Nursing Management Theory Review PDF

ORGANIZING The process of coordinating the work to be done. It involves: identifying the work of the organization, dividing the labor, developing the chain of command, and assigning authority. In healthcare, the mission, formal organizational structure, delivery systems, job descriptions, s...

ORGANIZING The process of coordinating the work to be done. It involves: identifying the work of the organization, dividing the labor, developing the chain of command, and assigning authority. In healthcare, the mission, formal organizational structure, delivery systems, job descriptions, skill mix, and staffing patterns form the basis for the organization  PHILOSOPHY Written statement that reflects the organizational values, vision, and mission. It is the statement of beliefs and values that direct one’s life and one’s practice The nursing service philosophy draws on the concept of holistic care, education, and research.  VISION A vision statement is often written; it describes the future state of what the organization is to become through the aspirations of its leaders. The vision statement is designed to keep stakeholders intent on why they have come together and what they aspire to achieve. Vision – outlines the organization’s future role and function. It gives the agency something to strive for. Vision statement are used to describe future goals or aims of an organization. It is the description in words that raises up a picture for all group members of what they want to accomplish together MISSION MISSION OR PURPOSE is a brief statement (no more than 3 or 4 sentences) identifying the reason that an organization exists. The mission statement is of highest priority in the planning hierarchy because it influences the development of an organization’s philosophy, goals, objectives, policies, procedures, and rules. Mission – outlines the agency’s reason for existing (hospital or healthcare), who the target clients are (the poor, the needy, the middle or upper class), and what services will be provided (in – patient, out – patient, emergency).  POLICIES Policies – are broad guidelines for the managerial decisions that are necessary in organizational and departmental planning. They serve as basis for future actions and decisions. Policies direct individual behavior towards the organization’s mission and define broad limits and desired outcomes of commonly recurring situations while leaving some discretion and initiates to those who must carry out that policy PROCEDURES Procedures – are specific directions for implementing written policies Procedures are plans that establish customary or acceptable ways of accomplishing a specific task and delineate a sequence of steps of required action. Established procedures save staff time, facilitate delegation, reduce cost, increase productivity, and provide a means of control.  RULES Rules – plans that define specific action or non-action. Rules describes situations that allow only one choice of action. Rules are fairly inflexible, so the fewer rules, the better.  Eiji IF ORGANIZATIONAL STRUCTURE is a line drawing that shows how the part of the organization are linked. Organizational structures delineate work group arrangements based on It depicts the: a. formal organizational relationship, the concept of departmentalization b. areas or responsibilities, as a means to maintain command, c. person to whom one is accountable reinforce authority, and provide a d. channels of communications. formal communication network. SPAN OF CONTROL Span of control addresses the issue of effective supervision expressed by the number of direct reports to someone with line authority. Complex organizations have numerous highly specialized departments; centralized authority results in a tall organizational structure with small differentiated work groups. It states that a person should be a supervisor to a group that he or she can effectively manage in terms of numbers, functions and geography TALL: SPAN OF CONTROL FUNCTIONAL STRUCTURES EMPLOYEES ARE GROUPED IN DEPARTMENTS BY: 1. specialty 2. groupings of similar tasks are performed by groups of trained individuals same department along with similar types of departments 3. reporting to the same manager 4. centralize decision making 5. coordination between and among other functional areas, such as the pharmacy or laboratory, may be limited FUNCTIONAL STRUCTURES  SERVICE-LINE STRUCTURES Most common A service-line structure structure in designs its resources for healthcare rapid response in a changing organization environment  to keep Also known as: patient satisfaction high. PRODUCT- Service lines coexist with LINE or functional structures. SERVICE- INTEGRATED Example: A nurse may work STRUCTURE in a service line as an oncology nurse but also have ties to the functional area of nursing.  MATRIX STRUCTURE Integrates both service-line and functional structures into one overlapping structure. A manager is responsible for both the function and the product line. MAJOR WEAKNESS of this structure is its dual authority, which can frustrate and confuse departmental managers and employees. Respect and strong interpersonal skills are required from the leaders in this structure, who will spend extra time in joint problem solving and conflict resolution. EXAMPLE: the nurse manager for the oncology clinic may report to the vice president for nursing and the vice president for outpatient services.  3 PLANNING Addresses the questions of what, why, where, when, how, and by whom. Determines organizational structure, staffing or operational budgets and evolve from the mission, philosophy, and goals of the organization Using contingency planning, the manager identifies and manages the many problems that interfere with getting work done. - may be reactive in response to a crisis or proactive in anticipation of problems or in response to opportunities  3 Types of Planning 1. Strategic or the long-range planning Is it refers to determining the long term objectives of the institution and the policies that will be used to achieve these objectives. It is usually done at the executive level of management and it is future-oriented. Its purpose is to create an image of the desired future and design ways to make those plans a reality 2. Short-range planning or the operational It pertains to the activities in specific departments of the organization. It deals with tactics or techniques for accomplishing the goals/objective of the organization planning Planning in the hierarchy of organization i Planning Hierarchy: Terms 3 Vision – outlines the organization’s future role and function. It gives the agency something to strive for. Mission – outlines the agency’s reason for existing (hospital or healthcare), who the target clients are (the poor, the needy, the middle or upper class), and what services will be provided (in – patient, out – patient, emergency). Philosophy – it is the statement of beliefs and values that direct one’s life and one’s practice. Goals – action commitments that are more general and they cover a broad area. Objectives – action commitments that are more specific and are concrete Policies – are broad guidelines for the managerial decisions that are necessary in organizational and departmental planning. They serve as basis for future actions and decisions. Procedures – are specific directions for implementing written policies Rules – plans that define specific action or nonaction.  3 Classification of Planning 3 3 3  3 Operating Financial Incremental Zero based Fixed or budget budget budget variable (Annual) Cash Manpower Expense Capital Operating Revenue expenditure Profit Balance sheet Types of Budget  3 MANAGEMENT PROCESS ORGANIZING: Planning Establishing the structure to carry out plans Controlling Organizing Determining the most appropriate type of patient care delivery Grouping activities to meet unit Directing Staffing goals Understanding and using power and authority appropriately  3 MANAGEMENT PROCESS STAFFING: Planning Recruiting, interviewing, hiring, and orienting staff Controlling Organizing STAFFING FUNCTIONS also include: 1. Scheduling Directing Staffing 2. Staff development 3. Employee socialization 4. Team building  2 MANAGER An individual employed by an organization who is responsible and accountable for efficiently accomplishing the goals of the organization. Mangers focus on: 1. coordinating and integrating resources, 2. using the functions of planning, organizing, supervising, staffing, evaluating, negotiating, and representing. Interpersonal skill is important, Has authority, responsibility, accountability, and power defined by the organization. administration T1Leavel visionmissionPoli c de skiis conceptual  2 Leadership Theories The most effective leadership style: > Best complements the organizational environment, > The tasks to be accomplished, and > The personal characteristics of the people involved in each situation.  2 SHARED LEADERSHIP > based on the empowerment principles of participative and transformational leadership > that many individuals at various levels in the organization must be responsible for the organization’s fate and performance > Reasons for valuing shared leadership: - Reorganization, - decentralization, and the - increasing complexity of problem solving in healthcare  2 LEVELS OF MANAGERS First level manager First-line manager or unit manager Middle level manager Department manager Top level manager Executive manager, Chief Nursing Officer, Vice President of Patient Care. Regardless of their titles, all nurse managers must hold certain competencies.