Nursing Administration I
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Transcript of Nursing Administration I
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Nursing Administration I
The Practice of Management by:
JANSON, Cellanie
!C"#O, Catherine
MA##ON, Carissa eana
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The Practice of Management
$efinition
Management Theories
Moti%ation Theories
The &or' of Managers: (unctions, S'ills
and #oles
The #oles of Nurse Managers
eadershi) *s+ Management
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Learning Objectives
To be able to com)rehend the significance of
management
To be able to be familiar ith and discuss the
different management and moti%ation theories To be able to 'no the )re%ie of managers- or':
functions, s'ills and roles
To be able to differentiate the leadershi) %s+
management
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Managements Definition
Management is the art of getting things
done through )eo)le+ It is the )rocess of
reaching organi.ational goals by or'ing
ith and through )eo)le and otherorgani.ational resources+
It is the )rocess of )lanning, organi.ing,
directing and controlling the or' oforgani.ation members and of using all
a%ailable organi.ational resources to
reach stated organi.ational goals+
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Scientific Theories of
Management
Theories of management
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Frederick Taylor's Principles of cientific Management
Principles of cientific Management!
Performance Standards
$ifferential Piece #ate System
(unctional (oremanshi)
Mental #e%olution
Time Study
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/0)rinci)les of
"fficiency
Clearly defined ideals
Common sense
Com)etent counsel
$isci)line
The fair deal
#eliable, immediate and ade1uate records
$is)atching
Standards and schedules
Standardi.ed conditions
Standard o)erations
&ritten standard2)ractice instruction
"fficiency2reard
"arrington #merson T$elve %&( Principles of #fficiency
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Classical Theories ofManagement
Theories of management
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peciali)ation of labor
*+thority
Discipline
,nity of command
,nity of direction
+bordination of individ+al interest
-em+neration
.entrali)ation
calar chain %Line of *+thority(
Order
#/+ity
Personal ten+re
initiative
#sprit de corps
"enry Fayol &0 Principles Of Management
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1+estion
Julius stresses the im)ortance of )romoting 3es)rit d cor)s- among
the members of the unit+ &hich of the folloing remar's of the staff
indicates that they understand hat he )ointed out4
a+ 5et-s or' together in harmony6 e need to be su))orti%e of
one another7b+ 5In order that e achie%e the same results, e must all follo the
directi%es of Julius and not from other managers7
c+ 5&e ill ensure that all the resources e need are a%ailable
hen needed7
d+ 5&e need to )ut our efforts together in order to raise the bar ofe8cellence in the care e )ro%ide to all our )atients7
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*ns$er! %*(
5et-s or' together in harmony6 e
need to be su))orti%e of one another7+
The )rinci)le of 3es)rit d cor)s- refers to
)romoting harmony in the or')lace,
hich is essential in maintaining aclimate conduci%e to or'+
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Ma2 3ebers 4+rea+cratic Theory
(i8ed di%ision of labor
9ierarchy of offices
#ational2legal authority
Creation of rules to go%ern )erformance
Se)aration of )ersonal from official )ro)erty
and rights
Selection based on 1ualifications
Clear career )aths
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9uman2relations Theories of Management
Theories of management
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,nfree)eTransitio
nFree)e
5+rt Le$ins .hange Management Theory
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1+estion
9arry is ho)eful that her unit ill ma'e a big turnaroundin the succeeding months+ &hich of the folloing ould
demonstrate that he has reached the third stage of
change4
a+ &onders hy things are not hat it used to beb+ (inds solutions to )roblems
c+ Integrate the solutions to his day2to2day acti%ities
d+ Selects the best chance strategy
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*ns$er! %.(
Integrate the solutions to his day2to2day
acti%ities is a e8)ected to ha))en during
the third stage of change hen the
change agent incor)orate the selectedsolutions to his system and begins to
create a change+
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6eorge #lton Mayo
"lton Mayo is 'non as the founder of the
9uman #elations Mo%ement
Mayo had disco%ered a fundamental
conce)t+ &or'ing )laces should be li'e as
a social en%ironments and good
relationshi) should be maintained
beteen all the or'ers+ Peo)le aremoti%ated by much more than self2interest
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M*-7 P*-5#- FOLL#T
Management is a social )rocess
Moti%ating grou)s and indi%iduals to
or' toards the common goal
Manager should not gi%e orders to an
em)loyee, rather the to should analy.e
the situation and then ta'e order from the
situation Poer ith others not )oer o%er others
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eha%ioral2Science Theories of
Management
Theories of management
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3ork can be as nat+ral as playand rest8
People $ill be self9directed to meet
their $ork objectives if they arecommitted to them8
People $ill be committed to theirobjectives if re$ards are in placethat address higher needs s+ch asself9f+lfillment8
,nder these conditions: people $illseek responsibility8
Most people can handleresponsibility beca+se creativityand ingen+ity are common in thepop+lation8
Dislikes $ork and attempts to avoidit8
"as no ambition: $ants no
responsibility: and $o+ld ratherfollo$ than lead8
;s self9centered and therefore doesnot care abo+t organi)ationalgoals8
-esists change8
;s g+llible and not partic+larlyintelligent8
Theory7
Theor
yegotiator
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;nterpersonal -ole (igurehead
It is the most sim)le of all the managerial roles for the reason that the
features of figurehead roles include Fobs such as ceremonial or', attending
formal dinners, ac'noledging letters and signing of )a)ersEdocuments
re1uired by the organi.ation+ It is a symbol because of the )osition heEshe
occu)ies+
eader
The manager determines the atmos)here of the organi.ation+ The manager
must be able to instill energy and %ision into the entire hierarchy+ This
in%ol%es inter)ersonal relationshi)s beteen the leader and folloers and the
influence of su)eriors ho hires, trains, encourages, fires, remunerates, and
Fudges
iaisonIt in%ol%es hori.ontal relationshi)s+ Managers de%elo) a eb of
relationshi)s ith indi%iduals and grou)s beteen and outside contacts such
as the community, su))liers and the organi.ation+ They de%elo) e8change
relationshi)s hereby they offer their time and talents in e8change for
information and fa%ors+
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1+estion
A nurse manager-s )articular uni1ueness and
strengths determine the roles he or she models
most fre1uently+ A builder of communication
netor's is considered to be hich role of thenurse manager4
a+ S)o'es)erson
b+ iaison
c+ #esource allocator
d+ Monitors information
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*ns$er! %4(
A liaison is a builder of communication
netor's+
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;nformational -ole
Monitors information
The manager recei%es information from a %ariety of sources in order
to become informed about the organi.ation+ Nurse managers are also
e8)ert 5sensors,7 )ic'ing u) early signs of )roblems before they gro
too big+
$isseminates information
Information is )oer+ The manager brings e8ternal information into
the hos)ital and disseminates it through the staff+
S)o'es)erson
The manager deals ith )ublic relations and ser%es as an e8)ert innursing to the )ublic+ The manager 'ee)s 'ey influencers, board of
director members, the boss and e8ternal constituents informed+ Nurse
managers often s)ea' for administration hen relaying information to
their staff members+ i'eise, they often s)ea' for staff members hen
relaying information to administration+
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Decisional -ole
"ntre)reneur
ecause the manager has both authority and information,
heEshe can e8ercise control o%er all im)ortant decisions and
their integration+ The manager loo's for )roblems and
o))ortunities and initiates modifications to im)ro%e )roFects
that direct and control change in the organi.ation+
$isturbance handler
$isturbances may arise from conflicts among colleagues,
une8)ected situations such as resignation of subordinates,
firing of subordinates, and loss of clients, threat of change orloss of resources+ The manager must inter%ene hen une8)ected
stimuli comes hen no )rogram res)onses are a%ailable+
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#esource allocator
The manager o%ersees )ersonnel, budget and materials+
The )rimary res)onsibilities include )rogramming theor', authori.ing actions and scheduling on time hich
sets the )riorities+ The manager is largely res)onsible for
setting the structure and deciding ho ill do hat+
Negotiator
The nurse manager must e8hibit e8cellent negotiation
s'ills+ These s'ills are im)ortant in hel)ing a team arri%e
at decisions, gaining organi.ational su))ort for a ne
)lan, gaining the coo)eration of another de)artment or
organi.ation, and in many other facets of the manager -s
role+
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1+estion
9arry is a unit manager in the medical ard+
9e is not satisfied ith the ay things are
going in his unit+ Patient satisfaction rate is
GH for to consecuti%e months and staffmorale is at its loest+ 9e decides to )lan and
initiate changes that ill )ush for a
turnaround in the condition of the unit+ &hich
of the folloing actions is a )riority for 9arry4
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eadershi) *S Management
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Leadership vs8 Management
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5 e a d e r s h i ) * e r s u s M a n a g e m e n t ? C h a n g i n g M i n d s a n d P e r s u a s i o n 7 + # e t r i e % e d o n N o % e m b e r / 0 , 0 H / 0 f r o mh t t ) : E E c h a n g i n g m i n d s + o r g E d i s c i ) l i n e s E l e a d e r s h i ) E + + + E m a n a g e r L l e a d e r + h t m
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h t t ) : E E g u i d e s + s F + c o m E m a n a g e m e n t E + + + l e a d e r s h i ) + + + E h a t 2 i s 2 t h e 2 d i f f e r e n c e 2 b e t e e n 2 m a n a g e m e n t 2 a n d 2 l e a d e r s h i ) E
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h t t ) : E E + m a n a g e m e n t s t u d y g u i d e + c o m E m a n a g e m e n t L f u n c t i o n s + h t m
5 T h e N a t u r e o f O r g a n i . a t i o n a l T h e o r y 7 r e t r i e % e d o n N o % + / 0 , 0 H / 0 f r o mh t t ) : E E + % e c t o r s t u d y + c o m E n a t u r e L o f L o r g a n i . a t i o n a l L t h e o r y H G D 8 E D D 8 L c h H 0 L B + ) d f
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