DGN324/2 NURSING MANAGEMENT Nurhayati Mohamad Nor Msc. Clinical Science (Surgery) Bac. Nursing (Critical Care), Dip. Nsg, R.Nurse Program Kejururawatan, Pusat Pengajian Sains Kesihatan, Universiti Sains Malaysia 16150, Kota Bharu Kelantan, MALAYSIA. MANAGEMENT IN NURSING
“Management is the art of getting things done through and with people” --- Mary Parker “Management is defined as the process by which a co-operative group directs action towards common goals” --- Joseph Massie "Administration is the organization & direction of human and material resources to achieve desired ends". --- Pfiffner and Presthus. "Administration is the direction, coordination and control of many persons to achieve same purposes or objective. --- Nigro
Nursing management is defined as process of planning, organizing, activating and controlling the managerial function of nursing in order to determine and accomplish the objectives of nursing care.
1. It is universal 2. It is holistic 3. It is intangible 4. It is continuous and ongoing process. 5. It is goal oriented 6. Its is social and human 7. It is dynamic 8. It is creative or innovative
“P” stands for planning “O” stands for staffing “S” Stands for staffing “D” Stands for Directing “CO” Stands for Coordinating “R” Stands for Reporting “B” stands for Budgeting
1. Division of work 2. Authority, responsibility and accountability 3. Discipline 4. Unity of Command 5. Unity of direction 6. Subordination of individual interest 7. Remuneration of personnel 8. Centralization 9. Scalar chain of command 10. Order 11. Equity 12. Stability of tenure of personnel 13. Initiative 14. Esprit de corps
1. Management meets the challenge of change 2. Accomplishment of group goals 3. Effective utilization of resources 4. Effective functioning of organization 5. Resource development 6. Sound organization structure. 8. Integrated process 9. Stability 10. Innovation 11. Co-ordination and team spirit 12. Tackling problems 13. A tool for personality development
1. Directive 2. Authoritative 3. Affiliative 4. Participative 5. Pacesetting 6. Coaching
no Basis of Distinction Administration Management 1 Policy and Objectives Determines policy to be followed and decide the objectives to be achieved. Implement the policy and achieve the objectives. 2 Directing of human efforts Not directly involves in the execution of plan and achievement of objectives Directly involves in the execution of plan and achievement of objectives 3 Main function . Planning, organizing and staffing Direction, motivation and control 4 Levels of executives Top level executives (owners or board of directors) Lower level executives (manager, supervisor and workers). 5 Position Acts as a principal Acts as a agency 6 Knowledge . Requires administrative ability more than technical ability Requires technical ability more than administrative ability
1. Professional Knowledge 2. Good health 3. Commanding power 4. Ability to understand 5. Ability to judge situation 6. Will power 7. Willingness to accept responsibility 8. Experience
1) Creating teamwork 2) Providing leadership 3) Motivation 4) Maintaining equilibrium 5) Responsible 6) Decision making 7) Active participation 8) Goal setting 9) Development of policy and procedure 10) Monitoring duty
1.Hard work 2.Smart work 3.Patience 4.Out of box thinking 5.Reading and acquiring knowledge 6.Ethical consciousness 7.Collaborative relationship 8.Perseverance
Leadership combines: • intrinsic personality traits, • learned leadership skills, • characteristics of the situation.
• guides people and groups to accomplish common goals, • influences the beliefs, opinions, or behaviors of a person, group, or groups of people.
is able to inspire others on the health care team to make patient education an important aspect of all care activities. unique personality characteristics, exceptional clinical expertise, relationships with others in the organization.
• maintain control of the day-to-day operations, • achieve established goals and objectives. • coordinates people, time, and supplies to achieve desired outcomes, • involves problem-solving and decision-making processes.
an appointed management position within the organization with responsibilities to perform administrative tasks: 1. planning staffing requirements, 2. performing employee performance appraisals, 3. controlling use of supplies and time, 4. meeting budget and productivity goals.
• are *intertwined concepts, • are different, • difficult to discuss one without the other . *The concept is intertwined and sometimes overlaps with notions of accountability, liability, blameworthiness, role-responsibility and causality
Leadership, management skills: 1. *complementary; 2. can be learned and developed: through experience, improving skills in one area will enhance abilities in the other. *combining in such a way as to enhance or emphasize the qualities of each other or another.
Nurse manager has • authority - formal right to direct others granted by the organization, • power - ability to motivate people to get things done with or without the formal right granted by the organization, • ability to influence others to accomplish goals.
1.Nurse manager 2.Supervisor 3.Charge nurse 4.Coordinator and gives the authority to act by the organization
is exercised by the person who • has no official or appointed authority to act, • is able to persuade, • is able to influence others in the work group, • strategies the nurse manager can use to work with informal leaders.
1. Leadership Trait Theory 2. Interactional Leadership Theories 3. Transformational Leadership 4. Management Theory 5. Organizational Theory
provide the building blocks on which to build effective nursing management practices and skills.
depends on several variables, including (Marquis and Huston, 2000): 1. Organizational culture. 2. Values of the leader. 3. Values of the followers. 4. Influence of the leader/manager. 5. Complexities of the situation. 6. Work to be accomplished. 7. Environment.
1. Identify and clearly communicate vision and direction. 2. Empower the work group to accomplish goals and achieve the vision. 3. Impart meaning and challenge to work. 4. Are admired and *emulated. 5. Provide mentoring to individual staff members based on need. *take as a model
1. Focus on day-to-day operations and are comfortable with the status quo (the existing state of affairs). 2. Reward staff for desired work ("I'll do x in exchange for you doing y"). 3. Monitor work performance and correct as needed; or 4. Wait until problems occur and then deal with the problem.
• Behavioral theories explain aspects of management and leadership based on behaviors of managers/leaders and followers.
• provides a framework for understanding complex organizations, • helps to understand the management process.
• Planning • Organizing • Leading • Controlling
Planning: includes defining goals and objectives, developing policies and procedures; determining resource allocation; and developing evaluation methods. Organizing & Staffing: includes identifying the management structure to accomplish work, determining communication processes, and coordinating people, time and work. includes those activities required to have qualified people accomplish work such as recruiting, hiring, training, scheduling and ongoing staff development. Leading: encourages employees to accomplish goals and objectives and involves communicating, delegating, motivating, and managing conflict. Controlling: analyzes results to evaluate accomplishments and includes evaluating employee performance, analyzing financial activities, and monitoring quality of care.
• Customer Service Provider • Team Builder • Resource Manager • Decision Maker and • Problem Solver • Change Agent
1. Providing service or care to customers (patient or clients). 2. Nurse must keep customer service first and foremost as the motivator of all plans and activities. 3. Without customers, the organization will go out of business.
1. A team is a group of people organized to accomplish the necessary work of an organization. 2. Teams have become important in the changing health care environment. 3. Teams bring together a range of people with different knowledge, skills, and experiences to meet customer.
1.Resources include the personnel, time, and supplies needed to accomplish the goals of the organization. 2.Nurse manager has the responsibility - effectively manage resources in providing safe, effective patient care in an economic manner.
1. Personnel Allocates funds for salaries, overtime, benefits, staff development and training, and employee turnover costs 2. Operating budget Allocates funds for daily expenses such as utilities, repairs, maintenance, and patient care supplies 3. Capital budget Allocates funds for construction projects and/or long-life equipment such as cardiac monitors, defibrillators, and computer hardware; capital budget items are generally more expensive than operating supplies.
1. components of effective leadership and management in clinical patient care. 2. Problem solving is focused on solving an immediate problem and 3. decision maker includes a decision-making step.