Industrial Revolution - Nursing Leadership PDF
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University of the East Ramon Magsaysay Memorial Medical Center
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This document discusses the historical evolution of leadership and management, focusing on ancient civilizations, the classical period, the middle ages, and the modern era. It touches upon significant events like the Industrial Revolution and its impact on management approaches. The document also touches upon religious influence.
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Industrial Revolution MODULE 1 INTRODUCTION TO NURSING LEADERSHIP AND MANAGEMENT Historical Evolution of Leadership and Management...
Industrial Revolution MODULE 1 INTRODUCTION TO NURSING LEADERSHIP AND MANAGEMENT Historical Evolution of Leadership and Management Ancient civilizations Egypt Perfect cone pyramid Coordination Factory System (18th - 19th) and Scientific Management (early 20th) Strategic Leadership Frederick Winslow Taylor -Scientific management a Chinese dynasty systematic training of factory workers for efficiency ○Sun Tzu Book: Art of war - understanding human Early 20th nature (enemy's weaknesses) strength and Bureaucratic Management You need some tactic before going to the war ○Max Weber Father of bureaucratic - management Classical Period ○Improve efficiency through division of labor based Greek and Roman Empire on a team or individual's competency Virtuous and ethical Bureaucracy Complex administrative ○Complex structure with multiple layers and They focus in discipline, order, and efficiency procedures Advantage ○efficient and consistent decision-making and Middle Ages implementation Hierarchy Disadvantage Feudal System ○Time consuming Social class ○Abuse of power or corruption Human Relation Movement “Hawthorne Effect” by Elton Mayo Western company in Illinois ○How working conditions affect workers' performance. Where they tend to work better when someone is overseeing their tasks. ○ Example: In hospital, may rounds ang nurses with their supervisors Religious Influence Affects politicians Mid to Late 20th Century 1986 -Edsa Revolution II People power(Cardinal Sin called for Filipinos to go to Edsa, Marcos Sr. was removed Contingency Theory as president) ○No one best way in managing or leading but more on applying strategies based on a situation ○Course of action depends on the situation that Renaissance and Enlightenment includes external environment, technology, Scientific and Intellectual Achievements organizational size ○Scientific inquiry ○Decision should be based on presenting factors ○Concept of efficiency, productivity and human before having a course of action potential Fiedler Contingency Theory -Psychologist Mercantilism and Early Capitalism System Theory Interacting with the environment ○Interdependence of various organizational components ○Example: Family - if only one member is affected everyone will also be affected. Servant Theory Late 20th to Early 21st Century Greenleaf A leader who practices what Transformational and Transactional Leadership he preach ○Distinguish leaders whether they inspire or motivate Walk their talk ○Popular in requiring change Leadership Style and Emotional Intelligence KIER, 2015 Digital Transformation “There's a difference between leadership and management…Leaders look forward and imagine the Sustainability and Corporate Social Responsibility possibilities that the future may bring to set direction Diversity and Inclusion Managers monitor and adjust today’s work, regularly HISTORICAL DEVELOPMENT OF looking backward to ensure that current goals and LEADERSHIP THEORY objectives are being met. 1900 - PRESENT The best leaders lead and let their management teams manage the work at hand.” Great Man Theory ristotle A L eaders are born to led others MANAGEMENT (Aristotelian are born to be led Philosophy) Process of leading and directing all or part of an organization through the deployment and manipulation Trait Theory of resources J.M Burns P ersonality traits that make them better leaders (leaders LEADERSHIP are raised not born) Is a process of influencing others within an Behavioral Theory organizational culture and the interactive relationship of the leader and followers ewin (1951) White L L eadership styles and Lippitt (1960) - Authoritarian - Democratic Comparison of Traditional Management and - Laissez-Faire Leadership Components Charismatic Theory MANAGERS Max Weber G ain authority and influence 1. A reassigned a positionby the organization through personal qualities, 2. Have alegitimate source of powerdue to delegated charm and ability to inspire authority that accompanies their positions 3. Have aspecific duties and responsibilitiesthey are Situational Theory expected to carry out aul Hersey P L eadership styles vary upon 4. Emphasizecontrol, decision decision analysis, and Kenneth Blanchard different situations results 5. Manipulatepeople, environment, money, time and Contingency Theory other resources to achieve the goals of the Fred Fiedle L eadership style will be organization effective or ineffective 6. Have agreater formal responsibility and depending on situations accountabilityfor rationality and control than leaders 7. Direct willing and unwillingsubordinates Path Goal Theory Robert J. House A leader minimizes MANAGERS obstructions to the goal and 1. O ften do not have delegated authoritybut obtain facilitates task by rewarding 2. Have awider variety of roles than managers 3. Focus on group process, information gathering, Transactional Theory feedback, and empowering others ames McGregor J L eaders often rewards and 4. May or may not be part of the formal hierarchyofthe Burns incentives in exchange for organization followers’ compliance and 5. Emphasizeinterpersonal relationships performance day to day 6. Directwilling followers operations 7. Have goals that may or may not reflect those of the organization Transformational Theory ames McGregor J H as a vision, empowers Burns others with this vision COMMON LEADERSHIPS Types of Power Decision maker Communicator Reward Power Evaluator Obtained by the ability to grant favors or reward others Facilitator with whatever they value Risk taker Compliments, tap in the back Mentor Energizer Coercive Power Priority setter Coach Fear of punishment if the manager’s expectations are not Counselor met Teacher Suspension, IR, make up duty Critical thinker Buffer Legitimate Power Advocate Position is power Visionary Chief Nurse, Dean Director Forecaster Expert Power Influencer Gained through knowledge, expertise of experience Creative problem solver Change agent Referent Power Diplomat Role model A person has because others identify with that leader or Innovator with that leader symbolizes Encourager Personal acceptance or approval Association with the powerful LEADERSHIP STYLES Informational Power People have information that others must have to Autocratic or Authoritarian accomplish their goals Strong control is maintained over the work group Others are motivated by coercion Others are directed with commands Communication flows downward Decision making does not involve others Emphasis is on difference in status "I" and "You" Criticism is punitive Emergency situations Democratic Leader Less control is maintained Economic and ego awards are used to motivate Others are directed through suggestions and guidance Communication flows up and down Decision making involves others Emphasis is on "WE" rather than I and you Criticism is constructive Laissez-Faire Leadership Takes a hands-off approach Is permissive, with little no control Provides little or no direction Uses upward and downward communication between members of the group Disperses decision making throughout the group Places emphasis on the group Does not criticize MODULE 2 VISION NURSING MANAGEMENT FUNCTION TheNursing Service envisions being globally recognized in providing excellent healthcareand allied servicesto all Filipinos and other clients. Historical Development of Management Theory MISSION ProvideQUALITY and CULTURALLY competentnursing cientific S Frederick Winson Taylor personnel through research, learning and development Management ○If workers could be in adherence to international standards and (1900-1930) taught the “one best way accreditation to accomplish task, Guaranteeequitable, sustainable and quality healthcare “productivity would Establishperformance standards increase Participate in the development of improving local communities,self-reliance and participatory Henri Fayol Management functions such decision-making. as planning, organization, command, coordination, PHILOSOPHY control. NS believes and respects patient's right to receive holistic Luthee Gulick Seven activities of and qualitycareregardless of race, age, creed, gender, management culture, religion, political affiliations and socio-economic Organization, staffing, status Committed to assess and meetphysiological, physical, directing, coordinating psychological, emotional, spiritual, rehabilitative, and Reporting andBudgeting financial needs of every patient served in the community Hawthorne effect Elton Mayo Believes in compassionate, competent and collaborative People respond to the fact healthcare team providers to improve the delivery of that they are being studied health services to patients Committed to lifelong learning, research activities, and innovative strategiesto improve the professionalnursing Management Process practice and education Planning ○Sa hospital free mag aral ng masters Organizing Staffing CORE VALUE Directing Integrity Controlling Commitment Compassion PLANNING STRATEGIC GOALS Encompasses determiningphilosophy, goals, objectives, Asservice-oriented, dynamic and empowered policies, procedures and rules healthcare workforce,the Nursing Service shall fully Carrying out long-and-short-range of projections support the provision of better health outcomes, more Determining a fiscal course of action responsive healthcare systems and good governance ○Resources and finances ○Kahit mamatay kana sa gutom walang magbbreak, Managing planned change unahin ang px NURSING SERVICE OBJECTIVES WHO “the part of the total health organization - aims to Enhance the standards of patient carebased on satisfy the major objective of the Nursing Services - evidence-based nursing practice and research prevention of disease and promotion of health” Improve the health care service delivery forbetter Formidable backbone of the healthcare system bothin patient clinical outcomes and satisfaction. numbers and influence40-50% of the total workforce Create a robust and effective governance framework. 24/7direct and indirect patient care Coordinates, collaborates, integrates all services Engage nursing staff in managing strategic goals ○Medicine, ancillary, pharmacy, dietary, finance, through performance governance system supply chain, maintenance, housekeeping, social Rationalize the nursing human capital according to its service, patient and administrative support services changing needs NSG >bedside monitoring patientsclinical deterioration ○Primary or improvement At least 25 nursing staff ○Secondary At least 45 nursing staff ○Tertiary At least 100+ nursing staff ○Census = Total population Tool for orienting staff Enhance the competencyof the nursing service human Reference when problem arise resource though learning and development interventions Foundationon which to develop administrative ○Patricia Benner procedures and a firm basis for discussion when Novice to Expert differences occur Training needs assessment Some manuals can combine policiesand procedures, Empower the nursing service human resourcein others limited to policies only performing varied leadership and management roles Yearly periodic reviewof policies and as the needarises ○Promotion of staffs that are competent enough ○Give opportunities to all NURSING PROCEDURES Strengthen collaborative relationshipwith other Series of stepsfollowed in regular definite orderto disciplines within the workplace,.local and international perform a given activity settings Howof a given a activity Promote a positive practiceenvironment for patientsand Should be availableyou all nursing personnel healthcare professionals St andard technique or methodfor performing dutiesand ○Relationship serve as a guide for action ○Am I happy Detailed plansfor nursing skills that include stepsin ○Am I valued proper sequence Upgrade communicationand information technology PLANNING THE NURSING SERVICE systems to national standards Objectives Enhance systems and processesthrough technological Systems advancement Standards Intensify collaborationwith affiliating schools forthe Policies related learning experiences of affiliate Procedures Conduct and participate in nursing researchtowards Budge evidence-based professional nursing practice PLANNING THE NURSING SERVICE CONCEPTUAL FRAMEWORK Designed for nurse administratorswho are seekingmore Nursing Service administrative process shows the effective means of improving current and future functions and respective roles of Nursing Service performance Clear understanding of the process and how they Offersprinciples of planning and decision makingguides applied indifferent organization levels are necessary to in nursing practice achieve the objectives and goals set by the agency As an Planning that directly affects the nurse administrators on administrator, the Chief Nurse basically performs the the a personal as well as organized level majormanagement functions: First management process of Fayol -as making a planof ○Planning action to provide for the foreseeable future ○Organizing Continuous process ○Staffing Reviewing the process and outcomes ○Directing Providing feedback to personal ○Controlling Modifying plan as needed IMPORTANCE OF PLANNING DEVELOPMENT OF NURSING STANDARDS IN THE PHILIPPINES Ensures alignment of nursing unit/department and RA 7164 - Philippine Nursing Act of 1991 financial plans and strategic plans ○Powers, duties and functions of the PRBON Establishes framework ○“Shall promulgate decisions or adopt measures as Forces analytic thinking may be necessary for the improvement of the Ensures safety quality care nursing practice for the advancement of the profession” CHARACTERISTICS OF A GOOD PLAN RA 9173 - Philippine Nursing Act of 2002 Written ○PRBON “monitor and enforce quality standards of Defines the nursing business nursing practice in the Philippines and exercise the Contains both general goals and specific objectives powers necessary to ensure the maintenance of Defines strategies efficient, ethical, technical, moral and professional Supports the mission standards in the practice of nursing into account the Details forecasted activities for a year & longer than one health needs of the nation.” year ○Professional Nursing Law of the Philippines Developed with inputsfrom clinical nurses and line managers THE NURSING SERVICE POLICY MANUAL It addressesresourcessuch as personnel and facilities Definite course or method of actionthat guides and Changesare evident determines present and future decisions regarding the Financial planis included safe delivery of patient care Needs are identifiedand supported Prioritiesare included Timetablesare listed Difference between Strategic Planning and It is based oncurrent data analysis Operational Planning Assess bothstrength and weakness Derives from agood nursing management information Basic trategic S Operational Used and modified consistently Comparison Planning Planning Scope General Plan Specific Plan TYPES OF PLANNING 1. S trategic Planning Time frame 3-5 years 1 year ○ Broad continuous systematic process Focus oal setting G etailed D ○ Emphasize on organizational environment process information (internal and external) ○ Economic, political, social and technological Goal/Objective Broad Specific factors ○ Long term goals, risk-taking decision Responsibility op T iddle and line M ○ Effects in the future management management ○ Evaluating outcome (reliable feedback Approach Downward Upward mechanism) ○ Focuses on performance improvement and utilizes strategies to accomplish the Tools on Planning organization’s desired outcomes SWOT Analysis Pestle or Pestle Analysis 2. O perational Planning Balanced Scorecard ○ Detailed work plan or written blueprint Steeple Analysis ○ Objectives of nursing unit, department are put into measurable actions ○ Clear picture of how a team, unit, department willcontribute to the achievement of the ORGANIZING achievement of the organization's strategic Process of identifying and grouping the work to be goals performed ○ Also known asmanagement plan Defining and delegating responsibility and authority ○ Categorical areas for objectives ○ Patient Establishing relationships for the purpose of enabling satisfaction people to work together effectively in accomplishing the Patient safety objectives Internal process, staffing Follows planning as second phase of the management Training and education Research process’ Financial (Lows A. Allen, 2011) 3. N ursing Succession Planning ORGANIZING PRINCIPLE ○ Identifying and developing potentialfuture nursing leaders hain of C hierarchical; flows from top to Command bottom, one way-downward, ○ Replacement in case ofretirement, separation from service, or any inevitable circumstances modern nursing organization (flat) to ensure continuity of leadership and services communication flows freely in all directions; authority and responsibility delegated to the Five Step Process in Succession Planning lowest operational level 1. I dentify Key Areas and Positions 2. Identify Capabilities for Key Areas and Positions nity of U One supervisor; one leader and one 3. Identify Interested Employees And Assess Them Command plan for a group of activities Against Capabilities Requisite of Responsibility delegated to 4. Develop And Implement Succession And uthority A subordinates, accountable for the Knowledge Transfer Plan quality of work. 5. Evaluate Effectiveness pan of S Supervisor of a group ( numbers, 5 Common Mistakes to Avoid Control. functions and location) 1. Y ou play favorites Specialization Based on specialty of the individual 2. You don't have an objective process for spotting or groups successors 3. You don't address disappointment ontinuing C When manager delegates a function 4. You turn the process into a competition Responsibility to subordinate no way diminishes 5. You keep the succession planning a secret the manager's responsibility rganizational O Nursing personnel interact with the Matrix Centrality greatest number of other healthcare Designed to focus on both the product and function. workers, receive the greatest Function is the task required to produce a product that is amount of work info; powerful the end result of the function. The manager of a unit responsible for a service reports xception E Subordinates should report only both to a functional and product manager. Principle unusual from normal functioning Personnel assigned to a specific project may become responsible to two bosses - the product manager and the Esprit d' Corps Teamwork; implies that in unity functional department head. there is strength Organizing the Nursing Service Purpose of Organizing ○Formulate a team so that they may work together to achieve objectives ○Assign activities with an authority that can supervise the team ○Design a formal system so that roles are clear, everyone knows who is to do, what and who is Characteristics of an Organizational Structure responsible for what results. ○Establish a positive work environment for the staff to Division of Work effectively accomplish their goals ○Collaborate and coordinate productively within and Unit given task - I.e Hospital Operations and Patient outside their department Support Services, Medical Services, Nursing Services, Finance Services Forms of Organizational Structural Chain of Command Line of authority - chain can be flat (decentralized), tall Hierarchical (centralized organization) (tall, centralized, bureaucratic) Commonly called line structure. Formal structure where authority and responsibility are Type of Work to be Performed clearly defined leading to simplicity of relationships. Label - ex. Patient care services, Ancillary Services, Associated with the principles of command, vertical Training Education Department, and Research and control and coordination levels, and downward Quality Improvement Department communications. he Groupings of Work Segments or Homogenous T Assignments Clusters - OR, PACU, Labor and delivery room, ICU, CCU, Med Surg Unit Types of Organizational Structures Decentralized Formal Structure (flat, horizontal, participatory) Shows relationships among employees and their job The authority is shifted downwards to its divisions, positions services and units. Describes tasks, responsibilities and relationships. The decision-making can occur where the work is being Presented in a diagram called organizational chart. carried out, thereby professionals who do the job can participate in managing the organization. Informal Structure Primary characteristics of this structure. Based on social and personal relationships rather than on positional authority. It helps members achieve their personal and social needs. Structural Chart Various components of the organization and outlines interrelationships Functional Chart Functions and duties of the components of the organization and indicates the interrelationships of these functions. Position Chart Characteristics of Organizational Effectiveness Specifies the names, positions and titles or ranks of the 1. T here is strong transformational leadership personnel, which fit into the organizational structure. 2. There is high employee morale 3. There is Shared Goals, which are already Levels of Management cascaded Indicates the individual and entire management 4. Learning and Development of Staff are maximized hierarchy regardless of where the individual appears on the organizational chart. Team Building Refers to a body of persons or things organized or Process of gathering the right people and getting them to classified in pyramidal fashion according to rank, work together for the benefit of a project capacity of authority assigned to vertical levels with officers ranked in grades, orders, classes, one above the Teamwork other. Defined as two or more people who interact Ex. Top management, Middle management, Front-line interdependently with a common purpose, working management toward measurable goals that benefit from leadership that maintains stability while encouraging honest Organizational Chart discussion and problem solving Name, position, function Line drawing composed of boxes that show how the parts of an organization are linked. It depicts formal organizational relationships, areas of responsibility, persons to whom one is accountable for and channels of STAFFING communication (Tomey, 2004) Functions consists of recruiting Interviewing TWO LINES IN THE ORGANIZATIONAL CHART Hiring Unbroken Solid Lines Orienting staff Scheduling, staff development, employee socialization Solid horizontal lines (communication b/n people with Team Building similar spheres of responsibility and power but different functions. Solid vertical lines denote the official chain of command DIRECTING Sometimes includes several staffing functions Dotted or Broken Lines Human resource management responsibilities: Represents staff position. A staff member provides motivating, managing conflict, delegating, information and assistance to the manager but has communicating, and facilitating collaboration limited organizational authority. Specialization - Advisory capacity, does not have CONTROLLING legitimate authority. Functions includes performance appraisals Fiscal accountability Relationships within Nursing Service Quality Control Legal and ethical control Line Relationships Professional and collegial control Superior and subordinates ○(Chief Nurse to Nursing Supervisor) Lateral Relationship Exist between positions, with no direct authority involved ○(Senior nurse with Physician, Staff Nurse and Clinical Pharmacist) Functional relationship Arise when duties are divided on functional basis like when an individual exercises authority or a particular subject of special skill or knowledge ○(CN with AO, Staff Nurse with Clinical Instructor) Staff Relationship When an individual is not vested with, but is acting "for and on behalf" of the person on which the authority lies. ○Ex. orders given are carried out
