Slide 1

NURSING MANAGEMENT

INTRODUCTION: Administer -derived from the Latin word ad + ministraire, - to care for or to look after people to manage affairs. Administration is the activities of groups co-operating to accomplish common goals. -Herbert A Simon Administration may be defined as the management of affairs with the use of well thought out principles and practices and rationalized techniques to achieve certain objectives.

DEFINITION:ADMINISTRATION:

Administration is the organization and direction of human and material resources to achieve desired ends- Pfiffner and presthus

Administration has to do with getting things done; with the accomplishment of defined objectives. - Luther Gullick

Management is creative problem solving. Management is a generic function that includes similar basic tasks in every discipline and in every society.

MANAGEMENT: Management may be defined as the art of securing maximum results with a minimum of effort so as to secure maximum prosperity and happiness for both employer and employee and give the public the best possible service. - John Mee Management is distinct process consisting of planning, organising, actuating, activating and controlling, performed to determine and accomplish the objectives by the use of people and resources. - George

Management and Administration: These two words are slightly similar and can employ interchangeable. Management refers to private sector. Whereas administration refers to public sector. Management or Administration is the process for exceeding the goal expected." - Derek French and Heather Saward.

Management can be seen as

A processA professionA factor of productionA field of studyA group of people that supervise an organization

Difference between administration and management

Basis of difference

Administration

Management

Nature of work

It is concerned about the determination of objectives and major policies of an organization

It puts into action the policies and plans laid down by the administration.

Type of function

It is a determinative function

It is an executive function

Scope

It takes major decisions of an enterprise as a whole

It takes decisions within the framework set by the administration.

It is a top-level activity.

It is a middle level activity

Nature of status

It consists of owners who invest capital in and receive profits from an enterprise

It is a group of managerial personnel who use their specialized knowledge to fulfill the objectives of an enterprise

Nature of usage

It is popular with government, military, educational, and religious organizations.

It is used in business enterprises.

Decision making

Its decisions are influenced by public opinion, government policies, social, and religious factors.

Its decisions are influenced by the values, opinions, and beliefs of the managers.

Main functions

Planning and organizing functions are involved in it.

Motivating and controlling functions are involved in it.

Abilities

It needs administrative rather than technical abilities.

It requires technical activities

Managerial Concerns:

Efficiency Doing things right-Getting the most output for the least inputs Effectiveness Doing the right things-Attaining organizational goals

Efficiency and Effectiveness in management

Managerial levels

Who are Managers?

Someone who coordinates and overseas the work of other people so that organizational goals are accomplished.First-line Managers- Individuals who manage the work of non-managerial employees. Middle Managers -Individuals who manage the work of first-line managers. Top Managers- Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.Role:

Interpersonal roles - Figurehead, leader, liaison

Informational roles - Monitor, disseminator, Spokesperson

Decisional roles - Entrepreneur, Disturbance handler, resource allocator, negotiator

Skills:

Technical skills - Knowledge and proficiency in a specific field

Human skills - The ability to work well with other people

Conceptual skills - The ability to think and conceptualize about abstract and complex situations concerning the organization Skills Needed at Different Management Levels

Importance of management:

The Value of Studying Management:

The universality of management Good management is needed in all organizations. The reality of work

Employees either manage or are managed. Rewards and challenges of being a manager Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.

Universal Need for Management

Management Theories

22

The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources.The Evolution of Management Theory1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000Scientific Management TheoryAdministrative Management TheoryBehavioral Management TheoryManagement Science TheoryOrganizational Environment TheoryScientific Management TheoryFrederick W. Taylors One Best Way from his time and motion studies

Taylor is the Father of Scientific Management

Machine Model viewed man as a means of production rather than the end (economic man model)One of the first management consultants25F.W. Taylor (1856-1915) Scientific ManagementThe systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

27General ApproachDeveloped standard method for performing each job.Selected workers with appropriate abilities for each job.Trained workers in standard method.Supported workers by planning work and eliminating interruptions.Provided wage incentives to workers for increased output.Scientific Management TheoryProductivity at the level of the worker (skills, physical attributes)

His management said reduced wasted efforts, set standards for performance, encourage specialization and, stress the selection of qualified workers who could be developed for a particular job.28Scientific Management TheoryBasic Principles of the Machine ModelDivision of labor and specializationUnity of command and centralization of decision-makingOne way authority

29Scientific Management TheoryConcept of 3 EsEfficiencyEffectivenessEconomy

Restricted focus weakness of machine model

30Four principlesThe development of science.The scientific selection of employees.The scientific education and development of employeesIntimate & friendly co-operation between employees & employer.Administrative Management Theory Modern operational management theory by Henry Fayol(1841-1925)

Treated administration as a process as opposed to the prevailing practice wherein administration is under control of specialists.

32Administrative ManagementThe study of how to create an organizational structure that leads to high efficiency and effectiveness.Administrative Management TheoryAccording to Fayol, administrative management was concerned or focused on the formal organization structure and the delineation of the basic processes of general management:Planning examining the future and drawing up the plan of actionOrganizing building up the structure, material, human resources of the undertaking Command maintaining activity among the personnelCoordination binding togetherControl.34Administrative Management TheoryFayols 14 Management PrinciplesDivision of Work- This principle is the same as Adam Smiths division of labor.Authority-Managers must be able to give orders. Authority gives them this right. Along with authority, however, goes responsibility. Wherever authority is exercised, responsibility arises.Discipline- Employees must obey and respect the rule that govern the organization.Unity of Command- Every employee should receive orders from only one superior.

35Administrative Management TheoryUnity of Direction- Each group of organization activities that have the same objective should be directed by one manager using one plan.Subordination of Individual Interests to the General Interest- The interest of any one employee or group of employees should not take precedence over the interests of the group as a whole.Remuneration- Workers must be paid a fair wage for their services.36Administrative Management TheoryScalar Chain- The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. Order- People and materials should be in the right place at the right time.Equity- Managers should be king and fair to their subordinates.Stability of Tenure of Personnel- High employee turnover is inefficient.37Administrative Management TheoryCentralization- This term refers to the degree to which subordinates are involved in decision making.Initiative- Employees who are allowed to originate and carry out plans will exert high levels of effort.Esprit de Corps- Promoting team spirit will build harmony and unity within the organization.

Management was a universal function that could be defined in terms of the various processes that the manager performed38POSDCORB theory by Lather Luther GullickHe was influenced by fayol and condensed the duties of administration into the famous acronym POSDCORB

POSDCORB is a word composed of the intials of the functions of the executives

POSDCORB includes 7 functions39P - Planning O - OrganizingS - StaffingD - DirectingCO - CoordinatingR - ReportingB - Budgeting

LYNDALL URWICKHe stressed the importance of design in organizationA/C to urwick , an organization is built on ten principles:10 principles of organization by lyndall urwick.The Principle of

The objectivedefinitionSpecializationcorrespondenceCo-ordinationSpan of controlauthoritybalanceresponsibilitycontinuity43Bureaucracy OrganizationsMax Weber 1864-1920MAX WEBER is the founder of bureaucratic theoryBelieved that efficiency is achieved through impersonal relations within a formal structure

Ethical Dilemma: The SupervisorBureaucratic ModelRelies on rational set of structuring guidelines, such as rules and procedures, hierarchy, and a clear division of labor

The bureaucracy is a formal organization

44Bureaucratic organizationWas a hierarchy with clear superior-subordinate communication and relations, based on positional authorityOrders from the top were transmitted down through the organization via a clear chain of command.Bureaucratic ModelMax Webers Bureaucratic characteristics

Division of LaborFixed authority and official jurisdictionHierarchal arrangement of officersWritten formal rulesSpecializationSecurity of tenure 46System of written rules that specify howEmployees should behaveSelection and evaluation System that rewardsEmployees fairly andEquitably.Clearly specifiedSystem of task andRole relationshipsClearly specified Hierarchy ofauthorityA bureaucracy Should haveBureaucratic ModelWebers rules (criteria on how to construct organizationsOrganizations are impersonal and are subject to authority Organized in clearly defined hierarchy of officesEach office has area of competenceOffice is filled by way of a free contractual relationship and there is free selection for the positions Technical qualification is basis of selection48Bureaucratic ModelMembers are remunerated by fixed salaries; right to pensions; salary scale according to rank; right to resignOffice is sole primary occupation of the membersOffice constitutes a career with a promotion systemOfficial work separated from ownership of the means of administrationMembers subject to strict and systematic discipline and control in the conduct of the office49HUMAN RELATIONS THEORY One of fathers of human relations movement Basic principles of human relations from Mayo and Hawthorne experiments:

Social norms and supervisionThe group or democratic administrationRewards and sanctions50Hawthorne StudiesConducted in Chicagos Hawthrone Western Electric plant

on industrial engineers to examine the effect of various illumination levels on workers productivity To test several assumptions of management51Mayo felt that work satisfaction depends to a large extent on the informal social pattern of the working group.

He thought that supervisor could be trained to play a different role which could help him to take personal interest in the subordinates and discharge his duties in a better manner.KEY ASPECTSHawthorne studies led to the belief that human relations between workers and managers and among workers were main determinants of efficiency.

He also noted that the worker should be made to come out openly with their needs, interact freely & without fear with company officials.Field theory of human behavior:By Kurt Lewin

He claimed that the workers on-the-job behavior is influenced by interactions between workers personality , work group structure and socio-technical climate of the work placeSocial process theoryBy mary parket follet:

She viewed management as a social process.

Motivating individuals & groups to work towards a common goalTheory of human motivationBy Abraham Maslow,

He analysed the relationship between the human beings and organizations from the stand point of human needs PhysiologicalSafetyBelongingnessEsteemSelf-actualizationAbraham Maslows Hierarchy of NeedsBased on needs satisfaction1908-1970THEORY X-YBy DOUGLAS Mc GREGOR

2 different ways to motivate or influence others based on underlying attitudes about human nature.

His focus was on utilizing human potentials in organizations.The average human being..

Prefers to be directedWishes to avoid responsibilityHas rationally little ambitionIs more interested in financial incrementsWants security above the personal acchievementsHere the management has 2 strategies

HardSoft Theory X and Theory YTheory X: essentially negative view of people- little ambition, dislike work, avoids responsibility, and needs to be closely directed to work effectively 61Theory X and Theory YTheory Y: positive view

people can exercise self- direction, accept responsibility and consider work to be as natural as rest or play.62Theory Y assumptions best captured true nature of workers and should guide management practice.

Theory YAssumptions:Workers are not inherently lazyDo not naturally dislike workIf given the opportunity, will do what is good for the organization.65Dislike work will avoid itMust be coerced, controlled, directed, or threatened with punishment Prefer direction, avoid responsibility, little ambition, want securityDo not dislike workSelf direction and self controlSeek responsibilityImagination, creativity widely distributedIntellectual potential only partially utilizedDouglas McGregor Theory X & Y

Theory X AssumptionsTheory Y Assumptions1906-1964Decision theory by Herbert Simon:

He views business & service institutions are net works of decision makersSOCIAL SYSTEM THEORY BY CHESTER BERNARD.

He viewed organization as a social system.A system is composed of elements under one related concept.Management TheoriesContemporary/ Modern Theories 6869Systems View of Organizations-SYSTEMS THEORY

Exhibit 2.5, p. 58Quantum TheoryEach person needs to be acknowledged for his or her own talent and potential, and each needs to be acknowledged and helped to grow in all possible kinds of ways.The leader is the one responsible to facilitate growth among his subordinates.70Chaos TheoryRecognizes that events are rarely controlled.

Chaos theorist Suggests that systems naturally go to more complex and as they do so, these systems become more volatile and must expend more energy to maintain that complexity. 71As they expend more energy, they seek more structure to maintain stability

This Trend continues until system splits, combines with another complex system or falls apart entirely.

Contingency TheoryAsserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects

The best style depends on the situation.

It depends approach7374Contingency View of Management

Exhibit 2.6, p. 59 Successful resolution of organizational problems is thought to depend on managers identification of key variations in the situation at handContingency Theory Most important managerial skills areDecision-makingInter- personal skillsCommunicationNegotiating skills Delegating75The Principles of ManagementManagement principles are statements of fundamental truth. These principles serve as guidelines for decisions and actions of managers. They are derived through observation and analysis of events which managers have to face in practice.

The Principles of ManagementFayols 14 principles of management

1. DIVISION OF WORK The specialization of the workforce, creating specific personal and professional development within the labour force and therefore increasing productivity; leads to specialization which increases the efficiency of labour. By separating a small part of work, the workers speed and accuracy in its performance increases.This principle is applicable to both technical as well as managerial work.

The Principles of Management2. AUTHORITY & RESPONSIBILITYThe issue of commands followed by responsibility for their consequences. Authority means the right of a superior to give order to his subordinates; responsibility means obligation for performance. This principle suggests that there must be parity between authority and responsibility. They are co-existent and go together, and are two sides of the same coin.The Principles of Management3. DISCIPLINEDiscipline refers to obedience, proper conduct in relation to others, respect of authority, etc. It is essential for the smooth functioning of all organizations.

The Principles of Management4. UNITY OF COMMANDThis principle states that every subordinate should receive orders and be accountable to one and only one superior. If an employee receives orders from more than one superior, it is likely to create confusion and conflict. Unity of Command also makes it easier to fix responsibility for mistakes.

The Principles of Management5. UNITY OF DIRECTIONAll those working in the same line of activity must understand and pursue the same objectives.All related activities should be put under one group, there should be one plan of action for them, and they should be under the control of one manager. It seeks to ensure unity of action, focusing of efforts and coordination of strength.

The Principles of Management6. SUBORDINATION OF INDIVIDUAL INTERESTThe management must put aside personal considerations and put company objectives first. The interests of goals of the organization must prevail over the personal interests of individuals.

The Principles of Management7. REMUNERATIONWorkers must be paid sufficiently as this is a chief motivation of employees and therefore greatly influences productivity. The quantum and methods of remuneration payable should be fair, reasonable and rewarding of effort.

The Principles of Management8. THE DEGREE OF CENTRALIZATIONThe amount of power wielded with the central management depends on company size.Centralization implies the concentration of decision making authority at the top management. Sharing of authority with lower levels is called decentralization. The organization should strive to achieve a proper balance.

The Principles of Management9. SCALAR CHAIN Scalar Chain refers to the chain of superiors ranging from top management to the lowest rank.The principle suggests that there should be a clear line of authority from top to bottom linking all managers at all levels. It is considered a chain of command. It involves a concept called a "gang plank" using which a subordinate may contact a superior or his superior in case of an emergency, defying the hierarchy of control. However the immediate superiors must be informed about the matter

The Principles of Management10. ORDER Social order ensures the fluid operation of a company through authoritative procedure.Material order ensures safety and efficiency in the workplace

The Principles of Management11. EQUITY Social order ensures the fluid operation of a company through authoritative procedure.Employees must be treated kindly, and justice must be enacted to ensure a just workplace. Managers should be fair and impartial when dealing with employees.

The Principles of Management12. STABILITY OF TENURE OF PERSONNEL The period of service should not be too short and employees should not be moved from positions frequently. An employee cannot render useful service if he is removed before he becomes accustomed to the work assigned to him.

The Principles of Management13. INITIATIVEUsing the initiative of employees can add strength and new ideas to an organization.Initiative on the part of employees is a source of strength for the organization because it provides new and better ideas. Employees are likely to take greater interest in the functioning of the organization.

The Principles of Management14. TEAM SPIRIT This refers to the need of managers to ensure and develop morale in the workplace; individually and communally. Team spirit helps develop an atmosphere of mutual trust and understanding. Which can be used to initiate and aid the processes of change, organization, decision-making, skill management and the overall view of the management function.

Fayol's definition of management roles and actions distinguishes between Five Elements:

Five Elements: management roles and actions

Prevoyance. (Forecast & Plan)- Examining the future and drawing up a plan of action. The elements of strategy. To organize - Build up the structure, both material and human, of the undertaking. To command - Maintain the activity among the personnel. To coordinate - Binding together, unifying and harmonizing all activity and effort. To control -Seeing that everything occurs in conformity with established rule and expressed command.

NEED FOR MANAGEMENT1. TO INCREASE EFFICIENCYPrinciples provide the key to the understanding of the problems. They serve as guidelines for the thinking & action of the managers.Application of principles avoids the need for trial & error and improves the quality of the management practice. Therefore they help to save time and effort in understanding and solving managerial problems. In this way, principles help to reduce risk and increase efficiency.2.TO CRYSTALLISE THE NATURE OF MANAGEMENTDevelopment of principles is helpful in analyzing and understanding the scope of management. The theory of management provides a useful framework for the education and training of managers.

3.TO IMPROVE RESEARCH IN MANAGEMENTCodification of principles leads to the science of management.Management principles serve as the focal point of expanding future horizons of knowledge through research. The principles guide managers in decision making and action. 4. TO ATTAIN SOCIAL GOALSThe standard of living in a society depends upon the quality of management. Competent management results in more efficient utilization of human material resources, thereby improving the quality of life.

Functions of ManagementFUNCTIONS OF MANAGEMENTPlanningOrganizationStaffingDirectingControlling

Co-OrdinatingReporting & RecordingBudgetingPlanningForecastingMissionStrategiesRulesProceduresProgrammes/ProjectsBudgetsForecastingPoliciesObjectives

OrganizingCommitteesFunctionalization/SpecialiationDelegationDecentralizationSpan of ControlCentralizationDepartmentation

StaffingWage PlanMan power planningJob DescriptionSelectionPlacementOrientationTraining & DevelopmentPerformance AppraisalRecruitmentJob AnalysisIncentivesGrievance RedressalDisciplinary procedure

DirectingMotivationLeadershipCommunication Supervision

ControllingQuality AssuranceBudgeting Performance appraisalReportsInventory controlHuman resource Accounting Audits

ELEMENTS OF ADMINISTRATIONLuther Gullick and Lyndall Urwick (1937) incorporated Fayols theory into American administration Duties of an administratorPOSDCORB Planning Organizing Staffing Directing Co-ordinating Reporting Budgeting

1.PlanningOccurs in various ways and at all levels Setting organizational goals Development of strategies for achieving the goals of org. standards, levels of equality, need to be met in completing the tasks

A plan is a predetermined course of action which provides purpose and direction of an organization.

Planning is fore-seeing future circumstances and requirements, then, setting objectives, making long and short term plans and determining the policies to be followed with standards to be set.

Planning Is one of the managerial function that determines in advance about the future course of action.Planning is determination of:What is to be done?How it is to be done?When it is to be done? & where it is to be done?who is to do it and How results to be evaluated?

3 kinds Strategic Planning long-rangePractical Planning Contngency Planning a alternative courses of action when the primary plans dont achieve the goals

It involves making a systematic process for achieving the organizations goals.In planning, managers receive and store information, monitor and disseminate the information.A manager makes decisions on strategy and allocation of resources and initiate planned changes Strategic planning is the process of developing and analyzing the organizations mission, overall goals, general strategies and allocating resources.

Who will do Planning?Planning is done at all levels of management

Top level management Long term plansMiddle & supervisory managersShort term plansImportance of Planning?Planning is first function of managementPlanning leads to success. (when you fail to plan, you are planning to fail)It helps to chalk-out the sequence of steps in the course of actionGood planning avoids overlapping of activitiesPlanning facilitates coordination and control

Importance of Planning?planning helps to set standards and targetsplanning helps in the appraisal of persons and actions.Planning leads to completeness of action, thus achieving the desired goals.Planning minimizes risks and uncertaintiesPlanning helps to understand the organizational structure, types of personnel required, thus, helps in the selection & training of the personnel for the job.

Importance of Planning?Planning helps to establish committees and consultative bodies

Planning helps in the preparation of organizational charts, procedure and policy manuals, programmes and schedules, budgeting etc.

Essentials of good planning

Yields reasonable organizational objectives and develops alternative approaches to meet these objectives. Helps to eliminate or reduce the future uncertainty and chance. Helps to gain economical operations. Lays the foundation for organizing. Facilitates co-ordination. Helps to facilitate control. Dictates those activities to which employers are directed.

2. OrganizationOrganization is a group of people, systematically arranged, working to accomplish some specific purpose.DefinitionsSocial units (or human groupings) deliberately constructed and reconstructed to seek specific goals (Talcott Parsons)Is a system of consciously coordinated personal activities of forces with specific goals (Barnard)

Characteristics of Organizations:PeopleDeliberatestructureDistinct purposeCharacteristics of Organizations:1. Distinct Purpose:is expressed in terms goals or set of goals 2. People:composed of people 3. Deliberate Structure:all organizations develop a systematic structure that defines and limits the behavior of its members. Eg: creating rules & regulationsIdentifying some members as bosses & giving them authority over others membersWriting up job descriptions so that members know what they are supposed to do.The term organization refers to an entity that has a distinct purpose, includes people or members, and has a systematic structure

ORGANIZINGThis is the identification and classification of the required activities, the grouping of activities necessary to attain objectives, the assignment of each grouping to a manager with authority and the provision of coordination.In organizing, structures are created, relationships established and resources are allocated for the accomplishment of activities In organizing, plans are reviewed, tasks to be performed are listed, tasks are grouped into jobs that can be done by an individual, departments are created, work is assigned to individuals and authority is delegated.

Specifically, they include:

1. Division of labor 2. Delegation of authority 3. Departmentation 4. Span of control 5. Coordination

3. STAFFINGStaffing involves managing the organizational structure through proper and effective appraisal ,selection and development of people to fill the roles designed into the structure. Staffing is also known as Human Resource Management. In other words, it is the management function devoted to acquiring, training, appraising, and compensating employees.

Staffing is the selection, training, motivating and retaining of a personnel in the organization.

It involves manpower planning to have the right person in the right placeStaffing process involves: 1)Development of organizational structure.2) Assessment of manpower required and available.3) Assessment of their quality, qualification and skills for the job.4)Appraisal Strength and shortcomings5) Conduct development programs.

4. DIRECTINGDirecting means the issuance of orders, assignments and instructions that permit the subordinate to understand what is expected of him, and the guidance and overseeing of the subordinate so that he can contribute effectively and efficiently to the attainment of organizational objectives.

Directing involves the initiation of action and it entails three elements that are action oriented in nature. These are motivation, communication and leadership. Leading is the process of influencing people so that they will contribute to organization and group goals.

Supervising or leading workers to accomplish organization's objectives

Involves Making assignmentsAssisting workers to carry out assignments Interpreting organizational policies Informing workers of how well they are performing

5. Coordinating

It is the act of synchronising people and activities so that they function smoothly in the attainment of organization objectives. Coordination is more important in the health services organization, because functionally they are departmentalized. Different kinds of organization require different amount of coordination.

Basic approaches to coordination:Corrective co ordinations are those coordinative activities that rectify the present error or correct a dysfunction in the organization. Preventive coordination comprises those coordinative activities that are aimed at preventing the occurrence of anticipated problems of coordination, or at least minimizing the impact of these problems.

Regulatory coordination comprises those coordinative activities that are aimed at the maintenance of existing structural and functional arrangements in the organizations. Promotive coordination has those coordinative activities that are aimed at attempting to improve the articulation of the parts of the organization, or to improve the existing organizational arrangements without regard for specific problems.

6. Reporting and recording

Reports are oral or written exchanges of information shared between caregivers or workers in a number of ways. A report summarizes the services of the person, personnel and of the agency. Reports are written usually daily, weekly, monthly or yearly.

Purposes of reporting:

To show the kind and amount of services rendered over a specified period. To illustrate progress in reaching goals. As an aid in studying health conditions. As an aid in planning. To interpret services to the public and to the other interested agencies. Records and reports must be functional, accurate, complete, current organized and confidential.

7. Budgeting

Budgeting, primarily recognized as a device for controlling, becomes a major part of the planning process in any organization. It is expressed in financial terms and based on expected income and expenditure. Budget is the heart of administrative management. It served as a powerful tool of coordinationFeatures of budget:

Should be flexible. Should be synthesis of past, present and future. It should be in the form of statistical standard laid down in specific numerical terms. It should have support of top management throughout the period of its planning and supplementation .

8. CONTROLLING.This is the measurement and correction of performance in order to ensure that enterprise objectives and plans devised to attain them are accomplished.

Controlling is a function of every manager both at lower and upper level since all have responsibility for the execution of plans.

Controlling can be defined as the regulation of activities in accordance with the requirements of plans.

Process of determining , if the companys goals and objectives are being met

Steps of control:

The control function, whether it is applied to cash, medical care, employee morale or anything else, involves four steps.Establishments of standards.Measuring performanceComparing the actual results with the standards.Correcting deviations from standards.

In controlling we must:

Establish standardsMeasure performanceCorrect deviations

Role of Nurse as a Manager (formerly called head nurse) in the Health Facility1. Perform these roles simultaneously:SubordinatesSuperiors Customer service representatives

2. Key leadership position directly related to the delivery of nursing care

Characteristics of an Integrated Leader-ManagerThey think long term.They look outward, toward the larger organization.They influence others beyond their own group.They emphasize vision, values and motivation.They think in terms of change and renewal.

FOUR FUNCTIONS OF MANAGEMENT :

All managers must

Plan-first componentOrganize-people and resourcesLead-motivation and guidanceControl-monitoring performanceJob Description of a Nurse ManagerPosition PurposeServes as the official supervisor of an assigned division and functions

to: plan, direct, coordinate, implement, control, evaluate and improve the quality of patient care delivered

Primarily Responsible for the clinical & administrative functions of a particular unitResponsible for the quality, cost effectiveness & safety of patient care on his unitThe primary function of a nurse manager isTo ensure optimal patient outcomes on unit

Other : as Expert clinicianA mentorSupport for staffTireless advocate for patients & familiesTYPICAL FUNCTIONSPlans, organizes & directs health services

for an assigned program, unit, facility, hospital.

Selects, mentors, motivates & directs development & evaluation of the staff.

Participates, consults & collaborates

in the development of long-range plans for health care programmes.Receives, analyzes & evaluates reports & other information &Co-ordinates quality improvement activitiesDevelops budget estimates

SKILLS:

Clinical practiceExcellent people skillsNegotiating abilitiesSound fiscal straregiesGreat sense of humorQUALITIES OF A GOOD NURSE MANAGER

Knowledge

Stamina

Integrity

EnthusiasmAmbition

Communication skillsJudgement

Planning skillsCourage

Administrative abilitiesHIERARCHYSpecific ResponsibilitiesPlans and executes administrative programs.

Interviews, selects, formally evaluates and terminates nurses in the unit.

151Establishes standards, goals, objectives, priorities and facilities change based on the needs of patients and their families, physicians and staff based on the results of various recommendations.

Holds regularly scheduled staff meetings, which provide opportunities for

discussion of division problems,orientation to new projects, procedures, changes in care approaches, etc.153Controls work time schedules for entire staff and makes the scheduling adjustments when necessary.

Equitably delegates patient care/division maintenance assignments and authority according to perceived strengths and limitations of subordinates and maintaining accountability. 154Advocates for both patient and staff.

Evaluates the quality of care provided alongside the standards and policies.155ClassificationsPublic Health Nurse ManagerDirects, manages, supervises and coordinates program development, fiscal management and programs and activities of the Districts health care programs .156Provides innovations in services and programs .

Collaborates and contracts for activities with other health care professionals and outside agencies

ClassificationsClinical Nurse Manager

Provides direction and

clinical supervision of patient care in a particularly assigned area in the hospital158Professional caregiver with clinical and supervisory experience

Promotes the philosophy, goals and objectives of the hospital

Levels First-line manager Oversees employees Deals with immediate problems in daily operations, organizational needs and employees personal needsMotivates staff to achieve goals of organizationRepresents staff to upper administration160Levels Middle ManagerCoordinates with actions of lower hierarchal employees Serves as channel between lower and top-level managers Carries out day to day operations but still involved in some long-term planning and establishing unit policies161Levels Top ManagerLooks at organization in broader context, coordinates internal and external influencesDetermines philosophy of organizationSets policiesCreates goals and policies for resource allocationLess involved in day to day operations162Levels Charge NurseLiaison to the nurse managers, assisting in shift by shift coordination and promotion of quality patient care as well as efficient use of resources.Often troubleshoots problems, assists in decision makingRole model, mentor, educatorMay have more informal power than manager 163Levels Staff NurseNot formally a managerSupervises others to ensure safe, quality patient care164Mintzbergs Behavioral DescriptionInterpersonal RolesFigurehead - performs ceremonial dutiesLeader - Defines work environment and responsible for subordinates workLiaison - Expands outside information sources and networks 165Mintzbergs Behavioral DescriptionInformational Roles Monitor- Internally seeks information about organizationDisseminator- Shares information within organizationSpokesperson shares information outside organization 166Mintzbergs Behavioral DescriptionDecisional Roles Entrepreneur Seeks ways to solve problems/ improve organizationsDisturbance handler responds to problemResource allocator manages time and coordinates effortsNegotiator- mediates resources/ decisions with outside forces 167ConclusionManagement has been identified as a systematic body of knowledge based on general principles, concepts, theories and techniques which are variable in terms of business practice.

These are embodied in the managerial functions of planning, organizing, staffing, directing and controlling which form the job of a manager.

In planning we establish objectives, and plans.In Organizing, activities are grouped.In staffing we recruit, select and train personnel required by the organization.In directing the manager leads, motivates and appraise personnel.Controlling is concerned with how well the organization is faring.