Nursing Leadership and Management PDF

 NURSING LEADERSHIP and MANAGEMENT LEADERSHIP  Viewed by some as one of managements many function -It is a universal process -use in business, practice of one’s profession and even day to day personal affairs -The process of coordinating and supervising personnel and resources to accomplis...

 NURSING LEADERSHIP and MANAGEMENT LEADERSHIP  Viewed by some as one of managements many function -It is a universal process -use in business, practice of one’s profession and even day to day personal affairs -The process of coordinating and supervising personnel and resources to accomplish organizational goals.  Manager A person who has responsibility for the activities of other people in an organization.  THREE-FOLD CONCEPT TO EMPHASIZE THE BROADER SCOPE OF MANAGEMENT, (HARBIZON AND MYERS) Economic source System of authority, Class and status system  THREE-FOLD CONCEPT TO EMPHASIZE THE BROADER SCOPE OF MANAGEMENT, (HARBIZON AND MYERS) Economic source is one of the factors of production together with land, and capital. Industrialization increases, management is substituted by labor and capital. Management of a firm determines to a large extent, its productivity and profitability.  THREE-FOLD CONCEPT TO EMPHASIZE THE BROADER SCOPE OF MANAGEMENT, (HARBIZON AND MYERS) System of authority, management first develops with top individuals determining the course of action for the rank and file. The constitutional management emphasizes definite and consistent concern for policies and procedures in dealing with the working group. A line toward a democratic and participative approach follows as employee receive higher education.  THREE-FOLD CONCEPT TO EMPHASIZE THE BROADER SCOPE OF MANAGEMENT, (HARBIZON AND MYERS) Class and status system this is from sociologist’s point of view that managers have become an elite group of brains and education. This class is based on education and knowledge. Managers continue to expand their horizons in an effort to attain the ultimate in life or goal.  ROLE OF MANAGER INTERPERSONAL INFORMATIONAL DECISIONAL  INTERPERSONAL Symbol Leader Liaison  INFORMATIONAL Monitors Disseminates As spokes person  DECISIONAL Entrepreneur or Innovator Trouble shooter Theories of Management  FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT Traditional “Rule of Thumb” means organizing work must be replaced with scientific methods. Give allotted time to workers in accomplishing their task. Workers can be hired, trained and promoted based on their competence and abilities.  FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT Employees are entitled of receiving financial rewards, and incentives for worked accomplished because he viewed humans as “economic animals’ motivated solely by money. Maintain good interpersonal relationship between the workers and managers they should be cooperative and interdependent and the work should be shared equally.  SCIENTIFIC MANAGEMENT. Frederick Taylor father of scientific management - How people work -theories of management do not remain static.  Taylor’s system of work improvement consisting of the following steps: controlled observation of the worker’s performance through time and motion study Scientific selection of the best man or woman to perform each job. Training the selected worker to perform job task. Paying the worker to a differential rate. Appointing a few of the most highly skilled workers to managerial positions and to planning and preparing the task of workers. Appointing a foremen for each aspect of the work.  FRANK GILBRETH AND LILLIAN GILBRETH They emphasized the benefits of job simplification and the establishment of work standards, as well as the effects of the incentive wage plans and fatigue on work performance. The Gilbreths were among the first to use motion-picture films to analyze worker’s motion. Lillian Gilbreth is known as the first lady of management.  HENRY GANTT Developed Gantt Chart Advocates for humanitarian management CONCERNED WITH PROBLEMS OF EFFICIENCY. HE CONTRIBUTED TO SCIENTIFIC MANAGEMENT BY REFINING PERVIOUS WORK RATHER THAN INTRODUCING A NEW TOPIC. CLASSICAL ORGANIZATION THEORIES  HENRY FAYOL PROCESS MANAGEMENT.-PLANNING, ORGANIZING, COORDINATING, AND CONTROLLING KNOWN AS THE “FATHER OF THE MANAGEMENT PROCESS SCHOOL” HE STUDIED THE FUNCTIONS OF THE MANAGERS AND CONCLUDED THAT MANAGEMENT IS UNIVERSAL.  Fayol’s 14 principle of management =division of work =authority and responsibility =discipline =unity of command  =unity of direction =subordinate of individual interest to general interest =remuneration of personnel =centralization =scalar chain(Line of Authority) =order =equity =stability of tenure of personnel =initiative =esprit de corps (pride and honor shared by the members of the group)  MANAGEMENT PROCESS Planning it is determining philosophy, goals and objective, policies, procedures and rules. Organizing it includes establishing the organizational structure to carry out plans. Determining the most appropriate type of patient care delivery.  MANAGEMENT PROCESS Staffing functions consist of recruiting interviewing, hiring and orienting staff. Directing it includes several staffing functions such as motivating, managing conflict. Delegating, communicating, facilitating collaboration. Controlling functions include performance appraisals. Fiscal accountability, quality control, legal and ethical control.  MAX WEBBER is the “Father of Organizational Management” He developed the organizational chart. According to him there are 3 types of authority: traditional, charismatic and rational authority.  LYNDALL URWICK she combined the theories of Taylor and Fayol to develop the classic Organizational Theory”, popularized the term “span of control and unity of command. HUMAN RELATION MANAGEMENT  MARY FOLLET Mary Parker Follett (1926) one of the first theorist to suggest basic principles of what today would be called participative decision making or participative management Managers should have authority with one another, rather than over employees, that solution could be easily be found that could satisfied both employee without dominating each other.  ELTON MAYO They found out that if workers give special attention productivity increases, regardless of the environmental conditions. This Hawthorne effect shown that people respond that they are being studied, they felt that whatever behavior they attempted they still continue to warrant attention. Employee knows that they are being evaluated by management.  JACOB MORENO He developed a system of pairings called Sociometry, believes that people are attracted to, repulsed by or just indifferent towards each other. BEHAVIORAL SCIENCE  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 satisfied.  *FREDERICK HERZBERG PROPOSED TWO-FACTOR MOTIVATIONAL NEED THEORY: >HYGIENE FACTORS ARE TERMED “DISSATISFIERS” >MOTIVATING FACTORS ARE TERMED “SATISFIERS”  DOUGLAS MCGREGOR Douglas McGregor (1960) theorizing that managerial attitude about employees this could be correlated to employee’s satisfaction. He labeled Theory X and theory Y  WILLIAM BLAKE develop the Managerial Grid Types of Managers in Managerial Grid Impoverish Manager Country Club Manager Organizational Man Manager Authority Obedient Manager Team Manager  1.9 COUNTRY CLUB 9.9 TEAM MANAGEMENT MANAGEMENT Work accomplishment is Thoughtful attention to needs from committed people: of people for satisfying interdependence relationship 5.5 ORGANIZATION MAN MANAGEMENT - Adequate organization performance is possible through balancing 9.1 AUTHORITY OBEDIENCE 1.1 IMPOVERISHED - Efficiency in operation MANAGEMENT results from arranging - Exertion of minimum effort to conditions of work in such get required work done in away that human elements appropriate to sustain interfere to a minimum organization membership. degree.  TYPES OF MANAGERS IN MANAGERIAL GRID Impoverish Manager - Low Production and Low People Middle-Of-The-Road Leadership - Medium Production and Medium People Produce or Perish Leadership- High Production and Low People Country Club Style Leadership - High People and Low Production Team Manager - High Production and High People CONTEMPORARY MANAGEMENT  Levels of Management Top Level Manager – look at the overall operation of the organization. Middle Level Manager – coordinates activities of different department First Level Manager – directly responsible for the actual production of services.  SKILLS OF A MANAGER Technical – relate to the proficiency in performing an activity in the correct manner w/ right technique. Human – dealing w/ the people and how to get along w/ them Conceptual – ability to see individual matters as they relate to the total picture & to dev creative ways of identifying pertinent factors, responding to the big prob, and discarding irrelevant facts  According to Summer Knowledge factors refer to ideas, concepts, or principles that can be expressed and are accepted because they have logical proofs. Attitude factors relate to those beliefs, feelings, and values that may be used on emotions and may not be subjected to conscious verbalization. Ability factor skill, art, judgement, and wisdom. They abstract factors but they direct one’s thinking to factors that can be developed by the individual manager who takes time to consider them.  ROLES OF A MANAGER Interpersonal Conceptual Decisional LEADERSHIP  LEADERSHIP is the act of influencing group to follow a certain course of action. A process of influence in which the leader influences others toward goal achievement. Is about creating change. It involves establishing a direction, aligning people through empowerment , motivating and inspiring them toward producing useful change and achieving the mission.  NURSING LEADERSHIP process whereby nurse influences one or more persons to achieve a specific goal in the provision of quality nursing care  COMPARISON BETWEEN LEADER AND MANAGER MANAGER  Are assigned a position by the organization.  Have a legitimate source of power due to delegated authority that accompanies their position  Have a specific duties and responsibilities they are expected to carry out.  Manipulate people, the environment, money, time, and other resources to achieve the goals of the organization.  Have a greater format responsibility and accountability for rationality and control than leaders.  Direct willing and unwilling subordinates.  COMPARISON BETWEEN LEADER AND MANAGER LEADER  Often do not have delegated authority but obtain power through other means, such as influence.  Have a wider variety of roles than managers.  Focus on group process, information gathering, feedback, and empowering others.  May or may not be part of the formal hierarchy of the organization.  Emphasize interpersonal relationship  Direct willing followers  Have goals that may or may not reflect those of the organization.  Great Man theory: (1900-1940) Leaders are born. Leaders display both instrumental (technical) and supportive (socially oriented) leadership behavior Great leaders arise when situation demands it.  Trait Theory Traits are inherent (before). Traits can be learned (now) Identified traits: energy, affection, enthusiasm, ambition, aggressiveness, decisiveness, self-assurance, self-confidence, friendliness, affection, honesty, fairness, loyalty, dependability, technical mastery, teaching skill.  Charismatic Theory Leaders possess charisma (an inspirational quality that some leaders possess that makes others feel better in their presence.)  Situational Theory Traits required of a leader differ according to varying situations (variables) 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, 1960s) According to Fiedler no leadership style is ideal for every situation. The interrelationship between the group’s leader and its members were most influenced by the manager’s ability to be a good leader.  Contingency Theory 3 aspects of a situation that structure the leaders Leader-member relations- assessed through Group Atmosphere Scale 8 7 6 5 4 3 2 1 Friendly unfriendly Accepting rejecting Satisfying frustrating Enthusiastic unenthusiastic Productive non productive Warm cold Cooperative uncooperative Supportive hostile Interesting boring Successful unsuccessful  Contingency Theory 3 aspects of a situation that structure the leaders Task structure: High if it’s easy to define and measure a task Low if it’s difficult to define a task and to measure progress toward its completion 4 criteria to determine the degree of task structure: goal clarity; extent to which a decision can be verified knowing who is responsible for what; multiplicity of goal paths, number of solutions specificity of solution, number of correct answers  Contingency Theory 3 aspects of a situation that structure the leaders Position power- authority inherent in a position (use rewards and punishment) Fiedler says that one can predict the most productive leadership styles Task is structured, leader disliked, then diplomatic Task is ambiguous, leader is liked, then seek cooperation Accepting, considerate leadership style probably will be most productive  Path goal Theory People act as they do because they expect their behavior to produce satisfactory results Structured activities were more productive and successful  Situational Leadership Theory (Paul Hersey & Kenneth Blanchard) Predicts the most appropriate leadership style from the level of maturity of the followers through the four quadrant model, a horizontal continuum registers low emphasis on the accomplishment of tasks on the left side to emphasis on task behavior on the right side The vertical continuum depicts low emphasis on interpersonal relationships at the bottom to high emphasis on relationships at the top  Situational Leadership Theory (Paul Hersey & Kenneth Blanchard) The lower left quadrant represents laissez -faire type of leadership with little concern for production or relationships  LEADERSHIP STYLES BY HERSEY & BLANCHARD DIRECTING STYLE: This is a high task, low relationship style and is effective when subordinates are low in motivation and ability COACHING STYLE: This is a high-task, high relationship style and is effective when subordinates have adequate motivation but low ability  LEADERSHIP STYLES BY HERSEY & BLANCHARD SUPPORTING STYLE: This is a low-task, high-relationship style and is effective when subordinates have adequate ability but low motivation DELEGATING STYLE: This is a low-task, low-relationship style and is effective when subordinates are very high in ability and motivation.  Transactional Theory Exchange posture that identifies needs of followers and provides rewards to meet those needs in exchange for expected performances Leaders focuses on a day-to-day operation  BEHAVIORAL THEORY Is a management philosophy that evaluates leaders according to the actions they display in the work place. To be effective leader is to learn a certain set of behaviors. A leadership theory developed, researchers changed from studying what traits the leader had and placed emphasis on what he or she did, the leadership style of leadership.  LEADERSHIP STYLES 1.AUTHORITARIAN – rigid leader and uses leadership role as an instrument of power. Makes all decision Strong control is maintained over the work group Others are motivated by coercion Others are directed with command  LEADERSHIP STYLES 2.DEMOCRATIC – FAIR AND LOGICAL USES THE LEADERSHIP ROLE TO STIMULATE OTHERS TO ACHIEVE COLLECTIVE GOAL =LESS CONTROL IS MAINTAINED =ECONOMIC AND EGO AWARDS ARE USED TO MOTIVATE =OTHERS ARE DIRECTED THROUGH SUGGESTION AND GUIDANCE  LEADERSHIP STYLES 3.LAISSEZ- FAIR - PASSIVE AND UNPRODUCTIVE, USUALLY ASSUMES THE ROLE OF PARTICIPANT - OBSERVER AND EXERTS A LITTLE CONTROL OR GUIDANCE. CONTEMPORARY LEADERSHIP  TRANSFORMATIONAL THEORY Promotes employee development Attends to needs and motives of followers Inspires through optimism Influences changes in perception Provides intellectual stimulation Encourages followers’ creativity  POWER ability to impose the will of one person or group to bring certain behaviors in other person or groups.  POWER Reward Power it is the leader or manager’s 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.  POWER Referent Power is 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. Their expertise gains people respect and compliance.  POWER 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.  THANK YOU HAVE A NICE DAY KEEP SAFE ALWAYS 7:00 TO 8:00 PM