ncm 107 testbook test

7/25/2019 NCM 107 Testbook Test

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NURSING LEADERSHIP & MANAGEMENT NCM 107

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Nursingleadership &management

NCM 107


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Chapter 1

Nursing as a Profession

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PROFESSION

An occupation/callingrequiring advanced training and eperience in some

speci!c"speciali#ed $od% of no'ledge 'hich provide service to societ% in

that special !eld( Metha )2012* also de!ned profession as an occupation

$ased on speciali#ed intellectual stud% and training+ the purpose of 'hich isto suppl% silled services 'ith ethical components and others(

Chaact!i"tic" o# a Po#!""ion)Metha+ 2012*

$% A $asic profession requires an !t!n'!' !'ucationof its mem$ers+ as

'ell as a $asic li$eral foundation((% A profession has a th!o!tical )o'* o# +no,l!'g!leading to de!ned

sills+ a$ilities and norms(-% A profession provides a speci!c "!.ic!(% Mem$ers of a profession have autono0*in decision,maing and

practice(1% -he profession has a co'! o# !thic"to regulate the relationships

$et'een professionals and clients(2% .ducates its o'n practitioners(3% /ets its o'n "tan'a'"(4% Availa$ilit% of po#!""ional !'ucationas a life,long process and

mechanisms to advance the education of professionals esta$lished $%

the profession(5% -he presence 'ithin the profession of individuals 'ith varied identities

and values forming groupings and coalitions that coalesce into uni!ed

segments no'n as "p!cialti!"'ith speci!c missions($6% /elf,regulation that protects practitioners and supports

'i"ciplina* cit!iaand actions to censure+ suspend+ or remove code

violators($$% Adapts its services to meet changing needs($(% Maes economical use of practitioners($-% Promotes 'elfare and 'ell$eing of its practitioner($% Motivated more $% its co00it0!ntto the service it renders($1% nites to achieve longer goals(

-hough often 'oring colla$orativel%+ nurses do not simpl% assist ph%sicians

and other health care providers( nstead+ the% practice independentl% 'ithin

their o'n de!ned scope of practice( Nursing roles range from direct patient

care to case management+ esta$lishing nursing practice standards+

developing qualit% assurance procedures+ and directing comple nursing care

s%stems(

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7ualiti!" o# a Po#!""ional Nu"!

$% Must have a 5achelor of /cience '!g!!in nursing((% Must $e ph*"icall* an' 0!ntall* 8t%-% Must have a lic!n"!to practice nursing in the countr%(% nterest and ,illingn!""to 'or and learn 'ith individuals"groups(1% 6arm p!"onalit*and concern for people(2% espectful and creative(3% 8as capacit*and a$ilit% to 'or 'ith others(4% -aes action to i0po.!self and service(5% 8as co0p!t!nc!in performing 'or($6% /illed in decision maing+ communicating and relating 'ith

others($$% esearch, oriented(

$(% Paticipat!"activel% in issues confronting nurses and nursing(

9A professional nurse therefore+ is a person 'ho has completed a $asic

nursing education program and is licensed in his countr% to practice

professional nursing(:

NURSING AS APROFESSION

Scop! o# Nu"ingnitiates and performs nursing services to individuals+ families+ and

communities( Nursing care during conception+ la$or+ deliver%+ infanc%+

childhood+ toddler+ preschool+ school age+ adolescence+ adulthood and old

age( Nurses primaril% responsi$le for the po0otion o# h!alth an'

p!.!ntion o# illn!""( Nurses shall colla$orate 'ith other health care

providers for the curative+ preventive and reha$ilitative(

,;rom the (A(


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-each+ guide and supervise students in nursing education program(

ndertae nursing and resource development training research(

ROLES OF A PROFESSIONAL NURSE

$% Ca!gi.!/ Ca! po.i'!

-he traditional and most essential role+ functions as nurturer+ comforter+

provider 9Mothering actions: of the nurse

Provides direct care and promotes comfort of client

Activities involves no'ledge and sensitivit% to 'hat matters and 'hat

is important to clients /ho' concern for client 'elfare and acceptance of the client as a

person

(% T!ach!

Provides information and helps the client to learn or acquire ne'

no'ledge and technical sills .ncourages compliance 'ith prescri$ed therap%(

Promotes health% lifest%les

nterprets information to the client

-% Coun"!lo

8elps client to recogni#e and cope 'ith stressful ps%chologic or social

pro$lems@ to develop an improve interpersonal relationships and to

promote personal gro'th Provides emotional+ intellectual to and ps%chologic support

;ocuses on helping a client to develop ne' attitudes+ feelings and

$ehaviors rather than promoting intellectual gro'th(

.ncourages the client to loo at alternative $ehaviors recogni#e thechoices and develop a sense of control(

% Chang! ag!nt

nitiate changes or assist clients to mae modi!cations in themselves or

in the s%stem of care(

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1% Cli!nt a'.ocat!

nvolves concern for and actions in $ehalf of the client to $ring a$out a

change( Promotes 'hat is $est for the client+ ensuring that the clientBs needs are

met and protecting the clientBs right( Provides eplanation in clientBs language and support clientBs decisions(

2% Manag!

Maes decisions+ coordinates activities of others+ allocate resource

.valuate care and personnel

Plans+ give direction+ develop sta+ monitor operations+ give the

re'ards fairl% and represent $oth sta and administrations as needed(

3% R!"!ach!

Participates in identif%ing signi!cant researcha$le pro$lems

Participates in scienti!c investigation and must $e a consumer of

research !ndings Must $e a'are of the research process+ language of research+ a

sensitive to issues related to protecting the rights of human su$>ects(

Epan'!' ol! a" a nu"!

Clinical Sp!ciali"t", is a nurse 'ho has completed a masterBs degree in

specialt% and has considera$le clinical epertise in that specialt%( /he

provides epert care to individuals+ participates in educating health care

professionals and ancillar%+ acts as a clinical consultant and participates in

research(

Nu"! Pactition!, is a nurse 'ho has completed either as certi!cate

program or a masterBs degree in a specialt% and is also certi!ed $% the

appropriate specialt% organi#ation( /he is silled at maing nursing

assessments+ performing P( .(+ counseling+ teaching and treating minor andself, limiting illness(

Nu"!90i',i#! a nurse 'ho has completed a program in mid'ifer%@

provides prenatal and postnatal care and delivers $a$ies to 'oman 'ith

uncomplicated pregnancies(

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Nu"! an!"th!ti"t, a nurse 'ho completed the course of stud% in an

anesthesia school and carries out pre,operative status of clients(

Nu"! E'ucato, A nurse usuall% 'ith advanced degree+ 'ho $eaches in

clinical or educational settings+ teaches theoretical no'ledge+ clinical sills

and conduct research(

Nu"! Ent!p!n!u a nurse 'ho has an advanced degree+ and manages

health,related $usiness(

Nu"! a'0ini"tato a nurse 'ho functions at various levels of

management in health settings@ responsi$le for the management and

administration of resources and personnel involved in giving patient care(

FIELDS IN NURSING

$: Ho"pital/In"titutional Nu"ing a nurse 'oring in an institution 'ith

patients

A'.antag!";

$% /upervisor is present for 'hom %ou can consult if patient pro$lemseist((% Nurses are updated 'ith ne' trends in medicine and in the nursing care

of patients(-% -he% get rotated in dierent units and have a chance to determine the

special area(% -he% have the chance to get promoted to a higher position of the% are

quali!ed(1% aises are given periodicall%(2% -he% are considered an important mem$er of the health team in

providing care to the patients(

Di"a'.antag!";

$% /ome sta nurses do not !nd time to improve their sills through

continuing education program((% nderstaDng-% Administrative pro$lem and over'or(

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(: Pu)lic H!alth Nu"ing/Co00unit* H!alth Nu"ing usuall% deals

'ith families and communities(

.ampleF $rg%( 8ealth Center

A'.antag!";

$% -he focus is on the famil%(% t maimi#e eorts to improve 'here there are lac of facilities(-% ;ocus of care is more in advanced(

Di"a'.antag!";

$% Cases found are limited mostl% to chronic and or communica$le disease

cases((% -here are more ha#ards(-% -here are no !ed hours of 'or(

-: Pi.at! Dut*/"p!cial Dut* Nu"! privatel% hired

A'.antag!";

$% has the chance to travel and see the 'orld((% 8as the opportunit% to mae friends(-% 8as the challenge of giving their $est in providing care and having the

satisf%ing of seeing its results(

GisadvantagesF

$% /ome nurses create a situation on 'hich patient recover totall%

dependent on them((% Man% NBs have graduated for too long and have not updated their

no'ledge and sills(-% /ome N recent supervision(% Nurses are ver% eperienced and 'ell quali!ed(

: In'u"tial/Occupational Nu"ing a nurse 'oring in factories+ oDce+

companies

A'.antag!";

;ocus in prevention+ protection and supervision 'ithin the contet of

safe and health% environment(

Di"a'.antag!";

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Must $e no'ledgea$le on compan% policies+ pa% rates+ insurances+ and

$ene!ts(

1: Nu"ing E'ucato nurses 'oring in school+ revie' center and in

hospital as a C(

A'.antag!";

-heir epertise in particular !eld maes them good role models(

Di"a'.antag!";

Must $e resourceful+ in!nitel% patient+ understanding+ competent and

con!dent(

2: Milita* Nu"! nurses 'oring in a militar% $ase@ has the ran of 2nd

lieutenant@

good compensation and $ene!ts(

Di"a'.antag!";

8as to meet numerous requirements some quali!ed to the militar%(

3: Clinic Nu"! nurses 'oring in a private and pu$lic clinic(

A'.antag!;

-heir function is more in educative aspect $ut also serves as doctorBsassistant(

Di"a'.antag!;

Must have good assessment sills and insight to determine clientBs

need(

4: In'!p!n'!nt Nu"ing Pactic! private practice+ 5P monitoring+ home

service(

A'.antag!;

/elf,emplo%ed

Di"a'.antag!;

.mergenc% opportunistic and no supervision

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5: School Nu"ing

A'.antag!;

Hpportunit% to 'atch children advance from grade to grade(

Di"a'.antag!;

Man% school nurses do not update themselves on latest trends and

current issues in nursing practice(

$6: Ta.!ling nu"!

A'.antag!;

8ealth% lifest%le+ ver% high salar%

Di"a'.antag!;

Masters ne' sills and nursing interventions+ the% must ehi$it

Iei$ilit%(

$$: A'.anc! nu"ing pactic! , Certi!ed registered nurse

CODE OF ETHICS FOR NURSES

-he Code provides guidance for ethical relationships+ responsi$ilities+

$ehaviors and decision,maing+ and it is to $e used in con>unction 'ith

professional standards+ la's and regulations that guide practice( t serves asa means of self,evaluation and self,reIection for ethical nursing practice and

provides a $asis for feed$ac and peer revie'( -he code also serves as an

ethical $asis from 'hich nurses can advocate for qualit% 'or environments

that support the deliver% of safe+ compassionate+ competent and ethical care(

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Nurses recogni#e the privilege of $eing part of a self,regulating

profession and have a responsi$ilit% to merit this privilege( -he code informs

other health care professionals as 'ell as mem$ers of the pu$lic a$out the

ethical commitments of nurses and the responsi$ilities nurses accept as

$eing part of a self,regulating profession(

ect to approval $% the Commission )/ec(


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-he desire for the respect and con!dence of clientele+ colleagues+ co,'orers+ and the

mem$ers of the communit% provides the incentive to attain and maintain the highest

possi$le degree of ethical conduct

ARTICLE II

REGISTERED NURSES AND PEOPLE

SECTION % .thical Principles

1( Kalues+ customs+ and spiritual $eliefs held $% individuals shall $e respected(

2( ndividual freedom to mae rational and unconstrained decisions shall $e respected(

3( Personal information acquired in the process of giving nursing care shall $e held in strict

con!dence(

SECTION 1% Juidelines to $e o$servedF .J/-..G Nurses must

a( consider the individualit% and totalit% of patients 'hen the% administer care(

$( respect the spiritual $eliefs and practices of patients regarding diet and treatment(

c( uphold the rights of individuals(

d( tae into consideration the culture and values of patients in providingnursing care(

8o'ever+ in the event of conIicts+ their 'elfare and safet% must tae precedence(ARTICLE III

REGISTERED NURSES AND PRACTICE

SECTION 2% .thical Principles

1( 8uman life is inviola$le(

2( Lualit% and ecellence in the care of the patients are the goals of nursing practice(

3( Accurate documentation of actions and outcomes of delivered care is the hallmar of

nursing accounta$ilit%(

SECTION 3% Juidelines to $e o$servedF .J/-..G Nurses must

a( no' the de!nition and scope of nursing practice 'hich are in theprovisions of ( A( No(

( ensure that patientsB records shall $e availa$le onl% if the% are to $e issuedto those 'ho

are professionall% and directl% involved in their care and 'hen the% are required $% la'(

SECTION 4% .thical Principle

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4( egistered Nurses are the advocates of the patientsF the% shall tae appropriatesteps to

safeguard their rights and privileges(

Juidelines to $e o$servedF .J/-..G Nurses must

a( respect the 9PatientsB 5ill of ights: in the deliver% of nursing care(

$( provide the patients or their families 'ith all pertinent information eceptthose 'hich ma%

$e deemed harmful to their 'ell,$eing(

c( uphold the patientsB rights 'hen conIict arises regarding management of their care(

SECTION $6% .thical Principle

?( egistered Nurses are a'are that their actions have professional+ ethical+ moral+and legal

dimensions( -he% strive to perform their 'or in the $est interest of all concerned(

SECTION $$% Juidelines to $e o$servedF .J/-..G Nurses mustF

a( perform their professional duties in conformit% 'ith eisting la's+ rulesregulations(

measures+ and generall% accepted principles of moral conduct and proper decorum(

$( not allo' themselves to $e used in advertisement that should demean theimage of theprofession )i(e( indecent eposure+ violation of dress code+ seductive $ehavior+ etc(*(

c( decline an% gift+ favor or hospitalit% 'hich might $e interpreted as capitali#ing on patients(

d( not demand and receive an% commission+ fee or emolument forrecommending or referring

a patient to a ph%sician+ a co,nurse or another health care 'orer@ not to pa% an%

commission+ fee or other compensations to the one referring or recommending a patient to

them for nursing care(

e( avoid an% a$use of the privilege relationship 'hich eists 'ith patientsand of the privilege

access allo'ed to their propert%+ residence or 'orplace(

ARTICLE I=

REGISTERED NURSES AND CO9>OR?ERS

SECTION $(% .thical Principles

1( -he egistered Nurse is in solidarit% 'ith other mem$ers of the healthcare team in'oring

for the patientBs $est interest(

2( -he egistered Nurse maintains collegial and colla$orative 'oring relationship'ith

colleagues and other health care providers(

SECTION $-( Juidelines to $e o$servedF .J/-..G Nurses must

a( maintain their professional role"identit% 'hile 'oring 'ith othermem$ers of the health

team(

$( conform 'ith group activities as those of a health team should $e $ased on accepta$le+

ethico,legal standards(c( contri$ute to the professional gro'th and development of other mem$ers of the health

team(

d( activel% participate in professional organi#ations(

e( not act in an% manner pre>udicial to other professions(

f( honor and safeguard the reputation and dignit% of the mem$ers of nursingand other

professions@ refrain from maing unfair and un'arranted comments or criticisms on their

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competence+ conduct+ and procedures@ or not do an%thing that 'ill $ring discredit to a

colleague and to an% mem$er of other professions(

g( respect the rights of their co,'orers(

ARTICLE =

REGISTERED NURSES@ SOCIET@ AND EN=IRONMENT

SECTION $% .thical Principles

1( -he preservation of life+ respect for human rights+ and promotion of health%environment

shall $e a commitment of a egistered Nurse(

2( -he esta$lishment of linages 'ith the pu$lic in promoting local+ national+ andinternational

eorts to meet health and social needs of the people as a contri$uting mem$er of societ% is a

no$le concern of a egistered Nurse(

SECTION $1% Juidelines to $e o$servedF .J/-..G Nurses must

a( $e conscious of their o$ligations as citi#ens and+ as such+ $e involved incommunit%

concerns

$( $e equipped 'ith no'ledge of health resources 'ithin the communit%+and tae activeroles in primar% health care(

c( activel% participate in programs+ pro>ects+ and activities that respond to the pro$lems of

societ%(

d( lead their lives in conformit% 'ith the principles of right conduct and proper decorum(

e( pro>ect an image that 'ill uplift the nursing profession at all times(

ARTICLE =I

REGISTERED NURSES AND THE PROFESSION

SECTION $2% .thical PrinciplesF

1( Maintainance of lo%alt% to the nursing profession and preservation of its integrit% are ideal(

2( Compliance 'ith the $%,la's of the accredited professional organi#ation )PNA*+and other

professional organi#ations of 'hich the egistered Nurse is a mem$er is a loft% dut%(

3( Commitment to continual learning and active participation in the developmentand gro'th

of the profession are commenda$le o$ligations(

4( Contri$ution to the improvement of the socio,economic conditions and general'elfare of

nurses through appropriate legislation is a practice and a visionar% mission(

SECTION $3% Juidelines to $e o$servedF egistered Nurses must

a( $e mem$ers of the Accredited Professional Hrgani#ation )PNA*(

$( strictl% adhere to the nursing standards(

c( participate activel% in the gro'th and development of the nursing profession(

d( strive to secure equita$le socio,economic and 'or conditions in nursingthrough

appropriate legislation and other means(e( assert for the implementation of la$or and 'or standards(

ARTICLE =II

ADMINISTRATI=E PENALITIES@ REPEALING CLAUSE@ AND EFFECTI=IT

SECTION $4%

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-he Certi!cate of egistration of egistered Nurse shall either $e revoed or

suspended for violation of an% provisions of this Code pursuant to /ec( 23 )f*+ Art( K of ( A(

No( o%ment of religious profession and 'orship+

'ithout discrimination or preference+ shall forever $e allo'ed( No religious test shall $e

required for the eercise of civil or political rights(

S!ction 2%-he li$ert% of a$ode and of changing the same 'ithin the limits prescri$ed $% la'shall not $e impaired ecept upon la'ful order of the court( Neither shall the right to travel $e

impaired ecept in the interest of national securit%+ pu$lic safet%+ or pu$lic health+ as ma% $e

provided $% la'(

S!ction 3%-he right of the people to information on matters of pu$lic concern shall $e

recogni#ed( Access to oDcial records+ and to documents and papers pertaining to oDcial

acts+ transactions+ or decisions+ as 'ell as to government research data used as $asis for

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polic% development+ shall $e aorded the citi#en+ su$>ect to such limitations as ma% $e

provided $% la'(

/ection E( -he right of the people+ including those emplo%ed in the pu$lic and private sectors+

to form unions+ associations+ or societies for purposes not contrar% to la' shall not $e

a$ridged(

/ection udicial $odies and adequate legal assistance

shall not $e denied to an% person $% reason of povert%(

/ection 12( )1* An% person under investigation for the commission of an oense shall have

the right to $e informed of his right to remain silent and to have competent and independent

counsel prefera$l% of his o'n choice( f the person cannot aord the services of counsel+ he

must $e provided 'ith one( -hese rights cannot $e 'aived ecept in 'riting and in thepresence of counsel(

)2* No torture+ force+ violence+ threat+ intimidation+ or an% other means 'hich vitiate the free

'ill shall $e used against him( /ecret detention places+ solitar%+ incommunicado+ or other

similar forms of detention are prohi$ited(

)3* An% confession or admission o$tained in violation of this or /ection 17 hereof shall $e

inadmissi$le in evidence against him(

)4* -he la' shall provide for penal and civil sanctions for violations of this section as 'ell as

compensation to the reha$ilitation of victims of torture or similar practices+ and their families(

/ection 13( All persons+ ecept those charged 'ith oenses punisha$le $% reclusion perpetua

'hen evidence of guilt is strong+ shall+ $efore conviction+ $e $aila$le $% suDcient sureties+ or

$e released on recogni#ance as ma% $e provided $% la'( -he right to $ail shall not $e

impaired even 'hen the privilege of the 'rit of ha$eas corpus is suspended( .cessive $ail

shall not $e required(

/ection 14( )1* No person shall $e held to ans'er for a criminal oense 'ithout due process

of la'(

)2* n all criminal prosecutions+ the accused shall $e presumed innocent until the contrar% is

proved+ and shall en>o% the right to $e heard $% himself and counsel+ to $e informed of thenature and cause of the accusation against him+ to have a speed%+ impartial+ and pu$lic trial+

to meet the 'itnesses face to face+ and to have compulsor% process to secure the attendance

of 'itnesses and the production of evidence in his $ehalf( 8o'ever+ after arraignment+ trial

ma% proceed not'ithstanding the a$sence of the accused provided that he has $een dul%

noti!ed and his failure to appear is un>usti!a$le(

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/ection 1?( -he privilege of the 'rit of ha$eas corpus shall not $e suspended ecept in cases

of invasion or re$ellion 'hen the pu$lic safet% requires it(

/ection 1( All persons shall have the right to a speed% disposition of their cases $efore all

>udicial+ quasi,>udicial+ or administrative $odies(

/ection 17( No person shall $e compelled to $e a 'itness against himself(

/ection 1E( )1* No person shall $e detained solel% $% reason of his political $eliefs and

aspirations(

)2* No involuntar% servitude in an% form shall eist ecept as a punishment for a crime

'hereof the part% shall have $een dul% convicted(

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Chapter 2

=eadership andManagement


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LEADERSHIP STLES

$: D!0ocatic Nu"! L!a'!"

Also no'n as participative and !ncouag!" op!n co00unicationan' "ta paticipation in '!ci"ion"( 6orers given responsi$ilit%+

accounta$ilit% and feed$ac according to their performance@ emphasi#e on

individual nurses and contri$utions to the team@ this leadership st%le also

encourages the personal and professional development of nurses and allo's

them some autonom%( 6ith its emphasis on individual nurses and their

contri$utions to the team+ this st%le often 0oti.at!" !0plo*!!" to ta+!

initiati.! an' con"i"t!ntl* conti)ut! th!i )!"t !ot"% It i"

chaact!i!' )* gui'anc! ath! than contol )* th! l!a'!%

elationships are important to this leader 'ho places a focus on qualit%improvement of s%stems and processes+ rather than on mistaes of individual

team mem$ers(

(: S!.ant L!a'!"hip

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Also $ased on $uilding relationships and motivating sta mem$ers

through a shared vision and mission( t focuses on "tong co00unication

"+ill"@ con8'!nc! an' int!git*( -he% use empath% to understand their

emplo%ees needs and motivations(

1: Authoitaian nu"! l!a'!"

Ono'n as 'i!cti.!@ contolling autocatic+ some nurse managers

prefer a stricter approach to leadership@ the% mae all the decisions and

rarel% solicit input or feed$ac from emplo%ees( -he% also closel% supervise

emplo%ees+ reducing the amount of autonom% the sta has( -his leadership

st%le allo's for little innovation or Iei$ilit%@ instead+ it requires strict

adherence to hospital policies( t also dampens creativit% and inhi$it

motivation( N!gati.! !in#oc!0!nt an' puni"h0!ntare often used toenforce rules@ this st%le is that it 'ors perfectl% in emergencies or chaotic

situations 'here there is little time for discussion(

2: Lai""!9#ai! L!a'!"hip

Ono'n as permissive or nondirective+ this is a st%le in 'hich the leader

provides no direction or supervision+ and prefers to tae a hands,o

approach( Gecisions are not made+ changes rarel% occur+ and qualit%

improvement is t%picall% reactive+ not proactive( t is most often used $%

ne'+ ineperienced leaders or $% those at the end of their career 'ho choose

not to address issues since things 'ill soon $e changed $% their replacement

leader(

3: Situational L!a'!"hip

-he leader or manager of an organi#ation must ad>ust his st%le to !t the

development level of the follo'ers he is tr%ing to inIuence(

4: =i"iona* L!a'!"hip

,A charismatic leader 'ho motivates people to pursue a common vision $%

providing guidance on 'here to go and 'hat to do 'ithout the autocratic

step,$%,step directions on ho' to get there(

5% Tan"actional L!a'!"hip

,-ransactional leadership is a method of leading in 'hich+ through routine

transactions such as re'ards and punishments+ tass are completed(

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( =.AG./8P -8.H./

=eadership a$ilit% to develop a vision that motivates others to move 'ith

passion to'ard a common goal(

, A process $% 'hich a person inIuences others to accomplish an o$>ective

and directs the organi#ation in a 'a% that maes it more cohesive and

coherent(

1( Jreat Man theor%

-his theor% 'as populari#ed $% -homas Carl%le 'ho is a 'riter and a

teacher( -his theor% assumes that 9leaders are $orn and not made: and

possess certain traits 'hich 'ere inherited( Jreat leaders can arise 'hen

there is a great need(

-he great man theor% of leadership states that some people are $orn

'ith the necessar% attri$utes that set them apart from others and that these

traits are responsi$le for their assuming positions of po'er and authorit%(

8o'ever+ 8er$ert /pencer+ an .nglish philosopher disputed the great

man theor% $% aDrming that these heroes are simpl% the product of their

times and their actions the results of social conditions(

Jandhi+ =incoln+ Napoleon,9charismatic leadership:

Lualities of a charismatic leaderF

a( Commanding personalit%+

$( charm+

c( courage+

d( intelligence+

e( persuasiveness+

f( Aggressiveness(

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2( -rait -heor%

-he trait leadership theor% $elieves that people are either $orn or are

made 'ith certain qualities that 'ill mae them ecel in leadership roles( -hat

is+ certain qualities such as intelligence+ sense of responsi$ilit%+ creativit% and

other values puts an%one in the shoes of a good leader(

/ought personalit%+ social+ ph%sical or intellectual traits that

dierentiate leaders from non,leaders(

People 'ith traits could $e recruited+ selected and installed into

leadership positions(

-hese personalit% traits or $ehavioral characteristics are inherent in the

famil% and passed on geneticall%( -his theor% emphasi#es that leaders share

man% common traits and characteristics that mae them successful( -hese

leadership traits are innate and instinctive qualities that %ou either have or

%ou donBt(

Among the core traits identi!ed areF

Achievement driveF 8igh level of eort+ high levels of am$ition+ energ%

and initiative

=eadership motivationF an intense desire to lead others to reach shared

goals

8onest% and integrit%F trust'orth%+ relia$le+ and open

/elf,con!denceF 5elief in oneBs self+ ideas+ and a$ilit%

Cognitive a$ilit%F Capa$le of eercising good >udgment+ strong anal%tical

a$ilities+ and conceptuall% silled

Ono'ledge of $usinessF Ono'ledge of industr% and other technical

matters

.motional Maturit%F 'ell ad>usted+ does not suer from severe

ps%chological disorders(

HthersF charisma+ creativit% and Iei$ilit%

-his theor% maes the manager a'are of their strengths and

'eanesses and thus the% get an understanding of ho' the% can develop

their leadership qualities(

Page 24


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CH. -A-/ CA-.JH./ H; -A-/

a( Cognitive a$ilit%

$( =eadership motivation

c( achievement drive

d( self, con!dence

e( honest% and integrit%

f( emotional maturit%

g( no'ledge of $usiness

a( ntelligence and scholarship

$( Ph%sical traits

c( /ocial status and eperience

d( -as orientation

e( Personalit% characteristics

3( 5ehavioral -heor%

5ehavioral theories of leadership are $ased upon the $elief that great

leaders are made+ not $orn( ooted in $ehaviorism+ this leadership theor%

focuses on the actions of leaders+ not on mental qualities or internal states(

According to this theor%+ people can learn to $ecome leaders through

teaching and o$servation(

/uggests that leadership requires a strong personalit% 'ith a 'ell,

developed positive ego@ self,con!dence is essential(

9=eadership traits can $e taught:

4( Contingenc% -heor%

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acno'ledges that other factors in the environment inIuence outcomes

as much as leadership st%le and that leader eectiveness is contingent upon

or depends upon something other than the leaderBs $ehavior(

;ielderBs Contingenc% -heor%

-his theor% 'as created in the mid,1


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;ocuses on the inIuence of the leadersB intelligence and eperience on

his"her reaction to stress(

/tress levelsF

( /ituational -heor%

/ituational theories propose that leaders choose the $est course of

action $ased upon situational varia$le( Gierent st%les of leadership ma% $e

more appropriate for certain t%pes of decision,maing(

usell )2011* assumedthat no single $est t%pe of leadership st%le

eists( .ective leadership is determined $% the leader+ the group $eing led

and the tass that are required to $e completed(

;our /tages of ;ollo'er eadiness

o 1F =o' eadiness follo'ers are una$le and un'illing

o 2F =o' to Moderate eadiness follo'ers are una$le $ut 'illing

o 3F Moderate to 8igh eadiness follo'ers are a$le $ut un'illing

o 4F 8igh eadiness follo'ers are a$le and 'illing

/ituational =eadership -heor% includes four dierent leadership st%lesF

directing+ coaching+ supporting and delegating(

o /t%le 1 )/1 or Girecting*F 8igh tas"lo' relationship

, -his leader uses a$ove,average amounts of tas $ehavior and $elo',

average amounts of relationship $ehavior(

o /t%le 2 )/2 or Coaching*F 8igh tas"high relationship

, -his leader uses greater,than,average amounts of $oth tas and relationship

$ehaviors(

o /t%le 3 )/3 or /upporting*F 8igh relationship"lo' tas

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, -his leader ehi$its greater,than,average amounts of relationship $ehavior

and $elo',average amounts of tas $ehavior(

o /t%le 4 )/4 or Gelegating*F =o' relationship"lo' tas

, -his leader uses $elo',average amounts of $oth relationship and tas$ehaviors(

7( 8ouse,Path Joal,-heor%

n this leadership approach+ the leader 'ors to motivate follo'ers and

inIuence goal accomplishment( 5% using the appropriate st%le of leadership

for the situation )i(e(+ directive+ supportive+ participative+ or achievement

oriented*+ the leader maes the path to'ard the goal easier for the follo'er(

As a leader+ %ou can identif% the $est leadership approach to use+ $ased

on %our peoples needs+ the tas that the%re doing+ and the environment thatthe%re 'oring in(

/upportive leadershipF Considering the needs of the follo'er+ sho'ing

concern for their 'elfare and creating a friendl% 'oring environment( -his

includes increasing the follo'ers self,esteem and maing the >o$ more

interesting( -his approach is $est 'hen the 'or is stressful+ $oring or

ha#ardous(

Girective leadershipF -elling follo'ers 'hat needs to $e done and giving

appropriate guidance along the 'a%( -his includes giving them schedules ofspeci!c 'or to $e done at speci!c times( e'ards ma% also $e increased as

needed and role am$iguit% decreased )$% telling them 'hat the% should $e

doing*(

-his ma% $e used 'hen the tas is unstructured and comple and the

follo'er is ineperienced( -his increases the follo'ers sense of securit% and

control and hence is appropriate to the situation(

Participative leadershipF Consulting 'ith follo'ers and taing their ideas

into account 'hen maing decisions and taing particular actions( -his

approach is $est 'hen the follo'ers are epert and their advice is $oth

needed and the% epect to $e a$le to give it(

Achievement,oriented leadershipF /etting challenging goals+ $oth in

'or and in self,improvement )and often together*( 8igh standards are

demonstrated and epected( -he leader sho's faith in the capa$ilities of the

follo'er to succeed( -his approach is $est 'hen the tas is comple(

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Pros

S n a situation 'here something needs to $e done in a short time , such

as emergencies and complicated situations in 'hich there is a time

constraint+ this method ma% $e prefera$le(

S -he formulator of the theor%+ o$ert 8ouse acno'ledges that all

theories ((((are ultimatel% incorrect((( and that A theor% 'hich cannot $e

mortall% in danger cannot $e alive( 8ence+ there is room for Iei$ilit%(

S -he revised theor% adds more 'ith respect to group participation+

maing it more amena$le to use in groups 'ho are no'ledgea$le and

intelligent(

S -he Path,Joal -heor% has a common sense ring to it and the ideas are

eas% to conve%( -he analog% to a path needing to $e cleared and 'orers

driven along it is an eas% visuali#ation(

Cons

S -his theor% assumes that the group mem$ers do not no' 'hat is good

for them( t is inherentl% undemocratic(

S f the leader has Ia's the 'hole method stands a good chance of

failure(

S =eaders are not al'a%s rational+ and a course of action might $e $ased

on delusion+ thus >eopardi#ing group mem$ers(

S -he leader,led,tas s%stem could collapse+ if there is too much

dependence on the leader and 'here either something happens to the leader

or he simpl% cannot carr% out his leadership functions(

E( nteractional -heor% )/%m$olic nteraction*

Getermined $% relationship $et'een leaderBs personalit% and speci!c

situations( HC8, !rst researcher to introduce interactional leadership

theor%@ termed management as theor% T epansion of McJregorBs -heor% ofR(

-he interactional theor% of leadership assumed t'o assumptions(

8uman $eings are compleF People can have several motives for taing

actions+ and these motives can change over time( -heir productivit% and

performance are also aected $% innate a$ilities+ the t%pes of tass and

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eperience( Hn the other hand+ the 'orplace environment or s%stem is open+

promoting the echange of information+ matter and energ%( Jiven these

assumptions+ an eective leader must assess the situation+ formulate

relevant strategies and dra' from a large sill set(

-8.H./

1( /C8.N )1


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3( 8H==ANG. )1o$s

d* Juarantee of lifetime emplo%ment

e* o$ securit%

f* 8olistic for others"'orers

g* .sta$lishment of strong $onds of responsi$ilit% $et'een

leader"superiors and su$ordinates(

?( 6.=/HN & 5N/ )1


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=eader and follo'ers $ecome future oriented and hold common driving

values management and decision maing are more participative(

d( 4th levelF 8igh Performance -eam

Maimum productivit% and 'orer satisfaction are apparent(

( OAN-. )1


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;H 5.8AKH/" ;NC-HN/ Gescriptions

1( Planning /electing the courses of action for the group

Gecision,maing a$out, 68A-+8H6+68.N+68H

/etting goals and means for reaching the goals

2( Hrgani#ing Creating a /-C-. that relates all mem$ers+ tass+ and

ph%sical resources of the group together,/-A;;NJ

Maimum eDcienc% should $e ensured

3( Girecting )=eading* Concerned 'ith stimulating the organi#ation to

undertae action

.ssentiall% it means inIuencing people

4( Controlling egulating all activit% in accordance 'ith the plan

nvolves the measurement of achievement

.lements of Management

1( Planning

Planning is looing ahead(

Planning must tae the organi#ationBs availa$le resources and Iei$ilit%

of personnel into consideration as this 'ill guarantee continuit%(

2( Hrgani#ing

An organi#ation can onl% function 'ell if it is 'ell,organi#ed, )suDcient

capital+ sta and ra' materials*

-he organi#ational structure 'ith a good division of functions and tass

is of crucial importance(

3( Commanding

6hen given orders and clear 'oring instructions+ emplo%ees 'ill no'

eactl% 'hat is required of them(

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eturn from all emplo%ees 'ill $e optimi#ed if the% are given concrete

instructions 'ith respect to theactivities that must $e carried out $% them(

/uccessful managers have integrit%+ communicate clearl% and $ase

their decisions on regular audits(

4( Coordinating

6hen all activities are harmoni#ed+ the organi#ation 'ill function $etter(

Positive inIuencing of emplo%eesB $ehaviour is important in this(

Coordination therefore aims at stimulating motivation and discipline

'ithin the group d%namics( -his requires clear communication and good

leadership(

?( Controlling ,Control taes place in a four,step processF

a( .sta$lish performance standards $ased on organi#ational o$>ectives

$( Measure and report on actual performance

c( Compare results 'ith performance and standards

d( -ae corrective or preventive measures as needed

5( /C.N-;C MANAJ.M.N-, -AR=H

Anal%sis+ s%nthesis+ logic+ ationalit%+ empiricism+ 'or ethic+ eDcienc%+

elimination of 'aste and standardi#ed $est practice(

-a%lorism )/cienti!c -ime /tudies* reducing process time and 'ored at its

most $asic level+ $reaing do'n each >o$ into components parts+ timing each

element+ and rearranging the parts into most eDcient method of 'oring(

;H PNCP=./ H; /C.N-;C MANAJ.M.N-

1( eplace 'oring $% =. H; -8M5 or simple ha$it and common sense

and instead use the scienti!c method to stud% 'or and determine the most

eDcient 'a% to perform speci!c tas(

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2( ather than simpl% assign 'orers to >ust an% >o$( MA-C8 the 'orers

to their >o$s $ased on the capa$ilit% and motivation and train them at

maimum eDcienc%(

3( Monitor 'orers performance and provide instruction and supervision to

ensure that the% are using the most eDcient 'a%s of 'oring(

4( Allocate the 'or $et'een the managers and 'orers so that the

managers spend their time planning and training allo'ing the 'orers to

perform their tass eDcientl%(

mportant components of scienti!c management includeF

anal%sis

s%nthesis

logic

rationalit%

empiricism

'or ethics

eDcienc%

.limination of 'aste and standardi#ed $est practice(

8o' to increase eDcienc%F

/tud% the 'a% the >o$ is performed(

Codif% the methods into ne' rules(

.sta$lish the $est 'orer for the tas(

.sta$lish a fair level of performance(

C( 5.ACA-C MANAJ.M.N- -8.HR , Ma 6e$er

5ureaucrac% is a comple means of managing life in social institutions that

includes rules and regulations+ patterns+ and procedures that are designed to

simplif% the functioning of comple organi#ations( 5ureaucrac% simpli!es the

process of pa%ing taes $% putting the process into a formulaic structure+ $ut

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simultaneousl% complicates the process $% adding rules and regulations(

/ome of the characteristics of the $ureaucrac% 'ere the follo'ingF

-ass are speciali#ed

People are appointed $% merit or promotion $ecause of their a$ilit% andnot $ecause of favoritism and 'him(

Career opportunities for the mem$ers are provided(

Authorit% and responsi$ilit% are clearl% speci!ed(

Activities are routini#ed(

A rational and impersonal climate eists(

6e$ers theories on $ureaucrac% included topics such as speciali#ation

of the 'or force+ the merit s%stem+ standardi#ed principles+ and structure

and hierarch% in the 'orplace( n his 'ritings+ 6e$er focused on the idea of

a $ureaucrac%+ 'hich diers from a traditional managerial organi#ation

$ecause 'orers are >udged $% impersonal+ rule,$ased activit% and promotion

is $ased on merit and performance rather than on immeasura$le qualities(

An organi#ational hierarch% is the arrangement of the organi#ation $%

level of authorit% in reference to the levels a$ove and $elo' it(

ma>or principles of managementF

1( A formal hierarchical structure

2( Management $% rules

3( Hrgani#ation $% functional specialt%

4( An up,focused or in,focused mission

?( Purposel% impersonal

( ( .mplo%ment $ased on technical quali!cations

G( AGMN/-A-K. MANAJ.M.N- -8.HR ,8enri ;a%ol

Administrative management theor% attempts to !nd a rational 'a% to

design an organi#ation as a 'hole( -he theor% generall% calls for a formali#ed

Page 3


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administrative structure+ a clear division of la$or+ and delegation of po'er

and authorit% to administrators relevant to their areas of responsi$ilities(

;a%ols 14 Principles of Management

;a%ol developed 14 principles of management in order to help managers

conduct their aairs more eectivel%( -oda%+ these principles are still used $ut

are often interpreted dierentl%( -he fourteen principles are as follo'sF

1( Givision of 6or 6hen emplo%ees are speciali#ed+ output can increase

$ecause the% $ecome increasingl% silled and eDcient(

2( Authorit% Managers must have the authorit% to give orders+ $ut the%

must also eep in mind that 'ith authorit% comes responsi$ilit%(

3( Giscipline Giscipline must $e upheld in organi#ations+ $ut methods for

doing so can var%(

4( nit% of Command .mplo%ees should have onl% one direct supervisor(

?( nit% of Girection -eams 'ith the same o$>ective should $e 'oring

under the direction of one manager+ using one plan( -his 'ill ensure that

action is properl% coordinated(

( /u$ordination of ndividual nterests to the Jeneral nterest -he

interests of one emplo%ee should not $e allo'ed to $ecome more importantthan those of the group( -his includes managers(

7( emuneration .mplo%ee satisfaction depends on fair remuneration for

ever%one( -his includes !nancial and non,!nancial compensation(

E( Centrali#ation -his principle refers to ho' close emplo%ees are to the

decision,maing process( t is important to aim for an appropriate $alance(


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12( /ta$ilit% of -enure of Personnel Managers should strive to minimi#e

emplo%ee turnover( Personnel planning should $e a priorit%(

13( nitiative .mplo%ees should $e given the necessar% level of freedom

to create and carr% out plans(

14( .sprit de Corps Hrgani#ations should strive to promote team spirit and

unit%(

;a%ols ;ive .lements of Management

;a%ol is also famous for his !ve elements of management+ 'hich outline the

e% responsi$ilities of good managersF

a( PlanningF Managers should draft strategies and o$>ectives to determinethe stages of the plan and the technolog% necessar% to implement it(

$( Hrgani#ingF Managers must organi#e and provide the resources

necessar% to eecute said plan+ including ra' materials+ tools+ capital+ and

human resources(

c( Command )delegation*F Managers must utili#e authorit% and a thorough

understanding of long,term goals to delegate tass and mae decisions for

the $etterment of the organi#ation(

d( CoordinationF 8igh,level managers must 'or to integrate all activitiesto facilitate organi#ational success( Communication is the e% to success in

this component(

e( MonitoringF Managers must compare the activities of the personnel to

the plan of action@ this is the evaluation component of management(

.(5.8AKHA= -8.HR , Jeorge .lton Ma%o

-he $elief that 9a leaders rate of success is $ased on the 'a% in 'hichthe% $ehave(:

5ehavior is de!ned as the 'a% a person conducts themselves to'ards

others( 6hen 'orers are treated as humans rather than machines+ the%

respond to their particular 'or situation in a positive 'a% , $% increasing

individual productivit%(

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5ehavioral management theor% relies on the notion that managers 'ill

$etter understand the human aspect to 'orers and treat emplo%ees as

important assets to achieve goals( Management taing a special interest in

'orers maes them feel lie part of a special group(

As time 'ent on+ thining shifted+ and management started looing atemplo%ee satisfaction and 'oring conditions as a 'a% to increase

productivit%( -heorists lie .lton Ma%o and others studied emplo%ee

productivit% under dierent conditions to determine a connection(

n the 8a'thorne eperiment+ a group of telephone line 'orers 'ere

separated and o$served 'oring in a private room( Guring their 'orda%+ the

group mem$ers 'ere given special privileges+ lie freedom to leave their

'orstations+ changes in pa% rates+ and even compan%,sponsored lunch(

6hat the% discovered 'as the control group produced more than the other

emplo%ees( -he rationale for this increased production 'as that the group feltthat management 'as interested in their 'ell,$eing(

-his $egan the human relations movement for management( f all

management had to do 'as spend time+ epress interest in 'orers personal

'ell,$eing+ and re'ard them for a >o$ 'ell done+ 'orers 'ould feel

motivation to 'or harder( n fact+ $ehavior to'ards 'or 'ould $e positive(

;(/R/-.M/ MANAJ.M.N- -8.HR

A s%stem is a collection of parts $rought together to accomplish some

end goal or o$>ective(

/%stem -%pes

6hile s%stems themselves can $e duplicated and go glo$al+ there are aspects

of s%stem t%pes )or architecture+ if %ou 'ill* that help frame the t%pe of

s%stem $eing used( n s%stems management theor%+ 'e have three $asic

s%stem t%pesF

1( Hpen /%stemF A s%stem that continuall% interacts 'ith the environment

around it(

;or eample+ a manufacturer might use several dierent suppliers of Iour to

mae the product the% produce+ or an organi#ation might have to move or

change as the demands of consumers change(

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2( Closed /%stemF s the opposite of an open s%stem( t is a s%stem )or

compan%* independent of the environment around it( suall% 'hen 'e loo at

closed s%stems+ 'e are looing at ver% high tech t%pes of products that have

limited sources of input and produce a consistent product or output )lie

space satellites*( n fact+ satellites are produced in a protected environment+

lie a la$+ to ensure there is no contamination(

3( /u$s%stemF -his is much easier to understand( -his is a s%stem that is

part of a larger s%stem , much lie ho' the train s%stem around an airport

can get %ou from terminal to terminal )the larger part of the s%stem*(

;igure 1( 5asic npu,Putput Model

J( MANAJ.M.N- 5R H5.C-K./ )M5H* or MANAJ.M.N- 5R ./=-/ )M5*

,Peter Grucer

A process of de!ning o$>ectives 'ithin an organi#ation so that

management and emplo%ees agree to the o$>ectives and understand 'hat

the% need to do in the organi#ation in order to achieve them(

A management model that aims to improve performance of an

organi#ation $% clearl% de!ning o$>ectives that are agreed to $% $oth

management and emplo%ees(

According to the theor%+ having a sa% in goal setting and action plans

should ensure $etter participation and commitment among emplo%ees+ as

'ell as alignment of o$>ectives across the organi#ation( -he term 'as !rst

outlined $% management guru Peter Grucer in 1


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n management $% o$>ectives practice+ speci!c o$>ectives are

determined >ointl% $% managers and their su$ordinates+ progress to'ard

agreed,upon o$>ectives is periodicall% revie'ed+ end results are evaluated+

and re'ards are allocated on the $asis of the progress( -he o$>ectives must

meet !ve criteriaF

1( Arranged in order of their importance

2( .pressed quantitativel%+ 'herever possi$le

3( ealistic

4( Consistent 'ith the organi#ations policies+ and

?( Compati$le 'ith one another(

Management $% H$>ectives )M5H* is a personnel management

technique 'here managers and emplo%ees 'or together to set+ record and

monitor goals for a speci!c period of time( Hrgani#ational goals and planning

Io' top,do'n through the organi#ation and are translated into personal goals

for organi#ational mem$ers(

-he core concept of M5H is planning+ 'hich means that an organi#ation

and its mem$ers are not merel% reacting to events and pro$lems $ut are

instead $eing proactive( M5H requires that emplo%ees set measura$le

personal goals $ased upon the organi#ational goals(

M5H is a supervised and managed activit% so that all of the individual

goals can $e coordinated to 'or to'ards the overall organi#ational goal(

Joals are set do'n in 'riting annuall% and are continuall% monitored $%

managers to chec progress( e'ards are $ased upon goal achievement(

Advantages

t provides a means to identif% and plan for achievement of goals(

Planning permits proactive $ehavior and a disciplined approach to goal

achievement( t also allo's %ou to prepare for contingencies and road$locs

that ma% hinder the plan(

Joals are measura$le so that the% can $e assessed and ad>usted easil%(

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Hrgani#ations can also gain more eDcienc%+ save resources+ and

increase organi#ational morale if goals are properl% set+ managed+ and

achieved(

Gisadvantages

Application of M5H taes concerted eort(

-here is often a focus on mere goal setting rather than developing a

plan that can $e implemented(

-he organi#ation often fails to tae into account environmental factors

that hinder goal achievement+ such as lac of resources or management

support(

Hrgani#ation ma% also fail to monitor charges+ 'hich ma% require

modi!cation of goals or even mae them irrelevant(

;inall%+ there is an issue of plan human neglect, failing to follo' through

on the goal(

8( MC J.JHB/ -8.HR

elationship $et'een motivation and $ehavior(

-heor% U sa%s that the average human $eing is la#% and self,centred+

lacs am$ition+ dislies change+ and longs to $e told 'hat to do( -he

corresponding managerial approach emphasi#es total control(

-heor% R maintains that human $eings are active rather than passive

shapers of themselves and of their environment( -he% long to gro' and

assume responsi$ilit%( t assumes that 'orersF

-ae responsi$ilit% and are motivated to ful!ll the goals the% are given(

/ee and accept responsi$ilit% and do not need much direction(

Consider 'or as a natural part of life and solve 'or pro$lems

imaginativel%(

-8.HR U -8.HR R

ndividuals dislie 'or and 'ill avoid it if possi$le( 6orers do not

inherentl% dislie 'or and 'ill respond to good 'oring conditions and

attitudes(

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-he% must $e coerced+ threatened+ manipulated+ directed and controlled(

People 'ill eercise self,motivation and direction to accomplish

organi#ational goals to 'hich the% are personall% committed(

-he average person desires securit%+ has little am$ition+ and 'ill avoid

assuming responsi$ilit%( 6orers have to $e directed and actuall% prefer to $etold 'hat to do( -he average person can learn and accept responsi$ilit%(

fe' people are trul% creative( Most people are capa$le of $eing creative+

eercising ingenuit%+ and $eing imaginative(

K( =.AG./8P ANG MANAJ.M.N-

=eadershipF

=eadership is a process $% 'hich an eecutive can direct+ guide and

inIuence the $ehavior and 'or of others to'ards accomplishment of speci!c

goals in a given situation( =eadership is the a$ilit% of a manager to induce the

su$ordinates to 'or 'ith con!dence and #eal(

=eadership is the potential to inIuence $ehaviour of others( t is also

de!ned as the capacit% to inIuence a group to'ards the reali#ation of a goal(

=eaders are required to develop future visions+ and to motivate the

organi#ational mem$ers to 'ant to achieve the visions(

According to Oeith Gavis+ 9=eadership is the a$ilit% to persuade others

to see de!ned o$>ectives enthusiasticall%( t is the human factor 'hich $inds

a group together and motivates it to'ards goals(:

Characteristics of =eadership

1( t is an inter,personal process in 'hich a manager is into inIuencing

and guiding 'orers to'ards attainment of goals(

2( t denotes a fe' qualities to $e present in a person 'hich includes

intelligence+ maturit% and personalit%(

3( t is a group process( t involves t'o or more people interacting 'ith

each other(

4( A leader is involved in shaping and moulding the $ehaviour of the group

to'ards accomplishment of organi#ational goals(

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?( =eadership is situation $ound( -here is no $est st%le of leadership( t all

depends upon tacling 'ith the situations(

=.AG./8P H=./F

.mphasi#ing value and importance of qualit%(

.sta$lishing pervasive commitment to qualit%(

Allocating resources and support for qualit% initiatives(

ManagementF

Management is de!ned $% 8erse%+ 5lanchard and ohnson+ )200E* as a

'oring 'ith and through individuals and groups and other )such as capital+

equipment and technolog%* to accomplish organi#ational goals(

MANAJ.M.N- ;NC-HN/ )Grucer+ 1ectives and goals for each area(

Hrgani#es and anal%#es(

=eader vs( Manager

5asis Manager =eader

Hrigin A person $ecomes a manager $% virtue of his position( A

person $ecomes a leader on $asis of his personal qualities(

;ormal ights Manager has got formal rights in an organi#ation $ecause of

his status( ights are not availa$le to a leader(

;ollo'ers -he su$ordinates are the follo'ers of managers( -he group of

emplo%ees 'hom the leaders leads are his follo'ers(

;unctions A manager performs all !ve functions of management(

=eader inIuences people to 'or 'illingl% for group o$>ectives(

Necessit% A manager is ver% essential to a concern( A leader is required to

create cordial relation $et'een person 'oring in and for organi#ation(

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/ta$ilit% t is more sta$le( =eadership is temporar%(

Mutual elationship All managers are leaders( All leaders are not

managers(

Accounta$ilit% Manager is accounta$le for self and su$ordinates $ehaviourand performance(=eaders have no 'ell,de!ned accounta$ilit%(

Concern A managerBs concern is organi#ational goals( A leaderBs concern

is group goals and mem$erBs satisfaction(

;ollo'ers People follo' manager $% virtue of >o$ description( People

follo' them on voluntar% $asis(

ole continuation A manager can continue in oDce till he performs his duties

satisfactoril% in congruence 'ith organi#ational goals( A leader can

maintain his position onl% through da% to da% 'ishes of follo'ers(

/anctions Manager has command over allocation and distri$ution of

sanctions( A leader has command over dierent sanctions and related tas

records( -hese sanctions are essentiall% of informal nature(

.;;.C-K. N/. =.AG.

Lualit% improvement organi#ation calls for changes that includes@

a( A shift from individual responsi$ilit%(

$( A shift from administrativeF authorit% for pro$lem,solving to

participative pro$lem,solving(

c( eplacement of rigid procedures 'ith Iei$ilit% and spontaneit%(

d( A pro$lem focuses %ielding on continuous improvement(

.;;.C-K. N/. MANAJ.

Management /illsF

1( -echnical sills , earned )school*

, Certain method"process

2( nterpersonal and communication, learned 'ith people

Page 4?


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3( Conceptual and decision sills, identif% factors intervening pro$lem

9A good leader must no' ho' to manage: 9a good manager should have

good leadership:

9A good manager should have a good leadership:

PH6. ANG =.AG./8P H=./

Po'er

-he a$ilit% to do act or produce+ control other people and create+ get+

use resources to achieve oneBs goals(

-RP./F

1( =egitimate Po'erF po'er granted $% oDcial position and degree of

authorit%(

2( eferent Po'erF refers to the potential inIuence one has $ecause of the

strength of relationship $et'een the leader and follo'er(

3( e'ard Po'erF achieved $% having the potential to inIuence others

$ecause of the control over desired resources(

4( Creative Po'erF punishment po'er and the a$ilit% to create fera(

?( .port Po'erF the possession of special no'ledge+ 'isdom+ sound

>udgment+ good decisions+ sill"a$ilit% and limited to a speciali#ed area(

( nformational Po'erF individuals have information that others must have

to accomplish particular goals(

7( Connection Po'erF the connection 'ith others 'ho are po'erful(

N;=.NC. ANG N;=.NC. -AC-C/

nIuence change in a targets agentBs attitude+ values+ $eliefs or $ehaviors

as a result of inIuence tactics

nIuence -actics actual $ehaviors

1( otational Pervasion

, se of logical arguments"factual evidence to inIuence others(

2( nspirational Appeals

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, equest"proposal designated to arouse enthusiasm or emotion in those

to 'hom it is directed(

3( ngration

, Place another in a good mood $efore maing a request(

4( Coalition -actics

, Hccurs 'hen one sees the act"support of other in order to inIuence

another(

?( Pressure -actics

, se of threats"persistent reminder to inIuence others(

( =egitimi#ing -actics

, Hccur 'hen one maes request on his"her position or authorit%(

7( Personal Appeals

, Asing another to do favor out of friendship(

.;..NC./F

5usinessGictionar% )201?*( Management theor%( etrieved 1E /ept( 201? from

httpF""'''($usinessdictionar%(com"de!nition"management,

theor%(htmlVi##3mJcpa/4

5.ACA-C MANAJ.M.N- -8.HR( etrieved 1E /ept( 201? from

httpF""stud%(com"academ%"lesson"$ureaucratic,management,theor%,de!nition,lesson,

qui#(html

5oundless )201?*( 95ureaucratic Hrgani#ationsF 6e$er(: etrieved 1< /ep(

201? from httpsF""'''($oundless(com"management"tet$oos"$oundless,

management,tet$oo"organi#ational,theor%,3"classical,perspectives,

2


49/67


5oundless )201?*( 9Administrative ManagementF ;a%ols Principles(: etrieved

1E /ep( 201? from httpsF""'''($oundless(com"management"tet$oos"$oundless,

management,tet$oo"organi#ational,theor%,3"classical,perspectives,

2ectives,

M5H(htmlVi##3m8?H%K

Cherie A( and Je$reidan A( )200?*( Nursing =eadership and Management(

=ecture Notes( /AG(

;ain+ A( & /heathelm 88(+ )1ectives )M5H* )as

applied to nursing service*(httpF""'''(nc$i(nlm(nih(gov"pu$med"?7ectives(aspVi##3m834osfq

Oell%+ P(+ )2011*( Nursing and leadership 3rd edition

httpsF""'''(cengage$rain(co(u"content"


50/67


Management $% H$>ectives( etrieved 1E /ept( 201? from

httpF""stud%(com"academ%"lesson"'hat,is,management,$%,o$>ectives,m$o,de!nition,

advantages,disadvantages(html

Pollo C/(+ )1ectives to nursing(

httpF""'''(nc$i(nlm(nih(gov"pu$med"??47

egolosi+.( Management and leadership in nursing and healthcare( /pringer

pu$lishing compan%(

httpsF""'''(mindtools(com"pages"article"!edler(htm

/ourceF 5oundless( 9;our -heories of =eadership(: 5oundless Management(

5oundless+ 21 ul( 201?( etrieved 04 an( 201 from

httpsF""'''($oundless(com"management"tet$oos"$oundless,management,

tet$oo"leadership,


51/67


Page ?0

Chapter 3

-otal Lualit%Management


52/67


INTRODUCTION

Lualit% refers to ecellence of a product or a service+ including its

attractiveness+ lac of defects+ relia$ilit%+ and long,term dura$ilit%)Patricia

& Cerrell+ 200?*( Lualit% assurance provides the mechanisms to eectivel%

monitor patient care provided $% health care professionals using cost,

eective resources)Mollinari & 5ush%+ 2011*( Nursing programs of qualit%

assurance are concerned 'ith the quantitative assessment of nursing care

as measured $% proven standards of nursing practice)Margaret+ 1or categories of approaches eist in qualit% assurance the% areF

Jeneral

/peci!c

A% G!n!al Appoach

t involves large governing of oDcial $od%Bs evaluation of a persons or

agenc%Bs a)ilit* to 0!!t !"ta)li"h!' cit!ia o "tan'a'" at a gi.!nti0!%

$: C!'!ntialing

;ormal recognition of professional or technical competence and attainment of

minimum standards $% a person or agenc%(

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Credentialing process has four functional componentsF

a: To po'uc! a ualit* po'uct

): To con#! a uniu! i'!ntit*

c: To pot!ct po.i'! an' pu)lic

': To contol th! po#!""ion%

(: Lic!n"u!

ndividual licensure is a contract $et'een the profession and the state+ in

'hich the profession is granted control over entr% into and eists from the

profession and over qualit% of professional practice(

-he licensing process requires that !gulation"$e 'ritten to de!ne the

"cop!" an' li0it" o# th! po#!""ionalB" pactic!(

=icensure of nurses has $een mandated throughout the 'orld $% la's and

regulations((

-: Acc!'itation

Accreditation is an evaluative process 'hich colleges+ universities+ or

postsecondar% institutions ma% choose to go through that compares their

college to esta$lished standards( t is a voluntar% revie' of the college or

universit%+ conducted $% a nongovernmental group+ usuall% a private+ non,

pro!t organi#ation( -he agenc% conducting the revie' loos at the school

from top to $ottomF its admissions requirements+ services oered its

resources+ its degree programs+ etc(

A coll!g!" acc!'itation i" th!n p!io'icall* !!.aluat!' to 0a+!

"u! it continu!" to hol' to th! !"ta)li"h!' "tan'a'"% It i" po""i)l!

#o an acc!'it!' coll!g! to lo"! it" acc!'itation i# th! !.i!,ing

ag!nc* )!li!.!" it no long! 0aintain" th! !"ta)li"h!' "tan'a'"%

ISO

/H is an independent+ non,governmental international organi#ation 'ith a

mem$ership of 12 national standards $odies( -hrough its mem$ers+ it $ringstogether eperts to share no'ledge and develop voluntar%+ consensus,

$ased+ maret relevant nternational /tandards that support innovation and

provide solutions to glo$al challenges(

JCI

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NA


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Stan'a' ;-he plan of nursing care includes priorities and the prescri$ed

nursing approaches or measures to achieve the goals derived from the

nursing diagnoses(

Stan'a' 1;Nursing actions provide for patient participation in health

promotion+ maintenance+ and restoration(

Stan'a' 2;Nursing actions assist the patient to maimi#e his health

capa$ilities(

Stan'a' 3;-he patientBs progress or lac of progress to'ards goal

achievement is determined $% the patient and the nurse(

Stan'a' 4;-he patientBs progress or lac of progress to'ards goal

achievement directs re,assessment+ re,ordering of priorities+ ne' goal setting+and a revision of the plan of nursing care(

-: Au'it a" a tool #o ualit* a""uanc!

Nursing audit ma% $e de!ned as a '!tail!' !.i!, an' !.aluation o#

"!l!ct!' clinical !co'" in o'! to !.aluat! th! ualit* o# nu"ing

ca!and performance $% comparing it 'ith accepted standards(

-LM+ in the form of statistical qualit% control+ 'as invented $% >alt! A%

Sh!,hat( t 'as initiall% implemented at 6estern .lectric Compan%+ in the

form developed $% oseph uran 'ho had 'ored there 'ith the method(

-LM 'as demonstrated on a grand scale $% apanese industr% through the

intervention of >% E',a'" D!0ingQ'ho+ in consequence+ and thans to

his missionar% la$ors in the (/( and across the 'orld+ has come to $e

vie'ed as the K#ath!K o# ualit* contol+ qualit% circles+ and the qualit%

movement generall%(

D!0ing" Fout!!n Point" #o Manag!0!ntDi"a!li@ $543:;

$% C!at! con"tanc* o# pupo"! #o i0po.!0!nt o# po'uct an'

"!.ic!"B

-he essence of constanc% of purpose is customer orientation( , -he ans'er to

the question 68RX

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Op!ational '!8nition o# cu"to0! n!!'" i" !""!ntial i# ,! a! to

0!!t tho"! n!!'" an' !p!ctation" at pic! cu"to0!" a! ,illing

to pa*%

(% A'opt th! n!, philo"oph*

Meaningful change can onl% tae place from 'ithin , focus on the competition

'ill not ensure survival(

Focu" on th! cu"to0!@ not th! co0p!tition%

-% C!a"! '!p!n'!nc! on 0a"" in"p!ction

.liminate the need for inspection on a mass $asis $% $uilding qualit% into the

product in the !rst place(

A 0o! 0o'!n .i!,; D!#!ct p!.!ntion@ u"ing )oth poc!""

#!!')ac+ an' cu"to0! #!!')ac+%

% En' th! pactic! o# a,a'ing )u"in!"" on pic! tag alon!

-he o$>ective here is a customer,supplier relationship+ and is an application of

the cooperationF 'in,'in philosoph%(

Th! "!cuit* o# th! long9t!0 !lation"hip allo," th! "uppli! to

inno.at!%

1% Con"tantl* an' #o!.! i0po.! th! "*"t!0" o# po'uction an'

"!.ic!"

KI0po.! con"tantl* an' #o!.! !.!* poc!"" #o planning@

po'uction an' "!.ic!% S!ach continuall* #o po)l!0" in o'!

to i0po.! !.!* acti.it* in th! co0pan*@ to i0po.! ualit* an'

po'ucti.it* an' thu" to con"tantl* '!c!a"! co"t"% It i"

0anag!0!nt" o) to ,o+ continuall* on th! "*"t!0 '!"ign@

inco0ing 0at!ial"@ 0aint!nanc!@ i0po.!0!nt" o# 0achin!"@

taining@ "up!.i"ion@ !taining:%K

2% In"titut! 0o'!n 0!tho'" o# taining on th! o)

Ne' sills are required to eep up 'ith changes in materials+ methods+

product design+ machiner%+ techniques and service(Note that training is for sills+ unlie education+ 'hich is for no'ledge

3% In"titut! 0o'!n 0!tho'" o# "up!.i"ion an' l!a'!"hip

-he aim of leadership should $e to help people+ machines and gadgets to do

a $etter >o$(

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/upervision of management is in need of overhaul+ as 'ell as supervision of

production 'orers(

KIF A >OR?ER CANNOT LEARN HIS JOH DID OU PUT HIM

THEREK

4% Di.! out #!a

;ear is a $arrier to improvementF 'herever there is fear+ 'e get the 'rong

!gures(

;ear in 'or is opposite to >o% in 'or(

;ear of change is a $ig $arrier to $e overcomeF remem$er+ people donBt resist

change+ the% resist $eing changed[ -he need is for ever%$od% to $e part of

the change+ and to o'n the change process(

5% in9>in pincipl!%

Geming sa%s quite $luntl% that if the $oss of ever% sta area perceives )or

indeed is told* that his o$>ective is to maimi#e his departments pro!ts

then the compan% 'ill fail(

$6% Eli0inat! nu0!ical goal" #o th! ,o+ #oc!

/uch ehortations onl% create adversarial relationships@ the $ul of the causes

of lo' qualit% and lo' productivit% $elong to the s%stem+ and thus lie

$e%ond the po'er of the 'orforce(

>hat can )! ,ong ,ith "logan" a #!, po"t!"

Po"t!" that !plain to !.!*on! on th! o) ,hat th!

0anag!0!nt i" 'oing 0onth )* 0onth to #o !a0pl!: pucha"!

)!tt! ualit* o# inco0ing 0at!ial" #o0 #!,! "uppli!"@ )!tt!

0aint!nanc!@ o to po.i'! )!tt! taining@ o "tati"tical ai'" an'

)!tt! "up!.i"ion to i0po.! ualit* an' po'ucti.it*@ not )*

,o+ing ha'! )ut )* ,o+ing "0at!@ ,oul' )! a totall*'i!!nt "to*; th!* ,oul' )oo"t 0oal!% P!opl! ,oul' th!n

un'!"tan' that th! 0anag!0!nt i" ta+ing "o0! !"pon"i)ilit* #o

hang9up" an' '!#!ct"@ an' i" t*ing to !0o.! o)"tacl!"

$$% Eli0inat! ,o+ "tan'a'" an' nu0!ical uota"

No+ Geming is not telling us to manage 'ithout num$ers[

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Hf course+ $oth companies and individuals need goals+ intentions+ and

aims , $ut not in isolation@ the% need the education+ training+ s%stems and

methods to mae it reasona$le for these to $e attained( >hat th!* 'o

not n!!' i" a)ita* nu0!ical goal"%Hf course+ a compan% needs

$udgets and forecasts for planning and allocation of resourcesQ $ut the%

must also not $e ar$itrar% numerical goals+ nor must the% $ecome such(

$(% R!0o.! )ai!" to pi'! o# ,o+0an"hip

emove $arriers that ro$ the hourl% 'orer of his right to pride of

'ormanship( -he responsi$ilit% of supervisors must $e changed from

stressing sheer num$ers to qualit%(

emove $arriers that ro$ people )including those in management and

engineering* of their right to pride of 'ormanship( -his means+ int!

alia@ a)oli"h0!nt o# th! annual 0!it ating an' o# 0anag!0!nt

)* o)!cti.!%

$-% In"titut! a .igoou" poga00! o# !'ucation an' taining #o

!.!*on!

6hat an organi#ation needs is not >ust good people@ it needs people that are

improving 'ith education( Advances in competitive position 'ill have their

roots in no'ledge(

$% C!at! a "tuctu! in top 0anag!0!nt that ,ill pu"h !.!* 'a*

on th! a)o.! $- point"%

Put ever%one in the organisation to 'or to accomplish the transformation(

-he transformation is ever%$od%Bs >o$(

Clearl% de!ne top managements permanent commitment to ever,improving

qualit% and productivit%+ and their o$ligations to implement all of these

principles(

Doing *ou )!"t i" not goo' !nough% ou ha.! to +no,

,hat to 'o% Th!n 'o *ou )!"t%

>% E% D!0ing

eferencesF

Page ?7


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Gisraeli+ 5en>amin+ Demings 14 Points for Management+ 1


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Page ?


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Page 0

Chapter ?

-he Hrgani#ationand Management


62/67


ORGANIATIONAL CONCEPTS

Oganiation

Are vie'ed as an esta$lished social s%stems designed to carr% out

speci!c o$>ectives( ncludes people 'oring together for a common purpose

'hile 'oring in dierent areas(

Oganiational "tuctu!

t provides the frame'or in 'hich management process is carried out

in an organi#ation( t is designed to sho' clear lines of authorit%+ Io' of

communication and relationships among the various departments+ and to

pinpoint person"s responsi$le and accounta$le(

9- includes !rst+ the line of authorit% and communication $et'een thedierent administrative oDces and oDcers+ and second information and data

that Io's through these lines of communication and authorit%(:

,Chandler

TPES OF ORGANIATIONAL STRUCTURE

Fo0al t*p!

Gescri$ed the positions+ the responsi$ilities of those occup%ing the

position and the 'oring relationships among the various units or

department(

In#o0al t*p!

Consists of personal and social relationships among the mem$ers of the

organi#ation( Not reIected in the organi#ational chart(

t is through the informal structure that people 'ith little or no formal

status or position ma% gain recognition(

Gap!.in!t is 'here information is disseminated faster than in the formal s%stem

of communications( 8o'ever+ information transmitted through the grapevine+

ma% or ma% not $e accurate(

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/tresses open communication+ consensus+ independent >udgment and

self,regulation( Managers in this structural design must $e d%namic+

should $e 'illing to tae riss and can manage change(

(% Coll!gial Manag!0!nt.nhances G.MHCA-C MANAJ.M.N-( t limits A-HCA-C

=.AG./8P and ensure that each functional area of the organi#ation is

represented(

-% Po!ct Manag!0!nt

, t maintains a division and $alance of po'er among top management

through CH==.C-K. ./PHN/5=-R(

3(, t is useful for long,range pro>ects that need much planning+

coordination and research(

T,o t*p!";

G!n!al o #unctional 0anag!0!nt;

Most common t%pe( t 'ill lead time $et'een planning and production

and decision maing(

Agg!gat! Manag!0!nt

, -he manager is appointed+ has its o'n sta and has full authorit% and

control over the pro>ect(

4(Ta"+ #oc!

, Are organi#ed for special pro>ects that are short,range

, t is a temporar% assignment of a group of people 'ho have $eenselected $ecause of their special quali!cations and epertise(

, t is an eDcient method for PH5=.M /H=KNJ activities(

?(Mati oganiation

, t is a structure 'ithin a formal $ureaucratic design(

Page 3


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, t allo's the creation of groups 'ithin the organi#ation itself(

, Although the groups ma% $elong to various department or units+ the%

have common goals and vision(

, t is a GRNAMC HJANTA-HN

ORGANIATIONAL CHARTS

, t is a dra'ing that sho's ho' the parts of an organi#ation are lined(

, t depicts the formal organi#ational relationships+ areas of responsi$ilit%+

persons to 'hom one is accounta$le+ and channels of communication(

Mua* an' DiCoc!

, JAP8C .P./.N-A-HN of the chain of authorit% from chiefeecutive to each mem$er(

, Gepicts the chain of command(

sesF

1( t outlines administrative control

2( t is used for polic% maing and planning

3( t is used to evaluate strengths and 'eanesses of the present structure(

4( t sho's the relationships 'ith other departments and agencies(

?( t is used to orient ne' personnel to the ne' organi#ation(

T*p!" o# Oganiational chat"

1( Kertical chart or -all structure

, Gepicts the chief eecutive at the top 'ith lines of authorit% Io'ing

do'n the hierarch%(, -his structure is most eective 'hen managers desire $etter

coordination and eective communication(

, Clearl% de!nes the relationships $et'een among the dierent levels in

the organi#ation(

2( 8ori#ontal chart or Iat chart

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, Gepicts the manager at the top 'ith 'ide span of control

, -he levels of management are not sho'n in a Iat chart

, .mplo%ees report to one manager

, -he% have more freedom

, 8ead nurses or frontline managers are given more authorit%(

3( Cicula o conc!ntic chat"

, -his chart sho's out'ard Io' of normal authorit% 'hich is from the

center moving out'ard(

, -his t%pe of structure minimi#es or reduces the implications of status

positions(

, t represents a conceptual+ rather than a functional vie' of

organi#ation(

Lin! an' Sta !lation"hip

Lin! authoit*

, t is a chain of command+ a manger,sta associate or leader,follo'er

relationship(

, n this relationship+ the manger delegates authorit% to an associate 'ho

in turn delegates authorit% to the sta(

, t is depicted $% a solid line in an organi#ational chart(

, -he manager in this structure has the right to give orders+ demand

accounta$ilit% and discipline(

Sta authoit*

, efers to a form of inIuence used $% speciali#ed individuals(

, /-A;; A-8H-R is depicted $% a GA/8.G =N. on an organi#ational

chart(

, /tas support line authorit% relationship $% serving as consultants or

advisers(

PRINCIPLES OF ORGANIATION

1( Co00unication

, Communicate 'ith dierent people at dierent levels(

, Part of responsi$ilit%

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, -he need for eective communication is imperative

2( Unit* o# Co00an'

, Assign 'orers to $e responsi$le for a single area and to report onl%

one supervisor(

ules to Achieve nit% of CommandF

Centrali#e authorit% and responsi$ilit% in the head of the organi#ation(

/ee that no person occup%ing a single position in an organi#ation is su$>ected

to de!nite orders from more than one source(

Ono' 'hom %ou report to and 'ho reports %ou(

3( Span o# contol

, ;actors in determining the num$er of emplo%ees that one supervisor

can eectivel% manageFS =evel of managerial eperience

S /ill level of the emplo%ee

S /ta$ilit% of the 'or unit of the department

S =evel of morale among the emplo%ees

S -%ped of 'or managed

4( D!l!gation o# Authoit*

, Juidelines to achieve eDcienc%F

1( =et a fe' people accomplish the tas

2( /%stematicall% align all personnel and activities so that %ou can

delegate the authorit% and responsi$ilit% for speci!c and 'ell,de!ned duties(

ncm 107 testbook test

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