NCM 119 Leadership and Management (Prelims) PDF

NCM 119: NURSING LEADERSHIP AND MANAGEMENT 4th YEAR | 1ST SEMESTER - PRELIMS | A.Y. 2024-2025 LESSON # 1: LEADERSHIP Sources of Power (RRELICC) It is a process of influencing subordinates Reward towards goal achievement...

NCM 119: NURSING LEADERSHIP AND MANAGEMENT 4th YEAR | 1ST SEMESTER - PRELIMS | A.Y. 2024-2025 LESSON # 1: LEADERSHIP Sources of Power (RRELICC) It is a process of influencing subordinates Reward towards goal achievement ○ Ability to grant favors and rewards ○ Direction of leadership → Referent attainment of goal ○ Trust and respect ○ Has the power to inspire, motivate, Expert and persuade ○ Knowledgeable, has expertise, and 3 Dimensions of Leadership: LFS competent a. Leader Legitimate Has the power to direct ○ Is in the position people ○ Has the legality Willing to take risks President of the Philippines Helps cope in stressful Chief or head nurse situations Informational b. Follower ○ Has access to information c. Situation Connection Also called environment ○ Linkages ○ Coalitions ○ Networking Types of Leader Coercive ○ Form of punishment 1. Formal Leader Example of Leader Roles ○ Formal power ○ Appointed / elected and has the authority Teacher ○ Have the power to direct people Coach ○ Elected by the people Counselor Politicians & Government Decision maker Critical thinker 2. Informal Leader ○ Not appointed Risk taker ○ Stands out among the group Advocate Experience Visionary Seniority Evaluator Facilitator Mentor Role model NCM 119 | LECTURE | PRELIM THEORIES OF LEADERSHIP Contingency Fiedler’s Contingency Theory ➔ States that there are other Great Man ➔ Leaders are born not made factors in the environment ➔ In-born or Hereditary which influence outcomes ◆ Kings and Queens as much as leadership ◆ Political dynasty styles; and that leader Trait effectiveness is contingent ➔ Leaders are made not born upon or depends upon ➔ Can be learned through something other than the experiences leader's behavior. ➔ 3 Traits to Effective ➔ This theory depends on the Leadership: IPA situation / environment 1. Intelligence Traits Good in 1. Autocratic decision-making Focuses on the self Critical- thinking (I) 2. Personality Traits “Ako lang Interactive masusunod” Creative 2. Democratic Cooperative Focuses on the “How do you interact group (We) with people?” “Tayo” 3. Ability Traits 3. Laissez-Faire (Lazy-Fair) Leads people Focuses on others “Walk the talk” (You) Behavioral ➔ Focus is geared not towards Passive who the leader is but how “Come what may” the leader actually Situational ➔ Assumes that a leader behaves. should help the followers ➔ Gender, age, and grow in their readiness to educational status do not perform new tasks as long matter as they are able and willing ➔ 2 Basic Leadership to go. Behaviors Ready → maturity 1. Employee-centered Focuses on employees’ needs 2. Job-centered Does not care about the employees Job is more important ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM Four Level of Maturity: TSPD Benner’s Model of Novice to Expert (Hershey and Blanchard) (NACPE) 1. Telling Leadership Low maturity 1. Novice Unable or No skill, no experience unwillingly Task-oriented participate or are “Kung ano pinapagawa, unsure ayon lang gagawin kasi Provide supervision takot pa magstep-up” and direction Governed by rules 2. Selling Leadership 2. Advanced Beginner Low to moderate Acceptable performance maturity Unable but willing 3. Competent and confident 2-3 years experience Give clear direction Plans and organizes and supportive Have planning and feedback to get task organizations abilities done Ex: charge or head nurse 3. Participating Leadership 4. Proficient Moderate to high 3-5 years experience maturity Holistic Able but unwilling Perceives the situation as a Give support and whole encouragement Explores the psychological ○ Acknowledge aspect of patient ○ Give rewards ○ Recognition 5. Expert Very Fluid 4. Delegating Leadership Highly proficient High maturity Flexible Able and willing Can adapt to any situation Intuitively knows what is happening to the patient Can already anticipate Has the clinical eye ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA  NCM 119 | LECTURE | PRELIM Path-goal ➔ More on motivation Servant ➔ They want to serve rather ➔ "People are motivated than to be served when they believed they are ➔ It is a life and leadership in able to carry out the work service of the Lord / and when they think their profession contribution will lead to the Priests expected outcome and that Volunteers the rewards for their efforts Mother Teresa are valued and meaningful" Transactional ➔ An exchange posture that 3 BASIC LEADERSHIP STYLES identifies needs of followers and provides rewards to 1. Autocratic meet those needs in Commonly used in emergency situations exchange for expected ○ “I” / self performance. ○ Strong control ➔ Good work = good salary ○ Gives order Both sides benefit ○ Does decision making but more on the ○ Leader does planning employer ○ Directive ➔ Employer development ○ Foster dependency Transform ➔ Serves to promote -ational employee development, 2. Democratic attends to needs and ○ “We” / whole motivates of followers, ○ Less control inspires through optimism, ○ Offers suggestions influences changes in ○ Makes suggestions perception, provides ○ Group does planning intellectual stimulation, and ○ Participative encourages follower ○ Foster independence creativity. ➔ Helps convert it members 3. Laissez-faire to become leaders ○ “You” / employees ➔ Creates future leaders ○ No control ○ No directive Charismatic ➔ Charming and charismatic ○ Abdicates decision making ➔ Based on the inspirational ○ No planning quality possessed by ○ Uninvolved individuals that others feel ○ Foster chaos better in theirs by individuals that others feel better in their presence. ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA  NCM 119 | LECTURE | PRELIM LESSON #2: MANAGEMENT 2. Middle-level Managers Example: Head nurses Concerned in departmental Process of utilization of resources in activities achieving managerial objectives ○ Makes scheduling Position-to-position basis 3. Top Level Managers 1. Considered as a process (PODC) Example: Chief nurses ○ Planning Oversees the whole organization ○ Organizing Concerned in organizational ○ Directing activities ○ Controlling Develops trainings also called evaluation effectiveness, attainment of goal, and performance THEORIES OF MANAGEMENT 2. Science - scientific approaches and management 3. Art - gets the work done through people 1. Scientific Management a. Taylor b. Gilbreth 6 M’s of Management: c. Gantt 2. Classic Administration 1. Materials a. Fayol ○ tangible object b. Weber 2. Machines 3. Manpower 3. Human Resources ○ people a. Parker Follet 4. Manager b. Mayo ○ the one who manages c. Lewin 5. Money 4. Behavioral Sciences 6. Moment a. Maslow ○ time b. Herzberg ○ scheduling c. McGregor d. Ouchi 3 Levels of Manager Not person to person but position to position 1. First-level Managers Example: Charge nurses ○ delegate or assign tasks to other nurses ○ in-charge for the whole shift Concerned in day-to-day activities ○ Example: Documentation ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA  NCM 119 | LECTURE | PRELIM THEORIES OF MANAGEMENT Classic Focuses on Traditional Administration Scientific Focuses on productivity Henri Fayol Management Father of the management Frederick W. Taylor process school Father of Scientific “A place for everything and Management everything in its place.” Changed the traditional Created the 14 principles of rule of thumb management “An organization is a Focuses on recording machine to be run efficiently.” 14 Principles of Management: ○ Efficient - quality 1. Division of work but short-time ○ Dividing tasks into ○ Effective - quality specialized roles but long-term 2. Authority and Responsibility Lilian Gilbreth & Frank Gilbreth ○ Focuses on order Emphasized the benefits of and organizes job satisfaction and 3. Discipline establishment of work ○ Time management standards, and the effects 4. Unity of Command of incentives, wage plans, ○ 1 person to follow and fatigue on work 5. Unity of Direction performance. ○ 1 common goal to ○ Proper follow compensation 6. Subordinate of individual ○ Enough workload interest to general interest ○ Work environment ○ Concern for the welfare of everyone Henry Gantt ○ Principle of triage Developed the Gantt Chart ○ Always listen to the ○ Time table boss ○ Distinguishes what is 7. Remuneration of personnel done and not yet ○ Compensation done 8. Centralization Concerned with problems ○ Top managers make of efficiency the decisions Refine previous work before 9. Scalar Chain introducing another work ○ Hierarchy 10. Order ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM 11. Equity not believe that a ○ Fairness person is qualified ○ No extreme for the position, they personalism may not accept the 12. Stability of tenure of person's authority personnel 13. Initiative Human Mary Parker Follet Relations Participative Decision - 14. Esprit de corps ○ Teamwork Making or Participative Management Max Weber “Father of Organization Elton Mayo Theory” Hawthorne Studies The basis for promotion is ○ The phenomenon of competence being observed Competence - basis for ○ If you know you are hiring and promoting an being observed, employee and decisions productivity should be done in an increases orderly and rational way Discovered that when based on rules and special attention is given to regulations. workers by management, productivity is likely to 3 Basis of Authority increase, regardless of 1. Traditional Authority changes in the working ○ "Rule of the king", condition. accepted since ○ Micromanagement things have always - too much into been that way. detail ○ Nakasanayan Kurt Lewin 2. Charisma Know your employee or ○ Inspirational quality staff’s personality a person possesses Democratic supervision Reviewed the study of 3. Rational, Legal Authority group dynamics; ○ Person maintained that groups demonstrates the have personalities. knowledge, skill, and Know the dynamics of the ability to fulfill the staff position ○ If subordinates do ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM Behavioral Abraham Maslow b. Hygiene (extrinsic) Science “Father of motivation” - Salary Hierarchy of Needs - Supervision ○ physiologic needs - Job security comes first - Positive working condition ○ Self-actualization is - Personal life when one is - Interpersonal relation / contented and had peers status already maximized their fullest potential Wanting needs Douglas McGregor Theory X (bad) and Theory Y (good) a. Theory X (bad) - Dislike work - Must be directed to do work - Avoid responsibility - Believe achievement is irrelevant - Dull and non-creative - Money-reason for Frederick Herzberg working Two-Factor-Theory or - Lack desire to improve Motivation-Hygiene quality Theory ○ Motivation - intrinsic b. Theory Y (good) internal - Work is natural factor - Exercise self-control ○ Hygiene - extrinsic - Enjoy responsibility external - Value achievement factor - With potential, imagination, and a. Motivators (intrinsic) creativity - Achievement - Wants to improve quality - Recognition - Responsibility - Advancement - Possibility for growth ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM William Ouchi Theory Z Focuses on a better way of motivating people through their involvement; a Japanese form / concept of organization Focus - 4 SOFT S's of Management 1. Staff - worker 2. Skills - capabilities of the organization 3. Style - cultural style of organization or how managers achieve goals 4. Subordinate goals - LEADER MANAGER guideposts (personnel) Do the right thing Do things right (morals / common (standards / rules) Blake Mouton Managerial Grid good) Effectiveness Efficiency 1. Country club management High - concern for people Goals & objectives Systems & structures Low - results Future-oriented Present-oriented People centered 2. Team management Long term view Short term view High - concern for people Seek change Seek order High - results Good management Innovate and develop Administer and maintain 3. Middle of the road management Balance Take risks Avoid risk 4. Impoverished management Low - concern for people Person-to-person Position-to-position influence influence Low - results Poor management Inspire people to Motivate people to 5. Produce or perish management change comply with standards Low - concern for people High - result ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM MANAGEMENT PROCESS Opportunities Nurse and physician Recruitment Referral patterns 1. PLANNING New programs New markets It is the predetermined course of action to Population growth an organization Improved technology “Failing to plan is planning to fail.” New facilities Threats Shortage of nurses KINDS OF PLANNING Decrease in patient satisfaction Decrease in insured STRATEGIC PLANNING patients Increase in accounts Long-term (3-5 years) receivable Decrease in demand PHASES OF STRATEGIC PLANNING for services Competition 1. Strategic Analysis Regulations identify problem / need first Litigations identify SWOT Legislative changes “Situational Analysis” Unionization External assessment — Loss of accreditation Opportunities & Threats Internal assessment — 2. Setting Strategic Direction Strengths & Weaknesses formulate the mission, vision, core values, philosophy, and SWOT ANALYSIS goals/objective Strength & Management Elements in Planning: Weaknesses development 1. Vision Statement Qualifications of staff - It is a compelling description of how the Abundance or scarcity organization will or should operate at of staff some point in the future and of how Medical staff expertise customers or clients are benefiting from Financial situation the products and services of the Marketing efforts organization. Marked share i. future role and function Facilities ii. with timeline (in year 20**) Location iii. Reason of “excellence” Quality of services ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM 2. Mission Statement 3. Action Planning - It is a brief written descriptions of the It is the process of laying out how purpose of the organization the strategic goals will be - Very brief to quiet comprehensive, accomplished carefully. including specific purpose statement Budgeting that is part of the overall mission ○ Fiscal Plan statement Aka “Budget Plan” - Values statement form part of the mission statement. Types of Budget i. Mission is the action taken to 1. Capital Budget attain the vision - budgets are associated with operating ii. Usually starts with a verb some major asset iii. Reason for “existence.” - Example: building, automobiles, furniture, computer 3. Values Statements i. Technology: MRI machines or CT - It is the overall priorities in how the scan organization will operate. Values ii. Yearly bought statements are focused on moral values (values that suggest overall priorities in 2. Operational Budget how people ought to act in the world) - Budgets are usually associated with - Example: integrity, respect, honesty major activities over the coming years, i. Also called “core values” including wages, salaries, and ii. Tytana: 6Cs compensations. i. A routine budget 4. Philosophy ii. Weekly or monthly - It articulates a vision and provides a statement of beliefs and values that direct one's practice OPERATIONAL PLANNING - Should be written and included in appropriate documents and reviewed Short-term (day-to-day) periodically. Routinely 5. Goals/Objectives - It is designed and worded as much as possible to be specific, measurable, acceptable to those working to achieve the goals, realistic, timely, extending the capabilities of those working to achieve the goals and rewarding to them as well. i. Should be SMART. ii. Goal: broad and general iii. Objective: specific ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM 2. ORGANIZING 3. Intensive Care (Category 3) Total care Formal authority Needs close attention and complete Scheduling (a responsibility of head nurse) care in most activities Patient Classification System Requires frequent and complex ○ common method for classifying treatments and medications patients according to the urgency With chest tubes or abdominal tubes of needs 4. Critical Care (Category 4) STAFFING / PATIENT CLASSIFICATION SYSTEM Highly-Specialized Care Unstable ○ ICU 1. Minimal Care (Category 1) ○ GCS 3 – deep coma Self-care Unconscious Requiring or awaiting diagnostic studies Acutely ill patients who have high level of Less frequent observation about to be dependency discharged Requires frequent evaluation and Non-emergency adjustments in therapy ○ Outpatient ○ Frequent V/S: q15mins ○ May-go-home (MGH) patients ○ Only check-ups ○ Patients for discharge STAFFING FORMULA ○ Waiting for diagnostic procedure Do not exhibit unusual symptoms 1. Level of Care needed Have stable vital signs Category 1-4 ○ 1 - municipal or baranggay; 2. Moderate Care (Category 2) community clinics Intermediate care ○ 2 - district hospital Moderately ill ○ 3 - tertiary Recovering from serious illness or ○ 4 - training center (POC, operation PGH, NKTI, NCH, LCP, PHC) Requiring nursing supervision and some assistance 2. NCH (Nursing Care Hours) Given ○ Post-operative patients - Duty hours Semi-conscious - Normal: 8 hours/day, 5 days/wk - 2 days off Level 1 x 1.50 Level 2 x 3.00 Level 3 x 6.00 Level 4 x 7.00 ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM 3. Working days and hour per year 6. Distribution by Shift AM - more nurses needed since laboratory tests are to be done 40 hours 213 working 1,704 working days per year hours per year Morning shift (AM) 45% 48 hours 265 working 2,120 working days per year hours per year Afternoon shift (PM) 37% Night shift (NOC) 18% 4. Relievers (due to the average 33 days per year of absences) TYPES OF MINIMAL MODERATE INTENSIVE CRITICAL HOSPITAL CARE CARE CARE CARE 40 hours 0.15 additional staff LEVEL 1 70 25 5 - 48 hours 0.12 additional staff LEVEL 2 65 30 5 - LEVEL 3 30 45 15 10 5. Ratio of Professional to Non-Professional LEVEL 4 10 25 45 20 Level RN NA EXAMPLE #1 1 0.55 0.45 2 0.60 0.40 Case: Find the number of nursing personnel needed for 100 patients in a tertiary hospital 3 0.65 0.35 (48 hours duty) 4 0.70 0.30 1. Categorize according to the level of Care (Patients x Level of care in the specific level of Professional nurse hospital) = ___ ○ Level 1 x 0.55 ○ Level 2 x 0.60 100 patients x 0.30 = 30 needing minimal ○ Level 3 x 0.65 care ○ Level 4 x 0.70 100 patients x 0.45 = 45 needing moderate care Nurse assistant 100 patients x 0.15 = 15 needing intensive ○ Level 1 x 0.45 care ○ Level 2 x 0.40 100 patients x 0.10 = 10 needing critical ○ Level 3 x 0.35 care ○ Level 4 x 0.30 ○ The total should be 100 ○ Tertiary hospital is Level 3 ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM 2. NCH per day 7. Distribute by Shifts (Level of care in specific level of hospital in (Step 6 employees x shift constant) = step 1 x constant NCH) = ___ ___ 43 RN x 0.45= 19 for AM shift 30 x 1.50= 45 NCH/day 23 NA x 0.45= 10 for AM shift 45 × 3.00= 135 NCH/day 15 × 6.00= 90 NCH/day 43 RN x 0.37= 16 for PM shift 10 x 7.00= 70 NCH/day 23 NA x 0.37= 9 for PM shift Total = 340 NCH/year 43 RN x 0.18= 8 for Night shift 3. NCH per year 23 NA x 0.18= 4 for Night shift (NCH per year x 365 days) = ___ 340 NCH/year x 365 days = 124,100 NCH/year EXAMPLE #2 4. Working hours Case: Find the number of nursing personnel (Given hours in step 3) needed for 80 patients in a tertiary hospital 8 hours/day x 265 working days/year= (40 hours duty) 2,120 working hours/year 1. Categorize according to the level of Care The given was 48 hours (Patients x Level of care in the specific level of hospital) = ___ 5. Total of Personnel Needed 80 patients x 0.30 = 24 needing (Step 3 ÷ Step 4) = ___ minimal care 124,100 NCH/year ÷ 2,120 working 80 patients x 0.45 = 36 needing hrs/year = 58.54 or 59 moderate care 80 patients x 0.15 = 12 needing Relievers: 59 x 0.12 = 7 intensive care (TNP x number of hours in relievers) = 80 patients x 0.10 = 8 needing ___ critical care ○ Total Nursing Personnel Needed: Total = 80 59 + 7 = 66 ○ (TNP + Relievers ) = ___ 2. NCH per day (Level of care in specific level of 6. Ratio of Professionals to hospital in step 1 x constant NCH) = Non-Professionals (Tertiary) ___ (TNP x constant) = ___ 24 x 1.50= 45 NCH/day 66 x 0.65 = 43 professional nurses 36 × 3.00= 135 NCH/day 66 x 0.35 = 23 nursing attendants 12 × 6.00= 90 NCH/day 8 x 7.00= 70 NCH/day Total = 272 NCH/year ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM 3. NCH per year NURSING CARE MODALITIES (NCH per year x 365 days) = ___ 272 NCH/year x 365 days = 99,280 1. Functional Nursing NCH/year ○ Own assigned task or work for nurses 4. Working hours Only does a specific task: (Given hours in step 3) V/S, medication, or 8 hours/day x 213 working days/year= treatment modality 1,704 working hours/year ○ Uses scientific management, emphasizes efficiency, division of 5. Total of Personnel Needed labor, and rigid controls. (Step 3 ÷ Step 4) = ___ 99,280 NCH/year ÷ 1704 working ADVANTAGES DISADVANTAGES hrs/year = 58.26 or 58 Efficiency Managerial Relievers: 58 x 0.15 = 8.7 or 9 Least costly work done by (TNP x number of hours in relievers) = Requires less nurses ___ RNs Patient care Total Nursing Personnel Needed: 58 + 9 = done by nurse's 67 aides ( TNP + Relievers ) = ___ Fragmented (chop-chop) 6. Ratio of Professionals to and Non-Professionals (Tertiary) depersonalized (TNP x constant) = ___ care 67 x 0.65 = 44 professional nurses Nurse-patient 67 x 0.35 = 23 nursing attendants relationship is not fully 7. Distribute by Shifts developed (employees x shift constant) = ___ No sense of accountability 44 RN x 0.45= 19.8 or 20 for AM shift 23 NA x 0.45= 10 for AM shift 2. Primary Nursing ○ One nurse for all the task or work 44 RN x 0.37= 16.28 or 16 for PM shift ○ Philosophy: patients should be the 23 NA x 0.37= 8.51 or 9 for PM shift focus of RNs ○ Features: RN gives total patient 44 RN x 0.18= 7.92 or 8 for Night shift care to 4-6 patients (responsible 24 23 NA x 0.18= 4.14 or 4 for Night shift hours for the patient throughout hospitalization) ○ It requires more nurses ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM ADVANTAGES DISADVANTAGES 4. Modular Nursing ○ Modification of team and primary RNs give total Nurse's nursing patient care talents ○ Uses smaller teams for Primary nurse on confined geographically grouped patients call (24 hours) only to a ○ RN provides nursing care with the Associate nurse limited assistance of aides / nursing aids works with patient number of Also called non-nursing when primary patients personnels or nurse is off-duty High-costly paraprofessionals Accountability in place ADVANTAGES DISADVANTAGES Continuity of care is facilitated Useful when Technical there are only aspects of care few RNs done by para- 3. Team Nursing RNs plan care professionals ○ The team is led by a professional or More time may technical nurse who plans, be spent for interprets, coordinates, supervises, direct care and evaluates the nursing care. (RNs can be ○ One eligible nurse assigned in aided by para- delegating task (leader) professionals) ○ Teamwork ADVANTAGES DISADVANTAGES 5. Case Nursing ○ 1:1 nurse-patient Team effort Coordination of ○ Each patient is assigned to a nurse Frees patient delegated work for total patient care coordinator to needs time Example: Private Duty Nurse manage the Team conferences (PDN) unit are Assigned in ICU, CCU, NICU, Nursing care time-consuming PICU, SICU, PACU conferences (main feature) ADVANTAGES DISADVANTAGES help solve problems and Total patient Different nurse, develop staff care different shifts, Nursing Care different days Plan (another main feature) ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM ORGANIZATIONAL STRUCTURE Control and are many supervision will managers become easy It is difficult to Line of authority and coordinate the Chart convenient activities of Solid line - direct relationship The manager different levels. Broken line - not directed but gets more time There is strict coordinating relationship to plan and supervision. organize the It is not suitable future for routine and activities standardized The efforts of jobs. subordinates Managers may can be easily become more coordinated. dominating. It encourages development of staff There is mutual trust between A. Tall organizational structure superior and Vertical subordinates Centralized The decision making is always on B. Flat organizational structure the top Horizontal Autocratic Decentralized The power of decision making is ADVANTAGES DISADVANTAGES equal The quality of It creates many ADVANTAGES DISADVANTAGES performance levels of will improve management Less costly There are due to close There are many because it has chances of supervision delays and only a few losing control Discipline will distortion in managers. because there improve communication It creates fewer are many Superior- Decisions and levels of subordinates Subordinate actions are management. under one relations will delayed Quick decisions manager. improve Very costly and actions The discipline because there can be taken. in the ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM Fast and clear organization communication may be bad. is possible. The relations Subordinates between the are free from superiors and close and strict subordinates supervision and may be bad. control. There may be It is more problems with suitable for teamwork. routine and It may create standardized problems of activities. coordination Superiors may between not be too various dominating. subordinates. Efficient and experienced superiors are required to manage a large number of subordinates. It may not be suitable for complex activities. ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM 3. DIRECTING 4. CONTROLLING MAIN TOPIC Description SUB TOPIC Description UNDER SUBTOPIC Description KEY TERMS ☆ key term - definition Terminology Description ★ MUST TO KNOW This file Term 1 Description 4. Example TITLE TITLE ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA NCM 119 | LECTURE | PRELIM ALBIOLA - FAUSTO - QUIMZON - QUINDOZA - UGA