Nursing Management & Leadership PDF

NURSING MANAGEMENT & LEADERSHIP COURSE DESCRIPTION This course deals with concepts, principles, theories and methods of management and leadership, as well as, the ethico- moral, legal and professional responsibilities of a nurse. The students are expected to perform beginning professional man...

NURSING MANAGEMENT & LEADERSHIP COURSE DESCRIPTION This course deals with concepts, principles, theories and methods of management and leadership, as well as, the ethico- moral, legal and professional responsibilities of a nurse. The students are expected to perform beginning professional management and leadership skills, and apply sound ethico-moral and legal decision-making in the hospital and community based settings. Students are likewise expected to comply to the professional standards of nursing practice. COURSE EXPECTED OUTCOMES At the end of the course and given relevant actual or simulated situations/ conditions, the students will be able to: 1. Apply knowledge of physical, social, natural and health sciences, and humanities in managing client’s , health care teams and programs 2. Provide safe, appropriate and holistic care to individuals, families, population groups and communities utilizing nursing process in any setting 3. Apply guidelines and principles of evidenced-based practice in nursing management. 4.Practice nursing in accordance with existing laws, legal ethical and moral principles and professional standards. 5.Communicate effectively in speaking, writing and presenting using culturally appropriate language to clients and health care teams 6.Document to include reporting up to date outcomes of client care, health care team/ nursing care services accurately and comprehensively. 7. Work effectively in collaboration with intra-and multidisciplinary and multi-cultural teams to improve delivery of health care programs and services. 8. Practice beginning management and leadership skills in the delivery of health care programs and services using a system approach 9.Participate in the conduct of research with an experienced researcher. 10.Engage in lifelong learning to promote the development of beginning professional leadership and management skills. 11.Demonstrate responsible citizenship and pride of being a Filipino. 12.Apply appropriate techno-intelligent care systems and processes in the delivery of health care programs and services. 13.Adopt the nursing core values in the practice of the profession as a beginning nurse leader and manager. 14. Apply entrepreneurial skills in the delivery of health care programs and services15. Embodies the course values of an A.C.H.I.E.V.E.R  “LEADERS CAN BE MANAGERS, BUT NOT ALL MANAGERS ARE LEADERS.” MANAGEMENT  Guiding or taking charge Handling, direction , control Process of utilizing the resources available in order to achieve the desired organizational goals efficiently and effectively CHARACTERISTICS OF MANAGERS  Has an assigned position within a formal organization. Legitimate source of power (delegated authority). Specific functions, duties and responsibilities. Utilize resources effectively and efficiently towards achieving organizational goals. Directs both willing and unwilling followers THREE-FOLD CONCEPTS OF MANAGEMENT 1. ECONOMIC SOURCE Management of a firm determines to a large extent, its productivity and profitability. 2. SYSTEM OF AUTHORITY Management first develops with top individuals determining the course of action for the rank and file. 3. CLASS AND STATUS SYSTEM Managers have become an elite group of brains and education THEORIES OF MANAGEMENT HISTORICAL DEVELOPMENT OF MANAGEMENT THEORIES EARLY MANAGEMENT THEORIES  FREDERICK TAYLOR “If workers can be taught the one best way to accomplish a task, productivity will increase. “ -Scientific Management Theory - Time and Motion Studies  TAYLOR’S SCIENTIFIC PRINCIPLES 1. “Rule of Thumb” -Work can be scientifically designed to promote greatest efficiency of time and energy. 2. Scientific selection, hiring, training and promotion of workers - Bases should be competence and abilities 3. Use of financial incentives as a reward for work accomplished. - Based on his belief that humans are “economic animals” 4. Workers should work and managers plan, prepare and supervise.  FRANK AND LILIAN GILBRETH -Emphasized job simplification and establishment of work standards  HENRY GANTT -Introduced the use of the Gantt chart which shows the relationship of the work planned or completed on one axis to the amount of time needed or used on the other.  SAMPLE GANTT CHART TASK RESPONSIBLE MON TUES WED THU FRI Collect information ME ---- ------- ---- Type report x ME Revise report x ME Submit report x ME CLASSIC ORGANIZATION THEORIES  HENRY FAYOL -Management Functions -Planning, organization, command, coordination and control -“Father of the Management Process School  FAYOL’S ADMINISTRATIVE PRINCIPLE Division of labor Work specialization Scalar chain of authority (levels of authority) Responsibility accompanied by authority Fair and just remuneration Group harmony through equal treatment or “esprit d’corps Stability of tenure of employees  LYNDALL URWICK - added to these principles the following: 1. Span of control 2. Unity of command.  LUTHER GULICK (1937) -Expanded on Fayol’s’ management functions - Seven Activities in Management POSDCORB (Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting - He also believed that “ management should be taught in school”.  THE MANAGEMENT PROCESS  PLANNING -Vision, mission, philosophy, goals and objective, policies, procedures and rules. ORGANIZING - Organizational structure to carry out plans and the most appropriate type of patient care delivery. STAFFING - Recruiting interviewing, hiring and orienting staff. DIRECTING -Motivating, managing conflict, delegating, communicating, facilitating collaboration. CONTROLLING -Performance appraisals, fiscal accountability, quality control, legal and ethical control.  MAX WEBER -Bureaucratic Organization -Advocated that the ideal form of organization is a bureaucracy with the following: -Well defined hierarchy or authority -Division of work based on specialization of function -Highly specified rules and regulations  MAX WEBER 3 bases of authority - Traditional - Charisma - Rational and legal (K,S,A= competence)  HUMAN RELATIONS MANAGEMENT - Developed concepts of participatory and humanistic management - Emphasis on people rather than machines  MARY PARKER FOLLET “Managers should have authority with, rather than, over employees.  ELTON MAYO AND COLLEAGUES - Hawthorne Plant Study “When management paid special attention to workers, productivity will likely to increase regardless of the working conditions”  JACOB MORENO - System of pairings called Sociometry; - Believes that people are attracted to, repulsed by or just indifferent towards each other. BEHAVIORAL THEORIES  ABRAHAM MASLOW -Described humans as “wanting” organisms that satisfy their basic needs in a specific sequence. -According to Maslow, higher level needs do not emerge as motivators until lower level needs are satisfied.  DOUGLAS MC GREGOR “Managerial attitudes can be directly correlated with employee satisfaction” Theory X -believes that employees are basically lazy, need constant supervision and direction. Theory Y “believes that workers enjoy their work, are self motivated , and are willing to work hard to meet personal and organizational goals”  FREDERICK HERZBERG - Proposed the Two- Factor Motivational Need - Hygiene Factors “Dissatisfiers” - Motivating Factors “Satisfiers”  WILLIAM G. OUCHI - THEORY Z - Consensus decision making - Fitting employees to their jobs - Job security - Slower promotion (horizontal movement in the organization - Holistic concern for the workers - Guarantee of lifetime employment Blake and Mouton’s Managerial Grid stated that there are 2 critical dimensions of leadership (a)concern for people, and (b) concern for production. a manager can be high on both (9,9) or low on both (1,1); high on task, low on relationship (9,1) low on task, high on relationship (1,9) CONTEMPORARY APPROACH TO MANAGEMENT Systems Approach The Systems Approach 1. Closed system - not influenced by and do not interact with their environment. 2. Open system: system that interacts with their environment The Contingency Approach states that a variety of factors, both internal and external to the firm, may affect the organization’s performance. Therefore, there is no “one best way” to manage and organize because circumstances vary. Contingency Approach A management approach that recognizes organizations as different, which means they face different situations (contingencies) and require different ways of managing. Situational characteristics are called contingencies. The contingencies include a. Circumstances in the organization’s external environment. b. The internal strengths and weaknesses of the organization  SKILLS OF A MANAGER  TECHNICAL CONCEPTUAL Ability to see individual Proficiency in matters as they relate to performing an activity the total picture, develop in the correct manner creative ways to respond with the right to identified problems technique. (Skills) with the use of relevant facts (Knowledge) HUMAN Dealing with people and how to get along with them (Attitude)  ROLES OF A MANAGER INTERPERSONAL INFORMATIONAL DECISIONAL Symbol of the Monitors and organization, liaison disseminates information Trouble shooter, conflict between the represents the negotiator organization and the subordinates to superiors outside contacts and vice versa.  LEVELS OF MANAGEMENT TOP LEVEL MIDDLE LEVEL PEOPLE MANAGEMENT FIRST LEVEL LEADERSHIP  An interpersonal skill of influencing others towards goal achievement. - Out front , moving forward, taking risks, challenging the status quo Characteristics: 1. Often do not have delegated authority 2. May or may not be a part of a formal organization.  Emphasize interpersonal relationships Focus on group process, information gathering, feedback and empowering others. Directs willing followers Have goals that may or may not reflect the organizational goals DEVELOPMENT OF LEADERSHIP THEORIES  GREAT MAN THEORY “Some people are born to lead whereas others are born to be lead.” CHARISMATIC THEORY Inspirational quality possessed by some people that make others feel better with their presence. Arousing strong feeling of loyalty & enthusiasm. EVOLUTION OF LEADERSHIP THEORY BEHAVIORAL TRANSFORMATIONAL THEORY THEORY 1950 1960 1970 1980 1990 TRAIT SITUATIONAL THEORY THEORY  TRAIT THEORIES “Assume that some people have certain characteristics or personality traits that make them better leaders than others  BEHAVIORAL THEORIES Emphasis is not on the traits the leader has but rather on what he did as a leader (style)  BEHAVIORAL THEORIES AUTHORITARIAN Lewin, White & Lippit’s Leadership styles Strong control over the work group Use of coercion and command Downward flow of communication Emphasis on the difference of status Criticism is punitive.  BEHAVIORAL THEORIES DEMOCRATIC Less control Use of economic and ego rewards as motivators Directs through suggestion and guidance Communication flows up and down Participative decision making Emphasis is on “we” not “I” and “you” Criticism is constructive  BEHAVIORAL THEORIES LAISSEZ-FAIRE Permissive, with little or no control Motivates by support when requested by the group or individuals Provides little or no direction Upward and downward communication between members of the group Disperses decision making throughout the group Places emphasis on the group Does not criticize  SITUATIONAL AND CONTINGENCY LEADERSHIP THEORIES  Believed that leadership style should vary according to the situation Mary Parker Follet conceptualized the “law of the situation” which dictates that a person does not take orders from another person but from the situation itself. Situational Theory Traits required of a leader differ according to varying situations Variables: - personality of the leader - performance requirements of both the leader and followers - attitudes, expectations and needs of the leader and followers Contingency Theory - Fred Fiedler, 1960 “No leadership style is ideal for every situation” - Paul Hersey & Kenneth Blanchard) (1950-1980) Predicts the most appropriate leadership style from the level of maturity of the followers 1. DIRECTING STYLE > High task, low relationship style - is effective when subordinates are low in motivation and ability 2. COACHING STYLE: >High-task, high relationship style - is effective when subordinates have adequate motivation but low ability 3. SUPPORTING STYLE: > Low-task, high-relationship style - is effective when subordinates have adequate ability but low motivation 4. DELEGATING STYLE: > Low-task, low-relationship style - is effective when subordinates are very high in ability and motivation. INTERACTIONAL LEADERSHIP Transactional and Transformational Leadership (Burns) - Suggests that both the leaders and followers have the ability to raise each other to a higher level of motivation and morality. Transactional Leader focuses on tasks and getting the work done Transformational Leader focuses on vision and empowerment POWER the ability to impose the will of one person or group to bring certain behaviors in other persons or groups. Reward Power comes from the ability to reward others for complying. Coercive Power based on a fear of punishment if one fails to conform; an opposite of reward power, Legitimate Power the right of the manager or leader to influence and the staff member an obligation to accept that influence. Referent Power - based on identification with a leader and what that leader symbolizes. The leader is admired and exerts influence because the followers desire to be like the leader  Expert Power gained through knowledge, skills, information, experience and competence; expertise gains people respect and compliance. Information Power comes from knowledge, access to information, and the sharing of information. It is especially powerful when others need the information. Connection Power comes from formal or informal coalitions and interpersonal relations and links to prestigious and influential people within and outside of the organization