NCM 119

NURSING LEADERSHIP
AND MANAGEMENT

Mrs. Elizabeth G. Marcha,RN,MAN

LEADERSHIP AND
MANAGEMENT
Conceptual Paradigm of
Leadership and Management
Resources 7M’s

Effective & GOAL

Theories and
efficient
principles
Leadership

Management
functions and
principles
 GOAL= is a desired aim or condition
toward which one is willing to work.
a useful way of making goals more
powerful is to use SMARTER:
S=specific
M-measurable
A-Attainable
R-Relevant
T-Time Bound
 THEORIES ANDPRINCIPLES
The knowledge acquired from learning the
theories and principles of leadership and management
contributes to an empowered nurse leader and
manager.
 MANAGEMENT PROCESSES AND FUNCTIONS:
The application of creative problems solving
strategies, this is accomplished the four functions of
management:
Planning
Organizing
Directing
Controlling
 EFFECTIVE AND EFFICIENT LEADERSHIP
One should be able to lead at the right time
and maximize one’s resources to attain the goal.
Effective and efficient leadership ensures the
right things get done and that they are done right.
 RESOURCES(7 M’S)
The attainment of goal usually precedes the use
of resources that are available:
1. Money (budget)
2.Men( human Resources that are needed)
3.Machines(devices that help the
organization to perform task faster
4. MATERIALS- are physical resources used as an inputs in
the nursing process.( cotton, nursing gowns,
syringes,stetoscope)
5. METHODS- body or techniques for investigating
phenomena, acquiring new knowledge. They are ways
to gather emperical and quantifiable evidence which
can be subjected to principles.
EX: Methods of assessment in gathering
data;methods of prevention of any disease
6. Moment-refers to time as a resource (time management)
7. Manager( person responsible for planning and directing
the work.
MANAGEMENT
 Management is a process
It is a series of systematic, sequential
or instances of overlapping steps,
directed toward achievement of
organizational goals, and objectives;
an effective integration of the efforts
of members of a purposeful group
 Management is a science
This is the adoption of the view
that a substantial portion of
management can be achieved
through the scientific method
which employs an empirical
measurement of data, causal links
among phenomena.
 Management is an art
It is an art since management
problems are often adaptive to
individual styles based on
creativity, judgment, intuition, and
experiences instead of the usual
systematic method of science.
MANAGEMENT= is the process
of:
1. Coordinating actions
2. directing actions
3. assigning resources
 Management is a profession
The evolution of management profession
concerns the teaching and learning of the skills involved
in designing, instituting and controlling the
management process.
UNIVERSAL PRINCIPLES OF
MANAGEMENT
1. Division of work specialization makes
employees more
efficient which results to
more and better
outputs…
2. Authority Managers have the
authority to give orders.
Along with the authority
goes responsibility,
whenever authority
exercised, responsibility
arises.

3. Discipline There is discipline when

employee obeys and
PRINCIPLES OF MANAGEMENT

4. Unity of Command each employee should

receive orders only from
one superior.

5. Unity of Direction For each group of

organizational activities
having the same
objective, direction
coming from one
manager using one plan.
6. Subordination of An employees interest
individual interest to the should not precede over
general interest the interests of the
whole organization.
PRINCIPLES OF MANAGEMENT

7. Remuneration - Employee must be paid

a fair wage for their
services rendered to the
organization.

8. Centralization The degree to which the

subordinates are
involved in the decision
making .

9. Scalar Chain This represents the line

of authority from top
management to the
lowest ranks in the
organization.
PRINCIPLES OF MANAGEMENT

10. Order There is order when people

and materials are in the
right place at the right
time. , People should be in
the jobs or positions most
suited for them.

11. Equity It exist when managers

observes kindness and
fairness to their
subordinates.

12. Stability of Tenure When there is high

employee turnover, there is
inefficient management,
Management should see to
it that an orderly personnel
PRINCIPLES OF MANAGEMENT

13. Initiative Whenever employees are

allowed to originate and
carry out plans, they are
expected to exert high
levels of efforts.

14. Esprit de Corps promotion of team spirit

builds harmony and unity
within the organization
 

15.Specialization of Specialization
labor encourages continous
improvement in skills
and the development
MANAGEMENT THEORIES

1. Scientific Management
The Father of Scientific
Management is Frederick W.
Taylor
The area of focus in
Scientific Management is
PRODUCTIVITY.
PRINCIPLES OF SCIENTIFIC
MANAGEMENT:

There is necessity to apply

science in the development of
each job, to replace the old-rule
of thumb method.
There should be scientific
selection, training, and
development of workmen in order
to achieve optimum efficiency.
PRINCIPLES OF SCIENTIFIC
MANAGEMENT
There should be adequate
compensation of the
workmen according to his
accomplishment, and
friendly cooperation
between management and
workers to make sure that
the work being done is in
conformity with sound
There should be equitable
division of work and
responsibilities between
management and workmen,
given everyone functions for
which he is best suited.
MANAGEMENT THEORIES

2. Bureaucratic theory:
-developed by Max Weber
-focused on employee competence as the basis
for hiring and promoting(rather than interpersonal
relationships with superiors)
-In this structure, role assignments are based
on the technical qualifications.
ADVANTAGES OF BUREAUCRATIC
MANAGEMENT:

Competent and responsible

employees are produced.
Employees perform by uniform
rules and conventions.
Employees are accountable to
one manager who is an
authority.
ADVANTAGES OF BUREAUCRATIC
MANAGEMENT:

They maintain social distance

with supervisors and clients.
Favoritismis reduced and
impersonality is promoted.
Rewards and other incentives are
provided to employees based on
technical qualifications, seniority
and achievement.
ADVANTAGES OF BUREAUCRATIC
MANAGEMENT:

Competent and responsible

employees are produced.
Employees perform by uniform
rules and conventions.
Employees are accountable to
one manager who is an
authority.
MANAGEMENT THEORIES

3. Human Relations Theory(MARY FOLLET)

- Job efficiency spells better production

-Every employee to work together
in a most pleasing manner.
-Refers to the integration of people
into a work situation in a way that
motivates them to work
productively, and with economic,
psychological and social satisfaction.
4. Theory of motivation-
Hygiene=Motivational factors like
good working conditions, status, job
security and salary was hygienic, so
that employees would perform
adequately on the job.
- developed by: Ferdinand Herzberg
factors such as recognition for
achievement, responsibility,
the nature of the work itself,
and possibility for growth as
motivators., They should be
ideally provided to perform in a
more than adequate manner.
HYGIENIC MOTIVATION
FACTOR FACTORS
Adequate Satisfying
salary meaningful
works
Good Opportunities
interpersonal for
relations advancement
and
5. THEORY X and THEORY Y:
developed by Douglas Mcgregor.
THEORY X MANAGER= they assumes
that:
the average person has an
inherent dislike for work and
will avoid it if possible.
THEORY X

Must be coerced, controlled,

directed, and threatened with
punishment to get work done.
Prefers to be directed, wishes
to avoid responsibility, has
relatively little ambition, and
wants security above all.
THEORY X MANAGERS:

coercively, autocratically and

arbitrarily uses authority to obtain
the commitment of staff members to
the organizations objectives.
Orders the staff members on what to
do
Evaluates performance and rewards
or punishes them on the basis of how
well they perform their assignments.
 THEORY X PROPOSED THAT MAN
IS:
- lazy
-unmotivated
-irresponsible
-unintelligent
- not interested to work
THEORY Y

 Thecentral principle in this theory is that of

INTEGRATION.; the creation of an
environment will encourage commitment to
organizational objectives and which will
provide opportunities for the maximum
exercise of initiative, ingenuity, and self
direction in achieving them.
 Possessa genuine concern both for welfare of
subordinates and productivity in the
organization.
 THEORY Y PROPOSED THAT MAN IS;
-RESPONSIBLE
-CREATIVE
-SELF-POSSESSED
-SELF DIRECTED
- A PROBLEM SOLVER
MANAGEMENT THEORIES

6. THEORY M FOR MANAGEMENT:

 * people are motivated to work by highly
complex factors that may be biological, psychological,
social or economic.
 * people dislike responsibility and prefer to be
led
 * others, are ambitious, and want to be
leaders
 * majority fall on somewhere in between.
MANAGEMENT THEORIES

 . THEORY Z- PARTICIPATIVE MANAGEMENT:

developed by:William G. Ouchi
* long term(lifetime) employment
* slowed down rates of evaluation and promotion.
* more implicit and less formalized control systems.
THEORY Z

* personal concern for the

employee
* emphasis on individual
responsibility
* some degree of participative
consensual decision making.
10. TQM ( TOTAL QUALITY MANAGEMENT:)
* doing rights towards quality improvement of
services.
* doing the right things for customers.
THE FOUNDATION OF TQM:
 Focus on the customer
 Continuous improvement
 Improve the quality of everything the organization does.
 Measure accurately
 Improve employees.

 
10 BASIC MANAGERIAL ROLES:

I. LEADERSHIP ROLES

1. The figurehead role Performance of ceremonial

duties
2. The leader role Direct involvement to
approve decisions
and choose a managerial
team.

3. The liason role dealing with outside people.

II. INFORMATIONAL ROLES

4. The monitor role -receive and sending of

information for
6. The spokeman role -speaks for his department.

DECISIONAL ROLES
7. The entrepreneurial role -involvement with constant
addition or
deletion of new projects.
8. The disturbance handler -attention to problems
role arising out of strikes,
bankruptcies, and
interference
9. The resource allocator Allocation of budgets, time
role and information,.
1o. The negotiator role arranges from negotiation of
an argument to negotiation
of labor contract.
NURSING MANAGEMENT

NURSING MANAGEMENT= is the

process of working through
staff members to be able to
provide comprehensive care to
the patient. This includes
Planning,Organizing,
Directing, and Controlling
NURSING MANAGEMENT

A process of coordinating
actions and allocating
resources to achieve
organization goals for the
health care delivery system.
A problem-oriented process
with a focus on the activities
needed to achieve a goal.
 THE NURSING MANAGEMENT
PROCESS
 ELEMENTS OF NURSING MANAGEMENT SYSTEM:
GATHERING DATA ABOUT NURSING PERSONNEL

DATA FROM:personnel files,employee interviews,performance

INPUT THROUGHPUT
evaluation,counselling records,disciplinary records,personnel
profeiles,attendance/turnover
INPUT rates,educational records,exit interviews,
THROUGHPUT
OUTPUT

Processing employee data by: reading,interviewing,discussion with

patients,observation of work consultation with co workers,
OUTPUT

Outcomes of processing data:knowledge of seniority rates,educational

background,professional interest,skill level professional aspirations
GENERAL PRINCIPLES OF NURSING
MANAGEMENT:

 Nursing management is planning.

 Nursingmanagement is the
effective use of time.
 Nursing management is decision
making.
 Meeting patient’s nursing care needs
is the business of the nurse manager.
GENERAL PRINCIPLES OF
NURSING MANAGEMENT
 Nursing
management is the formulation and
achievement of social goals.
 Nursing management is organizing.
 Nursing management denotes a function,
social position or rank, a discipline and a
field of study.
 Nursing management is the active organ of
the division of nursing , of the organization,
and of the society in which it functions,.
GENERAL PRINCIPLES OF
NURSING MANAGEMENT
 Nursing
management is the formulation and
achievement of social goals.
 Nursing management is organizing.
 Nursing management denotes a function,
social position or rank, a discipline and a
field of study.
 Nursing management is the active organ of
the division of nursing , of the organization,
and of the society in which it functions,.
GENERAL PRINCIPLES OF
NURSING MANAGEMENT
 Organizational cultures reflects values and
beliefs.
 Nursing management is directing and leading.
A well- managed division of nursing motivates
employees to perform satisfactorily.
 Nursing
management is efficient
communication.
 Nursing management is controlling and
evaluating.
FUNDAMENTAL SKILLS OF A
MANAGER IN NURSING

 Conceptual Skills
 Interpersonal Skills
 Technical Skills
 CONCEPTUAL SKILLS= refer to the
individuals mental ability to coordinate a
variety of interest and activities. The
nurse manager have the ability to think
in the abstract, analyze lots of
information and make connections
between the data .An effective manager
is someone who creates a vision. She
thinks critically and able to
conceptualize how things could be.
 INTERPERSONAL SKILLS= provide individuals a unique
flair in their speech, determine the amount of empathy,
heard in their words of consolation and rule the
preferred ways of using language, the degree to which
they listens, and their ways on responding to others.. It
also refer to interpersonal styles which mean the ways
in which individuals interact and communicate with
others.
 It pertain in dealing with people and how to “get
along” with them.
 TECHNICAL SKILLS- are the tools,
procedures and techniques that are unique
to the nurse managers specialized
situation. There is a need for the nurse
manager to master the job in an attempt to
be viewed as a source of help.-an expert.
it relate to the proficiency in
performing an activity in the correct
manner with a right technique.