Download - Management 2008
NURSING 105NURSING 105
NURSING MANAGEMENTNURSING MANAGEMENT
Madeline N. Gerzon, RN, MMClinical Instructor
Madeline N. Gerzon, RN, MMInstructor
WELCOME AGAIN TO NCM 105WELCOME AGAIN TO NCM 105NURSING MANAGEMENT!!!NURSING MANAGEMENT!!!
House RulesHouse Rules Sit alphabetically Start the day with morning prayer Come on time Come in complete uniform All cellphones must be in your bags and in
silent mode No gum during the class Break time is strictly 15 mins Come prepared (meaning read…read…read) Submit written assignment on time, late
papers will be considered 75% Ask permission if you have to go to CR Participate during discussion Talk when you have been recognized already
Key Concepts in ManagementKey Concepts in Management
PlanningOrganizingDirectingControllingStaffingBudgeting
ProductivityLeadershipPowerDelegationEfficiencyEffectiveness
StructureFunctionAuthorityAccountabilityHierarchy
What comes into mind when What comes into mind when you talk about management?you talk about management?
What comes into mind when What comes into mind when you talk about management?you talk about management?
People Processes Structure
Function Policies Authority
Organization Procedures Responsibility
VMG Communication Resources
What is MANAGEMENT?What is MANAGEMENT?
Process of designing and maintaining an environment in which individuals , working together in groups, efficiently accomplish certain goals or aims
Manager carries out PODC, POSLC Applies at all levels of organization Concerned with productivity;
effectiveness and efficiency
Koontz and Weihrich
MANAGEMENT (???)MANAGEMENT (???)
Is just one component of leadership Is the coordination and integration of
resources through planning, organizing, directing, and controlling in order to accomplish specific institutional goals and objectives
Sullivan and Decker 1988
A theory is a coherent group of assumption put forth to explain the relationship between two or more observable facts and to provide a sound basis for predicting future events.
Why study management?
1. Guide management decision
2. Shape our view of organization
3. Make us aware of the organiztional/business environment
4. A source of new idea
TRADITIONAL THEORIES
MODIFICATION CONTEMPORARY
1900s 1940s 1970s
EVOLUTION OF ORGANISATION AND MANAGEMENT THEORIES
Traditional/ Classical Theories
Modifications Contemporary
Approaches
Scientific Management
Efficient Task Performance
Bureaucratic Model
Administrative Theory
Universal Management Principles
Management Science
Economic Technical Rationality
System Approach
Contingency View
No Best Method
-Situational Factors.
Authority & Structure Human Relation
Subsystem & Environment
Behavourial Science
Psychology, Sociology, etc.
Scientific Management
Frederick W. Taylor
(1856 – 1917)
Man as a Mechanism in the Factory
Developed theory called “Scientific Management”
Measured precisely the rate at which certain tasks were performed, or the precise shovel blade size to shove most effectively
Give me a job, give me security. Give me a chance to surviveGive me a job, give me security. Give me a chance to surviveI'm just a poor soul in the unemployment lineI'm just a poor soul in the unemployment line
My God, I'm hardly alive My God, I'm hardly alive
Man as a Mechanism in the Factory
Instituted “rest periods” to maximize endurance
Worked to maximize efficiencyChanged piece-work rates so
workers got more per piece if they were more productive
Give me a job, give me security. Give me a chance to surviveGive me a job, give me security. Give me a chance to surviveI'm just a poor soul in the unemployment lineI'm just a poor soul in the unemployment line
My God, I'm hardly alive My God, I'm hardly alive
Frederick W. Taylor (1856 – 1917)
Break down work into discrete parts
Only one “best way” to do a job Motivated by money to accept
the “best way”
Complaints Against Taylorism
His most famous studies (shoveling) were not groundbreaking
Much of his data were not coherent, suggesting it had been falsified
His “rest periods” were when the men walked back empty
““The copper bosses shot you, Joe. They shot you, Joe,” says I.The copper bosses shot you, Joe. They shot you, Joe,” says I.“Takes more than guns to kill a man,” says Joe, “I didn’t die.”“Takes more than guns to kill a man,” says Joe, “I didn’t die.”
Complaints Against Taylorism
Taylorism is only useful for managing “children,” “morons,” and the “mentally retarded.” (Argyris)
Called “the main cause of the main causes of our ills and troubles in industry and management today”(Pollard)
““The copper bosses shot you, Joe. They shot you, Joe,” says I.The copper bosses shot you, Joe. They shot you, Joe,” says I.“Takes more than guns to kill a man,” says Joe, “I didn’t die.”“Takes more than guns to kill a man,” says Joe, “I didn’t die.”
Gantt and WilliamsTowards a More Sensitive Workplace
Gantt was originally a protégé of Taylor at Bethlehem Steel
Modified Scientific Management to make it less rigid
Insisted on a minimum day wage
Come all you workers and hear what I say, They're trying to plunder the Come all you workers and hear what I say, They're trying to plunder the eight-hour day,eight-hour day,
Won by our forbears in a bloody campaign, So rise up and be in the struggle Won by our forbears in a bloody campaign, So rise up and be in the struggle again. again.
Gantt and WilliamsTowards a More Sensitive Workplace
Demanded management buy-inDeveloped the Gantt chart to
help schedule subtasks and processes required for project completion
Promoted “backcasting,” a forerunner to MBO
Gantt and WilliamsTowards a More Sensitive Workplace
Williams was a proponent of Social Gospel
Left management position to work in mines, mills, refineries, ship yards, etc.
Discovered that all people measured their value to society by their job
As a consultant, would work on his clients’ shop floors to learn what the workers wanted
F.W. Taylor and Scientific Management
The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency
The amount of and effort each employee expends to produce a unit of output can be reduced by increasing specialization and the division of labor
Henri Fayol (1925)
Identified 4 management functionsPlanningOrganizingCommandCoordinationControl
Luther Gulick (1937)
Expanded management activitiesPlanningOrganizingStaffingDirectingCoordinatingReportingBudgeting
POSDCoRB
Find drawing to put in this Find drawing to put in this slide!!!!slide!!!!
Four Principles of Scientific Management
1. Study the way employees perform their tasks, gather informal job knowledge that employees possess, and experiment with ways of improving the way tasks are performed
Four Principles of Scientific Management
2. Codify the new methods of performing tasks into written rules and standard operating procedures
Four Principles of Scientific Management
3. Carefully select employees so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures
Four Principles of Scientific Management
4. Establish an acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level
Bureaucratic Model
Max Weber (1864 – 1920)
Stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.
Organization - take the form of a Bureaucratic structure.
BUREAUCRATIC MODEL
RATIONAL-LEGAL/AUTHORITY
The right to exercise authority based on position.
- position with power- compensation : fixed salary- hierarchy of authority- technical competence- governed by rules and regulations
Dimensions of Bureaucracy
1. Division of labor based on functional specialization
2. A well-defined hierarchy of authority
Dimensions of Bureaucracy
3. A system of rules covering the rights and duties of position
4. A system of procedures for dealing with work situations
Dimensions of Bureaucracy
5. An impersonality in interpersonal relations
6. A system of promotion and selection for employment based on technical competence.
Limitations of Bureaucracy
Appropriate for the past where environment was relatively stable and predictable
Limitations of Bureaucracy
Today’s environments are more turbulent and unpredictable.
Limitations of Bureaucracy
Too general for today’s highly complex organization and specialization.
Human RelationsHuman Relations
Human Relations MovementHuman Relations Movement
Mary Parker Follet - had considered workers as human
Chester Bernard - social need, psychological need of individual & group
Mary Parker Follett (1927)
Management must consider the human side
Employees should be involved in job analysis
Mary Parker Follett
Person with the knowledge should be in control of the work process regardless of position
Cross-functioning teams used to accomplish projects
Mary Parker Follett
Participative management
Espoused that managers should have authority with, rather than over, employees
Hawthorne Experiments
Elton Mayo (1880 – 1949)
Western Electric’s Hawthorne Plant-Chicago
Studied relationship between level of lighting in the work-place and workers productivity
‘Hawthorne effect’
The Hawthorne Effect
The possibility that workers who receive special attention will perform better simply because they received that attention
The Hawthorne Studies
Initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting)
Found that productivity increased regardless of whether illumination was raised or lowered
The Hawthorne Studies_2
Factors influencing behavior:Attention from researchersManager’s leadership approachWork group norms
The “Hawthorne Effect”
H.R. in essence!!!!!!!!H.R. in essence!!!!!!!!
Manager and subordinate relation
Early attempt to discover the social and psychological factor that would create effective human relation.
Contribution of H.R.
Improved classical approach by stressing social needs
Focus on workers – not on techniques
Contribution of H.R.
Emphasized management skill rather than technical skill
Focus on group dynamics rather than individual
Behavioral Science
HR developed into BS Psychology, Sociology,
Anthropology Social man – motivated by
desire for form relationships with others
Behavioral Science
Argyris, Maslow, McGragor
Self-actualizing – a more
accurate concept to explain Human Motivation
“Complex man” No two people are exactly alike.
Douglas McGregor
Taught in Psychology and Industrial Management in MIT
Introduced Theory X and Theory Y
Bridging the gap between the management and labor
Douglas McGregor
Theory X (classical)workers are lazy and want to be
told what to do and have decisions made for them
Douglas McGregor
Theory X Average employee is lazy,
dislikes work, and will try to do as little as possible
Manager’s task is to supervise closely and control employees through reward and punishment
Douglas McGregor
Theory Y (based on developments in social sciences) employees want autonomy, job
satisfaction, responsibility, and will work hard when they are appreciated
Douglas McGregor
Theory Y Employees will do what is good for
the organization when committed Manager’s task is to create a work
setting that encourages commitment to organizational goals and provides opportunities for employees to be exercise initiative
Douglas McGregor
Theory Y Theory Y required a change in
management, not a change in the worker or the workplace
Formalized ideas many good managers already practiced but could not define
Also credited with inadvertently fathering the Human Potential Movement
Contributions of Behavioral Science Understanding of individual
motivation, group behavior interpersonal relationship at work and the importance of work to human beings
Continue to contribute new insights in important areas as leadership, conflict, power, organizational change and communication
Limitations of Behavioral Science
Its potential not fully realized
managers resist suggestion
Limitations of Behavioral Limitations of Behavioral ScienceScience
Model, theories and jargon are too complicated and abstract to practicing manager
Difficult to interpret by practicing managers
TRADITIONAL THEORIES
MODIFICATION CONTEMPORARY
1900s 1940s 1970s
EVOLUTION OF ORGANIZATION AND MANAGEMENT THEORIES
Traditional/ Classical Theories
Modifications Contemporary
Approaches
Scientific Management
Efficient Task Performance
Bureaucratic Model
Administrative Theory
Universal Management Principles
Management Science
Economic Technical Rationality
System Approach
Contingency View
No Best Method
-Situational Factors.
Authority & Structure Human Relation
Subsystem & Environment
Behavourial Science
Psychology, Sociology, etc.
History of Management Thought
1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 20001890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
TraditionalTraditional Viewpoint Viewpoint
QualityQuality Viewpoint Viewpoint
ContingencyContingency Viewpoint Viewpoint
SystemsSystems Viewpoint Viewpoint
BehavioralBehavioral Viewpoint Viewpoint
Adapted from Figure 2.1
2.2
Japanese Theory ZCharacteristics of a Theory Z
Long-term employment, often for a lifetime
Relatively slow process of evaluation and promotion
Japanese Theory ZCharacteristics of a Theory Z
Development of company-specific skills & moderately specialized career path
Implicit, informal control mechanisms supported by explicit, formal measures
Japanese Theory ZCharacteristics of a Theory Z
Participative decision-making but individual ultimate responsibility
Broad concern for the welfare of subordinates & co-workers as a natural part of a working relationship & informal relationships among people
System Analysis Management
An approach to problem solving based on an understanding of the basic structure of systems Environmental interaction
Open systems must interact with the external environment to survive.
Closed systems do not interact with the environment.
Synergy: when all subsystems work together making the whole greater than the sum of its parts.
Entropy: the tendency for systems to decay over time
Basic Systems View of Organization
Environment
Adapted from Figure 2.4
INPUTSHuman, physical,financial, and information resources
OUTPUTSProducts
andServices
TRANS-FORMATION
PROCESS
Feedback Feedback loopsloops
2.7
The Contingency Perspective
A view that proposes that there is no one best approach to management for all situations.
Asserts that managers are responsible for determining which managerial approach is likely to be most effective in a given situation.
This requires managers to identify the key contingencies in a given situation.
Blending Components into a Contingency Perspective
Contingency Viewpoint Behavioral Viewpoint
How managers influence others:• Informal Group• Cooperation among employees• Employees’ social needs
Systems Viewpoint
How the parts fit together:• Inputs• Transformations• Outputs
Traditional Viewpoint
What managers do:• Plan• Organize• Lead• Control
Contingency Viewpoint Managers’ use of other viewpoints to solve problems involving:
• External environment• Technology• Individuals
Adapted from Figure 2.5
2.8
An Example of the Contingency Perspective
Joan Woodward’s ResearchDiscovered that a particular
management style is affected by the organization’s technology.
Identified and described three different types of technology: Small-batch technology Mass-production technology Continuous-process technology
The Quantitative Perspective
Characterized by its use of mathematics, statistics, and other quantitative techniques for management decision making and problem solving.
The Quantitative Perspective
This approach has four basic characteristics:1. A decision-making focus
2. Development of measurable criteria
3. Formulation of a quantitative model
4. The use of computers
The Quantitative Perspective
Decision-Making FocusThe primary focus of the
quantitative approach is on problems or situations that require direct action, or a decision, on the part of management.
The Quantitative Perspective
Measurable CriteriaThe decision-making process
requires that the decision maker select some alternative course of action.
The alternatives must be compared on the basis of measurable criteria.
The Quantitative Perspective
Quantitative ModelTo assess the likely impact of each
alternative on the stated criteria, a quantitative model of the decision situation must be formulated.
ComputersComputers are quite useful in the
problem-solving process.
Management in the 21st Century William Ouchi’s Theory Z
Japanese-style approach to management developed
Advocates trusting employees and making them feel like an integral part of the organization.
Based on the assumption that once a trusting relationship with workers is established, production will increase.
Total Quality Management
Total Quality Management
Organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training
This involves the continuous improvement of organizational processes, resulting in high quality products and services.
UNDERSTANDING MANAGEMENT
Understanding Functions of Understanding Functions of ManagementManagement
Analysis of management is facilitated by breaking it down into five managerial functions/processes
Planning
Organizing Staffing Leading Controlling
Roles of managers (Mintzberg)
Understanding Functions of Understanding Functions of ManagementManagement
Interpersonal roles•Figurehead role•Leader role•Liaison role
Informational roles•Recipient role•Disseminator role•Spokesperson role
Roles of managers (Mintzberg)
Understanding Functions of Understanding Functions of ManagementManagement
Decision roles•Entrepreneurial role•Disturbance-handler role•Resource allocator role•Negotiator role
Why Management is essential for any Organization?
Managers are charged with the responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives
Applies to small or large organization Profit or non-profit organizations Manufacturing or service industries
Who are the managers that you know?
Goals of Managers?Goals of Managers?
SurplusProfit orgNon-profit org
MoneyTimeMaterialsPersonal dissatisfaction
e. g. VSI & OBedmaking
Goals of Managers?Goals of Managers?
Productivity
Productivity = OutputsInputs
(within time period, quality considered)
•Increasing O with same I•Decreasing I but maintaining same O•Increasing O and decreasing I to change ratio favorably
EffectivenessEfficiency
Inputs Processing OutputsEmployees, Staff Examination Healthy patientsHospital SurgeryMedical Supplies MonitoringEquipment MedicationLaboratories Therapy
Hospital Process
Management: An Art Management: An Art or a Science?or a Science?
Managing as practice is an ART
Organized knowledge underlying the practice is the SCIENCE
Understanding Organizational Understanding Organizational Structure and FunctionStructure and Function
Relationships within organizations Chain of Command
Path of authority and accountability from one individual at the bottom of the organization to the very top administrative authority
This is also referred to Hierarchy
e.g. nurse-HN-NS-CN
Relationships within organizations
Components of Chain of Command Layers or levels – simple to complex Flow communication – errors, gaps Interpersonal relationship – formal,
informal
Span of Control Refers to number of subordinates and different tasks for which a person in authority is responsible
Narrow Span of ControlResponsible for only a few people and one or two tasks areas
Broad Span of Control
Responsible for many people and a variety of tasks areas
Relationships within organizations
Span of Control
Organizational ChartsOrganizational Charts A diagram of organization that clearly
presents its formal structure with persons and departments and their relationships to one another
Large organization commonly have OC Small may operate informally, OC may not
be available
Organizational ChartsOrganizational Charts
Tells size of the organization and its chain of command
Shows relationships between units or departments
Boxes represent individuals or a department
Solid lines represent communication
Limitations of Organizational Charts
Does not show informal structure
Cannot depict degree of authority
Becomes obsolete quickly Does not define
responsibility and accountability
Organizational ChartsOrganizational Charts
AuthorityAccountability
Vertical line represents responsibility of Individuals to supervise others officially
Organizational ChartsOrganizational Charts
Organizational ChartsOrganizational Charts
Horizontal solid lines connect individuals at the same level in the organization and have official relationship
Organizational ChartsOrganizational Charts
Organizational ChartsOrganizational Charts
Dotted lines represent communication relationships in which neitherindividual has direct authority oraccountability to the other and they do not have the same supervisor
Organizational ChartsOrganizational Charts
Lines of Authority
Represent the responsibility of individuals to supervise officially
Downward direction Shows authority over those who are lower
on the chart and connected by solid lines
Organizational ChartsOrganizational Charts
Lines of Accountability
Reporting relationships Upward direction means accountable to
individual in the higher level Taken together means chain of command
Organizational ChartsOrganizational Charts
Types of Organizational Types of Organizational StructureStructure
Tall or Centralized Structure
Flat or Decentralized Structure
Matrix Structure
Parallel Organizations
Types of Organizational Types of Organizational StructureStructure
Tall or Centralized Structure Usually narrow Decision-making authority and power
held by few persons in central positions
Persons in authority are responsible for only few subordinates
May have many levels Communication must travel through
the levels
Types of Organizational Types of Organizational StructureStructure
Tall or Centralized StructureTall or Centralized Structure Advantages
*ability to be an expert*use less skilled individuals*close supervision*top management are spared from unnecessary communication*top people have great deal of control and are the decision makers
Types of Organizational Types of Organizational StructureStructure
Tall or Centralized StructureTall or Centralized Structure Disadvantages
*skilled individuals may end up doing nothing*the supervised might become stifled*communication is difficult, it passes many layers*implementation of decision may become delayed
Types of Organizational Types of Organizational StructureStructure
Flat or Decentralized Structure Have few levels and broad span of
control Decision-making is spread out among
many people No close supervision because
supervisor is responsible for many people
Communication is easy and direct
Types of Organizational Types of Organizational StructureStructure
Flat or Decentralized StructureAdvantages Simple communication patterns-less
distortion Speed in responding t problems Individuals have opportunities to
develop their own abilities Communication is easy and direct
Types of Organizational Types of Organizational StructureStructure
Flat or Decentralized StructureDisadvantages Broad span of control may result to No close supervision because supervisor is
responsible for many people Person in charge may have hard time to
process communication since its numerous Supervisor may lack expertise because of
wide operation Greater need for ongoing education
Types of Organizational Types of Organizational StructureStructure
Matrix Structure Either tall or flat Unique – second structure overlies
the first Overlying structure represents a
special relationship of individuals that is not part of chain of command
Recent innovation in health care organization
Types of Organizational Types of Organizational StructureStructure
Parallel Organizations Employees collective bargaining
organization But does not integrate with official
organization Has its own officers and
representatives Draw on the board
Organizational FunctionOrganizational Function
Organization functions according Organization functions according to what it has set to do which to what it has set to do which are stated in…..are stated in…..
Philosophy Statement and VMGPhilosophy Statement and VMG Job descriptionsJob descriptions Policies and ProceduresPolicies and Procedures
Organizational FunctionOrganizational Function
Philosophy Statement Reflects the purpose of
organization States beliefs and values that
are basic to its operation May include list of goals or
objectives
Organizational FunctionsOrganizational Functions
VMG Vision – how the organization
envisions itself, desires of organization
Mission – broad general goals that describes its purpose in the community
Goals – are broad statements of overall intent of the organization
Organizational FunctionOrganizational Function
Job descriptions Help define organizational structure and
function Describes responsibilities of each individual
or position in the organization May not give complete description of
everything an individual does as part of his/her job (ex. ER nurse and SA nurse)
Organizational FunctionOrganizational Function
Policies and Procedures Official statements that guide the behavior
of individuals in the organization Are written (manual) as required by law
and accrediting institutions Hospitals have general policies and
procedures that guide the behavior or the entire organization
Hospitals have many policies and procedures carefully written out in detail
Organizational FunctionOrganizational Function
Policies and Procedures Serve as legal safeguard for the
organization by establishing standards for practice
Nursing policies and procedures are formulated by committees or nurses
Provide support for good practice and quality control
What is an Informal What is an Informal Organization?Organization? Arise to meet social needs of the
people within an organization Provide ease of relationships (?) and
ways to accomplish desired outcomes
In a form of “barkada” system (helping one another)
Providing communication Preserving values Informal leaders
Problems of IOProblems of IO
Detrimental to formal organization
May resist needed change May tolerate mediocrity Sometimes it is closed,
newcomers become outsiders May disseminate rumors and
inaccurate information “grapevine”
Organizational ClimateOrganizational Climate
Effects of PoliciesFormal policies describe expected behaviors
of individuals in the organization
Theory X – people don’t like to work, they are motivated by material gain, and w/out supervision they will not work
e.g. vandi clock to punch in and out
Organizational ClimateOrganizational Climate
Effects of Policies Theory Y – people find work intrinsically
rewarding, motivated by many factors other than material gain
e.g. submits statements of the specific shifts worked, no monitoring of lunches, breaks, etc
Theory Z – operates on the basis of long-term employment, loyalty between employer and employee and strong collective value system
Organizational ClimateOrganizational Climate
Effect of Supervisory Behavior Manner how supervisors carry out policies
contribute to organizational climate Personality of supervisor General method of interacting with
subordinates Some supervisors create an atmosphere of
suspicion and fear (criticisms and unwillingness to tolerate)
Organizational Climate
The informal organization culture and climate
Individuals relate on a personal basis High level of competition (+) Relationships (first name basis,
surname)
Understanding Understanding ManagementManagement
Process of designing and maintaining an environment in which individuals , working together in groups, efficiently accomplish certain goals or aims (koontz & Weihrich)
Is the coordination and integration of resources through planning, organizing, directing, and controlling in order to accomplish specific institutional goals and objectives (Sullivan and Decker)
Management is……Management is……
the art of getting things done through people
getting the right things done at the right time
the process or form of work that involves the guidance or direction of a group of people toward organizational goals or objectives
Management is……Management is……
What is Nursing Management?What is Nursing Management?
Relates to planning , organizing, staffing, directing and controlling the activities of a nursing enterprise or division of nursing departments and of the subunits of the departments
Types of Management Types of Management
Authoritarian management style Democratic management style Laissez-Faire management style Multicratic leadership
Types of Management Types of Management
Authoritarian management style
Autocratic Manager makes most of the
decisions in isolation Found in bureaucratic
organizations that reinforce centrality of authority and reliance upon formal rules
Types of Management Types of Management
Authoritarian management style Managers issue orders and expect to
be obeyed Authority derives from position power
tied to official hierarchical title Authoritarian managers will have
subordinate support if they are involved in overall goals and process
Types of Management Types of Management
Authoritarian management style Strong control is maintained Others are motivated by coercion Others are directed with command Communication is downwards “I” and “You” Punitive criticism
Types of Management Types of Management
Authoritarian management style
Advantages Results to well-defined group actions Decision making can be done
expeditiously Appropriate when immediate action
is needed Authoritarian managers will have
subordinate support if they are involved in overall goals and process
Types of Management Types of Management
Authoritarian management style
Disadvantages Subordinates don’t have stake in
achievement/failure of management goals
Employee may subvert goals Managers issue orders and expect to be
obeyed Authority derives from position power tied
to official hierarchical title
Types of Management Types of Management
Democratic Management Style Involves subordinates in decision
making Democratic managers see
themselves as coworkers Stresses importance of
communication and consensus Promotes autonomy and growth
Types of Management Types of Management
Democratic Management Style Manager leads by providing
information, suggesting direction and being supportive of coworkers
Function best in less centralized and where there is less reliance on formal rules and policies
Emphasis “We” Constructive criticism
Types of Management Types of Management
Democratic management style
Advantages Coworkers are consulted Coworkers have input on decision
making Employees are involved in all the
processes prior to decision making It is appropriate if decision at hand does
not require urgent action
Types of Management Types of Management
Democratic management style
Disadvantages Decision becomes lengthy process Coworkers not confident in participating
in decision making Employees may think manager is not
capable to DM
Types of Management Types of Management
Democratic management style
Disadvantages Employees think they are made to do
something they are not paid for If decision not implemented employees
think their time is wasted
Types of ManagementTypes of Management
Laissez-Faire Permissive management Least structure and control Requires coworkers to make
own goals, decisions Managers provide maximum
support and freedom for workers
Types of ManagementTypes of Management
Laissez-Faire Provision of little or no direction Communication upward and
downward DM is dispersed throughout
group Criticism withheld
Types of ManagementTypes of Management
Laissez-Faire
Advantages Providing maximum support and
freedom Allows practice of high levels of
independence
Types of ManagementTypes of Management
Laissez-Faire
Disadvantages Not possible to let workers
arrive at an individual decisions about patient care
Because of multidisciplinary care, decision must be centralized
Types of ManagementTypes of Management
Multicratic
One skill of a manager is identifying which style a particular situation requires
Combines the best of all approaches
Provides maximum structure when the situation requires
Levels of Management
Top level managers Middle-level managers First-level managers
Levels of Management
Top level managers Looks at the whole organization Coordinate internal and external
influences Makes decisions with few
guidelines COO, CEO, CN, DNS, CNO
Levels of Management
Responsibilities of top-level managers
Determining philosophy Setting policies Creating goals and priorities for
resource allocation Need great leadership, not part
of day-to-day operation
Levels of Management
Middle-level managers Coordinates effort of lower levels of
the hierarchy Conduit between lower and top-level
managers Carry out day-to-day operation Involved in long term planning Establishing unit policies Nurse supervisors, head nurse, unit
managers
Levels of Management
First-level managers Concerned with specific unit
workflow Deal with immediate problems in
daily operations
Levels of Management
Top level managers Middle-level managers First-level managers
POSTTESTPOSTTEST
Answer the following as fast as you can: What is management? (3 pts) What are the processes of management? (4 items) Define Organizational chart (2 pts) Give at least 2 functions of the organizational chart
(2 items) What are the types of organizations? (4 pts) Give 2 advantages of Tall organization (2 items) Give at least 2 disadvantages of Tall organization
(2 items) Give 2 advantages of Flat organization (2 items) Give at least 2 disadvantages of Flat organization
(2 items) Organizational functions are usually stated in these
3 documents Organizational climate is shaped according to 3
factors
Differentiating the
Leader
and
Manager
Leaders ManagersMay or may not have official appointment to the positionHave power and authority enforce decisions only so long as followers are willing to be ledInfluence others toward goal setting, either formally or informallyInterested in risk-taking and exploring new ideasRelate to people personally in an intuitive and empathetic mannerFeel rewarded from personal achievementsMay or may not be successful as managers
Appointed officially to the positionHave power and authority to enforce decisions
Carry out predetermined policies, rules and regulation
Maintain an orderly, controlled, rational and equitable structureRelate people according to their rolesFeel rewarded when fulfilling organizational mission or goalsAre managers as long as appointment holds
Similarities and Differences