Nursing Leadership & Management PDF

PEDERNAL, G.R.P. | UDM – BATCH 2025 IMPORTANCE OF LEADERSHIP AND MANAGEMENT IN NURSING LEADER Learn to work well, or effectively c̄ other people...

PEDERNAL, G.R.P. | UDM – BATCH 2025 IMPORTANCE OF LEADERSHIP AND MANAGEMENT IN NURSING LEADER Learn to work well, or effectively c̄ other people “WHAT IS A LEADER?” Nurses work with variety of people (e.g., Physicians, Respiratory Therapist, PT, An Innovator A Problem Solver Speaks in Performance Social Workers, Psychologists, Technicians, Aides, Unit Managers, Housekeepers, A Coach Manages Quality Makes Decision Clients and their Families) A Politician Manages Chemistry Takes Risk Collaborative Action is the new NORM in Nursing A Salesperson Manages Goals o Shifted from the Top-down order giving A Communicator Manages Numbers o Former NORM: Nurses (Staff) take direction from physicians or senior nurses or Javier (2020) “head”/ “charge” nurses Coaching is when the leader builds a vision and direct their team to achieve the vision Professional nursing image and success depends on poise and influence Leaders are in the front, moving forward, taking risks, and challenging the status demonstrated in decision-making, engaging with others quo. o Requires effective leading, managing and following behaviors A person who influences and guides direction, opinion, and course of action o Observed by patients, families, supervisors, and others first-handedly and allow A person’s behavior determines if he or she occupies a leadership position them to gain confidence in their abilities. CHARACTERISTICS OF LEADERS Professional Image ≠ Ability to perform clinical procedures 1) Leaders often do not have delegated authority but obtain their power through other LEADERSHIP means (e.g., Influence) DEFINITIONS OF LEADERSHIP 2) Leaders have a wider variety of roles than do managers Bennis “Leadership is like beauty, hard to define but you know 3) Leaders may or may not be part of the formal organization it when you see it.” 4) Leaders focus on group process, information gathering, feedback, and empowering Henry Mintzberg “Leadership, like swimming, cannot be learnt by reading others about it.” 5) Leaders emphasize interpersonal relationships Chapin (1924) “A point of polarization for group cooperation” 6) Leaders direct willing followers Burns (2003) “Master discipline that illuminates some of the toughest 7) Leaders have goals that may or may not reflect those of the organization problems of human needs and social change” LEADERSHIP IN NURSING Bitpipe (2006) “Leadership is management skill that focuses on the Process of engaged decision making linked c̄ actions taken in the face of complex, development and deployment of vision, mission, and unchartered, or perilous circumstances present in clinical situations for which no strategy as well as creation of a motivated workforce” standardized solution exists. Sashkin &Sashkin “Leadership that matters is the critical factor that makes a (2003) difference in people’s lives and organization’s Leaders assesses the context surrounding the situation, creates and adapts strategies success” based on scientific evidence and tacit knowledge, and guides others to broad-based Drucker (2001) “One does not ‘manage’ people. The task is to lead outcomes that alleviate risk and harm at a minimum people” Knowledge expansion and the array of tx interventions available to pt have grown Having a vision and getting people to follow, using the art of persuasion beyond what a ‘command-and-control’ model can accommodate in traditional hierarchically led organizations “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)” 1  o Patient Acuity – requires immediate and autonomous responses separated from TRAIT THEORY OF LEADERSHIP those preassigned Leadership style that focuses on identifying different personality traits and ▪ Refers to the severity of an illness or medical condition that is used to characteristics that are linked to successful leadership across a variety of situations designate w/c pt should be seen first Basis for most leadership research until 1940s Healthcare is now delivered in a COLLABORATIVE and THE GREATMAN THEORY/ TRAIT THEORIES (1900 – 1940) INTERPROFESSIONAL manner, c̄ select roles serving as an information and Founded by Thomas Carlyle care coordination conduit Assumed that all leaders were MEN and all were great THREE IMPORTANT COMPETENCIES TO DEVELOP TO LEAD Carlyle’s theory of leadership based on the rationale that 1) Ability to diagnose or understand the situation you want to influence o Certain traits produce certain patterns of behavior 2) Adaptation to allow your behaviors and other resources to close the gap o Patterns are consistent across different situations between the current situation and what you are hoping to achieve o People are “BORN” with leadership skills 3)  Communication  Leadership trait theory is the idea that people are born with certain character Hersey & Campbell (2004) traits or qualities “No matter how much you diagnose or adapt, if you cannot communicate o These ‘certain’ traits are associated with proficient leadership effectively, you will probably not meet your goal” o Ability to identify people with the correct traits will allow you to identify HISTORICAL DEVELOPMENT OF LEADERSHIP THEORY leaders and people with leadership potential (1900 – PRESENT) THREE MAIN ASSUMPTIONS OF TRAIT THEORY WHAT IS LEADERSHIP STYLE? 1. Leaders are born not made The behavioral patterns that a leader adopt to influence the behavior of his 2. Some traits are particularly suitable to leadership followers 3. People who make good leaders have the right combination of traits Power Orientation Could be defined as trait theory’s childhood Leadership as Continuum A philosophical theory that aims to explain history by the impact of “great men” or heroes with certain characteristics Employee-Production KURT LEWIN’S THREE LEADERSHIP STYLES Behavioral Orientation Approach Related to forces within the leader LEADERSHIP Likert's Management System Within the group members STYLES Managerial Grid Within situation STYLE DESCRIPTION LEADER TRAITS Tridimensional Grid Autocratic/ The leaders make 1) Strong Control is maintained over Authoritative decisions alone the work group Fiedler's Contingency Model Task 2) Others are motivated by coercion Situational Hersey and Blanchard's Accomplishment > 3) Others are directed by commands Approach Situational Model Concern for People 4) Communication flows downward Promote Hostility, 5) Decision-making do not involve Path-Goal Model Aggression or others Apathy and to 6) Emphasizes on the difference in decrease initiative status (“I” and “You”) 7) Criticism is PUNITIVE “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  Democratic The leaders involved 1) Less control is maintained BEHAVIORAL LEADERSHIP THEORIES their followers in the 2) Economic and ego awards are used Argues that the success of a leader is based on their behavior than natural decision-making to motivate attributes process 3) Others are directed through Involves observing and evaluating a leader’s actions and behaviors when they are They are people- suggestions and guidance responding to a specific situation oriented and focus on 4) Communication flows up and “Leaders are MADE, NOT BORN” human relations and down teamwork 5) Decision-making involves others Anyone can become effective leader if they are able to learn and implement certain INCREASED 6) Emphasis is on “WE” than “I” behaviors. PRODUCTIVITY and “You” Robert Tannenbaum and Warren H. Schmidt – Leadership behavior could exist and JOB 7) Criticism is constructive on a continuum reflecting different amounts of employee participation SATISFACTION o One leader might be autocratic (boss-centered), another democratic Laissez-Faire Non-Directed 1) Is permissive, with little or no (subordinate-centered), and a third mix of the two styles Leadership control Ohio State Model of One of the theoretical bases of the study The leaders are loose 2) Motivates by support when Leadership Developed based on a study on leadership initiated in and permissive and requested by the group or Behavior 1945 by the Bureau of Business Research at the abstain from leading individuals Ohio University to identify various dimensions of their staff 3) Provides little or no direction leader behavior Fosters freedom for 4) Uses upward and downward Dimensions: everyone and communication between members 1. Initiating Structure (Concern for the Task) everyone want to feel of the group 2. Consideration (Concern for the People) good 5) Dispenses decision throughout the University of Identify leader behaviors that contributed to effective LOW group Michigan group performance PRODUCTIVITY 6) Places emphasis on the group Concluded four categories of leadership behavior and EMPLOYEE 7) Does not criticize related to effective performance FRUSTRATIONS 1. Leader Support 2. Interaction Facilitation 3. Goal Emphasis “The ultimate best leadership style is the one facilitating the 4. Work Facilitation understanding of which behavior or group of behaviors that The Leadership Robert Blake and Jane Mouton of the University increases our ability to predict our subordinate’s behaviors, in any Grid of Texas given context” Two-dimensional leadership theory Builds on the work of the Ohio and Michigan State Studies WHAT IS LEADERSHIP BEHAVIOR? Consists of two behavioral considerations 1. Concern for Production – Similar to Conditioned situation that one can have a specific response to specific stimuli employee-centered and consideration behavior 2. Concern for People – Comparable to job- centered and initiating structure behavior “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  DIFFERENT BEHAVIORS OF LEADERS to perform at best and shows confidence that 1. People-Oriented Leaders 6. Dictatorial Leaders subordinates will perform well 2. Task-Oriented Leaders 7. Country Club Leaders 4. Participative Leadership – Leader who consults 3. Participative Leaders 8. Sound Leaders with subordinates and asks for their 4. Status-quo Leaders 9. Opportunistic Leaders suggestions before deciding 5. Indifferent Leaders 10. Paternalistic Leaders Two Situational Variables SITUATIONAL AND CONTINGENCY LEADERSHIP THEORIES 1. Subordinate Characteristics – Include Ability (1950 – 1980) (For Esteem and Self-Actualization) and Leadership style should vary to the situation or the individual involved Personality Traits (Authoritarianism, close- mindedness) Suggested by Mary Parker Follet 2. Task Characteristics – Includes simple vs. Contingency Theory – Manager’s ability to lead depends on the factors in each difficult, stressful vs. non-stressful, dull vs situation interesting, and safe vs. dangerous task “A manager cannot apply one effective leadership style to every Vroom and Define five (5) different decision procedures. situation” Yetton’s o Autocratic (A1 and A2) Leadership style is tailored to the situation given the factors with which he is Normative Theory ▪ A1 – Takes known information and decides presented. alone “Sometimes a leader will succeed and sometimes he will fail” ▪ A2 – Gets information from followers and THEORIES DESCRIBING SITUATIONAL LEADERSHIP decides alone Fiedler’s Proposes that the effectiveness of a leader or the o Consultative (C1 and C2) Contingency organization is contingent on two elements ▪ C1 – Shares problem with followers Theory 1. Leader’s Motivational Structures or Leadership individually, listens to ideas and decides alone Style ▪ C2 – Shares problem with the followers as a 2. Degree to which the leadership situation provides group, listens to ideas and decides alone the leader with control and influence over the o Group-based (G2) outcomes ▪ G2 – Shares problems with followers as a group House Path-Goal House suggests that the leader should make desired and then seeks and accepts consensus agreement Theory rewards available (goal) and clarify for the subordinate the kinds of behavior that will lead to the reward HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY (SLT) (path) (1977) FOUR TYPES OF LEADER BEHAVIOR The general belief of situational leadership theories in that leaders are products of 1. Directive Leadership – Leader who informs real situations than gifts of nature subordinates what is expected of them and Mainly focuses on task requirements, peer’s expectation and behavior, employee’s provides specific guidelines characteristics, expectations, and behavior, organizational culture and policies, etc. 2. Supportive Leadership – Leader who is friendly Successful leadership is achieved by selecting the right leadership style which is and approachable and shows concerns for the status, well-being, and personal needs of the contingent on the follower’s maturity level. subordinates o Maturity – Refers to the ability and willingness of people to take responsibility 3. Achievement-Oriented Leadership – Leader for directing their own behavior who sets challenging goals, expected subordinates Tridimensional leadership effectiveness model predicts which leadership style is most appropriate in each situation based on the level of the follower’s maturity. “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  CONTEMPORARY LEADERSHIP TRANSFORMATIONAL LEADERSHIP Inspirational Motivation Developed a 4-part model o Directing – The Employee is new to a task or job Transformational Intellectual Idealised o Coaching – The stage in which the employee is doing the task tentatively and Influence Leadership Stimulation probably not perfectly o Supporting – The Employee knows the task but lacks some confidence o Delegating – The Employee is up to speed and can handle the job “As people mature leadership style become less task-focused and more relationship Individualised oriented” Consideration Leads employees by aligning employee goals with the leader’s goals Style of leadership where the leader, along with his/her team can identify the challenges ahead, resources available and build a long-term vision for the team and is constantly engaging and involving the employees to perform to the best of their abilities and grow professionally and personally in the process TRANSFORMATIONAL LEADERS Portrays leaders as charismatic or visionary individuals who seek to overturn the status quo and bring about radical change Leaders use the force of their personality to motivate followers to identify with the leader’s vision and to sacrifice their self-interest in favor of that of the group or organization. Leaders are more concerned with the well-being of the members of the group Uses four tools to influence employees and create commitment to the company goals TANNENBAUM AND SCHMIDT (1958) 1. Charisma – Behaviors leaders demonstrate that inspire confidence, Built on the work of Lewin and White believe that “Primary Determinants of commitment, and admiration towards the leader Leadership Styles should include the nature of situation, the skills of the 2. Inspirational Motivation – Come up with a vision that is inspiring to others, manager, and the abilities of the group members” – Inspires people to move in the right direction a. Idealized Influence – Has a huge on people who follow them – Requires that they always behave impeccably, thinks beyond call of duty and delivers their best “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  3. Intellectual Stimulation – A mark of a transformational leader 4. Laissez- Provides an environment where the subordinates get – Stimulates his own subordinates intellectually Faire many opportunities to make decisions – Challenges organizational norms and status quo and The leader abdicates responsibilities and avoids making encourages employees to think creatively and work harder decisions and therefore the group often lacks direction 4. Individual Consideration – Shows personal care and concern for the well- ASSUMPTIONS OF TRANSACTIONAL THEORY being of their followers Employees are motivated by reward and punishment TRANSACTIONAL LEADERSHIP THEORY The subordinates must obey the orders of the superior First described by Max Weber in 1947 and by Bernard Bass in 1981. The subordinates are not self-motivated. They must be closely monitored and Often used by managers. controlled to get the work done from them Focuses on the basic management process of controlling, organizing, and short- DIFFERENCE BETWEEN TRANSFORMATIONAL AND term planning TRANSACTIONAL LEADERSHIP Involves motivating and directing followers primarily through appealing to their Transactional Leadership Transformational Leadership own self-interest Leadership is responsive Leadership is proactive The main goal of the follower is to obey the instructions of the leader Works within the organizational culture Works to change the organizational culture by implementing new ideas Can be mentioned as “telling style” Leaders makes employees achieve Leaders motivate and empower TRANSACTIONAL LEADERS organizational objectives through employees to achieve the company’s Power is from their formal authority and responsibility in the organization rewards and punishment objectives by appealing to higher ideals Believes in motivating through a system of rewards and punishment and moral values Exchange between leader and follower takes place to achieve routine performance goals o Involves four dimensions Zaleznik (1992) 1. Contingent Links the goal to rewards, clarify expectations, provide Rewards necessary resources, set mutually agreed upon goals, and “Managers tend to adopt more transactional styles whereas leaders are provide various kinds of rewards for successful performance more inclined to be creative, inspiring and transformational in their Rewarding employees for their accomplishments behavior and outlook” Sets SMART (Specific, Measurable, Attainable, Realistic, and Timely) goals for their subordinates 2. Active Actively monitors the work of their subordinates, watch INTERACTIONAL LEADERSHIP THEORY Management for deviations from rules and standards and taking Leadership behavior is generally determined by the relationship between the by Exception corrective action to prevent mistakes leader’s personality and the specific situation Leaving employees to do their jobs without interference, Schein (1970) – First to propose a model of humans as complex beings whose but at the same time proactively predicting potential working environments was an open system to which they responded problems and preventing them from occurring ASSUMPTIONS 3. Passive Intervene only when standards are not met or when the 1. People are very complex and highly variable. They have multiple motives for doing Management performance is not per the expectations things by Exception May use punishment as a response to unacceptable 2. People’s motives do not stay constant but change over time performance 3. Goals can differ in various situations Leaving employees alone, the manager waits until 4. A person’s performance and productivity are affected by the nature of the task and by something goes wrong before coming to the rescue his ability, experience, and motivation. “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  5. NO single leadership strategy is effective in every situation QUANTUM LEADERSHIP THEORY By Tim Porter - O’Grady and Kathy Malloch (2003) SERVANT LEADERSHIP THEORY New leadership for new age Has 10 principles: o Encompasses Complexity Theory and Chaos Theory to guide the leader in Robert Greenleaf (1904 – 1990) understanding relationships, behaviors and change Refers to a mode of perceiving “It begins with the natural feeling that one wants to serve first. Then conscious choice brings one to aspire to lead…The difference manifest It represents a shift in perspective from separateness to connectedness in which itself in the care taken by the servant – first to make sure that the other leaders see the world as entangled and nonlocal people’s highest priority needs are being served. The best test, and Personality traits and behaviors have a large effect on how we build and maintain difficult to administer, is: do those served grow as persons, do they grow relationships with others, therefore self-awareness is an important trait for leaders while being served, more likely themselves to become servants” to have Quantum leader is flexible and non-controlling o It is important for the leader to be able to “read the sign posts” and adjust Center for Servant Leadership – “A philosophy and set of practices that enriches speed and direction accordingly the lives of individuals, builds better organizations and ultimately creates a more TEN (10) PRINCIPLES OF QUANTUM LEADERSHIP THEORY just and caring world” 1. Wholes are made up of parts “The servant leader is servant first” 2. All healthcare is local Servant leaders get results for their organization through whole-hearted attention to 3. Adding value to a part adds value to the whole their followers and followers’ needs 4. Simple system makes up complex systems COMMON FEATURES OF SERVANT LEADERSHIP 5. Diversity is a necessity in life 1. Considers the needs of the employees first 6. Error is essential to creation  Servant leaders focus on satisfying the highest-priority needs of others 7. Systems thrive when all their functions intersect and interact  Servant leaders feel a strong sense of caring and responsibility for their 8. Equilibrium and Disequilibrium are in constant tension staff 9. Change is generated from the center outward 2. Commits to helping employees develop expertise and improve 10. Revolution results from the aggregation of local changes performance RELATIONAL LEADERSHIP THEORY  Servant leaders prioritize personal and professional development of others, A relatively new term in leadership literature and can be interpreted in different ensuring they build their knowledge base and professional skills ways (Mulder, 2019) 3. Insists that the organization make a positive contribution to society One can look at the entity perspective on the one hand at the relational perspective  While not losing their focus on a healthy bottom line, servant leaders make of Relational Leadership Theory on the other: sure an organization improves its community, region, and nation 1. The entity perspective focuses on identifying the attributes that managers Greenleaf’s Servant Leadership: Spears (2002) Version need for entering interpersonal relationship with their employees 10 Characteristics of a Servant Leader 2. The relational perspective sees leadership as a process of social 1. Listening 6. Conceptualization construction, through which certain conceptions of leadership are established 2. Empathy 7. Foresight among both the manager and the employees. 3. Healing 8. Stewardship A relational process of people attempting to accomplish change to benefit the 4. Awareness 9. Commitment to the Growth People common good, and is deeply focused on building and cultivating of relationships 5. Gentle Persuasion 10. Building Community “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  Compose of two models: Can be classified as disgruntled, perhaps for some 1. Positional – Takes on a traditional leadership role, assuming the duties. When reason they were not recognized, awarded a promotion one strives is associated with what they believe to be “Leadership at the Top” they felt they deserve to obtain such role. Frequently the first to greet new employees and tell 2. Non-Positional them “How things really work around here” SHARED LEADERSHIP THEORY 3. Realists Provide constructive critical thinking and interact with Consist of two or more members of a team participating in the leadership of a group the group and the leader Team leadership by more than one appointed leader If they agree with the course of action, they will back Sharing power and influence among a set of individuals. the leader 100%; If they disagree, they will challenge the leader, offering constructive alternatives to help Upward or downward hierarchical influence the leader and organization achieve their aims Decentralized management Objective is to lead one another to the achievement of group’s goals 4. Loyalists They are genuine supporters Leaders’ efforts are typically focused on capitalizing productivity and effectiveness of the They are highly engaged and work hard to support the team. leader Participation of all members of the team and empowers the group in accomplishment of They are reliable and dependable work and decision-making. 5. Traitors Silent Haters and Conspirators FOLLOWERSHIP Very Good Actors Response of people in subordinate positions to those in senior ones Hard to spot as they have gained the leader’s trust. They have strong negative emotional feelings about Social relationship between the leader, followers and the group the leader and secretly work to undermine him/her It is not subservience or passive obedience to orders 6. Spectators Observers It is a process whereby followers engage in constructively critical thinking, and Neither here nor there and just stand on the side lines interact with and support the leader to help achieve a task. Works just for the salary and do not get involved Followers are essential part of the leadership equation Disengaged with the organization or task and hold a Good followers are accountable for their actions. They can also influence and mold position of neutrality about the leader the leader’s views. 7. Opportunists Freebooters Without good followers, becoming a good leader is difficult as the proverb says: Have a price and can easily be bought “He who thinks he leads, but has no followers, is only taking a walk” Likes to be close to the powerful and their allegiance DIFFERENT TYPES OF FOLLOWERS is to whoever is on top now. 1. Sycophants The Flatterers, “Yes People” Can be seen in full swing at political campaigns. Cannot be relied upon to give critical feedback if the Can become a lynch mob leader is heading in a direction that conflicts with the TYPES OF FOLLOWERS ACCORDING TO KELLERMAN (2007) purpose or values of the organization Alienated Independent and critical yet passive in their behavior Never points out problems or raise objections; they resulting to psychological and emotional distance with their will avoid any resistance and will defer to the leader leaders. 2. Critics The Opposition Sheep Dependent and uncritical and they simply do as they told. The detractor’s goal is to challenge and question the Yes People Dependent and uncritical but very active in their behavior leader’s every behavior and policy Uncritically reinforce the thinking of the leader with enthusiasm without questioning “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  NURSING MANAGEMENT ORGANIZATION Arrangement of people MANAGEMENT and resources working in Etiology: “To Lead by the Hand” a planned manner toward o Old French Term: The Directing specified strategic goals o Latin Term: Manu – Hand Organizational Chart Process of leading and directing all or part of an organization, often a business, through the o Lines linking the deployment and manipulation of resources parts of the Act, manner, or practice of managing, handling, supervision, or control is another description organization, of management relationship, areas of responsibilities and Uses delegated authority within a formal organization to plan, organize, direct and control to whom they are subordinates responsible Getting things done through people Emphasizes control – control of hours, costs, salaries, overtime, use of sick leave, inventory, and supplies MISSION Outlines the purpose of the agency LEADERSHIP – Increases productivity by maximizing the workforce effectiveness Provides for the kind of services that will be given to the Process of working through staff members to be able to provide comprehensive care to the clientele patient Soul of an organization MANAGER VISION Outlines the organization’s future role Have an assigned position within the formal organization Gives the organization something to strive for. Have a legitimate source of power d/t the delegated authority that accompanies their position PHILOSOPHY Describes the vision Are expected to carry out specific functions, duties, and responsibilities Statement of beliefs and values that direct one’s life Emphasize control, decision making, decision analysis and results OBJECTIVES Specific and concrete in terms of results to be achieved Manipulate people, the environment, money, time, and other resource to achieve Backbone of one’s goals and philosophy organizational goals Battle plan, stepping stone on the path towards achievement Have a greater formal responsibility and accountability for rationality and control than of goals leaders PURPOSE OF NURSING MANAGEMENT PROCESS Direct willing and unwilling subordinates To achieve scientifically-based, holistic, individualized care for patients KEY CONCEPTS To achieve the opportunity to work collaboratively with patients and others ADMINISTRATION Highest level of hierarchy To achieve continuity of care Policy making body CHARACTERISTIC OF NURSING MANAGEMENT PROCESS Fully utilizes the 7M’s 1. Money Systematic 2. Men Dynamic 3. Machines Interpersonal 4. Materials Goal-directed 5. Methods Universally Applicable 6. Money 7. Managers “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  HISTORICAL DEVELOPMENT OF MANAGEMENT THEORY Four Principles of Scientific Management 14 PRINCIPLES OF MANAGEMENT: THEN AND NOW o Traditional “Rule of Thumb” – Organizing work must be PRINCIPLE THEN NOW replaced with scientific methods 1 Specialization in workers’ job Generalization in workers’ job ▪ Using time and motion studies and the expertise and design design experienced workers to promote greatest efficiency of 2 Managers are empowered Employees are empowered time and energy 3 Formalized controls Informal, peer-pressure controls o Identify each employee’s abilities and limitations so workers 4 Subordinates report to only one boss Subordinates report to multiple could be matched to the most appropriate job. bosses o Worker should be able to view how they fit into the 5 Functions have only one plane and Functions have multiple plans and organization one boss bosses ▪ Sharing common goals and mission 6 Employees are committed to the Organization is committed to ▪ Reward according to production level than hourly wage: organization employees and vice versa “Economic Animals” o Cooperative and interdependent relationship 7 Reasonable pay reward system Performance-based reward system ▪ Equal share of work 8 “Trickle-down” decision making Task relevant, ad hoc decision making SYSTEMATIC Henri Fayol MANAGEMENT o Frenchman who is remembered for the development of 9 Hierarchical, Formalized Internal information system for THEORY/ general administrative theory communication structure coordination purposes GENERAL o Developed management strategies in the mining industry 10 Internal Information System for Internal information system for ADMINISTRATIVE First identified the management functions of: Control Purposes coordination purposes THEORY o Planning 11 Commitment obtained through Commitment obtained through a kindness “sense of ownership” o Organization o Command 12 Train employees and encourage On-going employee training and o Coordination them to remain development o Control 13 Managers conceive and implement Workers conceive and implement Marquis and Huston (1998) – Assert that management process new ideas new ideas is similar in many ways with nursing process 14 Maintaining high morale among Maintaining high morale among workers is imperative workers is not as imperative HISTORICAL DEVELOPMENT OF MANAGEMENT THEORY SCIENTIFIC Frederick W. Taylor MANAGEMENT o The Father of Scientific Management (1900 – 1930) o Mechanical Engineer Knowing exactly what you want men to do and seeing that they do it in the best and cheapest way “Systematic Soldiering” – Workers achieved minimum Luther Gulick (1937) – Expanded Fayol’s management functions standards doing the least amount of work possible in his introduction of the “seven activities of management” Productivity would increase if workers could be taught “one best “POSDCORB” way to accomplish a task” o Planning o Organization o Staffing o Directing o Coordinating o Reporting o Budgeting Max Weber (1864 – 1920) “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  IDEAL o German sociologist who developed – Ideal Bureaucracy Theory Y – Managers believe that their workers enjoy their BUREAUCRACY o Father of theory of social and economic organization work, are self-motivated, and are willing to work hard to meet Includes the concept of: personal and organizational goals o Division of Labor EMPLOYEE Chris Argyris (1964) o Authority Hierarchy PARTICIPATION Supported McGregor and Mayo by saying that managerial o Formal Selection domination causes workers to be discouraged and passive o Formal Rules and Regulations Employees will become discouraged and troublesome or may o Impersonality and Career Orientation leave organization if self-esteem and independence is not met It is impossible for people to be completely impersonal in their Stressed the need for flexibility and employee participation in relationship at work decision-making o Impersonality – Optimal and would remove favoritism CONTEMPORARY LEADER – MANAGER THEORIES More impersonal, rational, and regulated the work environment, Management by Peter Drucker (1909 – 2005) the more likely the employees were to be treated fairly and the Objectives o Father of modern corporate management more the organization was to reach its objectives Example: Emphasis on profit, believed that multiple objectives THEORIES FOCUSED ON HUMAN RELATIONS in line with this goal could organize and explain the whole range PARTICIPATIVE Mary Follet (1868 – 1933) of business phenomena MANAGEMENT Management as a social process focused on the motivation of Joint effort between supervisors and subordinates and individuals and groups to achieve a common goal breakdown of their respective responsibilities should be used in Cooperation and collaboration rather than authority and power operations HAWTHORNE Elton Mayo Management as Herbert Simon (1916 – 2001) EFFECT o Clinical psychologist working at the Harvard Business Decision Making Decisions are made by employees at all levels forming a network School – Conducted studies at Hawthorne plant of the of decision makers Western Electric Company (1927 – 1932) Two distinct approaches: o First attempted to study relationship between light o Optimizing – Best Alternative Possible (Economic Man) illumination and productivity o Satisfying – First Workable Solution (Administrative Man) ▪ Did not see any changes with the productivity of the Three Step Process for Arriving at the Best Decision workers with different settings o List Alternative Strategies for Resolving the Problem ▪ Environmental changes are not responsible in increasing o Determining the consequences that would follow each the level of productivity but the fact that the workers alternative received attention from the experimenters –increased o Comparative evaluation of the consequences levels of self-esteem and group pride causing increased ROLE OF MANAGERS BY HENRY MINTZBERG production 1. Interpersonal Role Duties required by the organization People respond to the fact of being studied, attempting to increase the behavior they feel will continue to warrant the Hires, trains, encourages, fires, remunerates attention “ATTENTION-SEEKING” Liaison Elton Mayo (1880 – 1949); Fritz Roethlisberger (1898 – 1974) 2. Information Role Monitors information o Momentary change of behavior or performance in response Disseminate information from both external and internal to a change in worker’s environment sources THEORY X AND Douglas McGregor (1960) Spokesperson of the organization THEORY Y o Reinforced that managerial attitudes about employees can be 3. Decisional Role Entrepreneur, Innovator, Problem Discoverer, Designer directly correlate with employees’ satisfaction Trouble Shooter Theory X – Managers believe that their employees are basically Negotiator lazy, need constant supervision and direction, and are indifferent to the organizational needs “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”  HARBIZON AND MYER’S THREE-FOLD CONCEPT OF MANAGEMENT 1. Economic Resource Land, Labor, Capital 2. System of Authority First develops top individuals to determine course of action for rank and file 3. Elite Class DEVELOPING FUTURE MANAGERS FUNDAMENTAL 1. Technical – Proficiency in performing an activity SKILL OF 2. Human – Dealing with people MANAGERS 3. Conceptual – Ability to see individual matters as a whole FACTORS 1. Knowledge  Ideas, Concepts, or Principles 2. Attitude  Beliefs, Feelings, and Values  Interest, Confidence, Desire to Accept, Responsibility, Respect 3. Ability  Skill, Art, Judgement, and Wisdom LEVELS OF MANAGEMENT Encourage members of unit to contribute positively to Dr. Ballena FIRST LINE MANAGERS accomplish organizational goals and objectives Upward communication Short-range or operational planning is done Charge Nurse, Team Leader, Primary Nurse MIDDLE Develop departmental objectives and procedures to achieve MANAGERS organizational goals Sir Eric Upward and Downward Communication with Centrality Integrates day-to-day needs with organizational needs Nursing Supervisors, Department Heads, Coordinators, Unit Managers EXECUTIVE Set the Organizational Goals, Objectives and Policies MANAGERS Communication is top to bottom (but can receive feedback Dr. Tria from subordinate directly or via middle-level managers Examples: Chief Nursing Officer, Chief Executive Officer, Chief Nurse Officer, Nurse Administrator, Director of Nursing “I WILL PASS AND BECOME TOPNOTCHER IN THE PHILIPPINE NURSING LICENSURE EXAM (2025)”