Nursing Leadership & Management PDF

NURSING LEADERSHIP & MANAGEMENT Process of planning, organizing, directing and controlling human and physical resources LEADERSHIP...

NURSING LEADERSHIP & MANAGEMENT Process of planning, organizing, directing and controlling human and physical resources LEADERSHIP Planning and Budgeting the use of one’s skill to influence others Organizing and Staffing process of influencing the thoughts and actions of Controlling and Problem Solving other people to attain the desired objectives EFFECTIVENESS ability to influence and secure the cooperation of others to work to achieve certain goals without use of Why is this being done force Doing the right things Aligns with objectives and goals KINDS OF INFLUENCE Able to accomplish your objectives within the Assertiveness resource parameters - standing up for oneself and other’s without Not easy to measure violating the rights of others Related to leadership Rationality EFFICIENCY - trying to convince someone by using reason, logic, or supporting information What needs to be done? Ingratiation Doing things the right way in the best possible - making an individual feel important or good manners before making a request Focuses on process Exchange Able to accomplish your objectives/production of - offering an exchange of favor results with minimum waste of time & effort Sanction Easily measurable by analysing specific metrics - coercive authority Related to management - give punishment for noncompliance or reward for compliance 7 BASIC RESOURCES OF MANAGEMENT Blocking 1. Manpower - backing up a request with a threat to damage an 2. Money individual’s opportunity for advancement 3. Machine - not really the best 4. Materials Coalition 5. Methods - getting co-workers to back-up a request 6. Moment/Minutes Upward appeal 7. Market - obtaining formal or informal support of a higher- up LEVELS OF LEADERSHIP Personhood - Leader is followed because of who they are and what they represent. This level is often achieved over a long period and is based on the leader's UPPER LEVEL MANAGER integrity, character, and deep influence. Primary responsible for establishing organizational People development goals and strategic plans for the entire division of - Leaders focus on developing their team nursing members. People follow because of what the 24/7 responsibility leader has done for them personally. Production MIDDLE LEVEL MANAGER - Leadership at this level is characterized by the leader's ability to achieve results. People follow Usually coordinate nursing activities of several units because of what the leader has accomplished for 24/7 responsibility the organization. FIRST LEVEL MANAGER Permission - Leadership is based on relationships. People Directly responsible for the actual production of follow because they want to, not because they nursing services; acts as links between higher level have to. The leader has earned the trust and managers and non-managers respect of their team Position AUTHORITY - The leader's authority comes from their position Legitimate right to give command, to make decisions or title. People follow because they have to, not Ability to impose his or her with another person or because they want to. group TYPES OF LEADER POWER Formal Is the ability to induce people to accept your orders - A leader is formal if he/she has legitimate It is potential ability to influence others in order to authority conferred to him/her by position in achieve goals organization and described in job description Informal POWERS A MANAGER/LEADER MAY POSSESS - Leadership is informal when a staff member who does not have a specified management role, not Legitimate Power appointed, exercise leadership - is the acceptance of the exercised power - refers to the authority granted to individuals MANAGEMENT based on their official position. Reward Power WHAT IS MANAGEMENT? - a power that a leader has, that allows them to Process of getting activities completed efficiently and give a reward to an employee as incentive to effectively with through people; production improve  Coercive Power variety of different ways from the management - give sanctions or punishment perspective. Expert Power 2. TECHNICAL SKILLS - involves having expertise in a specific area and - It is a skill that is distinct from technical skills confidently sharing your knowledge with others like coding or data analysis. Yet, it primarily Referent Power relates to the capacity to encourage, guide, and - refers to the influence a leader or healthcare influence others effectively. professionals has based on their personal 3. HUMAN RELATIONS qualities, charisma, and the admiration and - How an organization ' s employees and leaders respect they receive from others. feel about each other, interact, and solve Self (personal) Power problems. A company may have a set of - refers to the ability to influence people and processes, procedures, and individuals that events. It is more of an attitude or state of mind. support the needs of employees and the employer Focused on their self-efficacy and ability to in the workplace. Human relations relates to cooperate with others hiring, evaluations, exits, and ongoing training. Human relations also refers to how conflict or Information Power complications arise between team members and - a form of power that is based on controlling the how they find a resolution. information needed by others in order to reach an 4. ADMINISTRATIVE SKILLS important goal. - Refer to a collection of abilities that enable 3 LEVEL OF NURSE MANAGER individuals to manage their work responsibilities with ease. These skills include proficiency in 1. Upper Level Manager communication, organizational abilities, time - Primary responsible for establishing management, problem-solving, and decision organizational goals and strategic plans for the making. They are critical for individuals working entire division of nursing in any industry, from finance to healthcare, as - Director of nursing, Chief nursing officer, they provide the foundational skills required to executive vice president, nurse executives produce quality work. - Policy making body of an organization 5. ANALYTICAL SKILLS - Oversee the activities of the lower levels - The ability to collect information and to 2. Middle Level Manager thoroughly analyze that information. They refer - Coordinates nursing activities of several units to problem-solving skills and making a decision - Supervisor, coordinator, clinical nurse managers, based on insights drawn from the collected case managers information. - Oversee the activities of the lower levels - It is used when detecting patterns, brainstorming 3. First Level Managers ideas, observing data, collecting data, - Directly responsible for the actual production of interpreting data, integrating new information, nursing services synthesizing information, and making decisions based on the situation. - Acts as links between upper level managers and middle level -managers 5 TYPES OF ANALYTICAL SKILLS - Charge nurse, team leader, primary nurse 1. Communication AUTHORITY 2. Creativity 3. Critical Thinking Legitimate right to give commands, to make 4. Data Analysis decisions. 5. Research Right to direct or control someone or something 6. COMMUNICATION SKILLS - An effective leader ' s method of communicating POWER and socialising with their team members and their company ' s executives. This could include Ability to get results. the methods by which they give or receive Ability to impose his or her will on another person or instructions, report progress, congratulate their group. team, mediate conflict and administer Having control, influence and domination over appropriate punishment. something and someone. 7. DECISION MAKING SKILLS - Skills that aid in your ability to choose solutions to challenges. With these skills, you can make informed decisions once collecting all the relevant information and data and considering multiple viewpoints. 4 LEADERSHIP STYLE 1. AUTOCRATIC LEADERSHIP - Known as authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. 2 TYPES OF AUTOCRATIC LEADERSHIP 1. EXPLOITATIVE-AUTHORITATIVE - Have little trust in employees and exclude them in decision making. 7 BASIC SKILLS REQUIRED OF A 2. BENEVOLENT-AUTHORITATIVE LEADER/MANAGER - Are kind to employees but still do not 1. CONCEPTUAL SKILLS involve them in decision making - Abilities that allow an individual to better - They ask the members understand complex scenarios and develop 2. DEMOCRATIC LEADERSHIP creative solution. These skills offer the ability to - It involves equal participation not only the approach complicated workplace situations in a leaders but also their employees in every  decision-making process. Even though the almost impersonal interactions between leaders give the final word, team members employees participate equally during brainstorming and find Max Weber believed that a bureaucrat’s a solution to a problem. ideal type is the ultimate goal in order to avoid any corruption 2 TYPES OF DEMOCRATIC LEADERSHIP Types of Bureaucracy 1. CONSULTATIVE-DEMOCRATIC - Consultative democratic is a style of Formal Bureaucracy leadership that seek employees advice - Formal bureaucratic systems have about decisions and considers explicit written rules that are enforced everyone ' s abilities when creating by the organization’s hierarchical effective plans and making decisions. structure. They are often characterized 2. PARTICIPATIVE-DEMOCRATIC by impersonality, rigidity, inefficiency, - Value employee involvement, and inflexibility. teamwork and seek advice in decision Informal Bureaucracy making - Informal bureaucratic systems operate 3. LAISSEZ-FAIRE LEADERSHIP outside of any formalized process with - known as delegative leadership, is a type of only implicit agreements between leadership style in which leaders are hands-off individuals who work together and allow group members to make the decisions. regularly. These may include unwritten 4. BUREAUCRATIC LEADERSHIP norms about how decisions should be - is a management style that follows a hierarchical made or what information should be structure. Decision-making follows a clear chain shared. of command based on established rules and regulations. TYPES OF BEHAVIOUR Passive or Non-Assertive - They often avoid expressing their feelings, opinions, or needs, leading to frustration and low self-esteem. Assertive - Expressing your thoughts, feelings, and needs in a direct, honest, and respectful way. Aggressive - Violates rights of others THEORIES OF MANAGEMENT 1. FREDERICK TAYLOR Scientific management theory Analyzes work flows to improve economic efficiency, especially labor productivity FEATURES OF BUREAUCRATIC He believed a worker should get “a fair ORGANIZATION day’s pay for a fair day’s work”—no more, A well-defined chain of command exists. no less The high level of Division of Labor and Taylor also believed that management and Specialization. labor should cooperate and work together to meet goals It follows Rationality, Objectively, and Continuity theory. He was the first to suggest that the primary functions of managers should be planning The relationship between the members of the and training association is formal and impersonal. And it's focused not on personalities, but roles. Four Principles of Scientific Management The rules and regulations are well defined and employee duties and privileges are indicated. 1. Choose methods based on science: Use the Such ideals range from the bottom of the scientific method to determine the most efficient organization to all and must be strictly observed. way to complete a task. Focus on increasing Professional credentials are used for selection productivity and profits. and promotion. 2. Assign workers to tasks based on their natural Relevance is granted only to bureaucratic or skillset: Get to know your workers, discover legal authority. what they’re good at, and place them where their skills will be the most useful. SIX MAJOR PRINCIPLES OF BUREAUCRATIC 3. Monitor your workers’ performance: Observe FORM what your workers are doing so that you can quickly address any problems. If some workers 1. A Structured Hierarchical Structure: In a are confused or unproductive, it is up to their bureaucratic organization, each level governs the managers to step in and fix the issue. level below it. Also, the level below it governs it. 4. Divide workloads appropriately between The foundation of central planning and workers and managers: Make sure that centralized decision making is a formal managers understand how to plan and train hierarchy. workers and that workers understand how to 2. Rules-Based Management: To exercise control, implement those plans. the company uses rules. Therefore at higher 2. MAX WEBER levels, the lower levels effortlessly execute the Bureaucratic theory decisions made. Bureaucracy is an organizational structure 3. Organization of Functional Specialties: characterized by many rules, standardized Specialists do the job. The company often breaks processes, procedures, and requirements, as workers into groups depending on the type of well as a clear and meticulous division of work they do or the abilities they possess. labor, clear hierarchies and professional and  4. Up-Focused Or In-Focused: If the o Coordinating organization's purpose is to represent the - “C” stands for coordinating, stockholders, board, or some other institution which relates to avoiding that motivated it then it is up-focused. On the conflict and duplication in the other hand, it is in-focused if the goal is to serve organization and securing the company itself and others inside it (e.g. cooperation and teamwork producing income). between the various unit and 5. Impersonal: All workers are handled fairly by employees. Coordinating hierarchical organizations. They also fairly treat means an interrelationship of all clients and do not allow individual differences the work or various divisions, to affect them. sections, and other parts of 6. Employment-oriented Professional the organization. Qualifications: Selection is based on technical o Reporting qualifications and skills as well as employee - “R” stands for reporting, it promotion. means informing the 3. LUTHER GULICK superiors whom the executive is better known for his public administration is responsible about what is Introduced the 7 activities of management as going on. It means keeping “POSDCoRB” the superiors informed about o Planning the various aspect of work, - “P” stands for Planning. including the progress of the Planning means working various programs, outline the things to be done implementation problem, and the things to be adopted staff-related problems. to accomplish the purpose. Reporting is done at every Terry and Franklin argue that level. Planning is selecting o Budgeting information and making - “B” stands for Budgeting, assumption regarding the which covers the entire field future to formulate activities of financial administration. necessary to achieve Budgeting means fiscal organizational objectives planning, control and (IGNOU Publication, 2001) accounting. Budgeting is a o Organizing specialized activity and - “O” stands for Organizing. persons involve should After planning the activities possess considerable of administration, namely, the knowledge in accounts organization through which economics, costing, etc. to the activities are prepare a proper budget. operationalized and POSDCoRB was coined and developed by objectives achieve. the co-work of Luther Gulick and Lyndall Organization means Urwick in the Administrative Management establishing effective Theory. It is a management framework that behavioral relationships is used to help organizations manage their among persons. They may goals. work together efficiently and 4. HENRY FAYOL gain personal satisfaction in “Father of Modern Management” or “Father doing selected task under of management process school”. environmental conditions to A firm believer of order and discipline achieve goals or objectives. Introduced a general theory that can be o Staffing applied to all levels of management and - “S” stands for staffing. every department. Staffing is concerned with all Created the Fourteen principles of aspects of personnel management. Emphasized order; order administration. staffing is the advocate management function that deals with organization FAYOL’S 14 PRINCIPLES OF MANAGEMENT members recruitment, placement, training and 1. Division of labor – you should know your job development. Any Division of work shall be based on the organization is as good as its specialization of the employees employee’s performance Divide the labor to your employees show. 2. Authority and responsibility (pure obligation to o Directing do the task to the best of your ability), and - “D” stands for directing and accountability relates to the orders issued by Authority: the power to direct people the managers to the and this goes hand-in-hand with subordinates directing the responsibility administration activities. 3. Discipline Directing is managerial Strict and rigid but with concern function of guiding, 4. Unity of Command supervising, leading people. One superior then the rest will follow Sometimes directing and 5. Unity of Direction leading are seen as one One path/direction/goal function. Often, the success Each group of activities having the or failure of this function will same purpose determine whether the 6. Subordinates of individual interest to general organization will achieve its interest objective. Do not only consider an individual person but also the general interest  7. Remuneration of personnel - authority belongs to the job Well compensation of employees and stays with the job Compensation of workers shall be based o Control on their well-directed efforts - advocate fact control instead 8. Centralization of man control 9. Scalar chain - control mechanism should be Hierarchy correlated at many places in The authority from top to bottom the organizational structure 10. Order Leadership 11. Equity - A person who can see all around a Equality in all aspects situation, who seek it as related to Treatment of employees certain purposes and policies, who 12. Stability of tenure of personnel sees it evolving into the next Job security situations, who understands hot to 13. Initiative pass from one situation to another 14. Esprit de corps Spirit of teamwork 3 Types of Leadership One for all, all for one 1. Leadership of Position Working in harmony 2. Leadership of Personality Unity of efforts through harmony or 3. Leadership of Function interest promoting teamwork 5. MARY FOLLETT Planning and Coordination “Mother of Modern Management” - A scheme of self-adjusting and self- one of the first theorist to suggest coordinating various and varying Participative decision making or interest Participative Management - This self-adjustment is possible exercise power with people rather than through coordination power over people person with the knowledge should be in 4 Principles of Coordination control of the work process regardless of 1. Coordination by Direct Contact position 2. Coordination in the Early Stages Follett’s Contribution 3. Coordination as a Continuing Process 4. Coordination as the Reciprocal Conflict and Integration Phenomena - conflicts are inevitable and should be considered as part of a normal 6. ELTON MAYO process, therefore conflicts should be Founder of Human Relations Movement handled in constructive manner. “Hawthorne Effect” indicated that people - integration brings out the differences respond to the fact that they are being in open instead of suppressing them studied, attempting to increase whatever and this helps in underlying the real behavior issues Theory states that employees are motivated far more by relational factors such as 3 Ways of Conflict Resolution attention than by monetary rewards or 1. Domination - easiest way, victory of environmental factors, such as lighting, one side over the other humidity and more 2. Compromise - most widely accepted, 4 parts of Hawthorne experiment both sides surrender some part of what they want 1. Illumination Experiments 3. Integration - new and productive - conducted to find out the effect how solution, neither side sacrifies varying levels of amount of light at the anything workplace affected productivity Giving Orders - higher illumination increases 4 steps in giving of orders according to productivity, worker productivity was Follett: stopped with the light levels reached 1. A Conscious Attitude – being aware moonlight intensity of the principles and methods that 2. Relay Assembly Test Room Study underlie the giving of orders - designed to determine the effect of 2. A Responsible Attitude – to decide changes in various job conditions on which of these principles one should group productivity act on - workers output increased as a response 3. An Experimental Attitude – try new to attention, non-directive supervision experiments and watch results - they developed a sense of responsibility 4. A Result Attitude – pooling of and self-discipline results 3. Mass Interviewing Program Concept of Power, Authority and Control - conducted to study the human behavior o Power - the ability to make things in the company happen ▪ Power Over: Coercive, - method of direct questioning and changed to non directive forcing someone to follow or obey - giving an opportunity to talk and ▪ Power With: Coactive express grievances would increase the giving opportunities to morale develop power 4. Bank Wiring Observation Room o Authority Experiment - vested power - affect of payment incentive on productivity - the right to develop and exercise power - output was lower than what company has determined because of fear of  unemployment, fear of raising the MBO Process standards, protection of slower workers, and satisfaction in the part of management - well stablished performance norms existed in the group 7. KURT LEWIN A German-born American social psychologist Described a management model known as Lewin's Change Theory, which is a three- stage model to change organizational behavior. The process of change entails creating a perception that change is needed, then moving towards the new, desired level of behavior and, finally, solidifying that new behavior as the norm. Lewin’s change theory 1. Determine or revise the organizational Unfreeze → Change → Refreeze objectives Unfreeze: This initial stage involves - Strategic organizational objectives are the starting points of management by preparing for change by recognizing the objectives. These objectives stem from the need for it and breaking down the mission and vision of an organization. existing status quo. It’s about creating a 2. Translating the organizational objectives to perception that the current way of doing employees things is outdated or inefficient. This can involve communicating the reasons - SMART Goals for change, addressing resistance, and o Specific building motivation for new ways of o Measurable thinking or working. o Acceptable o Realistic Changing: During this stage, the actual o Time-bound change is implemented. This involves 3. Stimulate the participation of employees in the transition from the old way of doing the determining of the objectives things to the new way. It requires clear communication, training, and support to - The starting point is to have each help people adapt to new behaviors, employee participate in the determining of processes, or structures. This stage can personal objectives that are in line with be challenging as it involves uncertainty the objectives of the organization. This and requires people to let go of familiar works best when the objectives of the routines. organization are discussed and shared Refreeze: Once the change has been throughout all levels of the organization implemented, it’s crucial to stabilize the so that everyone will understand why organization at a new equilibrium. This certain things are expected of them. stage focuses on reinforcing the new 4. Monitoring of the performance behaviors or practices to ensure they - In this way, managers can measure and become the standard. It involves track the goals set by employees. As step embedding new ways of working into two states, a key component of the the organizational culture, providing objectives is that they are measurable for ongoing support, and celebrating employees and managers to determine successes to solidify the change. how well they are met across a given 8. PETER DRUCKER timeframe. An Austrian-born American management 5. Evaluate and reward achievements, the fifth consultant, educator, and author, whose Management By Objectives principle and step writings contributed to the philosophical and - Employees are evaluated and rewarded for practical foundations of the modern business their achievements in relation to the set corporation. goals and objectives. This also includes He was also a leader in the development of accurate feedback. Management By management education, and he invented the Objectives is about about why, when and concept known as Management by how objectives can be achieved. The Objectives. management is supposed to organize frequent meetings in which the progress is Management by Objectives (mbo) discussed between superiors and subordinates. A systematic and collaborative approach that 9. HERBERT SIMON aligns individual and organizational goals, Earned an unparalleled reputation as a fostering a sense of purpose and scientist and founding father of several of accountability. Drucker emphasized the today's most important scientific domains. importance of setting clear objectives and He is widely associated with the theory of working towards their achievement as a bounded rationality, which states that means to drive organizational performance individuals do not make perfectly rational and employee motivation. decisions because of both cognitive limits and social limits. Won the Nobel Memorial Prize in Economic Sciences in 1978 for his contributions to modern business economics and administrative research. Herbert Simon’s Two approaches to decision 10. Henry Mintzberg making A renowned management theorist, who made major contributions to business Herbert Simon’s work on decision-making strategy, managerial roles, and introduced two fundamental approaches: organizational structures. His major OPTIMIZING and SATISFICING. These accomplishments include the development approaches describe different strategies that of a renowned theory of learning styles, and individuals or organizations might use when the authorship of several bestselling making decisions, especially under textbooks on management principles. conditions of uncertainty or limited Founded the International Masters Program resources. for Managers. o Optimizing Co-founded the "Coaching Ourselves" - The optimizing approach program. involves seeking the best possible solution or alternative to Henry Mintzberg’s managerial roles a problem. Decision-makers using this approach aim to Mintzberg published his Ten Management maximize or minimize a Roles in his book, "Mintzberg on particular outcome, such as Management: Inside our Strange World of profit, efficiency, or satisfaction. Organizations, " in 1990. The 10 roles are then divided up into three Characteristics: categories. Comprehensive Analysis: Involves a thorough analysis of Interpersonal Management Roles all possible alternatives and The managerial roles in this category outcomes. involve providing information and ideas. Perfect Rationality Figurehead – As a manager, you have Assumption: Assumes that social, ceremonial and legal responsibilities. decision-makers have access to You're expected to be a source of all relevant information, inspiration. People look up to you as a unlimited cognitive processing person with authority, and as a figurehead. power, and sufficient time to Leader – This is where you provide evaluate every option. leadership for your team, your department or Time-Consuming: This perhaps your entire organization; and it's approach can be time-consuming where you manage the performance and and resource-intensive, as it responsibilities of everyone in the group requires evaluating every Liaison – Managers must communicate with possible option to find the internal and external contacts. You need to optimal solution. be able to network effectively on behalf of Complex Situations: Often used your organization. in complex situations where the Informational Management Roles stakes are high, and the best The managerial roles in this category possible outcome is essential. involve processing information Monitor – In this role, you regularly seek o Satisficing out information related to your organization - The satisficing approach involves and industry, looking for relevant changes in selecting the first workable and the environment. You also monitor your acceptable solution that meets the team, in terms of both their productivity, and minimum criteria or threshold of their well-being. satisfaction. It is based on the Disseminator – This is where you idea that decision-makers are communicate potentially useful information bounded by limitations in to your colleagues and your team. information, time, and cognitive resources. Spokesperson – Managers represent and speak for their organization. In this role, Characteristics: you're responsible for transmitting information about your organization and its Bounded Rationality: goals to the people outside it. Recognizes that individuals have Decisional Management Roles cognitive limitations and The managerial roles in this category constraints on time and involve using information. resources, leading them to settle Entrepreneur – As a manager, you create for a solution that is “good and control change within the organization. enough.” This means solving problems, generating Quicker Decision-Making: new ideas, and implementing them. Often leads to faster decisions as Disturbance Handler – When an it does not require evaluating all organization or team hits an unexpected possible options, only until an roadblock, it's the manager who must take acceptable one is found. charge. You also need to help mediate Practical and Realistic: Reflects disputes within it real-world decision-making Resource Allocator – You'll also need to where individuals often cannot determine where organizational resources afford the time or resources to are best applied. This involves allocating find the optimal solution. funding, as well as assigning staff and other Satisficing Threshold: organizational resources. Decision-makers establish a Negotiator – You may be needed to take threshold of acceptability and part in, and direct, important negotiations choose the first option that meets within your team, department, or or exceeds this threshold. organization.