Paul Christian P.

Santos Notes in NCM 104

U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

a. Entrepreneur – innovator, designer,

Lesson 1 prob solver
b. Disturbance Handler/
Management – it is the process of working with Troubleshooter – attend to
people to achieve a common goal unexpected problem
c. Negotiator – Mediator b/w 2
Nursing Management opposing groups
= Is the process of working through staff members
to be able to provide comprehensive care to the Katz ‘s 3 mgt skills
patient. 1. Technical Skills – Knowledge, proficiency
-doing right procedure
Leader vs. Manager 2. Human/ interpersonal Skills- dealing with
people, deal with motivation, trust; lead,
Leader inspire; rapport establishment
3. Conceptual Skills – ability to see individual
ž May or may not have official appointment to matters as they relate to the picture ;
the position abstract thinking ; foreseeing
ž Vested with power and authority by the
group Summer’s KSA Factors
ž Influence others towards goal setting =these are abilities to develop managerial
ž Interested in risk taking and exploring new abilities
ideas 1. Knowledge Factor- ideas, concepts, principles ;
ž Relates to people personally the “what”
ž Feels rewarded by personal achievement 2. Skills/Ability – art of judgment, “the how”
ž May or may not be as successful managers 3. Attitude Factor – values ,feelings, Beliefs,
Manager dispositions

 Officially appointed Lesson 2

 Vested with power and authority by the
organization
 Implements predetermined goals, policies,
rules and regulations
 Measures the risks to be taken in line with
the expected results
 Relates to people accdg to their roles
 Feels rewarded when accomplishing
organizational missions or goals
 Managers as long as the appointment holds
Leadership
– Is a social influence or a person’s ability
to move other people to act
Peter Drucker – “mgt is a practice”
No precise sol’n for every organizational
problem
*success is dependent on the achievement of goal,
objective and performance of managers and also
with the subordinates.
4 Management Process
1. Planning- estimating the future by setting-up
objectives ; developing and scheduling
programs, establishing policies
2. Organizing- establishes formal authority;
organizational structuring ; assigning groups,
defining each roles, and realationship.
*Job Description – defines the qualification
and scope of duties and responsibilities
* Staffing – determining the staff needed
>recruiting
>selecting
>orienting
>developing
>Scheduling- done to meet the pt’s
needs
3. Directing/Leading- supervising workers ;
guidance and leadership; Continuing Education
of staffs

Mintsberg’s Role of a Manager 4. Controlling – reassessment and regulation of

1. Interpersonal Role – they direct and performance of workers ; done to ensure the
supervise attainment of objectives ; keeping on the right
a. Figure head – illustrates power and tract; any deviations require prompt correction.
authority, ceremonial duties
(signing, decision making)
b. Leader – hire, train, fine, Lesson 3
remuneration Tools for Management (7 Ms)
c. Liason - communicator b/w the 1. Man
2. Machine
internal and external world
3. Money
Communication, coordination,
4. Methods
alliances
5. Materials
2. Informational Role – obtain, transmit info
6. Moment of Time
a. Monitor- seek into internal env’t 7. Manager
b. Disseminate – attend seminar
c. Spokesperson , Representative Lesson 4
3. Decisional Role Qualities and roles of managers and levels of
management
Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a
consequence, directly or indirectly, to the use and application of any of the contents of this work.
Paul Christian P. Santos Notes in NCM 104
U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

Focus: purposes
Levels of Management Time Frame: Future
Methods: strategies
Question: why
Outcomes: Journey
Focus on: potentials
Human Relationship: trust

Manager
1. Appointed
2. Power and authority vested by org.
3. Relates with people accdg. to their roles
4. Ability to influence based in formal authority
5. Implements predetermined goals
* apply standards in order to do
things right to be able to achieve
1. First Line – Charge Nurse* (*different entity, goal
limited authority a subordinate of head-
nurse) Unit Manager, client care coordinator, Leader
team leader, Headnurse 1. May or may not be appointed by choice
Roles: * stand up without telling
>managing and supervise a 2. power vested by group
particular unit. 3. Relates with people personally
> connecting link b/w staff nurses 4.
and the higher management 5. Inspire
> mgt fxn closely identified with the
actual delivery of client care Leader – a process of influencing others in achieving
> they also plan daily activities of organizational roles
the staff nurses - art of getting someone else doing
something you want to be done
2. Middle Level- Supervisor, Department -it ‘s about letting the members know what to
head, dep’t manaer do, not telling them of what to do
Roles:
> Manage Nursing Care nad These must be present:
services with 2 or more units Efficiency [do things right] - ability to
> Manging the staff make the best use (maximize)
> prepare budget available resources in the process
>working schedules of achieving goal
> write and IMPLEMENT policies
>carry out goals set by the Effectiveness [Do right things ] –
management ability to chose appropriate goals
and achievement.
3. Top Level Management- Top Manager,
nurse executive level, chief nurse, medical L- love, learn, lead
director E- enthusiastic, energetic
Roles: A- acitive, assertive, achiver
> concerned at overall planning D- dedicated, d
> setting up of objectives E – efficient effective
>Scheduling programs R – resourceful, responsible
>ESTABLISHMENT of Policies
>Budget PROPOSAL
7 tools
Management vs. Leadership

Management Theories
Motto: Doing things right GOALS
Challenge: Continuity and
Focus: Structures & Procedures Leaders
Time Frame: Present (here & now) Goals must be:
Methods: schedules hip Manageme S- specific
Question: who,what,when,where,how nt Process M-measurable
A-attainable
Outcomes: Destination (goal ) R-relevant
Focus on: Performance T-time bound
Human Relationship: Control Lesson 5 E-efficient
Theories of Management R-rewarding

Leadership I. Scientific Management

Motto: Doing the right things 1. Frederick W. Taylor
Challenge: Change Man as a Mechanism in the Factory
 Developed theory called “Scientific Management”

Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a
consequence, directly or indirectly, to the use and application of any of the contents of this work.
Paul Christian P. Santos Notes in NCM 104
U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

 Measured precisely the rate at which certain

tasks were performed, or the precise shovel HLG’s concept provides:
blade size to shove most effectively Job Security
 Instituted “rest periods” to maximize endurance Staff Development
 Worked to maximize efficiency
 Changed piece-work rates so workers got more
II. Classic Organization
per piece if they were more productive More deductive, less inductive
 Break down work into discrete parts Whole org. doesn’t focus on pdxn nor profit
 Only one “best way” to do a job
 Motivated by money to accept the “best way” 1. Henri Fayol “Father of Mgt Process sch.
Complaints Against Taylorism Identified 4 management functions
 His most famous studies (shoveling) were not a. Planning
groundbreaking b. Organizing
 Much of his data were not coherent, suggesting it c. Command
had been falsified d. Coordination
 His “rest periods” were when the men walked e. Control
back empty
 Taylorism is only useful for managing “children,” -accdg to him mgt is universal
“morons,” and the “mentally retarded.” (Argyris) postulated 14 principles of mgt
 Called “the main cause of the main causes of our 2. Max Weber’s Bureaucratic Mode
ills and troubles in industry and management
>Stressed the need for a strictly defined
today”
hierarchy governed by clearly defined
(Pollard)
regulations and lines of authority.
Dimensions of Bureaucracy
1.1 Reduced waste effort  Division of labor based on functional
-time & motion studies specialization
most efficient -can increase productivity  A well-defined hierarchy of authority
means of 1.2 Set standards  A system of rules covering the rights
-select and train workers and duties of position
production 1.3 Encourage specialization  A system of procedures for dealing with
-workers are paid accdg. to work situations
rate of pdxn  An impersonality in interpersonal
1.4 selection of qualified workers relations
-most qualified and capable  A system of promotion and selection for
employment based on technical
competence.
*people have no right to chose job, Limitations of Bureaucracy
manager do  Appropriate for the past where
*Profit Oriented environment was relatively stable
and predictable
2. Henry L. Gantt  Today’s environments are more
 Gantt was originally a protégé of Taylor at turbulent and unpredictable.
Bethlehem Steel  Too general for today’s highly
 Modified Scientific Management to make it less complex organization and
rigid specialization.
 Insisted on a minimum day wage
 Demanded management buy-in Bureaucracy- bound by rules
 Developed the Gantt chart to help schedule Competence –the factor that made
subtasks and processes required for project you as a manager
completion Exercise of control on the basis of
 Promoted “backcasting,” a forerunner to MBO
knowledge and rules.
3 Bases of Authority
PERT Chart – evaluation tool
1. Traditional Authority
Program
2. Charisma-based on
Evaluation
sacred or outstanding
Review
characteristics of an
Technique
individual
Task and bonus remuneration Plan
3. Rational (based on KSA)
=Service Humanitarian
& Legal Authority (based
Approach: More on the Service that
on codes, rules)
you give the profit that you
contribute.
III. Human Relations
Concern on individuals, Social env’t ,
*Scientific worker selection
leadership and communication.
-develop potential of workers by giving
*Their should be efficiency
recognition to their accomplishment and
belonging.
*Efficiency will take place when the
previous practice/ work are
refined/mastered rather than 1. Mary Parker Follet
○ had considered workers as human
introducing new concepts.
○ Management must consider the human
side
*Workers must be happy to increase
pdxn.
Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a
consequence, directly or indirectly, to the use and application of any of the contents of this work.
Paul Christian P. Santos Notes in NCM 104
U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

○ Employees should be involved in job

analysis
○ Person with the knowledge should be in
control of the work process regardless
of position
○ Cross-functioning teams used to
2. Douglas Mc Gregor
 Taught in Psychology and Industrial
accomplish projects
Management in MIT
○ Participative management
 Introduced Theory X and Theory Y
○ Espoused that managers should have  Bridging the gap between the management
authority with, rather than over, and labor
employees

– psychological and sociological aspect Theory X (classical)

Motivation  workers are lazy and want to be told
Collaboration and cooperation what to do and have decisions made for
Working together them
 Average employee is lazy, dislikes work,
1. Elton Mayo’ s Behavioral Theory and will try to do as little as possible
Studied relationship between level  Manager’s task is to supervise closely
of lighting in the work-place and and control employees through reward
and punishment
workers productivity 
Negativistic view of mgr
Pessimistic approach
Hawthorne effect- momentarily
change in behavior when there is a Mgr view their workers as
change in the physical and social Lazy
env’t *The possibility that workers who Few ambitions
receive special attention will perform
better simply because they received that Mga inutil!!! :‘(
attention Tatanga-tanga

 Found that productivity increased regardless of Theory Y (based on developments in

whether illumination was raised or lowered social sciences)
 employees want autonomy, job
 Hawthorne effect(2) satisfaction, responsibility, and will work
hard when they are appreciated
 Factors influencing behavior:  Employees will do what is good for the
 Attention from researchers organization when committed
 Manager’s leadership approach  Manager’s task is to create a work
 Work group norms setting that encourages commitment to
organizational goals and provides
opportunities for employees to be
Physical-workers are more exercise initiative
productive when the workplace is  Theory Y required a change in
conducive management, not a change in the
worker or the workplace
Social- wokers tend to be more  Formalized ideas many good managers
productive when they know that they already practiced but could not define
are being watch by their employer  Also credited with inadvertently
fathering the Human Potential
Movement
IV. Behavioral Science Approach
 Understanding of individual motivation, group
behavior interpersonal relationship at work and
Optimistic view of mgr
the importance of work to human beings towards workers
 Continue to contribute new insights in important
areas as leadership, conflict, power, Workers have ambition and
organizational change and communication potential
Limitations of behavioral science
 Its potential not fully realized
 managers resist suggestion
 Model, theories and jargon are too complicated
and abstract to practicing manager
 Difficult to interpret by practicing managers

-maintaining positive attitude towards other

people

-Leaders are made, not born

1. Abraham Maslow’s Hierarchy of Needs

Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a
consequence, directly or indirectly, to the use and application of any of the contents of this work.