordinate Coordinate

5.5. ControlControl


Fayol’s 14 Management Fayol’s 14 Management PrinciplesPrinciples

1.1. Division of WorkDivision of Work2.2. AuthorityAuthority3.3. DisciplineDiscipline4.4. Unity of Command Unity of Command 5.5. Unity of DirectionUnity of Direction6.6. Subordination of individual interests to Subordination of individual interests to

the general intereststhe general interests7.7. RemurationRemuration


Fayol’s 14 Management Fayol’s 14 Management PrinciplesPrinciples

8.8. CentralizationCentralization

9.9. Scalar ChainScalar Chain

10.10. OrderOrder

11.11. EquityEquity

12.12. Stability of Tenure of PersonnelStability of Tenure of Personnel

13.13. Initiative Initiative

14.14. Espirit De CorpsEspirit De Corps

Bureaucratic ModelBureaucratic Model

Relies on rational set of Relies on rational set of structuring guidelines, such as structuring guidelines, such as rules and procedures, heirarchy, rules and procedures, heirarchy, and a clear division of laborand a clear division of labor

The bureaucracy is a formal The bureaucracy is a formal organizationorganization


Max Weber popularized the modelMax Weber popularized the model Max Weber’s Bureaucratic Max Weber’s Bureaucratic

characterisiticscharacterisitics 1.1. Division of LaborDivision of Labor

2.2. Fixed authority and official jurisdictionFixed authority and official jurisdiction

3.3. Heirarchal arrangement of officersHeirarchal arrangement of officers

4.4. Written formal rulesWritten formal rules

5.5. ImpersonalityImpersonality

6.6. SpecializationSpecialization

7.7. Security of tenure Security of tenure


Webers rules (criteria on how Webers rules (criteria on how to construct organizaionsto construct organizaions

1.1. Organizations are impersonal and are subject Organizations are impersonal and are subject to authority to authority

2.2. Organized in clearly defined heirarchy of Organized in clearly defined heirarchy of officesoffices

3.3. Each office has area of competenceEach office has area of competence

4.4. Office is filled by way of a free contractual Office is filled by way of a free contractual relationship and there is free selection for the relationship and there is free selection for the positions positions

5.5. Technical qualification is basis of selectionTechnical qualification is basis of selection


6.6. Members are remunerated by fixed salaries; Members are remunerated by fixed salaries; right to pensions; salary scale according to right to pensions; salary scale according to rank; right to resignrank; right to resign

7.7. Office is sole primary occupation of the Office is sole primary occupation of the membersmembers

8.8. Office constitutes a career with a promotion Office constitutes a career with a promotion systemsystem

9.9. Official work seperated from ownerhip of the Official work seperated from ownerhip of the means of administrationmeans of administration

10.10. Members subject to strict and systematic Members subject to strict and systematic discipline and control in the conduct of the discipline and control in the conduct of the officeoffice

Management TheoriesManagement Theories

Human Resources ApproachHuman Resources Approach

Elton Mayo Elton Mayo

One of fathers of human One of fathers of human relations movement relations movement

Basic principles of human Basic principles of human realations from Mayo and realations from Mayo and Hawthorne experiments:Hawthorne experiments:

a.a. Social norms and supervisionSocial norms and supervision

b.b. The group or democratic administrationThe group or democratic administration

c.c. Rewards and sanctionsRewards and sanctions

Hawthorne StudiesHawthorne Studies Conducted by Western Electric Conducted by Western Electric

industrial engineers to examine the industrial engineers to examine the effect of various illumination levels effect of various illumination levels on workers productivity on workers productivity

Mayo concluded that behavior and Mayo concluded that behavior and sentiments were closely related, that sentiments were closely related, that group iinfluences significantly group iinfluences significantly affected individual behavior, that affected individual behavior, that group standards established group standards established individual worker’s output, and that individual worker’s output, and that money was less a factor in money was less a factor in determining output than group determining output than group standards standards

HumanismHumanism

Creation and development of Creation and development of human centered organizations human centered organizations to fulfill the needs and wants of to fulfill the needs and wants of the human personality.the human personality.

Mary Parker Follet viewed Mary Parker Follet viewed management as a social management as a social process and the organization as process and the organization as a social systema social system

Theory X and Theory YTheory X and Theory Y

Proposed by Douglas mcGregorProposed by Douglas mcGregor Theory X:essen tially negative Theory X:essen tially negative

view of people- little ambiton, view of people- little ambiton, dislike work, avoids dislike work, avoids responsibility,a nd need s to be responsibility,a nd need s to be closely directed to work closely directed to work effectively effectively

Theory X and Theory YTheory X and Theory Y

Theory Y: positive view – people Theory Y: positive view – people can exercise self- diredtnes , can exercise self- diredtnes , accept responsibility and accept responsibility and consider work to be as natural consider work to be as natural as rest or playas rest or play

Theory Y assumptions best Theory Y assumptions best captured true nature of workers captured true nature of workers and should guide management and should guide management practice.practice.

Management FunctionsManagement Functions

Management FunctionsManagement Functions

Planning Planning OrganizingOrganizing DirectingDirecting ControllingControlling

PlanningPlanning

Occurs in various ways and at Occurs in various ways and at all levels all levels

Setting organizational goals Setting organizational goals Development of strategies for Development of strategies for

achieving the goals of org. achieving the goals of org. standards, levels of equality, standards, levels of equality, need to be met in completing need to be met in completing the tasks the tasks

PlanningPlanning

3 kinds 3 kinds o Strategic Planning – long-rangeStrategic Planning – long-rangeo Practical Planning Practical Planning o Contngency Planning –a Contngency Planning –a

alternative courses of action alternative courses of action when the primary plans don’t when the primary plans don’t achieve the goals achieve the goals

OrganizingOrganizing

The way the organization The way the organization allocates resources, asssigns allocates resources, asssigns tasks, and goes about tasks, and goes about accomplishing goalsaccomplishing goals

Shown by organizational chart Shown by organizational chart

DirectingDirecting

Supervising or leading workers t Supervising or leading workers t oaccomplish organiztion’s oaccomplish organiztion’s objectivesobjectives

Involves Involves Making assignmentsMaking assignments Assissting workers to vcarry out Assissting workers to vcarry out

assignments assignments Interpretong organizational policies Interpretong organizational policies Informing workers of how well they are Informing workers of how well they are

performing performing

ControllingControlling

Evaluation activities that a Evaluation activities that a manager must performmanager must perform

Process of determining if the Process of determining if the company’s goals and objectives company’s goals and objectives are being met are being met

The Nurse Manager in The Nurse Manager in the Health Facilitythe Health Facility

Functions of Nurse ManagerFunctions of Nurse Manager

Challenge contemporary nursing Challenge contemporary nursing mangementmangement

Learn about staff recruitment, performance Learn about staff recruitment, performance development, retention and performance development, retention and performance management management

Know financial management and budgetingKnow financial management and budgeting Skill Development on change facilitation Skill Development on change facilitation

and conflict management and negotiationand conflict management and negotiation Self assess and plan action for leadership Self assess and plan action for leadership

developmentdevelopment

ClassificationsClassifications

1.1. Public Health Nurse ManagerPublic Health Nurse Manager• Direct’s, manages, supervises and Direct’s, manages, supervises and

coordinates program development, coordinates program development, fiscal management and programs and fiscal management and programs and activities of the District’s health care activities of the District’s health care programsprograms

• Provides innovations in services and Provides innovations in services and programs programs

• Collaborates and contracts for Collaborates and contracts for activities with other health care activities with other health care professionals and outside agencies professionals and outside agencies

ClassificationsClassifications

2.2. Clinical Nurse ManagerClinical Nurse Manager• Provides direction and clinical Provides direction and clinical

supervision of patient care in a supervision of patient care in a particularly assigned area in the particularly assigned area in the hospitalhospital

• Be a professional caregiver with Be a professional caregiver with clinical and supervisory experience clinical and supervisory experience that promotes an atmosphere that is that promotes an atmosphere that is responsive to the need of the patients, responsive to the need of the patients, nursing and medical staff nursing and medical staff

• Promotes the philosophy, goals and Promotes the philosophy, goals and objectives of the hospitalobjectives of the hospital

Levels Levels

First-line manager First-line manager

nursing management

Documents

nursing management management

management practice

supervisedterry management

theory y theory y

theory y assumptions

social system theory

douglas mcgregor theory

group of people