UNIVERSITY OF PORT HARCOUK DEPARTMENT OF NURSING SCIENCE Course Cade: SC 405.2 Course 1) (te: Nanagement of Nursing Services MANAGE NENT a be used in several wa ‘agers follow: to accom owledge in which case it Man, geo} has different meanings ond ¥y bY referred to as the process that ongasizantmal goals It can also refer to a body of becomes iscipline which furnishes poople om how to manage, Definition + Momgement con be defined as the fe vtrolling the affairs of the orga pe structure and size, + Ee an act of creating and m: Pine on membre ofthe rsanizaion can work together, and hieve bsiness objectives efficiently and effectively [uimagcment is the art of getting things done through other People in ter to achieve stared organizational objectives ‘Ls the process of reaching organizational goals by working with and Hrough people and other organizational resources It & the process of plamning, organizing, lea 1 and controlling the work of organizational members and of Using available organizational Tesources 10 reach sated organizational goals Tis the process of directing, coordinating and Influencing the operation fan organization o obtain desired result ana euhanee performance, machine, is proper ® Processes and activities, to achieveAn Artor Science ees i = rat it involves some Pr eee anizing, controlling, goals (planning, oT : thet ome the retin of ins GUADANE mtstver te vwbile management ig/tme body of artis the know-how fo accomplish declined know}edge. Art has discipline of management Management is an ert and a sci staffing), The science es. Managing is the art of doi organized knowled the result and this is mad standing the act bence the up of 0 fle basis for und Purposes of Ma 1. Acts as a guide to a group of people working ithe organisation. sad 5 towards the attainment of the connmon objective coordinates ther ef nals of the organization efficiently 2, Accamplishes the g We 10 of organizational resources ¢.8. hospital Economy. 3. Enhances efficient 4. Ensures effective client care. Ensures compliance with instituxional, professional, regykitory, and 6. Responsible for staff development Who is a Manager? A manager is an employee who; Is appointed offically to the po Hias powrer and anthority to enforce decisions, Maintains an orderly, contfolled, rational, and equitable structire Sets ‘goals, makes decisions, and solves problem: + Inifiates and implements change. + Carries out predetermined policies, rules and regulations. + Relates to people according to their roles. + Feels rewarded when fulfilling organizational mission or goals. + Isamanager as long as the appointment holds + Manages resources and focuses on people. Characteristics of Universal organization: people to ma Goal Orien objective ar smoothly. Continuous long as th orvanizatio marketing. Malti-dim people onl make itan + Group act needs peo different organizati organizati teamwork picture. Dynamic hhas varie economic corganizat managem + Intangib feel its e All the fmetio and interrelate section, it is t they help in re(Characteristics of Management re because all the Universal: Management is universei in ‘Grganizations, whether it is for profit-making or not, big. or small, requi people to manage their act + Goal Oriented: Every organizetion is set up with a predetermined objective and management helps in reaching those goals timely, and smoothly. Continuous Process: It is an ¢ oing process which tends to persist as aired in every sphere of the human resource, finance or Tong as the organization exists. It is re organization whether it is production, | marketing + Multi-dimensional: Management is not confined to the administration of people only, but it also manages work, processes and operations, which make it a multi-disciplinary activity + Group activity: It is said that people need organization and organization needs people. An ormanization consisis of various members who have different needs, expectations and beliefs. Every person joins the organization with a different motive, but after becoming a part of the “organization they work to achieve the same goul, It requires supervision, teamwork and coordination, and in this way, management comes into the pleture. + Dynamic function: An organization exists ma business has various factors like social, political, Jogal, technological and economic. A slight change in acy of these factors will affect the organization's growth and performance, So, to overcome these changes ‘management formulates strategies and implements them. + Intangible force: Management is feel its existence in the way the organization functions. ss environment that ther seen nor touched but, one ean : ‘All the fmetions, activities and processes of the organization are interdependent and interelated. When the output of a section is to become the input of another section, i isthe task of management to bring them together in such a way that “they help in reaching the intended reswlt.There are three levels of man fhat represents the position organogram. est lovel in the organizational thief Executives. In the oe iadieal Dicoion eo mato of Nursing Services are pait of this level, They are responsible for setting ome cating objectives ormlatng plans, srfegics ad polices en! =. Middte-Levet Managements Thisis the second and 10S important level Tink between the top and lower in the organizational ladder; it creates @ vvement. Tt includes departmental and division heads and mrreapers who are responsible for implementing and controlling plans anc vrategies which are formulated by the top executives. Deputy an Assistant Directors of Nursing are part of this level 5. Lower Level Management: Also known 2s functional or operational level, it includes the first line managers (ward managers) foremen and supervisors. This level of management directly interacts with the workers ‘ad plays a crucial role in the organization because it helps in reducin. wastage and idle time of the workers thus, improying the quality and quantity of performed. she high 1. Top Level Management: This is m ; are and standard fine, A particular wor: should Pe done and finisied vrihin a speifed time. For example, if wo-ket who is supposed to prodiee ten peels within a give time he mst ensure Ne Me the target. Ifthe tips lowed to bed-bathing is 30 minutes, dhen a morse is expected to-complete sve} procedure within the stipulated time:wt wages stiould be based on « Pee ieee shout ) The piece ate pine oe : nee study ne aaa The amount paid tc caren wha s raced wii th speci tie P mance: This mea, i ing from perfor a 4) Principle of separation of planning le tat Sag ish sole raponsibilty oF mangement and not workers and ning‘ Boal! flow tne ste wo ensure a ystenste and standerizey planning @hould follow time studies operation W) Scientific method of work: Work should be determined scientifically ‘and that itis thezesponsibility of management to state workers method of work No worker isaauake suggestions on how work should be done. 1): Mamagement contrul principle: implies that managers should be trained in the ar of scientific management so that they can train others, Tesi was etcize fr not considering the environment and the human asp. of frgsnaation ii his scieniic ayproach. Othér witers in this appres ‘include; canbe aK amt lian Gibrett: They studied ttme and Motion and Supbasired tha in tpplying the principles of scientific mahagement, the these measuremes, the classical theory in the past but Put to nse, although i Ofianizational theon IK MANY OF the view : Yel in suce izations. Bg, the sine grt SesCA theory are maid tamnee opservatis’ nurse: ‘snditing «People’s motivesfil into various categories in # hierarchical order. ecards Reports ‘All these ee about man lead to the evaluation if men’s actions Rules. santa the behavior is bad, une worker is helped 0 modify it; ¢-2> © «Mossi rug adic, take the worker 1. detoxification ‘unit, Jf the behavi sont. a ager teateeit haviour 1S ge or reinforer it for better performance, LEADERS Managing Human +#4P oi Farly oF ° Factor, ***Points to Note a pea eeeissh are), ould show good ex: Ne) samp (role movil) for others to ex! behave) accord RAT 4, Managers should tlize i appropriate leaders : the prevailing situation, rat eadership ayles/behaviour O°and aq, > Work, ing cir basic rOups that g tance, onal pact Irse ed + Centro! of stepsin Controlling, Controlling ha (2) Measuring performance against .¢ actions. 4. There must be some set of stand standards (3) Reporting the results and (4) Taking corr Principles of Control cs that effective control requires inst plans, The Principle of Critical Point Control: S' attention to those faciors critical to evaluating performance ag Principle of Uniformity! Ensures that controls are related to the organizational structure. Nursing round as a control measure mu: enterprise Principle of Comparison; Ensures that cont of performance required because controlling means comparing the result against the mark. Performanes must set standard. st Be in line with the objectives of the 1s are stated in terms of standards eiting a mark and ‘be compared with the that identify exceptions ‘to the are’ identified here, Principle of Exception: Provides summari standards. Workers that have not conformed to standar identify reasons for nonconformity and seck ways to help them. Tools Needed in Controlling ‘ Observation— participant observation ‘© Auditing — nursing audit of financial audit (budget) © Records - statistics ‘* Reports — ward reports, Rules, policies and procedures ¢ Nursing rounds. LEADERSHIP THEORIES Early ot classic Jeadership/management theories focused on trait (what leaders are), fiinctional theory (What leaders do), betey joural theories (how leaders behave) and contingency theories (how leaders adapt their leadership style “according to the situation). TRAIT OR QUALITIES APPROACH/THEORY OF LEADERSHIPceodership. 1818 bs raits theory isthe eaiest 7 The t ca wi ton the fact thot «few people fe EO ao sr and that those iaborn slemedts 7 © Fern end not made, Studies dans 2° Ci ys the physical, mental aod personally of ene: at PS cred tha i - se eid appearnce were Peete BS Stor, e should Be vocal, uch a person must 20% ae leader is to be chosen bulky and have likable quali ! individual with such tits ‘flocate Inman snd material Fi svement of stated £0 hi ti lin on and oor 4 the activities poi gaia tc 08 mt, decisiveness, knowledge 4 Good jadgeme: seif-gonfidence «Adaptability, micas and cooperativeness ‘© Dnitiative,inteig «Ability to voopetate, popularity, interpersonel all independence, fluency of speech. + Creativity, alertness, ‘are found! among ‘all leaders. Theso certain leadership traits Whatever the cas, | include: Intelligence, initiative, originality, creativity + Emotional stability, sense of purpose, endurance «+ Objectving, dependability, persistence, Muency in speech especially in public «+ Selé-confidence and socialization with. various groups appropriately. “These traits Ie to thé coining of the Great Man theory of leadership because it believes that any person with these taits will make a grest leader, The trait approach fission onthe manor woman i te job and not on the job itsdf It snggests that there should be diligence in selecting leaders as ees oe Drcker (1955) ladeship cumet be created or promote, laugh orleamed f Jin sine of the Traits Approach: There are three main limitations of this 32ht be subjective to determine who is regarded as a good or sucosssful leade 2, The lists of possible waits tend to be very long and there is not alwa agreement on the most important ones. Ir docs not consider environment and the situation that may influence the leader's personality ‘UNCTIONAL (OR GROUP) THEORY OF LEADERSHIP This theory. focuses attention not on the individ hisMher personality but on the fun of leadership. It views lea terms of how the leader's behaviour ailects, and is affected by, the leadership position. or idership in up of ves that the skills of followers/subordinates. The functional approach. bel leadership can be leamt, develope proposed this theory say that le: tion. Big ot on with leadership traits to appear rat leadership pote: performance by making them concestrate on the fu effective performance by the work gr The central theme leaders actually do. Jobn Adair said that a leader who wants to be effective must and. pert mizations today do not wait for th cople that have improves their er they choo: ials and train them as leaders. The traini ions which will lead to f Functional theory is “action-centred leadership” or what meet three overlapping areas of need of the followers or work group. These are 1 The need to achi fe the common tail 2. The need for team maintenance, 3. Thenecds of the individuals in th Task functions involve: +hieving the objectives of the work group * Defining group tasks © Planning the work * Allocation of resources * Organization of duties and responsibilities * Controlling quality or checking performance