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NURSING MANAGEMENT- CONCEPTS, PRINCIPLES AND TECHNIQUES

NURSING

MANAGEMENT-

CONCEPTS,

PRINCIPLES AND

TECHNIQUES



INTRODUCTION

Nursing management consists of the perfor!nce of the "e!#ership f$nctions of %o&ern!nce

!n# #ecision-!'in% (ithin or%!ni)!tions ep"o*in% n$rses+ It inc"$#es processes coon to !""!n!%eent "i'e p"!nnin%, or%!ni)in%, st!ffin%, #irectin% !n# contro""in%+ It is coon for re%istere#

n$rses to see' !##ition!" e#$c!tion to e!rn ! M!ster of Science in N$rsin% or Doctor of N$rsin% Pr!ctice to

prep!re for "e!#ership ro"es (ithin n$rsin%+ M!n!%eent positions incre!sin%"* re$ire c!n#i#!tes to ho"#

!n !#&!nce# #e%ree in n$rsin%+

DEFINITION - MANAGEMENT

Accor#in% to R. Terry , !n!%eent is #efine# !s ip"eentin% specific f$nction!" !cti&ities th!t

inc"$#e fr!in% str!te%ies of p"!nnin% , s*stei)in% the (or' p"!nne#, !n# ip"eentin% , s$per&isin% !n#

#irectin% the (or' perfor!nce to !chie&e the %o!" * $ti"i)in% the !#e$!te !npo(er !n# other reso$rces+

Accor#in% to E F. L Brech , !n!%eent is #efine# !s the process to ens$re th!t !s the (or's %et

cop"ete# , it !in"* foc$ses on (or' orient!tion , p"!nnin% !n# ip"eentin% the p"!nne# str!te%ies to

!chie&e the !n!%eent %o!"s+

Accor#in% to tan!y "ane , !n!%eent is #efine# !s the !cti&it* of #eterinin% the contro" o&er the

!cti&it* of personne".s in or#er to !chie&e the e/pecte# %o!"s of the !n!%eent+

NURING MANAGEMENT- CONCE#T

N$rsin% !n!%eent is !n inte""ect$!" process in (hich the n$rse !n!%er p"!ns , s$per&ises !n# co-

or#in!te the (or' of st!ffs, report to hi%her !$thorities !n# respon#s to the eer%ent sit$!tions in or#er to

!chie&e hi%h pro#$cti&it* !n# $!"it* p!tient c!re+

N$rsin% !n!%eent c!n e &ie(e# in ters of

• Efficienc* or perfor!nce

• Decision !'in% process

• Personne" oriente# process

• 0$nctions or !cti&ities oriente# process

E$$iciency %r &er$%rmance %riente' (ie)

This &ie( eph!si)es on re"!tionship et(een efforts !n# res$"t to !chie&e the n$rsin%

or%!ni)!tion!" o1ecti&es th!t to ens$re the est possi"e n$rsin% c!re+ Accor#in% to this concept n$rsin%

!n!%eent c!n e #efine# !s ..the !rt of sec$rin% !/i$ effort so !s to sec$re !/i$ prosperit*

!n# h!ppiness for oth n$rse !n!%ers !n# n$rses to ren#er the est possi"e p!tient c!re..+

Decisi%n %riente' (ie)

The #ecision theorists "i'e Peter Dr$c'er !n# Moore eph!si)e# th!t #ecision !'in% * the

!n!%ers p!* !n iport!nt ro"e in !n!%eent+ e&en !n!%eent is &ie(e# !s #ecision !'in%+

https://en.wikipedia.org/wiki/Nurse

https://en.wikipedia.org/wiki/Registered_nurse


https://en.wikipedia.org/wiki/Master_of_Science_in_Nursing

https://en.wikipedia.org/wiki/Doctor_of_Nursing_Practice



https://en.wikipedia.org/wiki/Master_of_Science_in_Nursing

https://en.wikipedia.org/wiki/Doctor_of_Nursing_Practice

https://en.wikipedia.org/wiki/Nurse



Accor#in% to this concept n$rsin% !n!%eent c!n e sip"* ..the process of #ecision - !'in% !n#

contro" o&er the !ctions of n$rses (or'in% in &!rio$s positions in the hier!rch* for the e/presse#

p$rpose of !tt!inin% pre#eterine# %o!" of ens$rin% the $!"it* of p!tient c!re..+ 2$t the scope of this

concept is n!rro(e# ec!$se it #oes not specif* the process in (hich conte/t #ecision- !'in% is

!pp"ie#+

#ers%nne! %riente' (ie)

In this concept !n!%eent is "oo'e# !s ! process of coor#in!ti&e efforts of the personne"

(or'in% in the or%!ni)!tions+ The !n!%eent is concerne# (ith personne" !n!%eent+ Accor#in% to

this concept the n$rsin% !n!%eent c!n e #efine# !s ..the !rt of %ettin% thin%s #one tro$%h !n# (ith

n$rsin% personne" in for!""* or%!ni)e# %ro$ps..+ This concept is incop"ete ec!$se it #oes not specif*

the f$nctions or !cti&ities in&o"&e# in the process of %ettin% thin%s #one+

Functi%ns %r acti(ities %riente' (ie)

Accor#in% to this concept n$rsin% !n!%eent c!n e #efine# !s the process * (hich the

n$rse !n!%ers forec!st, p"!n , or%!ni)e , coor#in!te !n# contro" the efforts of n$rsin%

personne" to !ccop"ish the or%!ni)!tion!" %o!"s+ This #efinition is the ref"ection of f$nctions

or !cti&ities of ! n$rse !n!%er+

Gi""ies D A #efine# n$rsin% !n!%eent !s the process of (or'in% thro$%h n$rsin% st!ff

eers to pro&i#e c!re, c$re !n# cofort to p!tients+ n$rse !n!%ers t!s' is to p"!n ,

or%!ni)e, #irect !n# contro" the !&!i"!"e fin!nci!", !teri!" !n# h$!n reso$rces so !s to

pro&i#e the ost effecti&e c!re possi"e to %ro$ps of p!tients !n# their f!i"ies+

N$rsin% !n!%eent is perforin% "e!#ership f$nctions of %o&ern!nce !n# #ecision !'in%

(ithin or%!ni)!tions ep"o*in% n$rses+

NURING MANAGEMENT AND NURING #ROCE

Gi""ies #escries n$rsin% !n!%eent !s ! process th!t s$pports !n# p!r!""e"s the n$rsin%

process th!t cont!ins ! pro%ressi&e se$ence of interre"!te# !cti&ities in ! "o%ic!" !nner+

Li'e n$rsin% process n$rsin% !n!%eent inc"$#es !"" the steps of #!t! %!therin%, #i!%nosin% ,

p"!nnin%, ip"eent!tion !n# e&!"$!tion +

N$rsin% !n!%eent is !"so &ie(e# !s se"f- re%$"!tin% !n# se"f- correctin% "i'e n$rsin% process *

(hich n$rse pro&i#es c!re , c$re !n# cofort for the p!tients+ in the s!e (!* in n$rsin%

!n!%eent process n$rse !n!%er (or's thro$%h others to !chie&e the %o!"+

• Efficienc* or perfor!nce



Nursing management- A genera! system the%ry a&&r%ach

A s*ste is !n !sse"!%e of thin%s , connecte# so !s to for ! cop"e/ $nit*+ N$rsin%

!n!%eent is #escrie# !s ! series of interre"!te# e&ents th!t inc"$#e inp$ts of ener%* , !teri!" !n#

infor!tion 3 s*ste!tic tr!nsfor!tion of s$ch inp$t in to pre p"!nne# pro#$ct, p!tient c!re .

S*ste !ppro!ch pro&i#es !n inte%r!te# !ppro!ch of !n!%in%+ it !"so pro&i#es ! fr!e(or'

thro$%h (hich or%!ni)!tion en&ironent inter!ction c!n e !n!"*)e# !n# f!ci"it!te #ecision !'in%+

Men

Mone*

M!teri!"

Metho#s

M!chines

NURING MANAGEMENT MIION TATEMENT

A Mission St!teent #efines the or%!ni)!tion.s p$rpose !n# pri!r* o1ecti&es+ Its prie f$nction is

intern!" 4 to #efine the 'e* e!s$re or e!s$res of the or%!ni)!tion5s s$ccess 4 !n# its prie !$#ience is

the "e!#ership te! !n# stoc'ho"#ers+

Mission st!teents !re the st!rtin% points of !n or%!nis!tion5s str!te%ic p"!nnin% !n# %o!" settin% process+

Input

Quality

patient Transformati

on process

Management

functions

out

Nurses

satisfaction



The* foc$s !ttention !n# !ss$re th!t intern!" !n# e/tern!" st!'eho"#ers $n#erst!n# (h!t the or%!ni)!tion is

!tteptin% to !ccop"ish+

Dimensi%ns %$ Missi%n statements6

Accor#in% to 2!rt, the stron%est or%!ni)!tion!" ip!ct occ$rs (hen ission st!teents cont!in 7essenti!" #iensions+

• 8e* &!"$es !n# e"iefs

• Distincti&e copetence

• Desire# copetiti&e position

• Copetiti&e str!te%*

• Cope""in% %o!"9&ision

• Specific c$stoers ser&e# !n# pro#$cts or ser&ices offere#

• Concern for s!tisf*in% $"tip"e st!'eho"#ers

The ission st!teent of !n3 or%!ni)!tion #escries the p$rpose for (hich th!t or%!ni)!tion e/ists+ Mission st!teents pro&i#e infor!tion !n# inspir!tion th!t c"e!r"* !n# e/p"icit"* o$t"ine the (!*

!he!# for the or%!ni)!tion+ The* pro&i#e &ision+

In#i&i#$!"s (!nt pro#$cti&e !n# e!nin%f$" "i&es +therefore, the p$rpose of the or%!ni)!tion !n# of

e!ch of its $nits sho$"# e #efine# ! te!(or' !ppro!ch sho$"# e proper"* tr!ine#6 !n# !""

in#i&i#$!"s (ithin the or%!ni)!tion sho$"# e tre!te# (ith respect+

Or%!ni)!tion!" p$rpose o&es !n# %$i#es the or%!ni)!tion to(!r# ! percei&e# %o!"+

M!n* (riters in#ic!te th!t the p$rpose or ission st!teent sho$"# e cre!te# fro ission

st!teent sho$"# e proper"* tr!ine# !n# !"" in#i&i#$!" s (ithin the or%!ni)!tion sho$"# e tre!te#

(ith respect+

Or%!ni)!tion!" p$rpose o&es !n# %$i#es the or%!ni)!tion to(!r# ! percei&e# %o!"+

The ission or p$rpose st!teent incorpor!tes the c$"t$re of the or%!ni)!tion, inc"$#in% stron%

"e!#ership, r$"es !n# re%$"!tions, !chie&eent of %o!"s, !n# the notion th!t peop"e !re ore

iport!nt th!n (or'+

Ep"o*ees (ho p!rticip!te in #e&e"opin% the &ision st!teent e"ie&e in their o(n !i"ities !n# !re ore

coitte# to the or%!ni)!tion+

The ent!" e/ercise of cre!tin% one is ore e!nin%f$" th!n the contents of the st!teent itse"f+:ision, &!"$es, ission or p$rpose st!teents !re e!nin%f$" on"* to the cre!tors+

Ep"o*ees (ho p!rticip!te in #e&e"opin% the &ision st!teent e"ie&e in their o(n !i"ities !n# !re

ore coitte# to the or%!ni)!tion th!n ep"o*ees (ho #o not p!rticip!te+

The &ision st!teent is sh!re# cop!n*(i#e so th!t ep"o*ees !* "i&e the &ision+ It is $p#!te# to

'eep p!ce (ith techno"o%* !n# tren#s++

:ision &!"$es, ission, or p$rpose st!teents !re e!nin%f$" on"* to the cre!tors+

Tr!ns"!te# for the co$nit*, these st!teents p"!ce &!"$e on the (!* n$rses c!re for peop"e+



It fo""o(s th!t ethnic pop$"!tions !re consi#ere# in #e&e"opin% &ision !n# &!"$es st!teents for

n$rsin% entities+ N$rsin% e#$c!tion te!ches the e!nin% of &!"$es s$ch !s to"er!nce !n#

coproise+

E/!p"es of &!"$es !re infor!"it*, cre!ti&it*, honest*, $!"it*, co$rtes*, !n# c!rin%,Phi"osoph*

!n# Cost effecti&eness

In !n!%eent or !#inistr!tion of !n* enterprises for or%!ni)!tion, the $!"it*, $!ntit*, tiin% !n# cost

of the necess!r* to re!ch the o1ecti&e of the enterprises !re interre"!te# f!ctor (hich $st e %i&en

const!nt !ttention+

E/ec$tion !n# contro" of (or' p"!n6 One of the %re!test possi"e contri$tors to (!st!%e of o$r precio$s

reco$rses, (hether !t the "oc!" or n!tion!" "e&e", is the f!i"$re of those !t !n* "e&e" of !#inistr!tion, !n# !t

!"" st!%es in the !n!%eent of the !cti&it*, to !se !"" #ecision on &erifi!"e f!cts+

De"e%!tion of responsii"it* !n# !$thorit*6 The #e"e%!tion of responsii"it* !n# !$thorit* is !n iport!nt

!spect of s$ccessf$" !#inistr!tion, to p"!ce the responsii"it* for #ecision !t the "o(est possi"eor%!ni)!tion!" "e&e" in or#er to !tt!in #ecision !s spee#i"* !s possi"e+

H$!n re"!tion !n# %oo# or!"e6

Since the f$nction of !#inistr!tion is to !tt!in !n est!"ishe# o1ecti&e thro$%h the !n!%eent of

peop"e, !#inistr!tion if #eep"* concerne# (ith h$!n re"!tion+ Goo# or!"e of the st!ff is essenti!" to the

s$ccess of !n* or%!ni)!tion+

Effecti&e co$nic!tion6

Effecti&e co$nic!tion !re essenti!" for !"" !spect of effecti&e !#inistr!tion +st!ff $st e !#e$!te"*

!n# correct"* infore# !o$t p"!n, etho#s ,sche#$"es, pro"es e&ents !n# pro%ress+

0"e/ii"it*6

A#inistr!tors $st e cop"ete"* f"e/i"e to eet the ch!n%in% nee#s of the sit$!tion+

LE"EL OF NURING MANAGEMENT

Le&e"s of n$rsin% !n!%eent !re c"!ssifie# in to three c!te%ories on the !sis of hier!rch*,their position !n# re"!ti&e responsii"ities+ These !re

Top "e&e"

Mi##"e "e&e"

Oper!ti&e "e&e"

T%& !e(e!

This inc"$#e chief n$rsin% officer9 n$rsin% s$perinten#ent 9 !trons in the hospit!"s+

The* !re the so$rce of !$thorit* !n# it est!"ishes %o!"s, po"icies !n# o1ecti&es for the n$rsin%

ser&ice+



M!in"* in&o"&e# in p"!nnin% !n# coor#in!tin% f$nctions+

The* !re !cco$nt!"e for the n$rsin% ser&ices for (hich the* !re ser&in%+

The* iss$e instr$ctions to the "o(er "e&e"s +

The* contro" !"" the !cti&ities of the hospit!" n$rsin% ser&ices+

Mi''!e !e(e!

This inc"$#es he!#s of n$rsin% $nits in the hospit!" !n# !re !t s$per&isor* "e&e"s, #esi%n!te# !s

(!r# sisters or sister %r!#e ;+

The* !re responsi"e for the top !n!%eent for the f$nctionin% of their #ep!rtents+

The* !'e #$t* p"!ns to the n$rsin% personne" of "o(er or oper!tion!" "e&e" !n# #e&i#e (or' to

the+

The* e&!"$!te the perfor!nce of oper!ti&e "e&e" n$rses !n# co- or#in!te (ith other

#ep!rtents to ens$re est $!"it* p!tient c!re+ The* !rr!n%e necess!r* e$ipents for the oper!ti&e "e&e" n$rses !n# pro&i#e necess!r*

(or'in% !n# ther!pe$tic en&ironent+

The* !int!in %oo# h$!n re"!tions !n# co$nic!te pro"es to the hi%her "e&e"

!n!%eent+

O&erati(e !e(e!

This "e&e" coprise of n$rses !t the oper!tion!" "e&e"s #esi%n!te# !s st!ff n$rse or sister %r!#e

II+

The* !re responsi"e for p!tient c!re+

A"so 'no(n !s the ;st "ine !n!%eent !n# !re responsi"e for p!tient c!re+

The* p"!n !n# t!'e the #ecision for c!re of their !ssi%ne# p!tients+

The* c!rr* o$t the instr$ctions %i&en * their s$periors !n# te! eers in p!tient c!re+

Le(e!s %$ nursing management in h%s&ita!s



Top level

Chef nursing ocer/Nursing

superintendent/Matrons

Middle level

ward sisters/ sistergrade I

Operational levels

ta! nurse/ sister gradeII

PRINCIPLES O0 MANAGEMENT IN NURSING

M!n!%eent princip"es in n$rsin% !re st!teent of f$n#!ent!" tr$th re"!te# to n$rsin% fie"#+ The

princip"es of n$rsin% !n!%eent (!s #eri&e# fro princip"es of !#inistr!tion * Henr* 0!*o"+ This

princip"es ser&e !s %$i#e"ines for #ecision !n# !ctions of n$rse !n!%ers (or'in% !t !n* "e&e" in #efferent

settin%s+ This #escrie the 'e* !n!%eent #isc$ss (h* soe ro"es !re consi#ere# to e ore iport!nt or

"ess iport!nt !t #ifferent "e&e"s in the or%!ni)!tion!" hier!rch*+

The princip"es !re,

Di(isi%n %$ )%r*

This is other(ise c!""e# princip"e of speci!"i)!tion+ This ip"ies th!t !n* ep"o*ee sho$"# e !ssi%ne#

on"* one t*pe of (or' so !s to rin% !o$t speci!"i)!tion in e&er* !cti&it*+ Speci!"i)!tion (i"" he"p in

cre!tin% specific person!" !n# profession!" #e&e"opent !on% the n$rses !n# (i"" incre!se their

efficienc*+ This princip"e is !pp"ic!"e to n$rses (or'in% !t oper!tion!", s$per&isor* !s (e"" !s !n!%eri!"

"e&e"+

Auth%rity an' res&%nsi+i!ity

A$thorit* e!ns ri%ht to %i&e or#er * ! s$perior to her s$or#in!tes3 responsii"it* e!ns the

o"i%!tion for perfor!nce+ This princip"e s$%%est th!t there $st e p!rit* et(een !$thorit* !n#

responsii"it*+ The* !re co-e/istent !n# %o to%ether !n# !re t(o si#es of the s!e coin+

Disci&!ine

Discip"ine is essenti!" for the sooth f$nctionin% of !"" or%!ni)!tions+ Discip"ine refers to

• %ettin% oe#ience to the r$"es !n# re%$"!tion of the or%!ni)!tion+

• proper con#$ct in re"!tion to others

• respect to !$thorit* or s$perior+



Unity %$ c%mman'

E&er* s$or#in!te $st recei&e or#ers !n# instr$ctions !n# e !cco$nt!"e to one !n# on"* to

one s$perior+ This (i"" ipro&e the perfor!nce of ep"o*ee , other(ise there (i"" e o&er"!ppin% of

or#ers !n# (i"" cre!te conf$sion !n# conf"ict+ D$!" co!n# %ener!te tension conf$sion, !n# conf"ict

res$"t in #i"$te# responsii"it* !n# "$rre# co$nic!tion+

Unit* of co!n# !"so !'e it e!sier to fi/ responsii"it* for ist!'es !n# there (i"" e

h!ronio$s re"!tionship et(een the s$perior !n# the s$or#in!tes+

Unity %$ 'irecti%n

This e!ns th!t one he!# sho$"# %i&e the #irection+ A"" the !cti&ities of ! (or' $nit or %ro$p

sho$"# e #irecte# to(!r#s the s!e %o!"+ There sho$"# e one p"!n of !ction for the+ There (i"" e

the foc$s of efforts !n# co-or#in!tion of stren%th+

u+%r'inati%n %$ in'i(i'ua! interest t% genera! interest

The !n!%eent $st p$t !si#e the person!" consi#er!tions !n# p$t or%!ni)!tion!" o1ecti&es

first+ Interest of the %o!" of the or%!ni)!tion sho$"# e s$pree o&er the person!" interests of

in#i&i#$!"+ The s$or#in!tes c!n sho( the %ener!" interest thro$%h co""ecti&e !r%!inin%+

Remunerati%n

The ep"o*ee $st e 1$st !n# f!ir to e&er*one so th!t e!ch ep"o*ee %ets oti&!te# to (or'+

There sho$"# e copens!tion for ser&ices * consi#erin% oth fin!nci!" !n# non fin!nci!" f!ctors

i/+

Centra!i,ati%n

It e!ns the e/tent to (hich !$thorit* is centr!"i)e# or #ecentr!"i)e#+ Centr!"i)!tion "!*s the

concentr!tion of #ecision !'in% !$thorit* !t the top !n!%eent+ Dispers!" of !$thorit* (ith

"o(er "e&e"s is c!""e# #ecentr!"i)!tion+ There sho$"# e proper !"!nce+ The !o$nt of po(er reste#

(ith the centr!" !n!%eent #epen#s on or%!ni)!tion si)e+

ca!ar chain %$ c%mman' %r hierarchy

Sc!"!r ch!in is the ch!in of s$periors r!n%in% fro top !n!%eent to the "o(est r!n'+ The

princip"e s$%%est th!t there sho$"# e ! c"e!r ch!in of !$thorit* fro top to otto "in'in% !""

!n!%ers !t !"" "e&e"s+ it reco%ni)es the necessit* of for!" !$thorit* in the or%!ni)!tion+

Or'er

Soci!" or#er ens$res th!t there sho$"# e ! p"!ce for e&er*thin% !n# e&er*one+ M!teri!" or#er

ens$res s!fet* !n# efficienc* in the (or'p"!ce+ 0!ci"ities $st e ti#* , !teri!"s or#er"* store# !n#

s*ste!tic!""* !rr!n%e# !s per the nee# of the #ep!rtent !n# st!ff se"ecte# !ccor#in% to strict

proce#$res !n# c"e!r 1o #escriptions+

Euity

E$it* e!ns f!ir !n# ip!rti!" tre!tent+ Ep"o*ees $st e tre!te# (ith 'in#ness !n# 1$stice

$st e en!cte# to ens$re ! sooth (or'in% en&ironent+ M!n!%ers $st const!nt"* !pp"* the

correct !"!nce et(een e$it* !n# #iscip"ine+



sta+i!ity %$ tenure

The 1o of ep"o*ee sho$"# not e too short !n# the* sho$"# not e rot!te# fro positions

fre$ent"*+ An ep"o*ee c!nnot ren#er (orth(hi"e ser&ice if she is reo&e# efore she $se# to he

(or' !ssi%ne# to her+

Initiati(eS$or#in!tes sho$"# e %i&en !n opport$nit* to t!'e soe initi!ti&e in #e&e"opin% !n# initi!tin%

the p"!ns !s it c!n ecoe ! so$rce of stren%th for or%!ni)!tion+ Ep"o*ees !re "i'e"* to t!'e

%re!ter interest in the f$nctionin% of the or%!ni)!tion+

Esprite #e Corps <Union is stren%th=

This e!ns sense of e"on%in%, te! spirit , the spirit of "o*!"t*, #e&otion !n# co-oper!tion

(hich $nites the eers of the %ro$p+ M!n!%er nee# to ens$re !n# #e&e"op or!"e in the (or'

p"!ce+ Te! spirit he"ps to #e&e"op !n !tosphere of $t$!" tr$st !n# $n#erst!n#in%+ The t(o

eneies for Espirit #e corps !re #i&i#e !n# r$"e !n# !$se of (ritten co$nic!tion * the

s$perior+

FUNCTION OF NURING MANAGEMENT

Its !n!%eent h!s its o(n !#inistr!ti&e !n# !n!%eri!" f$nctions+ Accor#in% to L$ther

G$""ic' the f$nctions !n!%eent !re e/p"!ine# * the !cron* POSDCOR2+

o #"!nnin%

o Or%!ni)in%

o t!ffin%

o Directin%o Coor#in!tin%

o R eportin%

o B$#%etin%

#!anning

P"!nnin% is one of the !sic !n# prie f$nctions of !n!%eent+ It in&o"&es se"ectin% o1ecti&es,

po"icies, str!te%ies pro%r!es for the n$rsin% ser&ice+ Inp$t !n# reso$rces !re !"so nee#e#+ The o1ecti&es

!re set, po"icies !re !#e, str!te%ies !re #eterine# !n# tie sche#$"in% is #one+ It is ! #ecision !'in%

process th!t in&o"&es #eci#in% n !#&!nce (h!t to #o, ho( to #o, (ho is %oin% to #o !n# ho( the res$"ts !re

to e e&!"$!te#+

Organi,ing

Or%!ni)in% e!ns #e&e"opin% ! s*ste+ It is the process of #e&e"opin% ph*sic!" reso$rces,

infor!tion!" reso$rces !n# h$!n reso$rces !s per p"!n+ &!rio$s !cti&ities "i'e i#entif* (or' !cti&ities ,

prep!rin% 1o #escriptions !n# 1o responsii"ities , !ssi%nin% !n# i#entif*in% 1o ro"es !n# #e&e"opin%

r!tion!"e to or%!ni)e those !cti&ities+ Accor#in% to A""en or%!ni)!tion in&o"&es i#entific!tion !n# %ro$pin%

the !cti&ities to e perfore# !n# #i&i#in% the !on% the in#i&i#$!"s !n# cre!tin% !$thorit* !n#responsii"it* re"!tionship !on% the for the !ccop"ishent of or%!ni)!tion!" o1ecti&es+



ta$$ing

It in&o"&es !'in% the or%!ni)!tion!" str$ct$re thro$%h proper !n# effecti&e se"ection, !ppr!is!" !n#

#e&e"opent of n$rsin% personne"+ This process inc"$#es settin% recr$itent proce#$res, se"ectin%

personne", #ep"o*in% the in proper positions or%!ni)in% orient!tion !n# other s'i"" tr!inin% pro%r!e

!n# !ppr!isin% the+

Directing an' Lea'ing

This is concerne# (ith inspirin% !n# enco$r!%in% st!ff !n# cre!tin% $n#erst!n#in% !on% the+

S$per&ision, co$nic!tion e/hiitin% "e!#ership !n# oti&!tin% the st!ff !re iport!nt in%re#ients for

%ettin% the !/i$ o$tp$t !n# to !chie&e the or%!ni)!tion!" o1ecti&es+ Accor#in% to 8oont) !n#

Donne"", #irection er!ces those !cti&ities (hich !re re"!te# to %$i#in% !n# s$per&isin% s$or#in!tes+

C%ntr%!!ing

This is !"so c!""e# s*ste e!s$reent (hich is the process of e!s$rin% !n# correctin% the

perfor!nce of the !cti&ities of st!ff !s per e/pecte# perfor!nce+ 0or this st!n#!r#s !re #eterine# ,

!ct$!" perfor!nce is e!s$re# , cop!rin% the !ct$!" perfor!nce (ith st!n#!r#s of perfor!nce !n#

t!'in% the !ppropri!te correcti&e !ction+

C%-%r'inati%n

Co-or#in!tion is the essence of !n!%eent !n# is consi#ere# !s one of the !n!%eri!" f$nctions !n#

is ! #e"ier!te effort of the !n!%er to !chie&e the or%!ni)!tion!" %o!"s++ It is iport!nt to s*nchroni)e !n#

$nifies the in#i&i#$!" st!ff efforts for etter !ction to !chie&e or%!ni)!tion!" o1ecti&es thro$%h for!" !n#

infor!" re"!tions+ M!n!%eent see' co-or#in!tion thro$%h p"!nnin% , or%!ni)in%, st!ffin% , #irectin% !n#

contro""in%+

"lanning

Controlling

Organi#ing

$irecting tang

MANAGEMENT TECNI/UE

M!n!%eent techni$es c!n e c"!ssifie# in #ifferent (!*s+ M+ > C"!* h!s !se# his c"!ssific!tion on

the fo""o(in% ei%ht o1ecti&es (hich &!rio$s !n!%eent techni$es !ttept to !chie&e+

;+ Detection 6 To fin# o$t (h!t is h!ppenin% or #isco&er soethin%+

Techni$e- Inp$t -o$tp$t !n!"*sis, !ttit$#e s$r&e*, pro#$ction st$#*+?+ E&!"$!tion 6 To e!s$re or to esti!te the &!"$e of !n ite+

Coordinati



Techni$e- >o e&!"$!tion, (or' e!s$reent, perfor!nce !ppr!is!", cost-enefit !n!"*sis+

@+ Ipro&in% perfor!nce

Techni$e6 M!n!%eent * o1ecti&e

+ Optiisin% perfor!nce

Techni$e 6 Line!r pro%r!in%, Oper!tion!" rese!rch

B+ Specific!tion of ! #esire# &!"$e of sit$!tion or !ctionTechni$es 6 L!*o$t p"!nnin% of offices !n# p"!nts

+ Contro"

Techni$e 6 Cost contro", cre#it contro", "!o$r contro", pro#$ction conro" !n# $#%et contro"

7+ Co$nic!tion

Techni$e 6 :is$!" !i#, Report (ritin%, M!n!%eent infor!tion

+ Deonstr!tion

Techni$e 6 Pro%r!e# "e!rnin%, 1o instr$ction, Tr!inin%+

MANAGEMENT B0 OB1ECTI"E2MBO3

M!n!%eent * o1ecti&es <M2O= is ! process (here* s$periors s$or#in!tes 1oint"* i#entif*

the coon o1ecti&es ,set the res$"ts th!t sho$"# e !chie&e# * s$or#in!tes, !sses the contri$tion of

e!ch in#i&i#$!", !n# inte%r!te in#i&i#$!"s (ith the or%!ni)!tion so !s to !'e est $se of or%!ni)!tion!"

reso$rces+

DE0INITION

• A process (here* the s$perior s$or#in!te !n!%ers of !n or%!ni)!tion 1oint"* i#entif*

its coon %o!"s, #efine e!ch in#i&i#$!".s !1or !re!s of responsii"it* in ters of the

res$"ts e/pecte# of hi, !n# $se these e!s$res !s %$i#es for oper!tin% the $nit !n#

!ssessin% the contri$tion of e!ch of its eers+ < Geor%e S+ O#iorne, ;FB=+

• A coprehensi&e !n!%eri!" s*ste th!t inte%r!tes !n* 'e* !n!%eri!" !cti&ities in !

s*ste!tic !nner, conscio$s"* #irecte# to(!r#s the effecti&e efficient !chie&eent of

or%!ni)!tion!" o1ecti&es+ <H!ro "# 8o o nt) =

O+4ecti(es %$ MBO5

6. 6. To e!s$re !n# 1$#%e perfor!nce

7. To re"!te in#i&i#$!" perfor!nce to or%!ni)!tion!" %o!"s

8. To c"!rif* oth the 1o to e #one !n# the e/pect!tions of !ccop"ishent9. To foster the incre!sin% copetence %ro(th of these s$or#in!tes

:. To enh!nce co$nic!tion et(een s$perior !n# s$or#in!tes

;. To ser&e !s ! !sis for 1$#%ents !o$t s!"!r* !n# prootion

<. To sti$"!te the s$or#in!tes oti&!tion !n#

=. To ser&e !s ! #e&ice for or%!ni)!tion!" contro" !n# inte%r!tion+

Characteristics %$ MBO

6. M2O is !n !ppro!ch phi"osoph* to !n!%eent not ere"* ! techni$e+



7. On the other h!n#, M2O is "i'e"* to !ffect e&er* !n!%eent techni$e+ M2O ep"o*s

se&er!" techni$e $t it is not ere"* the s$ tot!" of these techni$es+ It is ! (!* of

thin'in% !o$t !n!%eent+

8. M2O is o$n# to h!&e soe re"!tionship (ith e&er* !n!%eent techni$e+ Cert!in

#e%ree of o&er"!ppin% is there+ In f!ct often M2O pro&i#es the sti$"$s for the

intro#$ction of ne( techni$es of !n!%eent enh!nces the re"e&!nce $ti"it* of the

e/istin% ones+

9. The !sic eph!sis of M2O is !n o1ecti&es+M2O is !"so concerne# (ith #eterinin%

(h!t these res$"ts reso$rces sho$"# e+ This M2O tries to !tch o1ecti&es

reso$rces+

:. The M2O is ch!r!cteri)e# * the p!rticip!tion concerne# !n!%ers in o1ecti&e settin%,

the perfor!nce re&ie(s, !n# his perfor!nce+

;. Perio#ic re&ie( of perfor!nce is !n iport!nt fe!t$re of M2O+

<. O1ecti&es in M2O pro&i#e %$i#e"ines for !ppropri!te s*stes proce#$res+

te&s in &r%cess %$ MBO

6+ Settin% of Or%!ni)!tion!" P$rpose O1ecti&es

?+ I#entif* the 8e* Res$"t Are!s<8RAs=

@+ Est!"ishent of the o1ecti&es of the s$per&ision

+ Recoen#in% o1ecti&es for the s$or#in!tes * the s$periors+

B+ Settin% s$or#in!tes o1ecti&es

+ Perio#ic re&ie( of the perfor!nce of the s$or#in!tes+

7+ Re&ie( of the perfor!nce * the s$periors+

+ 0in!" re&ie( of perfor!nce * the s$periors+

F+ Perfor!nce !ppr!is!" * s$periors+

;+ Pro&i#in% fee#!c' to the top "e&e"+

te&s %$ MBO

6+ Settin% Go!"s

• Top !n!%ers for$"!te the o&er!"" or%!ni)!tion!" %o!"s

• Mi##"e !n!%ers (or' (ith first "ine !n!%ers to set %o!"s

• This stren%ths or%!ni)!tion5s o&er!"" %o!"s !n# coitent+

?+ P"!nnin%

D$rin% !ction p"!nnin%, !n!%ers #eci#e in the (ho, (h!t, (ho, !n# ho( #et!i" nee#e# to

!chie&e e!ch o1ecti&e+



@ +Ip"eentin% p"!ns

;+ To contro" their perfor!nce !n!%ers $st e !""o(e# to ip"eent p"!ns in their o(n

(!*+

?+ E"eent of se"f contro"

+ Re&ie(in% perfor!nce

• M!n!%ers re&ie( the perfor!nce of the peop"e * s$per&isor

• E&!"$!te the p"!ns to !chie&e in#i&i#$!" %ro$p %o!"s

• Disc$ss ho( c!n these ost!c"es e reo&e#+

Bene$its %$ MBO

6. 2etter !n!%eent of or%!ni)!tion

i+ C"!rit* of o1ecti&es

ii+ Ro"e c"!rit*

iii+ Perio#ic fee#!c' of perfor!nce+

i&+ P!rticip!tion * !n!%ers in the !n!%eent process

&+ Re!"i)!tion th!t there is !"(!*s scope for ipro&eent of perfor!nce in e&er* sit$!tion+

?+ C"!rit* in or%!ni)!tion!" !ction

@+ Personne" s!tisf!ction



+ 2!sis for or%!ni)!tion!" ch!n%e+

Limitati%ns %$ MBO

;+ Tie !n# cost

?+ 0!i"$re to te!ch M2O phi"osoph*@+ Pro"es in o1ecti&e settin%

+ Eph!sis on short- ter o1ecti&es

B+ Inf"e/ii"it*

+ 0r$str!tion

#re reuisites $%r insta!!ing MBO &r%gram

6. P$rpose of M2O

7. Top !n!%eent s$pport

8. Tr!inin% for M2O

9. P!rticip!tion:. 0ee#!c' for se"f #irection se"f contro"

;. Other f!ctors6-

i+ Ip"eentin% M2O !t "o(er "e&e"s

ii+M2O S!"!r* Decision

iii+ Conf"ictin% o1ecti&es+

NURE MANAGER IN TE EALT CARE DELI"ER0 0TEM

N$rsin% is ! profession!" c!reer !n# th!t fors p!rt of ! &er* copetiti&e in#$str*+ As ! n$rse !n!%er

one.s #$ties !n# responsii"ities re$ire $ch s'i"" !n# profession!"is, this is !chie&e# * #e#ic!tion ,

h!r# (or' !n# p!ssion for c!reer+

/ua!ities %$ a nurse manager

• Profession!" 'no("e#%e

• Goo# ph*sic!" he!"th

• Co!n#in% po(er

• Ai"it* to $n#erst!n#

• Ai"it* to 1$#%e sit$!tion

• i"" po(er

• i""in%ness to !ccept responsii"it*

• E/perience !n# enth$si!s

ROLE OF A NURE MANAGER

The genera! r%!es %$ a nurse manager inc!u'e>

• Cre!tin% te! (or' !n# co-or#in!tion !on% eers of the %ro$p



• Pro&i#in% "e!#ership !n# oti&!tion to in#i&i#$!"s

• M!int!inin% ! #*n!ic e$i"iri$ et(een or%!ni)!tion !n# its e&er-ch!n%in% en&ironent

• 2ein% responsi"e for the cre!tion, s$r&i&!" !n# %ro(th of or%!ni)!tions

• Ipro&in% st!n#!r#s thro$%h effecti&e $ti"i)!tion of h$!n !n# !teri!" reso$rces

•

Monitorin% #$ties !n# responsii"ities in !ccor#!nce (ith the or%!ni)!tion.s &ision !n#st!teent

• 2$i"#in% of te! "e!#ership

• Decision !'in% (ithin the or%!ni)!tions

• P!rticip!tion !s ! eer of rese!rch coittee

• Settin% %o!"s !n# o1ecti&es for n$rsin% ser&ices

• #e&e"opent !n# ip"eent!tion of po"icies !n# proce#$res

• S$pport !n# prootion of st!ff #e&e"opent !n# contin$in% e#$c!tion of st!ff +

&eci$ic r%!e %$ a nurse manager inc!u'e

• #re&aring %+4ecti(es6 De&e"op p"!ns !n# o1ecti&es for the #esi%n!te# (or' !re!

• #atient assignment 6 Con#$ct !ssessent of ! p!tient.s nee# !n# initi!te n$rsin% c!re p"!n

• De!egati%n %$ 'uty 6 Assi%n the st!ff their #$ties to ens$re sooth f$nctionin% t !chie&e

%o!"s

• u&er(isi%n 6 Direct !n# contro" the %ener!" n$rsin% pro&i#e# * the st!ff n$rses

• C%%r'inate acti(ities 6 Sche#$"e (or' !ssi%nent, set priorities !n# #irect the (or' of

s$or#in!te ep"o*ees

• #r%gramme e(a!uati%n6 E&!"$!te the n$rsin% pro%r!s !n# n$rsin% c!re p"!ns

• E(a!uati%n %$ &er$%rmance 6 :erif* !n# e&!"$!te the n$rses perfor!nce thro$%h re&ie( of

cop"ete# (or' !ssi%nents !n# (or' techni$es+• Rec%r' an' re&%rt *ee&ing6 M!int!in recor#s, prep!re reports +

• C%%r'inati%n6 Coor#in!te the co$nit* n$rsin% !cti&ities (ith those of soci!" (or' st!ff

to ens$re contin$it* of c!re

• Au'iting6 E&!"$!te !n# #oc$ent p!tient.s pro%ress

• #u+!ic re!ati%ns 6 ser&e !s ! "i!ison et(een st!ff !n# hi%her !$thorit*

• A'(iser6 Ser&e !s !n !#&iser to other #iscip"ines

• Bu'geting6 !ssess nee#s for personne", s$pp"ies e$ipent !n# ph*sic!" f!ci"ities+

• ta$$ 'e(e!%&ment6 I#entif* st!ff #e&e"opent !n# tr!inin% nee#s !n# ens$re th!t the st!ff

n$rses %ets re$ire# tr!inin%+ or%!ni)e e#$c!tion!" !cti&ities for the #e&e"opent of st!ff n$rses+

CONCLUSION

To !chie&e the ost (itho$t (!stin% the reso$rces in e/perient!tion there is nee# for #e&isin%

!n# intro#$cin% techin$es th!t rin% !/i$ res$"ts (ith "iite# reso$rces+ MOTTO6 The Ri%ht

techni$e ,!t the ri%ht p"!ce,!t the ri%ht tie, !t the ri%ht cost, * the ri%ht etho#s+

Bi+!i%gra&hy



• Ro%er Si"&er, JHe!"th ser&ice p$"ic re"!tions- ! %$i#e to %oo# pr!cticeK, ?n# e#ition,

R!#c"iffe e#ic!" press "t#, Ne(*or'+

• P!tric! , JN$rsin% "e!#ership !n# !n!%eentK, ?+ ;st e#ition, Thopson p$"ic!tions,

Ne(*or'+

• S!'h!r'!r ! , JPrincip"es of hospit!" !#inistr!tion !n# p"!nnin%K, ?n# e#ition<;FFF=,

>!*pee rothers p$"ishers, Ne( De"hi+

• 2!s!&!nth!pp! 2 T, JN$rsin% !#inistr!tionK, ?n# e#ition <?F=, >!*pee 2rothers

p$"ic!tions, Ne( De"hi

• >o%in#r! :!ti <?;@=+ Princip"es pr!ctice of n$rsin% !n!%eent !n# !#inistr!tion, I e#+,

Ne( De"hi, >!*pee 2rothers Me#ic!" p$"ishes <P= Lt#+

• Deep!' 8, Ch!n#r!n S 8$!r M <?;@=, A coprehensi&e te/too' on n$rsin%

!n!%eent, I e#+, 2!n%!"ore, Eess Me#ic!" P$"ishers

nursing management.docx

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