ACTIVITY NO.

7
1. "Philippine Nursing Act of 2002"
2. "Philippine Nursing Act of 1991"
3. 1
4. 6
5. (a) Be a natural born citizen and resident of the Philippines;
6. (b) Be a member of good standing of the accredited professional organization of
nurses;
7. (c) Be a registered nurse and holder of a master's degree in nursing, education or
other allied medical profession conferred by a college or university duly recognized
by the Government: Provided, That the majority of the members of the Board shall
be holders of a master's degree in nursing: Provided, further, That the Chairperson
shall be a holder of a master's degree in nursing;
8. (d) Have at least ten (10) years of continuous practice of the profession prior to
appointment: Provided, however, That the last five (5) years of which shall be in the
Philippines; and
9. (e) Not have been convicted of any offense involving moral turpitude; Provided, That
the membership to the Board shall represent the three (3) areas of nursing, namely:
nursing education, nursing service and community health nursing.
10. nursing education
11. nursing service
12. community health nursing
13. 3
14. (a) Conduct the licensure examination for nurses;
15. (b) Issue, suspend or revoke certificates of registration for the practice of nursing;
16. (c) Monitor and enforce quality standards of nursing practice in the Philippines and
exercise the powers necessary to ensure the maintenance of efficient, ethical and
technical, moral and professional standards in the practice of nursing taking into
account the health needs of the nation;
17. (d) Ensure quality nursing education by examining the prescribed facilities of
universities or colleges of nursing or departments of nursing education and those
seeking permission to open nursing courses to ensure that standards of nursing
education are properly complied with and maintained at all times. The authority to
open and close colleges of nursing and/or nursing education programs shall be
vested on the Commission on Higher Education upon the written recommendation of
the Board;
18. (e) Conduct hearings and investigations to resolve complaints against nurse
practitioners for unethical and unprofessional conduct and violations of this Act, or
its rules and regulations and in connection therewith, issue subpoena ad
testificandum and subpoena duces tecum to secure the appearance of respondents
and witnesses and the production of documents and punish with contempt persons
obstructing, impeding and/or otherwise interfeming with the conduct of such
proceedings, upon application with the court;
19. (f) Promulgate a Code of Ethics in coordination and consultation with the accredited
professional organization of nurses within one (1) year from the effectivity of this Act;
20. (g) Recognize nursing specialty organizations in coordination with the accredited
professional organization; and
21. (h) Prescribe, adopt issue and promulgate guidelines, regulations, measures and
decisions as may be necessary for the improvements of the nursing practice,
advancement of the profession and for the proper and full enforcement of this Act
subject to the review and approval by the Commission.
22. (a) Continued neglect of duty or incompetence;
23. (b) Commission or toleration of irregularities in the licensure examination; and
24. (c) Unprofessional immoral or dishonorable conduct.
25. (a) He/she is a citizen of the Philippines, or a citizen or subject of a country which
permits Filipino nurses to practice within its territorial limits on the same basis as the
subject or citizen of such country: Provided, That the requirements for the
registration or licensing of nurses in said country are substantially the same as those
prescribed in this Act;
26. (b) He/she is of good moral character; and
27. (c) He/she is a holder of a Bachelor's Degree in Nursing from a college or university
that complies with the standards of nursing education duly recognized by the proper
government agency.
28. 75%
29. 60%
30. 60%
31. Yes
32. (a) For any of the causes mentioned in the preceding section;
33. (b) For unprofessional and unethical conduct;
34. (c) For gross incompetence or serious ignorance;
35. (d) For malpractice or negligence in the practice of nursing;
36. (e) For the use of fraud, deceit, or false statements in obtaining a certificate of
registration/professional license or a temporary/special permit;
37. (f) For violation of this Act, the rules and regulations, Code of Ethics for nurses and
technical standards for nursing practice, policies of the Board and the Commission,
or the conditions and limitations for the issuance of the temporarily/special permit; or
38. (g) For practicing his/her profession during his/her suspension from such practice;
39. 1
40. 3
41. (a) Be a registered nurse in the Philippines;
42. (b) Have at least one (1) year of clinical practice in a field of specialization;
43. (c) Be a member of good standing in the accredited professional organization of
nurses; and
44. (d) Be a holder of a master's degree in nursing, education, or other allied medical
and health sciences conferred by a college or university duly recognized by the
Government of the Republic of the Philippines.
45. (a) Be a registered nurse in the Philippines;
46. (b) Have at least one (1) year of clinical practice in a field of specialization;
47. (c) Be a member of good standing in the accredited professional organization of
nurses; and
48. (d) Be a holder of a master's degree in nursing, education, or other allied medical
and health sciences conferred by a college or university duly recognized by the
Government of the Republic of the Philippines.
49. In addition to the aforementioned qualifications, the dean of a college must have a
master's degree in nursing. He/she must have at least five (5) years of experience in
nursing.
50. (a) Be a registered nurse in the Philippines;
51. (b) Have at least two (2) years experience in general nursing service administration;
52. (c) Possess a degree of Bachelors of Science in Nursing, with at least nine (9) units
in management and administration courses at the graduate level; and
53. (d) Be a member of good standing of the accredited professional organization of
nurses;
54. (4 qualifications only as per RA)
55. (a) Be a registered nurse in the Philippines;
56. (b) Have at least two (2) years experience in general nursing service administration;
57. (c) Possess a degree of Bachelors of Science in Nursing, with at least nine (9) units
in management and administration courses at the graduate level; and
58. (d) Be a member of good standing of the accredited professional organization of
nurses;
59. (e) At least five (5) years of experience in a supervisory or managerial position in
nursing; and
60. (f) A master's degree major in nursing;
61. (1) without a certificate of registration/professional license and professional
identification card or special temporary permit or without having been declared
exempt from examination in accordance with the provision of this Act; or
62. (2) who uses as his/her own certificate of registration/professional license and
professional identification card or special temporary permit of another; or
63. (3) who uses an invalid certificate of registration/professional license, a suspended
or revoked certificate of registration/professional license, or an expired or cancelled
special/temporary permits; or
64. (4) who gives any false evidence to the Board in order to obtain a certificate of
registration/professional license, a professional identification card or special permit;
or
65. (5) who falsely poses or advertises as a registered and licensed nurse or uses any
other means that tend to convey the impression that he/she is a registered and
licensed nurse; or
66. (6) who appends B.S.N./R.N. (Bachelor of Science in Nursing/Registered Nurse) or
any similar appendage to his/her name without having been coferred said degree or
registration; or
67. (7) who, as a registered and licensed nurse, abets or assists the illegal practice of a
person who is not lawfully qualified to practice nursing.
68. (b) any person or the chief executive officer of a judicial entity who undertakes in-
service educational programs or who conducts review classes for both local and
foreign examination without permit/clearance from the Board and the Commission;
or
69. (c) any person or employer of nurses who violate the minimum base pay of nurses
and the incentives and benefits that should be accorded them as specified in
Sections 32 and 34; or
70. (d) any person or the chief executive officer of a juridical entity violating any
provision of this Act and its rules and regulations.
71. The patient has the right to considerate and respectful care.
72. The patient has the right and is encouraged to obtain from physicians and other direct
caregivers relevant, current, and understandable information about his or her
diagnosis, treatment, and prognosis.
73. Except in emergencies when the patient lacks the ability to make decisions and the
need for treatment is urgent, the patient is entitled to a chance to discuss and request
information related to the specific procedures and/or treatments available, the risks
involved, the possible length of recovery, and the medically reasonable alternatives to
existing treatments along with their accompanying risks and benefits.
74. The patient has the right to know the identity of physicians, nurses, and others involved
in his or her care, as well as when those involved are students, residents, or other
trainees. The patient also has the right to know the immediate and long-term financial
significance of treatment choices insofar as they are known.
75. The patient has the right to make decisions about the plan of care before and during
the course of treatment and to refuse a recommended treatment or plan of care if it is
permitted by law and hospital policy. The patient also has the right to be informed of
the medical consequences of this action. In case of such refusal, the patient is still
entitled to appropriate care and services that the hospital provides or to be transferred
to another hospital. The hospital should notify patients of any policy at the other
hospital that might affect patient choice.
76. The patient has the right to have an advance directive (such as a living will, health care
proxy, or durable power of attorney for health care) concerning treatment or
designating a surrogate decision-maker and to expect that the hospital will honor that
directive as permitted by law and hospital policy.
77. Health care institutions must advise the patient of his or her rights under state law and
hospital policy to make informed medical choices, must ask if the patient has an
advance directive, and must include that information in patient records. The patient
has the right to know about any hospital policy that may keep it from carrying out a
legally valid advance directive.
78. The patient has the right to privacy. Case discussion, consultation, examination, and
treatment should be conducted to protect each patient's privacy.
79. The patient has the right to expect that all communications and records pertaining to
his/her care will be treated confidentially by the hospital, except in cases such as
suspected abuse and public health hazards when reporting is permitted or required by
law. The patient has the right to expect that the hospital will emphasize confidentiality
of this information when it releases it to any other parties entitled to review
information in these records.
80. The patient has the right to review his or her medical records and to have the
information explained or interpreted as necessary, except when restricted by law.
81. The patient has the right to expect that, within its capacity and policies, a hospital will
make reasonable response to the request of a patient for appropriate and medically
indicated care and services. The hospital must provide evaluation, service, and/or
referral as indicated by the urgency of the case. When medically appropriate and
legally permissible, or when a patient has so requested, a patient may be transferred to
another facility. The institution to which the patient is to be transferred must first have
accepted the patient for transfer. The patient also must have the benefit of complete
information and explanation concerning the need for, risks, benefits, and alternatives
to such a transfer.
82. The patient has the right to ask and be told of the existence of any business
relationship among the hospital, educational institutions, other health care providers,
and/or payers that may influence the patient's treatment and care.
83. 1. Values, customs, and spiritual beliefs held by individuals shall be respected.
84. 2. Individual freedom to make rational and unconstrained decisions shall be respected.
3. Personal information acquired in the process of giving nursing care shall be held in
strict confidence.
85. 3. Personal information acquired in the process of giving nursing care shall be held in
strict confidence.
86. 1. Human life is inviolable.
87. 2. Quality and excellence in the care of the patients are the goals of nursing practice.
88. 3. Accurate documentation of actions and outcomes of delivered care is the hallmark of
nursing accountability
89. 4. Registered Nurses are the advocates of the patients: they shall take appropriate
steps to safeguard their rights and privileges.
90. 5. Registered Nurses are aware that their actions have professional, ethical, moral, and
legal dimensions. They strive to perform their work in the best interest of all
concerned.
91. 1. The Registered Nurse is in solidarity with other members of the healthcare team in
working for the patient’s best interest.
92. 2. The Registered Nurse maintains collegial and collaborative working relationship with
colleagues and other health care providers.
93. 1. The preservation of life, respect for human rights, and promotion of healthy
environment shall be a commitment of a Registered Nurse.
94. 2. The establishment of linkages with the public in promoting local, national, and
international efforts to meet health and social needs of the people as a contributing
member of society is a noble concern of a Registered Nurse.
95. 1. Maintenance of loyalty to the nursing profession and preservation of its integrity are
ideal.
96. 2. Compliance with the by-laws of the accredited professional organization (PNA), and
other professional organizations of which the Registered Nurse is a member is a lofty
duty.
97. 3. Commitment to continual learning and active participation in the development and
growth of the profession are commendable obligations.
98. 4. Contribution to the improvement of the socio-economic conditions and general
welfare of nurses through appropriate legislation is a practice and a visionary mission.
99. Board of Nursing (BON)
100. Sec. 9, Art. II of R.A. No. 9173
ACTIVITY NO.6
Staffing Formula

Find the number of nursing personnel needed for 220 patients in a tertiary hospital where a nurse renders 48
hours duty per week.

1. Categorize the patients according to levels of care needed.

220 (pts) x 0.30 = 66 patients needing minimal care
220 (pts) x 0.45 = 99 patients needing moderate care
220 (pts) x 0.15 = 33 patients need intensive care
220 (pts) x 0.10 = 22 patients need highly specialized nursing care
220

2. Find the number of nursing care hours (NCH) needed by patients at each level of care per day.
66 pts x 1.5 (NCH needed at Level I) = 99 NCH/day
99 pts x 3 (NCH needed at Level II) = 297 NCH/day
33 pts x 4.5 (NCH needed at Level III) = 148.5 NCH/day
22 pts x 6 (NCH needed at Level IV) = 132 NCH/day
Total 676.5 NCH/day

3. Find the total NCH needed by 220 patients per year.

676.5 x 365 (days/year) = 246, 922.5 NCH/day

4. Find the actual working hours rendered by each nursing personnel per year.

8 (hrs/day) x 265 (working days/year for 48 hrs) = 2, 120 (working hours/year)

5. Find the total number of nursing personnel needed.

A. Total NCH/year = 246, 922.5 = 116
Working hours/year 2,120
B. Relief x Total Nsg personnel = 116 x 0.12 (Reason: 48 hrs) = 14
C. Total Nsg personnel needed 116 + 14 = 130

6. Categorize to professional & non-professional personnel. Ratio of professionals to non-professionals in a

tertiary hospital is 65:35.

130 x 0.65 = 85 Professional Nurses

130 x 0.35 = 45 Nursing Attendants

7. Distribute by shifts.

85 nurses x 0.45 = 38 nurses on AM shift

85 nurses x 0.37 = 32 nurses on PM shift
85 nurses x 0.18 = 15 nurses on Night shift
Total 85 nurses

45 nursing attendants x 0.45 = 20 nursing attendants on AM shift

45 nursing attendants x 0.37 = 17 nursing attendants on PM shift
45 nursing attendants x 0.18 = 8 nursing attendants on Night shift
Total 45 nursing attendants
 ACTIVITY NO. 5

1.
A. Planning is defined as pre-determining a course of action in order to arrive at a desired result. It
is the continuous process of assessing, establishing goals and objectives, implementing and
evaluating them and subjecting these to change as new facts are known. (Source: Nursing
Management Towards Quality Care, 2nd edition by Lydia M. Venzon, page 12)

B. Strategic planning is an organization's process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy. It may also extend to control
mechanisms for guiding the implementation of the strategy. (Source: Wikipedia)

C. Forecasting helps managers look into the future, including the environment in which the plan will
be executed. It includes who the patients will be – their customs and beliefs; language/ dialect
barriers; public attitude and behavior; the severity of their conditions/ illnesses; the kind of care
they will receive; the number and kind of personnel required; and the necessary resources –
equipment, facilities and supplies. (Source: Nursing Management Towards Quality Care, 2nd
edition by Lydia M. Venzon, page 16)

D. SWOT analysis is a strategic planning technique used to help a person or organization identify
strengths, weaknesses, opportunities, and threats related to business competition or project
planning. (Source: Wikipedia)

2.
Planning Modes (Source: SCRIBD)

1. Reactive Planning

 Occurs after a problem exists.

 Planning efforts are directed toward returning the organization to a previous, more
comfortable state (because there is dissatisfaction with the current situation)
 Frequently, problems are dealt with separately without integration with the whole
organization.
 Can lead to a hasty decision and mistakes (since it is done in response to crisis)

2. Inactivism

 Another type of conventional planning

 Considers the status quo as the stable environment
 Prevents a great deal of energy preventing changes and maintaining conformity.
 Change may occur but in slow pace and incrementally.

3. Preactivism

 Utilize technology to accelerate change and are future-oriented.

  Unsatisfied with the past or present
 Does not value experience
 Believes that the future is always preferable

4. Interactive or Proactive Planning

 Considers the past, present, and future

 Attempt to plan the future of the organization rather than react on it
 Dynamic
 Adaptation is considered to be a key requirement in proactive planning because the
environment around us changes frequently.
 Done in anticipation of changing needs or to promote growth within an organization.
 Required of all leader/managers so that personal as well as organizational needs and
objectives are met.

3.

THE PLANNING HIERARCHY (Source: SCRIBD)

The Vision

 A mental image or the power of imagination to see something that is not actually visible.

The Purpose or Mission Statement

 A brief statement identifying the reason that an organization exists and its future aim or
function.
 The statement identifies the organization’s constituency and addresses its position regarding
ethics, principles, and standards of practice
 Of highest priority in the planning hierarchy – it influences the development of an organization’s
philosophy, goals, objectives, policies, procedures, and rules.

The Organization’s Philosophy Statement

 Delineates the set of values and beliefs that guide all actions of the organization.
 The basic foundation that directs all further planning toward the mission
 Provides the basis for developing nursing philosophies at the unit level and for nursing service as
a whole
 Nursing Service Philosophy: should address fundamental beliefs about nursing and nursing care;
the quality, quantity, and scope of nursing service; and how nursing specifically will meet
organizational goals
 Specifies how nursing care provided on the unit will correspond with nursing service and
organizational goals
 Can be helpful only if they truly direct the work of the organization toward a specific purpose
  Factors that may affect organization’s philosophy:
 Societal philosophies and values
 Individual philosophies and values – Characteristics that Determine a True Value:
1. It must be freely chosen from among alternatives only after due reflection
2. It must be prized and cherished.
3. It is consciously and consistently repeated (part of a pattern)
4. It is positively affirmed and enacted.

Goals and Objective

 “Operationalize” the philosophy.
 State actions for achieving the mission and philosophy.

Goal - The desired result toward which effort is directed; it is the aim of

philosophy.

- Change with time and require periodic re-evaluation and prioritization

- Somewhat global in nature but should also be measurable; ambitious but realistic

- Should clearly delineate the desired end-product.

- Long and short-term goals: services rendered, economics, use of resources (including people,
funds and facilities), innovations and social responsibilities

Objectives - similar to goals in that they motivate people to a specific end and

are explicit, measurable, observable or retrievable, and obtainable

- more specific and measurable than goals because they identify how and when the goal
is to be accomplished

- can focus either on the desired process or the desired result

- Process objectives: written in terms of the method to be used

- Result-focused objectives: specify the desired outcome

Examples:

Process Objective – “100% of staff nurses will orient new patients to the call-light system,
within 30 minutes of their admission, by first demonstrating its appropriate use and then
asking the patient to repeat said demonstration.”

Result-Focused Objective – “All postoperative patients will perceive a decrease in their pain
levels following the administration of parenteral pain medication.”
 - To be measurable, objectives should have a specific time frame in which the
objectives are to be completed, and the objectives should be stated in behavioral
terms.
- Objectives should also be objectively evaluated, and should identify positive
rather than negative outcomes.
Policies

 Plans reduced to statements and instructions that direct organizations in their decision making.
 Comprehensive statements derived from the organization’s philosophy, goals, and objectives.
 Explain how goals will be met and guide the general course and scope of organizational activities
 Purposes:
o Serve as a basis for future decisions and actions
o Help coordinate plans
o Control performance
o Increase consistency of action by increasing the probability that different managers will
make similar decisions when independently facing similar situations
 Implied Policies - Neither written nor expressed verbally
- usually developed over time and follow a precedent

- established by patterns of decisions

 Expressed Policies - delineated verbally or in writing

- promote consistency of action

- Oral Policies: more flexible and can be easily adjusted to changing

circumstances, however, they are less desirable than written ones
because they may not be known

- Written Policies: the process of writing policies reveals discrepancies and

omissions and causes the manager to think critically about the policy,
thus contributing to clarity

*They are readily available to all in the same form

*Their meaning cannot be changed by word of mouth

*Misunderstandings can be referred to the written words

*Chance of misinterpretation is decreased

*Policy statements can be sent to all affected by them

*they can be referred to whoever wishes to check the policy

*can be used for orientation purposes

 **indicate the integrity of the organization’s intention and generate
confidence in management

*Disadvantages: reluctance to change them when outdated

 Policies are needed for consistency of care

 Should be comprehensive in scope, stable, and flexible so that they can be applied to different
conditions that are not so diverse that they require separate sets of policies.
 Top-level management is more involved in the setting of organizational policies (usually by policy
committees)
 Unit managers however, must determine how those policies will be implemented on their units.
 Input from subordinates in forming, implementing and reviewing policy – allows the
leader/manager to develop guidelines that all employees will support and follow.
 Feedback of unit-level managers is crucial to the successful implementation of policies.
 Emergence of Policies:
o Originated or internal policies – usually developed by top management to guide
subordinates in their functions
 Flows from objectives of the organization as defined by top management and may
be broad in scope
 Staff associates usually develop supplemental policies
o Appealed policies – decisions made from appeals of staff associates which were brought
up the hierarchy
o Imposed or external policies – thrust on an organization by external forces (eg.
Government, labor union, professional and social groups)

Procedures

 Plans that establish a customary or acceptable ways of accomplishing a specific task and delineate
a sequence of steps of required action.
 Identify the process or steps needed to implement a policy and are generally found in manuals at
the unit level of the organization.
 Procedure manuals provide a basis for orientation and staff development and are ready reference
for all personnel. They standardize procedures and equipment and can provide a basis for
evaluation.
 They supply a more specific guide to action than policy does.
 Established procedures save staff time, facilitate delegation, reduce cost, increase productivity,
and provide a means of control

Rules

 Plans that define specific action or nonaction

 Generally included as part of policy and procedure statements
 Describe situations that allow only one choice of action
 The least flexible type of planning hierarchy, thus, there should be as few rules as possible in the
organization
 Existing rules however, should be enforced to keep morale from breaking down and to allow
organizational structure
ACTIVITY NO.4

Source: Marquis, B.L. & Huston, C.J (2006).Leadership Rolesand Management Functions in Nursing:
Theory andApplication. Lippincott Williams & Wilkins

1.

A. Time management is incredibly important in any leadershiprole – not only

is time valuable and does often actually equate to money, but it is also one of the few
things which once wasted can never regained. No matter your wealth, power or position,
you slow down, speed up or stop time. (Source: www.leadershipexpert.co.uk/leadership-
time-management.html)

B. Procrastination is the avoidance of doing a task that needs to be accomplished by a certain

deadline. It could be further stated as a habitual or intentional delay of starting or finishing a
task despite knowing it might have negative consequences. It is a common human
experience involving delay in everyday chores or even putting off salient tasks such as
attending an appointment, submitting a job report or academic assignment, or broaching a
stressful issue with a partner. Although typically perceived as a negative trait due to its
hindering effect on one's productivity often associated with depression, low self-
esteem, guilt and inadequacy; it can also be considered a wise response to certain demands
that could present risky or negative outcomes or require waiting for new information to arrive.
(Source: Wikipedia)

C. Personal Time Management

PERSONAL TIME MANAGEMENT refers in part to knowing of self.
Self-awareness is a leadership skill.
Managing time is difficult if a person is unsure of his or her priorities for time
management including short-term , intermediate , and long term goals.
These goals give structure to what should be done today, tomorrow ,(2000)maintains
that we should first analyze our work and time management efforts and then develop strategies
that attack our problems because we each waste time differently

2. LEADERSHIP ROLES IN TIME MANAGEMENT

 Is self-aware regarding personal blocks and barriers to efficient time management as well as
how one‟s own value system influences one‟s own use of time and the expectation of
followers.
 Functions as a role model, supporter and resource person to subordinates in setting priorities
 Assists followers in working cooperatively to maximize time use.
 Prevents and/or filters interruptions that prevent effective time management. Roles models
flexibility in working with other people whose primary time management style is different.
 Presents a calm and reassuring demeanor during periods of high unit goals.

MANAGEMENT FUNCTION IN TIME MANAGEMENT

 Appropriately prioritizes day-to-day planning to meet short-term and long-term unit goal.
 Builds time for planning into the work place.
 Analyzes how time is manage on the unit level using job analysis and time motion studies.
 Eliminates environmental barriers to effective time management for unit time.
 Handles paper work promptly and efficiently and maintains a neat work area.
  Breaks down large tasks into smaller ones that can more easily be accomplished by unit
members.
 Utilizes appropriately technology to facilitate timely communication and documentation.
 Discriminates between inadequate staffing and inefficient use of time when time resources are
inadequate to complete assign tasks.

3. Five priority –setting traps:

1. Whatever hits first –this occurs when an individual simply responds to things as they happen rather
than thinking first then acting.

2. “Path of least resistance”-the individual makes an erroneous assumption that is always easier to do a
task personally and fails to delegate appropriately.

3. “Squeaky wheel”-the individual falls prey to those who are most vocal about their urgent request.

4. “Default’‟-the individual feel obligated to take on task no one else has come forward to do.

5. “Inspiration‟‟-individual wait until they become „inspired ‟to accomplish task.

4. Three categories:

1. “Don’t do”-items reflect problem that will take care of themselves, are already outdated or are
accomplished by someone else.

2. “Do later”- the manager must be sure that large projects have been broken down into smaller
projects and that a specific time line and plan for implementation are in place

3. “Do now”-most commonly reflect a unit’s day-to-day operational needs.

ACTIVITY NO.2
Source: Marquis, B.L. & Huston, C.J (2006).Leadership Rolesand Management Functions in
Nursing: Theory andApplication. Lippincott Williams & Wilkins

1.

A. Decision Making - Purposeful, goal-directed effort using a systematic process to choose a

particular course of action among options
B. Problem Solving - Process of focusing on an immediate problem to create resolution between
the gap of what is and what should be
C. Critical Thinking - sometimes referred to as reflective thinking, is related to evaluation and has a
broader scope than decision making and problem solving.

2. Open to new ideas

empathetic

willing to take action

Assertive

Knowledgeable

3. Define objectives clearly

Gather data carefully

Generate many alternatives

Think Logically

Choose and act decisively

Activity no. 3

Source: Marquis, B.L. & Huston, C.J (2006).Leadership Rolesand Management Functions in Nursing:
Theory andApplication. Lippincott Williams & Wilkins

1.

A. Planned change is the process of preparing the entire organization, or a significant part
of it, for new goals or a new direction. This direction can refer to culture, internal
structures, processes, metrics and rewards, or any other related aspects.
B. Change agent - is a person from inside or outside the organization who helps an
organization transform itself by focusing on such matters as organizational effectiveness,
improvement, and development
2.

Planned Change

Planned change theory is based on the work of Kurt Lewin who developed
the unfreeze - move - refreeze approach to change management. The steps in Lewin's
planned change theory is as follows:

Frozen

Lewin believed that people are comfortable with their existing state of fairs and are
frozen in that comfort.

Unfreezing

In order to move them towards change they need to be unfrozen so that they are ready for
change.

Transition

After unfreezing, Lewin said that they need to embark on a transition journey which
results in change and people may need support through this transition period to ensure
they complete the transition and make the change. Once a person has successfully made
the transition to change they will need to refreeze.

Refreezing

Refreezing involves nesting, laying down roots and regaining the stability experienced
prior to the change. Without refreezing the change will not last. Through refreezing the
change will become a permanent part of the organisation.

3.
Empirical-Rational

This method assumes people are rational and interested in positive changes and will make changes if
information is provided that suggests the change makes sense. This has been the approach to ending
smoking.

Power-Coercion

This is used when an external authority mandates a change is deemed good for others and assumes that
they will be compliant. This has been how the process of changing teacher evaluations systems has
occurred in many states with legislatures initiating new systems and imposing sanctions when they are
not followed.

Normative-Re-educative

This process uses a cultural approach where relationships, norms, and values are addressed in a culture.
It assumes individuals take part in their own change processes in response to a cultural renorming. This
process supports the need to build individual and organizational capacity. An example of this is how
PLCs have been institutionalized in many schools as a normal way of working.
ACTIVITY NO. 1

Theory Overview Theorists

Theory of Scientific Scientific management is a theory of management that Frederick Winslow
Management analyzes and synthesizes workflows. Its main objective Taylor
is improving economic efficiency, especially labor
productivity. It was one of the earliest attempts to
apply science to the engineering of processes and to
management. (Source: Wikipedia)
Management Henri Fayol identified 5 functions of management, Henri Fayol
Functions which he labelled: planning, organizing, commanding,
coordinating and controlling. Henri Fayol theorized that
these functions were universal, and that every manager
performed these functions in their daily work.Henri
Fayol also identified 14 general principles of
management and organizing, which can be read about
in the article: What are Henri Fayol’s 14 Principles of
Management? In part, these 14 principles give
normative guidance on how managers might master
and execute their 5 managerial functions effectively.
Bureaucracy According to the bureaucratic theory of Max Max Weber
Weber,bureaucracy is the basis for the systematic
formation of any organisation and is designed to ensure
efficiency and economic effectiveness. It is an ideal
model for management and its administration to bring
an organisation's power structure into focus.
Participative Participative (or participatory) management, otherwise
management known as employee involvement
or participative decision making, encourages the
involvement of stakeholders at all levels of an
organization in the analysis of problems, development
of strategies, and implementation of solutions.
Hawthorne Effect The Hawthorne effect (also referred to as the observer Elton Mayo
effect is a type of reactivity in which individuals modify
an aspect of their behavior in response to their
awareness of being observed. This can undermine the
integrity of a research, particularly the relationships
between variables
Theory x and Theory Theory X and Theory Y are theories of human work Douglas McGregor
Y motivation and management. Theory X explains the
importance of heightened supervision, external
rewards, and penalties, while Theory Y highlights the
motivating role of job satisfaction and encourages
workers to approach tasks without direct supervision.
The Great man The great man theory is a 19th-century idea according Thomas Carlyle
Theory to which history can be largely explained by the impact
of great men, or heroes; highly influential and unique
individuals who, due to their natural attributes, such as
 superior intellect, heroic courage, or divine inspiration,
have a decisive historical effect.
Theory Z Theory Z is a name for various theories of Douglas McGregor
human motivation built on Douglas McGregor's Theory
X and Theory Y. Theories X, Y and various versions of Z
have been used in human resource management,
organizational behavior, organizational communication
and organizational development.
Leadership styles A leadership style is a leader's method of providing
direction, implementing plans, and motivating people.
Various authors have proposed identifying many
different leadershipstyles as exhibited by leaders in
the political, business or other fields.
Field Theory of Field theory is a psychological theory (more Kurt Lewin
Human Behavior precisely: Topological and vector psychology) which
examines patterns of interaction between the individual
and the total field, or environment. The concept first
made its appearance in psychology with roots to the
holistic perspective of Gestalt theories.