NCM-219-PRELIM.pdf

NCM 219 A. Definitions i. Management - In 1963, Drucker proposed a straightforward...

NCM 219 A. Definitions i. Management - In 1963, Drucker proposed a straightforward approach for comprehending the concept of PRELIM management. According to him, management is the result of efficacy and efficiency. Efficiency in this context means completing things accurately and effectively to achieve NURSING MANAGEMENT & goals while reducing time and resources. In contrast, effectiveness is "doing the right LEADERSHIP things”, when one prioritizes important duties NCM 219 with optimal results (Robbins & Coulter, OUTLINE 2012). I. Management Concept - Management refers to the systematic A. Definition of Terms approach of guiding and overseeing the  Management activities of an entire organization or certain  Manger segments within it, by effectively utilizing and  Administration controlling available resources (Marquis &  Leader Huston, 2015). II. Theories of Management A. Scientific ii. Manager  Frederick Taylor - The manager is appointed by an organization  Henry Grantt and entrusted with the task of achieving B. Classic particular objectives for the organization.  Henry Fayol Simultaneously, managers endeavor to  Management Functions optimize efficiency, cultivate the necessary C. Human Relations resources to achieve the objectives outlined  Douglas McGregor - in the business's strategic plan, and Theory X-Y effectively navigate interdepartmental  William Ouchi- Theory Z divisions within the organization (Huber, D. Behavioral 2000).  Rensis Likert - According to Marquis and Huston (2015), E. Ten Basic Managerial Roles managers then typically: III. Nursing Management 1. Have an assigned position within the A. Definition: Nursing Management & Nursing Administration formal organization. B. Management Levels in Nursing 2. Have a legitimate source of power C. Definition and functions at each due to the delegated authority that level accompanies their position 3. Are expected to carry out specific functions, duties, and MANAGEMENT CONCEPT responsibilities. - The field of management and leadership has 4. Emphasize control, decision undergone significant transformation over making, decision analysis, and time, and this evolution is ongoing. Initially results. rooted in a hierarchical structure as outlined 5. Manipulate people, the environment, in early management theory, contemporary money, time, and other resources to approaches now embrace a more egalitarian achieve organizational goals and comprehensive perspective. These 6. Have a greater formal responsibility modern approaches draw upon insights from and accountability for rationality and both the physical and social sciences, control than leaders. resulting in a more inclusive and holistic 7. Direct willing and unwilling understanding of management and subordinates leadership (Jones, 2007). iii. Administration - Administration is the systematic and strategic management and coordination of various tasks, resources, and personnel inside an  organization with the aim of attaining its management consultant who made established objectives and goals. The significant contributions to the field of process includes the act of making informed scientific management. Taylor's significant choices, establishing guidelines, distributing work, "The Principles of Scientific resources, and supervising the actualization Management," which was published in 1911, of strategies and initiatives. Administrators focused upon his methodical strategy for bear the responsibility of guaranteeing the overseeing and enhancing work procedures. efficient and successful operation of an His approach was based on the utilization of organization, while also ensuring that it scientific concepts in investigating work remains aligned with its goals and principles tasks, with the objective of identifying optimal (Juneja, 2015). techniques for working efficiently and subsequently implementing these methods iv. Leader throughout the workforce (Jones, 2007). o - Leaders are persons who assume a - Taylor's four key principles of scientific prominent position, displaying courage by management are as follows: undertaking ventures, striving to accomplish 1. Replace traditional methods with objectives that are mutually agreed upon, and scientific techniques, using time motivating others to engage in action. o studies and expert insights to - According to Kaiser et al (2012), the optimize efficiency. fundamental nature of leadership can be 2. Establish a system to hire, train, and described as a social influence process in promote based on skills and abilities, which leaders employ interpersonal aligning workers with suitable roles. behaviors to inspire followers to demonstrate 3. Connect workers to the commitment and exert their utmost effort organization's mission by towards the achievement of collective showcasing their contributions, often objectives (Marquis and Huston, 2015). o through financial incentives tied to - Leadership can be categorized into two productivity. distinct forms: formal leadership and informal 4. Promote collaboration between leadership (Kelly, 2010). managers and workers, with distinct - Formal leadership refers to the state in which roles of planning and execution an individual holds a position of authority or while sharing work equally. occupies a sanctioned and designated role  The scientific management concepts within an organization, hence signifying their proposed by Taylor have their basis in the capacity to exert influence. This can be effective management of time, materials, and exemplified by the role of a clinical nursing work specialization. He formulated the notion specialist. of the study of time and motion study, - An informal leader refers to an individual who suggesting that the elimination of wasted time exhibits leadership qualities and behaviors and effort is both possible and beneficial. without holding a formal leadership position. Taylor's perspective also encompassed the This type of leader operates within a group notion that organizational efficiency achieved setting, assuming a leadership role despite its optimum when individual positions were not being officially designated as the head or meticulously tailored to highly specialized leader of the organization. tasks, so capitalizing on the specific skill set possessed by each worker. THEORIES OF MANGEMENT II. Henry Gantt A. Scientific  Henry L. Gantt, an esteemed American I. Frederick Taylor engineer and management consultant, is widely recognized for his noteworthy - Frederick Winslow Taylor was widely contributions to the discipline of project recognized as the "father of scientific management. The Gantt Chart was management". He was a prominent developed by Henry Gantt during the early American mechanical engineer and 20th century with the objective of enhancing  the efficacy and output of laborers across  After Taylor's death in 1915, Gantt diverse sectors (Sheldrake, 2003). disregarded scientific management. He  Similar to Taylor, Gantt shared the belief that became interested in leadership and the attainment of industrial efficiency relied on business. He believed profitable companies the systematic use of scientific analysis should prioritize societal welfare and that across all work processes. Furthermore, management had a social obligation. Gantt Gantt argued that advancements in claimed that profits and service conflict since management could be achieved by businesses are based on service to society. minimizing the occurrence of random events Businesses must prioritize social and accidents (Peterson, 1987). responsibility and service, otherwise the community may take over and control in their Gantt made four individual and notable own interest, he said. contributions: B. Classic 1. The task and bonus system  As an alternative to Taylor's piece-rate Henri Fayol (1841 – 1925) system, Gantt introduced task and bonus wages in 1901. Gantt's method gave workers  was a Frenchman who is remembered for the development of general administrative theory a bonus on top of their usual pay for which is often called Fayolism. He developed completing daily tasks, regardless of his management strategies in the mining completion. This technique drastically industry and was writing at about the same enhanced production, emphasizing worker time as Taylor. morale. Gantt's focus on worker well-being  is widely regarded as the father of modern caused him to disagree with Taylor's scientific management. His management theories, management. mostly developed and published in the early 2. The perspective of the worker 1900s, were a major influence on the development of industrial management  Gantt modified his approach to encourage practice throughout the twentieth century. above standard performance. He started  Management, according to Fayol’s work, paying staff based on time and a percentage includes five overriding concepts: incentive for doing duties on time. He  Planning introduced bonuses for foremen if workers  Organizing fulfilled the criteria, encouraging teaching and  Command progress. Gantt's knowledge-based  Coordination leadership emphasized fostering human  Control nature instead of compulsion. He wanted to  These 5 concepts are also called the establish good work habits, teamwork, and management process quality. Gantt believed his compensation system might turn foremen into mentors, THE MANAGEMENT PROCESS teaching and training workers instead of  Planning supervising.  the anticipation of the future and the 3. The chart development of a plan of action to  Gantt's Bar Chart started as a straightforward deal with it means to track worker progress and became  the managers must plan for future conditions, develop strategic an advanced system. It expanded beyond objectives, and secure the worker performance monitoring to work per achievement of future goals. machine, cost control, and more. During  Organizing World War I, Gantt discovered the necessity  it includes establishing the structure to schedule by time rather than quantity, to carry out plans, determining the creating a bar chart indicating job most appropriate type of patient care progression. This visual aid helped track delivery, and grouping activities to progress and intervene effectively. Since meet unit goals. Other functions involve working within the structure then, Gantt Charts have helped schedule and of the organization and control many projects. It led to PERT understanding and using power and diagrams and other advanced methods. authority appropriately. 4. The social responsibility of business   Command 5. Unity of direction  Managers must supervise  Whoever is engaged in the same activity subordinates in their daily work, and should have a unified goal. This means all the inspire them to achieve company people working in a company should have goals. It is the responsibility of one goal and motive which will make the work managers to communicate company easier and achieve the set goal easily. goals and policies to subordinates. 6. Collective interest over individual interest  Coordination  This indicates a company should work  sometimes includes several staffing unitedly towards the interest of a company functions. However, this phase’s rather than personal interest. Be subordinate functions usually entail human to the purposes of an organization. This refers resource management to the whole chain of command in a company. responsibilities, such as motivating, 7. Remuneration managing conflict, delegating,  this plays an important role in motivating the communicating, and facilitating workers of a company. Remuneration can be collaboration. monetary or non-monetary. Ideally, it should  Control be according to an individual’s efforts they  Managers must control that have put forth. company activities are in line with 8. Centralization general company policies and  In any company, the management or any objectives. It is also the authority responsible for the decision-making responsibility of the manager to process should be neutral. However, this observe and report deviations from depends on the size of an organization. Henri plans and objectives and to make Fayol stressed on the point that there should initiatives to correct potential be a balance between the hierarchy and the deviations. division of power.  Fayol is remembered for his 14 principles of 9. Scalar Chain management, which he felt supported the  Fayol, on this principle, highlights that the accomplishment of the overriding concepts. hierarchy steps should be from the top to the lowest. This is necessary so that every Fayol’s 14 Principles of Management: employee knows their immediate senior also they should be able to contact any if needed 1. Division of labor 10. Order  Henri believed that segregating work in the  A company should maintain a well-defined workforce amongst the workers will enhance work order to have a favorable work culture. the quality of the product. Similarly, he also A positive atmosphere in the workplace will concluded that the division of work improves boost positive productivity. the productivity, efficiency, accuracy, and 11. Equity speed of the workers. This principle is appropriate for both the managerial as well as  All employees should be treated equally and a technical work level. respectfully. It’s the responsibility of a 2. Authority and responsibility manager that no employees face discrimination. Are the key aspects of management. 12. Stability of personnel Authority facilitates the management to work efficiently, and responsibility makes them  An employee delivers the best if they feel responsible for the work done under their secure in their job. It is the duty of the guidance or leadership management to offer job security to their 3. Discipline employees.  It is the core value of any project or any 13. Initiative management. Good performance and  The management should support and sensible interrelation make the management encourage the employees to take initiative in job easy and comprehensive. Employees’ an organization. It will help them to increase good behavior also helps them smoothly build their motivation and morale. and progress in their professional careers. 14. Teamwork and esprit de corps 4. Unity of command  It is the responsibility of the management to  This means an employee should have only motivate their employees and be supportive one boss and follow his command. If an of each other regularly. Developing trust and employee has to follow more than one boss, mutual understanding will lead to a positive there begins a conflict of interest and can outcome and work environment. create confusion.  creatively to solve problems is widely distributed in the workforce. C. Human Relations  Theory Y assumes that workers can achieve their personal goals by integrating their goals with those of the organization. The Theory Y Douglas Mcgregor (1906 – 1964) manager’s job, then, is to foster this  Is a well-known behavioral theorist and social integration by using a variety of human psychologist. McGregor developed two relations approaches. contrasting theories that explained how  Theory Y managers have an optimistic managers' beliefs about what motivates their opinion of their people, and they use a people can affect their management style. decentralized, participative management  He labeled these Theory X and Theory Y. style. This encourages a more collaborative, These theories continue to be important even trust-based relationship between managers today and their team members.  People have greater responsibility, and Theory X managers encourage them to develop their  represented the traditional viewpoints of skills and suggest improvements. management, which hold managers responsible for organizing money, materials, This style of management assumes that workers are: equipment, and people as well as for directing  Happy to work on their own initiative. workers’ efforts and motivating workers,  more involved in decision-making. controlling their actions, and modifying their  Self-motivated to complete their tasks. behavior to fit the needs of the organization.  Enjoy taking ownership of their work.  Theory X suggests that, without active  Seek and accept responsibility, and need a intervention by management, workers would little direction. be passive and nonproductive in their roles in the organization.  View work as fulfilling and challenging.  According to McGregor, a Theory X  Solve problems creatively and imaginatively. management style presupposes that humans inherently dislike work, do not want to be Willian G. Ouchi (1943 – present) accountable and responsible for their actions,  In 1981 William G. Ouchi wrote a book on and must be prodded to do work. Managers Japanese management style, entitled Theory who adopt Theory X use such strategies as Z. In this book, he discussed the management rewards, threats, and punishment to get methodologies used by Japanese workers to do their jobs. corporations. This approach to management  Theory X managers tend to take a pessimistic relied on principles that were diametrically view of their people and assume that they are opposed to those used in businesses in the naturally unmotivated and dislike work. West, including America, England, and  people in this organization are often Europe. motivated with a "carrot and stick" approach.  Theory Z, the term Ouchi used for this type of management, is an expansion of McGregor’s This style of management assumes that workers: Theory Y and supports democratic leadership.  Dislike their work.  Avoid responsibility and need constant The Features of William Ouchi’s Theory Z direction.  Have to be controlled, forced, and threatened 1. Long-Term Employment: to deliver work.  In Theory Z companies, employees are  Need to be supervised at every step. typically given long-term contracts. This  Have no incentive to work or ambition, and guarantees that employees feel safe in their therefore need to be enticed by rewards to jobs and motivates them to work for the achieve goals. company in the long term  The theory’s basic premise is that businesses Theory Y should focus on cultivating employee loyalty  assumes that the desire to work is just as to promote stability and long-term success. natural as the desire to play or rest, that  To do this, businesses need to provide external control and threat or punishment is employees with good working conditions, fair not required to achieve organizational compensation, and opportunities for objectives because workers are self- advancement. Additionally, businesses motivated, and that the capacity to work should encourage employees to identify with the organization and its goals. 2. Consensual Decision-Making b) As a result, Theory Z organizations  In a Theory Z company, decisions are are typically more flexible and typically made through consensus. Ouchi responsive to change. They are also proposed a new way of making decisions that better able to motivate and retain he believed would be more effective than the their employees. traditional autocratic style. 3. Moderately Specialized Career Path a. His model emphasizes consensus a) Career paths are not always simple and collaboration rather than relying or straightforward. In some cases, on a single leader to make all the individuals may find themselves decisions. pursuing a moderately specialized b. William Ouchi says that there are career path. three components to a valid b) Theory Z emphasizes employee consensus loyalty and long-term commitment to the company, as well as a focus on 3 components to a valid consensus: quality over quantity. This approach 1. I believe that you have heard and understand can be beneficial for both the me individual and the organization, but it 2. I have heard and understand your point of requires a high level of dedication view and motivation. 3. I can support the decision we have made c) Those who pursue a Theory Z together. career path often find themselves in leadership positions, where they can Individual Responsibility influence and motivate others to a. The theory states that employees are more achieve their best. While not likely to be productive and exhibit creative everyone is cut out for this type of problem-solving skills when they feel a sense career path, those who are may find of ownership over their work. it to be immensely rewarding. b. When employees are given the opportunity to 4. Holistic Concern take responsibility for their own work, they are a) Ouchi argued that businesses could more likely to be devoted to their careers and be more successful if they took a to the organization as a whole. holistic approach to management, c. As a result, Theory Z has been instrumental considering the needs of all in helping organizations to create a more stakeholders (employees, positive and productive work environment. shareholders, customers, etc.) rather than just maximizing profits. 1. Slow Evaluation and Promotion a) William Ouchi’s Theory Z is based on the belief that promotion should D. Behavioral be based on ability and not solely on I. Rensis Likert seniority. The idea is that by taking Definition: the time to evaluate employees, organizations can identify the most  Rensis Likert made significant contributions to capable workers and provide them the field of organizational behavior by with opportunities for advancement. developing a comprehensive framework that b) This approach can lead to a more provided valuable insights into the dynamics motivated and productive workforce, of leadership, management, and their as employees feel that their efforts implications for organizational success. are being recognized. Additionally,  Likert's theories delved into the intricacies of Theory Z promotes lifelong learning human interaction within the workplace and and development, as employees are underscored the pivotal role that employee encouraged to continuously improve attitudes, communication, and collaboration their skills. play in achieving overarching organizational 2. Informal Control with Formalized goals (Janse, 2022). Measures a) Theory Z emphasizes informal control mechanisms, such as trust and mutual respect, rather than formalized measures, such as rules and regulations. This allows for greater employee autonomy and encourages employees to take more initiative. Rensis Likert’s Management System limited opportunities for employee input in important decisions.  The leader uses rewards to encourage productivity, but management is responsible for all decisions and there is no teamwork. Consultative System  Team members are regularly included in the decision-making process, fostering open communication across all organizational tiers, particularly when changes could affect them substantially.  However, individuals in senior leadership roles retain ultimate decision-making Exploitative - Authoritative authority.  Employee motivation is fueled by incentives,  In this system, leadership is characterized by employing a strategy that grants greater a top-down approach where decisions are autonomy to employees and engages them in made by higher-ups and communication is meaningful tasks, ultimately enhancing limited. Employees are seen as tools for intrinsic motivation. achieving the goals, and organizational  In the Consultative system, there is an objectives. This system, while effective in emphasis on two-way communication certain situations, may actually lead to between management and employees. dissatisfaction among employees and hinder Decision-making is more participatory than in effective teamwork. the previous systems.  The leader imposes decisions on  Managers seek input from employees before subordinates and uses fear to achieve making decisions, but the final decision- employee motivation. making authority still rests with management. This system values employee contributions Benevolent - Authoritative and aims to foster a collaborative environment.  In a benevolent authoritative structure,  The leaders listen to subordinates and accountability extends to the upper levels of incorporates some employee ideas, but most the organization. The motivation of subordinates do not feel responsible for the employees is rooted in a reward-based organization’s goal. system, rather than instilling fear through penalties, which serves to enhance their performance. Participative System  While there exists a heightened exchange of information between employees and line  The Participative System is the most managers, upward communication is often rewarding for lower-level employees. Upper constrained and primarily involves conveying management engages in proactive positive news rather than seeking clarification collaboration with their subordinates when or making requests. making decisions and exhibits trust in their  Unfortunately, communication and capabilities. collaboration suffer, as employees refrain  Employees are encouraged to openly from sharing innovative suggestions or ideas communicate with their supervisors, confident that could potentially amplify their productivity that their input could lead to improvements. In and overall satisfaction. participatory systems, teamwork is valued,  Likert's Benevolent-Authoritative system and rewards are distributed regularly, represents a more moderate approach than fostering a harmonious work atmosphere the Exploitative-Authoritative system. While devoid of direct employee rivalry. authority is still centralized, there is a  The Participative System encourages recognition of the importance of employee extensive horizontal and vertical morale and well-being. communication, resulting in frequent  Management seeks to provide some level of collaborative efforts. support and takes employees' concerns into consideration. However, decision-making remains primarily top-down, and there may be   The Participative system represents the highest level of employee involvement and collaboration in decision-making. In this system, employees are actively engaged in shaping organizational policies and decisions.  Management sees employees as valuable resources and seeks their input on various aspects of the organization. The work environment is characterized by a high level of trust, open communication, and shared responsibility for achieving organizational goals.  The leader engages subordinates, solves problems with teamwork, and everyone feels responsible for achieving the organization’s goal. TEN MANAGERIAL ROLES Definition:  Managerial roles encompass a collection of distinct behaviors associated with The 3 Primary Groups: management tasks. The fundamental I. Interpersonal Roles management functions previously outlined,  Interacting with individuals is an essential which include planning, organizing, aspect of interpersonal roles, encompassing controlling, and leading as well as employee interactions within and beyond organizational development, are executed by managers boundaries. through the utilization of these roles (Jones,  This classification encompasses behaviors 2007). and responsibilities linked to interactions with  Mintzberg's managerial theory is built upon team members and external stakeholders. the concept that managers assume ten roles, Through these connections, managers work categorized into three primary groups which towards achieving organizational goals. are interpersonal, informational, and  The figurehead, leader, and liaison decisional (Krosel et al., 2022). managerial roles are encompassed within this  Additionally, Henry Mintzberg outlines how category. managers engage in each role, detailing their operational contributions. II. Informational Roles  The behaviors exhibited by these managers  The core of informational roles centers constitute pivotal elements influencing their around acquiring, analyzing, and distributing achievements. It's important to note that the information. ten roles are influenced by individual  Managers collect information from diverse inclinations and contextual factors(Marquis internal and external sources, analyze it, and &Huston, 2021). subsequently provide it to relevant parties.  Mintzberg classified management's information responsibilities into three categories: monitoring, disseminating, and acting as a spokesperson. III. Decisional Roles  The information obtained from monitoring serves to pinpoint challenges or prospects, evaluate choices, arrive at decisions, and ensure their implementation.  It involves transforming both individuals and data into operational procedures aimed at furthering the organization's strategic goals.  Mintzberg categorized these decision-related functions into four distinct roles: entrepreneur,  disturbance handler, resource allocator, and  Forming this network is among the most vital negotiator. responsibilities that new managers are required to fulfill, as highlighted in Linda Hill's The Ten Basic Managerial Roles: research 1. Figurehead  Managers act as connectors between  Managers serve as role models by engaging different individuals and groups both within in various activities such as hosting guests, and outside the organization. They build representing the company in community relationships, facilitate communication, and events, acting as spokespersons, and serving ensure collaboration across various parts of as company ambassadors. the organization. They also develop and  Both functional and frontline managers maintains an internal and external undertake symbolic duties within the relationship. organization, including celebrating team 4. Monitor achievements, presenting performance awards, guiding senior executives or external visitors on workspace tours, among other  Managers endeavor to understand the tasks. organization's performance and determine if any strategy or operational modifications are  Managers often serve as symbolic needed. representatives of their organizations. They perform ceremonial duties, such as attending  They achieve this by observing both the official functions and representing the external competitive landscape and the organization to the public. They represent the internal organizational conditions to gather organization, as well as motivate the team. information.  This monitoring aspect of management 2. Leader contributes to its regulatory role.  Moreover, the insights gained from this monitoring process can potentially enhance  Regarding advancing progress within managers' clarity in conceptualizing the organizations, managers assume a company's strategy. leadership position. They play a leadership role in shaping, planning, coordinating,  Managers continuously gather information overseeing, and fostering organizational about the internal and external environment of growth. the organization. This involves tracking  In the capacity of leaders, managers inspire, relevant trends, performance metrics, and encourage, and guide individuals, imparting a changes that could impact the organization. sense of direction and mission to their They identify problems and opportunities for organizations. growth.  A critical duty of leaders is to set forth the organizations' strategic visions (via strategic planning) and subsequently motivate 5. Disseminator individuals to pursue these aspirations.  Sharing this information with subordinates  Managers are responsible for guiding and and other company employees is one task motivating their teams. They provide that managers undertake. direction, set expectations, and foster a  Managers often communicate the company's positive work environment to ensure that strategy and occasionally address specific employees are productive and motivated. technical issues in their role as information Leads a team, a department, or an entire disseminators. organization  At the supervisory level, the act of disseminating information often involves 3. Liaison informal one-on-one discussions with particular employees on specific subjects.  Establishing a network of connections stands as a primary objective for these liaisons.  Managers share information collected from  Managers can leverage these connections to their monitoring activities with relevant acquire crucial information, tap into the efforts individuals or teams within the organization. of different departments, and broadly, to Effective communication of important accomplish tasks and promote their initiatives information helps ensure that decisions are within the organization. well-informed. They shares data and communicates it effectively.  6. Spokesperson  When conflicts or crises arise, managers step in to resolve them. They address issues,  Managers functioning as spokespersons offer make tough decisions, and manage conflicts specialized information to individuals and to maintain stability and order within the entities external to their department or organization. They are the ones who fix the company. problem, maintaining productivity.  These responsibilities go beyond symbolic gestures, as they also involve providing essential details to important stakeholders 9. Resource Allocator that could shape their perception of the organization and impact their interactions with  Managers are tasked with pivotal choices on it. how to distribute their finite resources among competing needs, all with the aim of realizing  Managers represent the organization to the the organization's goals. outside world. They communicate information  The role of a resource allocator places you in about the organization's goals, policies, and charge of managing and apportioning activities to external stakeholders, such as the resources. These resources might media, customers, and the public. They encompass personnel, equipment, and speaks for the organization, defending the financial allocations. company’s interest.  Managers are responsible for distributing resources such as time, budget, and 7. Entrepreneur personnel to different projects and tasks. They prioritize and allocate resources to  To succeed in competitive markets, ensure that organizational goals are met businesses must embody an entrepreneurial efficiently. They determines how and where to spirit. apply organizational resources.  They should foster the development of novel products and processes while efficiently 10. Negotiators adopting innovations introduced by others.  In their role as entrepreneurs, managers are  Managers engage in discussions with responsible for driving their companies to colleagues within their organization to innovate and adjust as necessary, generating manage shared resources and collaborative or embracing fresh ideas and technologies, projects. while also refining existing products and methods.  They negotiate with higher-ups to secure access to scarce resources such as finances,  Their actions should align with this personnel, and facilities. entrepreneurial mindset.  Even within their own team, they negotiate  Managers take a proactive approach to with subordinates to allocate tasks in a identifying opportunities for innovation and manner that aligns with both organizational improvement within the organization. They and individual aims. initiate and lead changes that can enhance  Proficient negotiators can lower input organizational performance. They organizes expenses, enhance client relations, attain and runs business processes. better access to valuable internal resources, and optimize the efficiency of their own staff. 8. Disturbance Handler  Managers engage in negotiations both within the organization and with external parties.  By contrasting the proactive essence of the They work to resolve disagreements, reach entrepreneurial role with the reactive nature of agreements, and ensure that the the disturbance handler role, they uncover organization's interests are represented in inherent paradoxes in management. various interactions. They participate in negotiations, trying to reach their goals.  Managerial positions often encounter unforeseen challenges that necessitate prompt and efficient resolution, falling under the disturbance handler role. These unexpected problems demand swift decisions from managers on how to effectively address them. NCM 219 channel of communication with the Chief Executive Officer (CEO) of a hospital. - Furthermore, the nurse administrator assumes the responsibility of overseeing and effectively managing nursing PRELIM supervisors within the organizational structure. The role is typically situated in an office environment and involves managerial duties, with minimal to no direct interaction NURSING MANAGEMENT & with patients. LEADERSHIP GENERAL PRINCIPLES OF NURSING NCM 219 MANAGEMENT The nursing management principles are as follows OUTLINE (Swansburg 1993); I. WHAT IS NURSING MANAGEMENT? 1. Nursing management is planning. 2. Nursing management is the effective use of time. II. WHAT IS NURSING ADMINISTRATION? 3. Nursing management is decision making. 4. Meeting patients' nursing care needs is the business of the nurse manager III. GENERAL PRINCIPLES OF NURSING 5. Nursing management is the formulation MANAGEMENT and achievement of social goals. 6. Nursing management is organizing. 7. Nursing management denotes a function, social position or rank, a IV. MANAGEMENT LEVELS IN NURSING discipline, and a field of study. a. Top Management 8. Nursing management is the active organ b. Middle management of the division of nursing, of the c. Front-line managers organization, and of the society in which it functions. WHAT IS NURSING MANAGEMENT? 9. Organizational cultures reflect values - The field of nursing management centers its and beliefs. attention on the strategic processes of 10. Nursing management is directing or planning, organizing, staffing, directing or leading. leading, and managing or assessing all 11. A well-managed division of nursing operations within the nursing system. Nursing motivates employees to perform management refers to the systematic satisfactorily. coordination of activities and allocation of 12. Nursing management is efficient resources in order to attain the communication. organizational objectives of the healthcare 13. Nursing management is controlling or delivery system (Asperas, Bautista, and evaluating Galang, 2005). MANAGEMENT LEVELS IN NURSING WHAT IS NURSING ADMINISTRATION? - It is anticipated that managers would - Nursing administration encompasses a assume the responsibility of making diverse range of nursing responsibilities at a decisions on the allocation of individuals' senior level. time and overseeing the supervision of - Nurse administrators frequently oversee subordinates. people in diverse medical departments or - Non-managerial healthcare professionals, healthcare establishments, assuming including nurses and other members of the administrative activities such as: health team, are required to carry out tasks o performing performance that are integral to the functioning of the assessments organization. o participating in meetings - The professional nurse will assume the o coordinating training initiatives responsibility of either supervising personnel o implementing personnel or providing care to patients in this role. protocols. - Given that the organization operates as a - Within the healthcare sector, it is customary hierarchical structure, the duties and for a nurse administrator to have a direct responsibilities of management are allocated across several levels. - Managers across various hierarchical levels, and has responsibility for overseeing all including top, middle, and front line, are patient care operations inside the unit. responsible for performing the tasks  In certain instances, the attainment of a associated with the managerial role. baccalaureate degree in nursing and a substantial duration of clinical and leadership 1. Top Management experience are seen as the minimal qualifications for this role. - The uppermost echelon of management,  The management process is utilized by commonly referred to as top management or managers at different levels in accordance the administrative level, consists of the; with their respective area of duty (Grohar- o board of directors Murray, M. and Langan, J. 2011). o the president o the vice presidents. The shown levels can be observed in the figure - One of the members within this group is the below. vice president of nursing, who is tasked with the responsibility of overseeing managers. - Within the evolving healthcare system, it is imperative for nurse leaders to relinquish conventional managerial approaches and instead prioritize the attainment of change rather than predictability in organizational outcomes. - The uppermost echelon of management, commonly referred to as top management or the administrative level, consists of the; o board of directors MANAGEMENT FUNCTION OF THE NURSE o the president o the vice presidents. - One of the members within this group is the - There are four primary functions to effective vice president of nursing, who is tasked with management in nursing. These are planning, the responsibility of overseeing managers. organizing, leading, and controlling. In this - Within the evolving healthcare system, it is lesson plan, we will be focusing more on imperative for nurse leaders to relinquish planning and its three types namely: Strategic conventional managerial approaches and planning, tactical planning, and operational instead prioritize the attainment of change planning. Other than that, we will also be rather than predictability in organizational discussing the hierarchy of planning. outcomes. Planning 2. Middle Management - Planning includes setting goals and  Middle management includes individuals objectives, identifying potential obstacles and such as; resources, and developing a plan of action in o division heads order to meet those goals and objectives o directors of nursing (Williams & Hartzell, 2021). o supervisors responsible for overseeing evening and night shifts. Key concepts:  This particular group is responsible for overseeing and supervising front-line Reason for Planning managers Types of planning 3. Front-line Managers - Strategic - Tactical  Front-line managers, often known as unit - Operational Planning ➔ Hierarchy of managers, encompass nurse managers Planning Reasons for Planning such as head nurses and charge nurses who are responsible for overseeing and supervising staff employees.  The term Patient Care Team Coordinator (PCTC) refers to a nurse manager who collaborates closely with the medical team The following are some of the reasons for Five Steps in Strategic Planning (University of planning: Arizona Global Campus, 2023) A. It increases the chances of success B. It improves decision making skills by 1. Determine where you are. Before identifying forcing analytic thinking and evaluation of where you are going, you must first identify alternatives. where you are. Be sensitive to insights and C. It establishes a foundation for decision feedback in order for you to identify what making that is consistent with top aspects must be improved. You can also management objectives. conduct a SWOT analysis in order to assess D. It prioritizes action over reaction. your current and future potential. E. It involves day-to-day and future-focused management. 2. Identify your goals and objectives. This is the F. It aids in avoiding crisis management and part where you identify where you want to go provides decision-making flexibility. and what you want to achieve. G. It contributes a basis for managing organizational and individual 3. Develop your plan. Create a roadmap on how performance. you are to achieve your goals. Make sure that H. It increases employee involvement and you consider your SWOT analysis. improves communication. I. It is cost-effective. 4. Execute your plan. This is the perfect time to put your plan into action. It involves TYPES OF PLANNING communicating with the entire organization clearly and making sure that everyone is Strategic Planning aware of their individual responsibilities. - Strategic planning is the process of formulating and defining an organization’s 5. Revise and restructure as needed. This is to direction and making decisions that align with monitor and manage your plan. its long-term goals. It enables organizations to anticipate and respond to changes in the Tactical Planning environment, while making sure that their services are efficient, effective, and - Tactical planning is the most microscopic sustainable. Other than that, strategic version of planning. It is the next step that an planning involves a comprehensive analysis organization makes after creating a primary of an organization’s strengths, weaknesses, plan such as a strategic or operational plan; opportunities, and threats. With this analysis, this is to break the plan into smaller goals and the organization will be able to identify the objectives. Most of the time, tactical planning areas that they need to develop and the is used when an organization needs an strategies that will help them achieve their immediate response to a certain issue or goals. Moreover, this type of planning is a big situation. In short, this type of planning is used picture view of goals that usually focuses over for short-term goals. However, if this type of the next three to five years, but it cannot really planning is used by itself, it may take time to show a team how to achieve those goals step- the point where it may result in spending more by-step (Martins, 2022). time in planning than the actual implementation itself. With that, it can cause Benefits of using Strategic Planning the organization’s operation to slow down and if one member does not complete their (University of Arizona Global Campus, 2023) assigned task on time, it can also slow down a) Aligns everyone around the the entire process of achieving the goal (Julia same goal or purpose Martins, 2022). b) Proactively sets goals c) Sets long-term goals that are Benefits of Tactical Planning (Alam, 2023) supported by short-term goals d) Allows an organization to assess if there are any threats or a) It helps turn strategies into actual actions that opportunities aid in reaching goals. e) Promotes durability b) It encourages the employees and team f) Increases motivation and members to improve their performance since engagement this type of planning is made up of specific steps in reaching goals. c) It allows the teams and departments to prioritize their work and ensure that each of their tasks is tied into the overall strategy.  d) It promotes organization and employee engagement. DIFFERENCE BETWEEN Tactical Planning and Strategic Planning (Dr. Maheswari Ganesan, 2020) Hierarchy of Planning (Dr. Maheswari Ganesan,2020) Operational Planning - Operational planning is the daily, weekly, or monthly map of the operations that are needed to be executed by teams in order to complete the goals that you have previously defined in your strategic plan (Landau, 2023). Benefits of using Operational Planning a) It helps teams reach strategic goals by connecting the teams and their individual tasks to organization goals. b) It helps leadership define responsibilities, daily tasks, and activities in detail. The hierarchy of planning that is presented above is c) It boosts team productivity as it enhances formulated by Dr. Maheswari Ganesan. In this section, efficiency, productivity, and profits by we will discuss each of the level of hierarchy planning. ensuring employees in each department and across the company know their daily  Purpose or mission – It defines the primary responsibilities and objectives. objectives of an organization. It serves as the starting point of the strategic planning and the goal setting process of an organization. Differences between Strategic, Tactical, and  Objectives – These are the goals, purposes Operational Planning (Gurus, 2023) or aims that an organization hopes for over a period of time. It must be clearly specified, consistent with the mission of the organization, and realistic rather than idealistic. Other than that, it must also be achievable and periodically reviewed.  Policies – Serves as the guideline in assisting decision making. This will also ensure consistency with the organizational goals.  Strategies – It outlines the ways on how to achieve the mission and goals. It decides what the necessary resources are needed in order to achieve those objectives.  Rules – These are laws that must be followed in order to bring smoothness to the organization.  Procedures – This is a step of steps regarding how a specific task is to be  performed. It guides employees in performing leading practices include scanning, their tasks more efficiently and effectively. focusing, aligning/mobilizing, and  Programmes – This contains other inspiring. Both tasks are accomplished in components of planning such as series of concert. Leaders in the nursing procedures, methods, and polices that are profession utilize a wide range of needed to be implemented. leadership and management techniques.  Budget – This is a financial plan that Strong organizational capacity enhances comprises the estimation of future expenses healthcare services and long-term that are required in order to achieve the goals. improvements in people’s healthcare through continuous implementation of the eight practices. MANGEMENT FUNCTION OF THE NURSE Below are the eight leading and managing - Planning is defined as pre-determining a practices that nurse managers can practice: course of action in order to arrive at the desired result in the accomplishment of goals and objectives; it gives work purpose.  Scanning: identifying internal and external conditions that influence desired Planning enables effective use of available results resources and facilities and aids in contending with crises; it depends on past and future activities that contribute to the  Focusing: directing attention to priority recognition of the need for change to provide challenges and actions a foundation for control; and it is essential for effective control. (Venzon, 2006)  Aligning and mobilizing: motivating internal and external stakeholders to - A continuous process of assessing, support desired results establishing goals and objectives, implementing and evaluating them, and subjecting these to change as new facts are  Inspiring: creating commitment and a known. (Douglas, 1986 in Venzon) climate of continuous improvement I. Scope of Planning  Planning: preparing a set of activities, timeline, and accountabilities to meet goals  Organizing: developing structures, systems, and processes to support the plan of action  Implementing: carrying out and adapting the plan of action while coordinating related activities  Monitoring and evaluating: observing, examining, and assessing progress. In summary: A. Top Management Sets the overall goals and policies of the organization  Composed of Nursing Directors, Chief Nurses, and their assistants. Their responsibility covers the overall management of the organization's Nursing Service  Management sets plans and budgets, whereas leadership creates vision and strategy. Managing practices involve planning, organizing, implementing, monitoring, and evaluating, whereas  B. Middle Management organization. In addition, because it is done in response to a crisis, this type of planning can - Composed of Nursing Supervisors lead to hasty decisions and mistakes. b) Inactivism is another type of conventional planning. Inactivists seek the status quo, and - Nurse middle managers are in a position to they spend their energy preventing change play a crucial role in initiating, guiding, and maintaining conformity. promoting, facilitating, and sustaining patient- a. When changes do occur, they occur centered practices. They regulate budgets slowly and incrementally. and time and envision how these practices i. Present oriented should be delivered. Therefore, we expect to ii. Preventing change and see these core elements and categories for maintaining conformity action in their daily work. c) Preactivism a. Preactive planners utilize - Direct the activities to implement the broad technology to accelerate change operating policies of the organization, such as and are future oriented. Unsatisfied by staffing and delivery of services to the units with the past or present, preactivists headed by the Senior or Head Nurses. do not value experience and believe that the future is always preferable to - The formulation of policies, rules and the present. regulations, methods, and procedures for i. Predict the future; future- personnel at an intermediate level for ongoing oriented projects and activities is done in coordination ii. Utilization of technology to with top management and those in the lower accelerate change level. d) Interactive or proactive planning a. Also known as “interactive”, a dynamic, and adaptation is C. Lower Management considered to be a key requirement because the environment changes  Or also called the First-Level Management so frequently. b. Proactive planning occurs, then, in Supervise employees and coordinate their activities to anticipation of changing needs or to make sure that the work performed throughout the promote growth within an company is consistent with the plans of both top and organization and is required of all middle management. They’re less involved in planning leader-managers so that personal than higher-level managers and more involved in day- as well as organizational needs and to-day operations. It’s at this level that most people objectives are met. acquire their first managerial experience. c. Consider the past, present and future, and attempt to plan the future Composed of head nurses or senior nurses of their organization rather than (including charge nurses or team leaders) react to it, dynamic and adaptive to the environment Do the daily and weekly plans for the administration of direct patient care in their respective units. III. TOOLS FOR PLANNING Concerned with specific unit workflows. - Planning Tools are instruments that help guide organizational action steps related to Deals with immediate day-day problems. implementing an initiative, program, or intervention. They may provide detailed descriptions of the county implementation plan and its development. II. MODES OF PLANNING I. SWOT Analysis a) Reactive planning occurs after a problem exists. Because there is dissatisfaction with the current situation, planning efforts are There are many effective tools that assist organizations directed at returning the organization to a in strategic planning. One of the most commonly used previous, more comfortable state. Frequently, in health-care organizations is SWOT analysis in reactive planning, problems are dealt with (identification of strengths, weaknesses, opportunities, separately without integration with the whole and threats) SWOT analysis, also known as TOWS analysis, was developed by Albert Humphrey at financial, customer, internal business Stanford University in the 1960s and 1970s. processes or (processes), learning and growth. These measures harmonize The first step in SWOT analysis is to define the desired individual, departmental, and organizational end state or objective. After the desired objective is aims and pinpoint fresh procedures to fulfill defined, the SWOTs are discovered and listed. customer and shareholder goals (JaxWorks, Decision makers must then decide if the objective can 2014). An excessive focus on financial be achieved in view of the SWOTs. If the decision is metrics is circumvented by considering all no, a different objective is selected and the process measures as interconnected and contributors repeats. to eventual outcomes.  Strengths are those internal attributes that - This allows organizations to align their help an organization to achieve its objectives. strategic activities with the strategic plan. The  Weaknesses are those internal attributes that best balanced scorecards are not a static set challenge an organization in achieving its of measurements but instead reflect the objectives. dynamic nature of the organizational  Opportunities are external conditions that environment. Because the balanced promote achievement of organizational scorecard is able to translate strategy into objectives. action, it is an effective tool for translating an organization’s strategic vision into clear and  Threats are external conditions that realistic objectives. challenge or threaten the achievement of organizational objectives II. Balanced Scorecard III. Performance Evaluation and Review - The Balanced Scorecard, originated by Technique Robert Kaplan and David Norton in the early 1990s, presents an additional valuable instrument for strategic planning. In fact, - The PERT is a network system model for according to JaxWorks (2014), the Harvard planning and control which involves Business Review has deemed the balanced identifying key activities, sequences them in a scorecard one of the most noteworthy flow diagram and assigning a specific concepts in the past 75 years. When duration for each phase of work. employing a balanced scorecard, strategic - A PERT system involves extensive research planners device metrics (performance and development. Multiple time estimates are indicators), gather data, and evaluate this used for each activity that allow for variation data from four organizational standpoints: in activity, which are assumed to be at  random, with assumed probability distribution nursing personnel against the standard (probabilistic). Activities are represented as nursing practice and takes corrective action. arrowed lines between nodes. Controlling aims to verify whether everything occurred in conformity with the plans adopted, - instructions issued, and principles established. provide continuous, prompt, effective and quality nursing care to all patients.  Committees: The following are Nursing Division standing committees with the main purpose of establishing safe and effective nursing care. o Infection Control Committee o Patient Safety Committee o Staff Development and Training and - A PERT chart uses circles or rectangles, Research Committee called nodes, to represent project events or o Standards, Policies and Procedural milestones. The nodes are linked by vectors Committee or lines that represent various tasks o Recruitment, Selection, Promotion and Evaluation Committee IV. Critical Path Method (CPM) o Complaints and Grievance Committee  CPM is a tool to analyze a project and o Nursing Audit Committee determine duration, based on identification of o Performance Evaluation Committee a critical path through an activity network, o Project Procurement Management knowledge of the critical path can permit Plan Committee management of the project to change o Patient Survey Committee duration. o SERVICES (Intensive Care Units): Medical Intensive Care Unit,  Based on mathematical calculations and it is Neonatal Intensive Care Unit, used for scheduling project Pediatric Intensive Care Unit,  This method was first introduced in the 1950s Surgical Intensive Care Unit as a joint venture between Remington Rand Corporation and DuPont Corporation.  The initial critical path method was used for managing plant maintenance projects. Although the original method was developed B. Planning Formula for construction work, this method can be used for any project where there are interdependent activities. In the critical path - Evaluating the Plan setting of the time frame, method, the critical activities of a program or programs are determined, developed and a project are SW identified. targeted within a time frame to reach the set goals and objectives. IV. ELEMENTS/COMPONENTS OF PLANNING - Kron has developed a planning formula which A. Nursing Division Planning may be used for daily duties, or for shortand  provides high quality, cost effective care to long-range projects. patients and families. The Planning Formula:  Is headed by the Chief Nurse and assisted by the Assistant Chief Nurse in managing the 1. WHAT: What has been done? What division. Supervisors, Ward and Unit Heads should be done? What equipment and and the rest of the Nursing Staff support and supplies have been used or are needed? assist in the implementation of nursing What steps are necessary in the programs, procedures, policies and other procedure? What sequence of activities activities. was previously used? What other methods may be used?  The nursing service sets standards of the division, measures actual performance of the  2. WHEN: When should the job be done? term, as it can help you the situation and take When was it formerly done when could it avoid potential whatever actions are be done? problems down the necessary to resolve the 3. WHERE: Where is the job to be done? road. issue at hand. Where does an activity occur in the relation to those activities immediately Ex: Turning up to work preceding and following it? Where could early to be prepared for supplies be stored, cleaned, and so your day, or asking for forth? help when you are stuck 4. HOW: How will the job be done? What rather than failing at a are the steps to be followed in doing the test. procedure? How will the time and energy of personnel be used? How much will it cost? How much time will it require? 5. WHO: Who has been doing the job? Who Pros: Pros: else could do it? Is more than one person involved?  Proactive nurses  Those who use 6. WHY: To each of the quest