NURSING LEADERSHIP

AND MANAGEMENT
Status of the module: Core
Module Code:Nurs-M3173
BY: AHMED A.
August 06, 2023
 CONTENTS
1. Introduction to nursing service management
2. Nursing service administration and leadership
principles
3. Leadership and management theories
4. Resource management
5. Group dynamics and teamwork
6. Organizational communication
7. Conflict management
8. Introduction to planning and implementing
change
9. Stress management
August 06, 2023
 Objectives
 Upon completion of this learning guide, you will
be able to:
 Analyze and apply principles and functions of
management
 Describe concept of nursing service administration
and leadership
 Discuses and analyze the principle of leadership in
the health sector
 Apply nursing service administration and leadership
principles
 Demonstrate a merit-based selection, appointing,
managing and leading the human Resources
 Describe basic principles involved in August
management of
resources.
06, 2023
 Objectives…
 Analyze the principle of change and involve in
implementation of change
 Plan and perform quality assurance on nursing care
service
 Identify the major risk areas in nursing services and
manage it
 Lead group dynamics and team sprit
 Analyze and apply advocacy role in nursing care
service
 Analysis and resolve conflict within and/or out of
organization
 Analyses and Apply the discipline measures
 Manage nursing care and service, education, training,
and staff development program
August 06, 2023
 Objectives…
 Create motivating working environment to assure
quality nursing service
 Effectively manage time and financial resource of an
organization
 Utilize organizational communication appropriately
 Design and conduct project on health service of the
organization
 Explain and demonstrate managerial role at different
organization level
 Identify and discuss the merit and demerit of
leadership types
 Apply the attributes and principles of critical thinking in
both clinical and leadership areas
August 06, 2023
 UNIT-I
INTRODUCTION
NURSING SERVICE
ADMINISTRATIONS

August 06, 2023

 Unit objectives
Define management and nursing
management
List the three levels of management
Describe the three management skills
Explain the role of managers in an
organization
Define health care, health service and health
service organization
Discuss the components of theAugust
health
06, 2023
service
 Definition of Nursing
The act of utilizing the environment of the patient to
assist him in his recovery" (Nightingale, 1860).
Nightingale considered a clean, well-ventilated, and
quite environment essential for recovery.
"The unique function of the nurse is to assist the
individual, sick or well, in the performance of those
activities contributing to health or its recovery (or to
peaceful death)".V. Hendersen
“Described nursing practice as a dynamic, caring,
helping relationship in which the nurse assists the
client to achieve and obtain optimalAugust
health(CNA)
06, 2023
 Definition of Nursing…
 Nursing encompasses autonomous and
collaborative care of individuals of all ages,
families, groups and communities, sick or well and
in all settings.
 Nursing includes the promotion of health,
prevention of illness, and the care of ill, disabled
and dying people, Advocacy, promotion of a safe
environment, research, participation in shaping
health policy and health systems management, and
education.
August 06, 2023
 Nursing Services
 Nursing service is the part of the total health
organization which aims at satisfying the nursing
needs of the patients/community.
 In nursing services, the nurse works with the
members of health care team in providing a
comprehensive program of patient care/client
service.
 Nursing service is the process composed of the set
of interrelated social and technical functional
activities occurring within a formal organizational
setting to accomplish predeterminedAugust
objectives
through utilization of human and other resources
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 Definition of concepts
Management:
 The attainment of organizational goals in an effective
and efficient manner through planning, organizing,
leading, and controlling organizational resources
Organization:
 A formally structured collection of individuals working
toward shared goals
Leadership
 Influencingpeople so that they will strive willingly
towards the achievement of group goals
August 06, 2023
Characteristics of
Organization
 Organizations consist of
 People: with different knowledge and skill
 Structure: reflecting organizational culture
and politics
 Business processes: that convert inputs into
outputs
 Business functions: have marketing, human
resource, production, financial activities
 Legal personality and internalAugust
rules and
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 Definition of concepts…
Organizing
 Deciding the scheme of the organization and the
staffing it will require
o Organizational structure
o Skill required
o Staff positions
o particular duties and responsibilities.
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 Definition of concepts…
Effectiveness:
 The degree to which the organization achieves a stated
goal
Efficiency:
 The use of minimal resources (input) to produce a desired
volume of output.
Efficient, but not Effective:
 Goals not achieved
Effective, but not Efficient:
 Wasted Resources
August 06, 2023
 Definition of concepts…
Staffing (the human resources function):
 Process of finding the right person for each defined job
 Selecting and training individuals for specific job
functions, and charging them with the associated
responsibilities
 Number of employed personnel (workforce) in an
organization or program.

August 06, 2023

 Definition of concepts…

Directing
 Providing day-to-day supervision of subordinates
 Makes sure that subordinates know what results
are expected
 Helps the staff to improve their skills.
 Explaining what is to be done, and the employees
do it (in the ideal world) to the best of their
abilities

August 06, 2023

 Definition of concepts…
Planning (deciding what is to be done):
 Deciding what is to be accomplished and means to be
used
 Setting of action to accomplish objective

Budgeting
 Deciding acceptable costs

 All facilities must operate on plans that have been

translated into budgets that are realistic, yet
functional
August 06, 2023
 Definition of concepts…
Nursing service administration:
 Isthe process of planning, organizing, leading
and controlling that encompasses human,
material, financial and informational resources in
an organizational environment to achieve the
predetermined objectives
Nurses has a responsibility to contribute to:
 Health planning
 Policy development
 Coordination & Management of health services
August 06, 2023
 Managing & leading nursing and
health care services…
 Strong nursing leaders
 Support staff in their practice
 Address both professional and clinical issues
 Promote job satisfaction
 Improve quality of nursing care.
 Nurses at executive level play an integral role in
the delivery of quality care by providing:
 Strong and effective leadership
 Social influence
 Strategic direction
August 06, 2023
 Management
Both an art and science
The attainment of organizational goals in an
effective and efficient manner through
Planning
Organizing
Leading
Controlling organizational resources

August 06, 2023

 Management…
The use of people and other resources to
accomplish objectives /goals ( Louis E Boone & David L Kurtz)
The act of getting things done through people ( Mary
Parker Follet).

The art of knowing what you want to do in the

best and cheapest way( Frederick Taylor)
Coordinating work activities so that they are
completed efficiently and effectively with and
through other people
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 Management…

Efficiency

Getting work
done through
others
Effectiveness

August 06, 2023

Management…

August 06, 2023

Reason for learning management
and leadership
 Nurses lead and manage nursing care for patients,
families, aggregates, and communities in a variety
of settings, ranging from ambulatory to community
to inpatient.
 Nurses also lead and manage care across the
health-care continuum, including primary health
promotion and prevention; secondary skilled, long
term, and rehabilitative; and tertiary: emergent,
urgent, and acute care.

August 06, 2023
 Reason for learning management
and leadership…
 Strategies are drawn from both leadership and
management theories.
 Leadership involves both the leader and the follower.
 The nurse’s approach to leadership and
management reflects the dynamic state of nursing
practice and health care.
 Leadership has evolved from theories of the past,
which pronounced that only great and noble men
could be leaders, to more current theories that look
at leadership as a learned process or a changing
role depending on the situation.
August 06, 2023
 Why study management?...
The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and
creative opportunities for meaningful and fulfilling
work.
 Successful managers receive significant monetary/
finacial rewards for their efforts. August 06, 2023
Levels of management
 Provide strategic
direction for the
organization. Monitor the
Top external environment
Supervise first-line
manage-
ment

managers. Link between
Middle top management and first-
line managers. Translate
management

First-line strategy into action /

management
operations.
 Supervise individuals
Operational who are directly
employees responsible for producing
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August 06, 2023 service.
27
 Management Skills
Technical Skills
The ability to apply specialized knowledge or
expertise
Human Skills
The ability to work with, understand, and motivate
other people, both individually and in groups

Conceptual Skills
The mental ability to analyze and diagnose
complex situations August 06, 2023
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 Core skills and their use in the
different levels
Managerial levels
Lower Middle Top

Conceptual
skills
Human skills

Technical skills

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 Mintzberg’s Managerial Roles

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 Mintzberg’s Managerial Roles (cont’d)

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Mintzberg’s Managerial Roles (cont’d)

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 Management functions
Management involves five functions
These functions are organized to achieve
organizational goals.

Classical Updated
Management Functions Management Functions
Planning Making Things Happen
Organizing
Staffing Meeting the Competition
Leading
Controlling
August 06, 2023
 Classical Management
Functions
Planning
 Determining organizational goals and a means for
achieving them
Controlling:
 Monitoring progress toward goal achievement and
taking corrective action when progress isn’t being
made
Organizing:
 Deciding where decisions will be made, who will do
what jobs and tasks, and who will work for whom in
the company.
Leading:
 Inspiring and motivating workers to work hard to
achieve organizational goals.
Staffing
August 06, 2023
 Generall
y
Old style managers New style managers
 Think of themselves as the  Think of themselves as
“manager” or the “boss” while. sponsors, team leaders, or
internal consultants
 Follow the chain of command  work with anyone who can
(reporting to the boss, who reports help them accomplish their
to the next boss at a higher goals
managerial level, etc.)
 Make decisions by themselves.  managers ask others to
participate in decisions
 Keep proprietary company  share that information with
information confidential. others
 Demand long hours..  demand results
 Note that these new functions do not replace the classical
functions
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of management; they build on them
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 UNIT-II
PRINCIPLES OF
LEADERSHIP

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Outline
1. Objective

2. Leadership

3. Leadership styles

4. Management vs leadership

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 General Objective
At the end of this session the learner will be
able to:
1. Discuss leadership theories

2. Compare and contrast leadership and

management

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 Reflection

• How do you understand Leadership?

• Who is a leader in your organization?
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 Leadership
• “influencing a group of
individuals to achieve a
common goal.” Northouse
(2007, p3.)
• …speaking, listening and acting
in a way that mobilizes self and
others to realize visions,
possibilities and dreams
• Influencing people so that they will August 06, 2023
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 Leadership….
You can buy people’s time; you can buy their
physical presence at a given place; you can
even buy a measured number of their skilled
muscular motions per hour. But you cannot buy
the devotion of their hearts, minds, or souls. You
must earn these through your leading skill.

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 Leadership….
 An attempt to influence groups or individuals
without the coercive form of power.

 Is the ability to define a vision and guide

individuals and groups toward that vision while
maintaining group-promoting teamwork,
commitment, and effectiveness

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 Leadership in Nursing
 About
 Relationships with other people
 Professionalism
 Coaching and mentoring others
 Creating the environment for ongoing
development
 Quality care

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 Is leadership the province of people at
the top?

“Leadership should be everyone’s

business..”
-Kouzes and Posner (1993)

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 Competencies of Leaders
Leading yourself
• To lead others, firstly, we have to lead
ourselves.
'An important aspect of
leadership is knowing yourself'.
Adair (1986:20)

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 Characteristics of Effective
Leaders
 Visionary  Ethical
 Have Integrity  Develop themselves
 Need for  Develop their
achievement followers
 Self confidence  Learner
 The ability to listen  Lead by example
 Risk taker  Proactive
 The ability to  Emotional Maturity
communicate  Manage Failure
 Interpersonal skill  Managing conflict
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 Organization
Managing large group or various groups
 Leading Strategic Direction/Strategic
Foundations
 Strategic Analysis (Environmental scan)

 Managing Change in organizations

 Culture Awareness

 Systems Thinking

 Organizational Communication

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 Are leaders Born or made? Why?

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 Nurse Leader Roles and
Responsibilities
 Organization of work
 Staffing
 Scheduling
 Orientation
 Provide environment of high morale
 Information structures
 Motivation and Productivity
 Delegation

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 Nurse Leader Roles and
Responsibilities….
 Directing and Influencing
 Critical Thinking
 Decision Making
 Problem Solving
 Budgeting
 Staff Development
 Policy Development
 Knowledge of Legal Issues in Nursing

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 Nurse Leader Roles and
Responsibilities….
 Patient Safety

 Employee/staff Safety

 Evaluations

 Quality Management

 Performance Appraisals

 Political Involvement—influence Health Policy

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 Leadership Styles
 Initial studies of teams of teenage boys identified
three pattern of leadership: Autocratic,
Democratic, Laissez-faire and in 1984, Jenkins
and Henderson added a fourth style, the
bureaucrat.

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 1. Autocratic leader:
 Assumes that individuals are motivated
by external forces:
 Power, authority, and need for approval,

The leader makes all the decisions and uses coercion,

punishment, and direction to change followers’ behavior
and achieve results

 Productivity is usually high, but creativity, self-

motivation and autonomy are reduced

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 2. Democratic Leadership
Style
 Democratic leader assume that individual are
motivated by internal drives and impulses.
 Appropriate for groups who work together for
extended period
 Promotes autonomy and growth in individual
workers.
 Take more time to decide
 It is less efficient quantitatively than authoritative
leadership
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August 06, 2023 54
 3. Laissez-faire Leadership
Style
 Assumes that individuals are motivated by internal
drives and impulses.

 The leader provides no direction, control or

facilitation.

 Because it is non-directed leadership, it can be

frustrating, group apathy and disinterests can occur.

 However, if all group members highly motivated and

self directed, this leadership style can result in much
creativity and productivity
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August 06, 2023 55
 4. Bureaucratic Leadership
Style
 Assume that employees are motivated by external
forces.

 This leader trusts neither followers nor self to make

decisions and therefore relies on organizational
policies and rules to identify goals and direct work
processes

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 Comparison of
Leadership Style

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 Authoritarian (Autocratic)
 Strong control is maintained by External force

 Exercise power with coercion

 Used directive behavior

 Communication flows down Ward

 Make decision alone

 Emphasis is on difference in status (“I” and

“you)

 Criticism is punitive
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 Democratic leader
 Assume employee Motivated by internal drives

 Less control is maintained

 Others are directed through suggestion and

guidance

 Communication flows up and down

 Decision making involving other

 Emphasis is on “we” rather than “I” and “you”.

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Laissez-Faire (permissive)
 Staff motivated by Internal drives
 Permissive with little or no control
 Little or no direction is provided
 Communication is between members of group
and upward and down ward.
 Decision-making is dispersed throughout the
group
 Emphasis is on the group
 Criticism is not given
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Bureaucratic leader
 Motivation from external force

 Lacks a sense of security and depend on

policies and rules on established

 Exercises power by applying fixed, relatively

inflexible rules

 Avoids decision making with out Standards or

norms or guidance

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 Leadership
Versus
Management

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Select this paragraph to edit

 What do you think are the differences and

common characteristics of leadership and
management?
 Which of the two is more practiced in your
organization?

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 Difference between Leadership
and Management
Leadership and management are related but they
are not the same.
 A person can be an effective manager, a leader,
both, or neither.
 Not all leaders are managers; not all managers are
leaders.
 This is due to the fact that leadership differs from
management on some counts.
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August 06, 2023 64
 Difference…
1. Leadership deals with vision: Keeping the
mission in sight - and with effectiveness and
results.

Management deals with establishing structure

and systems to get those results.

It focuses on efficiency, cost-benefit analysis,

logistics, methods, procedures, and policies.

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 Difference…
2. Leadership focuses on the top line;
management focuses on the bottom line.

 Leadership derives its power from values and

correct principles.

 Management organizes resources to serve

selected objectives to produce the bottom line.

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 Difference…
3. Leadership inspires and motivates people to work
together with a common vision and purpose.

 Management involves controlling and monitoring

results against plans, identifying deviations, and then
planning and organizing to solve the problems.

4. Leadership emphasizes transformation aspect and,

therefore, transformational leadership emerges.

 Management focuses on transactional aspect and,

therefore, transactional leadership emerges.
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 Leaders and Managers
Subjec Leader Manager
t
Essence Change Stability
Focus Leading Managing
Change Change
Have Followers Subordinates
Seeks Vision Objectives
Detail Sets direction Plans detail
Power Personal Formal Authority
Charisma August 06, 2023
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 Leaders and Managers…
Subject Leader Manager
Dynamic Proactive Reactive
Style Transformational Transactional
Exchang Excitement for work Money for
e Work
Risk Takes risks Minimize Risks
Rules Breaks rules/for Makes rules
improvement
Conflict Uses conflict Avoid conflict
Direction New roads Existing roads
Blame
08/06/2023 Takes Blames others
August 06, 2023 69
 Leaders and Managers…
Leadership Management
Produces change and Produces order and
movement consistency
Establishing direction Planning and budgeting
Creating a vision Establishing agendas
Clarifying the big picture Setting timetables
Setting strategies Allocating resources
Aligning People Organizing and Staffing
Communicating goals Provide structure
Seeking commitment Making job placements
Building teams and coalitions Establishing rules and
procedures
Motivating and Inspiring
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06, 2023 Problem
70
 Summary
1. Define leadership

2. Compare and contrast leadership and

management

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August 06, 2023 71
 UNIT-III
Planning Nursing
Services and Programs

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Objectives
 Define planning
 Describe the advantage of planning
Explain the classification of planning
Describe the components of planning
Explain the strategic planning process
Determine the approaches to planning

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"If you don't know where you're going,

it doesn't matter which way you go.”

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“A vision without a task is a dream.

A task without a vision is a drudgery/hrdwrk.

A vision and a task can change the world.”

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 Planning
 The first and fundamental function
 It is the process of deciding &
establishing:
 An organizational goals / objectives
 selecting suitable course of actions for achieving these goals/
objectives.

 Health sector planning is the process of:

 Defining community health problems,
 Identifying needs & resources,
 Establishing priority goals &
 Setting out the administrative action needed to reach those goals

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 What kind of
organizational structure

What kind of people we

need and when
Plans
help How most effectively to
lead and direct people

furnishes standard of
control

Planning precedes all other managerial function

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 Discussion point

Why do we plan?

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 If you fail to plan
Then you plan to fail
Be proactive about the future

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 Types of Plans

Plans can be classified based on:

1. Time dimension, and
2. Scope/breadth dimension

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Classification of Plans Based on
Time
1. Long-range planning
 The time may range usually from 5-10 years
 Distant future

2. Intermediate-range planning
 Ranges between long and short- range plans

3. Short-range planning
 The steps towards the implementation of long
range plans
 Ranges from 1 to 2 years

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Classification of Plans Based on
Scope/Breadth
1. Strategic Planning
2. Tactical Planning

3. Operational Planning

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 Strategic Planning
 A systematic process through which an
organization agrees on, and builds commitment
among key stakeholders to:
 priorities that are essential to its mission and
 are responsive to its environment.

 It is a road map to lead an organization from

where it is now to where it would like to be in five
or ten years.
 It is the process of determining what an
organization intends to be in the future and how it
will get there.

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 Ten Keys to Successful Strategic
Planning
1. A clear and comprehensive grasp of external opportunities
and challenges.
2. A realistic and comprehensive assessment of the
organization’s strengths and limitations
3. An inclusive Approach/holistic
4. Empowered planning committee
5. Involvement of senior leadership
6. Sharing of responsibility
7. Learning from best practices
8. Clear priorities and an implementation plan
9. Patience
10. A commitment to change
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 A Good Strategic Plan should . . .
• Address critical performance issues
• Create the right balance between:
• what the organization is capable of doing vs. what
the organization would like to do
• Cover a sufficient time period to close the
performance gap
• Visionary – convey a desired future end state
•Flexible – allow and accommodate change
•Guide decision making at lower levels –
operational, tactical,
individual

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Components of a strategic
plan
• Strategic planning process
include:
– Define the mission.
– Conduct a situation or, environmental scanning:
SWOT analysis( Strengths, weaknesses,
opportunities and threats).
– Set goals and objectives.
– Develop related strategies (tactical and
operational).
– Monitor the plan
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Select this paragraph to edit
Select this paragraph to edit

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 Major Components of the
Strategic Plan / Down to Action

Strategic Plan

Action Plans
Mission Why we exist
Evaluate Progress

Vision What we want to be

Goals What we must achieve to be successful

Objectives O1 O2
Specific outcomes expressed in
measurable terms (NOT activities)

Initiatives Planned Actions to

I1 I2 I3 Achieve Objectives

Measures Indicators and

M1 M2 M3 Monitors of success

Targets T1 T1 T1 Desired level of

performance and timelines
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 Mission Statement
Captures the essence why the organization exists:
Who we are, what we do

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 Mission Statement Criteria
 Establish boundaries:
 The “bounds” of the service delivered in
reasonable terms (why the organization exists)
 Act to motivate management, employees and
others
 Short enough to remember and easily
communicate.
 Strong enough to inspire.

 Help in the process of evaluation

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Effective mission statement should
meet the following criteria:
 It is clear and concise
 It is understood by a wide audience
 It addresses the organization’s mandates
 It identifies the basic need & distinct problems
that the organization was designated to mange.
 It is realistic

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 Vision
 How the organization wants to be perceived in the
future

An expression of the desired end state

 Provides a long-term focus for the entire organi

zation

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 Purpose of vision
 Shared vision is an initial force that brings people
together
 Inspires stakeholders
 Helps to see what you are working towards
 Clearly articulated vision can provide energy,
momentum & strengths to individuals
 Provides bases for partnership
 Binds an organization together in time of crises

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 Characteristics of good Vision
Statement
 Stakeholder ownership
 Inspires people
 Concrete
 Suggests what people need to do
 Engages everyone ( SHARED!!! )

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08/06/2023
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 Core Values
 Are traits/qualities that are considered worthwhile

 Represent an individual’s highest priorities and

deeply held driving forces.

 Are about how the organization will value clients,

society, and the internal community.

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 Haramaya university
 Mission: to produce competent graduates in
diverse field of study, undertake rigorous, problem
solving and cutting edge researches, disseminate
knowledge and technologies and provide demand
driven and transformative community service.

 Vision: Haramaya University strives to be one of

the leading African Universities with international
reputation by 2025.

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 Haramaya university…
 Motto: “Building the Basis for Development”
 Goal: is to evolve as an autonomous
and independent (academic and
research institution) graduate and
research university with a competitive
national and international quality and
relevance standards in its academic, research
and community services endeavors.

August 06, 2023

 Core Values
Haramaya University is committed to the following
core values:
 Academic freedom: A strong commitment to a free
and democratic academic environment where
individuals inquire, investigate and engage in relevant
academic practices and development.
 Good governance: The practice of democratic,
transparent, inclusive, responsible and accountable
leadership and management and promotion of the
principle of equal opportunity.
 Respect for diversity: A culture of equity and fairness
in all forms of practices; a conviction for the respect of
all people without sexual, class, racial,August
ethnic,
religious, and regional discriminations.
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 Core Values…
 Perseverance: A commitment and dedication to
perform assigned duties to the best of one’s
knowledge and abilities.
 Professionalism: A commitment to a high
standard of professional integrity and ethics.
 Collaborative spirit: Culture of working
cooperatively within the University and with other
stakeholders; developing the “we” spirit and joint
responsibility.
 Fostering creativity/innovation: Develop a
culture for generating new ideas, processes,
services, technologies and entrepreneurial skill.
 Respect for Nature and Environment: All
endeavors of the university should be
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 Assessment
Strength
Weakness
Opportunity
Threat

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 SWOT (strength, weakness,
opportunity and threats) analysis
 Is a strategic planning tool that matches internal
organization strengths and weakness with external
opportunities and threats
 It defines the relationship between internal &
external appraisals in the strategic analysis
Aim of a SWOT analysis
 Reveal your competitive advantages

 Analyze your prospects

 Allow for the development of contingency plans

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 Strength’s
• Those things that you do well, the high value or
performance points.
•Internal in nature
•high quality service, availability of resources,
good leadership, strategic insights, high skilled
workforce
• Often considered “Core Competencies” – Best
leverage points for growth
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 Weaknesses
• Those things that prevent you from doing what you
really need to do
•Are internal
•Weak leadership, unskilled workforce, insufficient
resources, poor service quality, outdated
technologies, lack of planning, . . .

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 Opportunities
• Potential areas for growth and higher
performance
•External in nature – marketplace, unhappy
customers with competitor’s, better economic
conditions, more open business policies,
•Timing may be important for capitalizing on
opportunities

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 Threats
• Challenges confronting the organization
•external in nature
• Threats can take a wide range – shifts in
consumer, substitute products, new regulations, . . .
• The more accurate you are in identifying threats,
the better position you are for dealing with the
“sudden ripples” of change

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 Key message
 Build on strengths
 Resolve weakness
 Exploit opportunities
 Minmize threats

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 Goals
 Describes a future end-state – desired outcome
 That is supportive of the mission and vision.

 Shapes the way ahead in actionable terms.

 Best applied where there are clear choices
about the future.

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 Objectives
 Relevant - directly supports the goal
 Compels the organization into action
 Specific enough so we can quantify and measure
the results
 Simple and easy to understand
 Realistic and attainable
 Conveys responsibility and ownership
 Acceptable to those who must execute
 SMART(specific, measurable, achievable,
realistic and time framed)
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 Tactical Plan
• A set of procedures for translating broad strategic
goals and plans into specific goals and plans that
are relevant to a distinct portion of the organization.
 Middle management is responsible for translating
strategies into shorter-term tactics.
 Tactical plans are often specified in one-year
increments.
 Translating strategic plans into measurable tactical
objectives is important because most strategic
objective is rather vague.

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 Operational planning
 The process of identifying the specific procedures
and processes required at lower levels of the
organization
 Accomplished by first-line managers.
 Is most concerned with budgets, quotas and
schedules.
 These are refinements of tactical objectives in which
work is defined and results are measured in small
increments.
 Time horizon for operational planning is very short.
 Most plans at this level reflect operational cycles.
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 The formal planning process
• Formal planning is a systematic process.
• These guidelines provide a general pattern of
rational planning.

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 The formal planning process…
1. Situation audit or environmental
assessment
It analyzes the Past, current and future forces
that affect the organization.
• Expectation of outside interests such as government
officials, insurance companies and consumers are sought.
• Expectations of inside interests such as employees are
collected.
• Environment, demographic, epidmiologic, resources,
legal, technological factors should also be considered.

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 The formal planning process…
2. Establish Objectives
 Every plan has the primary purpose of helping the
organization succeed through effective
management.
 Success is defined as achieving organizational
objectives.
 These are performance targets, the end results that
managers seek to achieve.
Characteristics of objectives
 Well-defined objectives have several
Characteristics. They are:
 Specific

 Measurable

 Realistic

 Defined time period

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 The formal planning process…
3. Involve management and staff
• Involving a greater number of managers will result in
better plans and more wide spread acceptance of
objectives.
4. Develop alternatives
• A successful planning process will generate several
options for manages to consider.
• These options are alternative courses of action that can
achieve the same result.
A viable alternative suggests a proposed course of
action that is:
• Feasible
• Realistic
• Sufficient
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 The formal planning process…
5. Communicate plans
• Planning requires clear and effective
communication at all levels before performance
begins to mirror expectations.
6. Have Implementation and monitoring plan

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 Steps in Health Planning
Step 1: Situational analysis

Step 2: Selecting priority problems

Step 3: Setting objectives and targets.

Step 4: Identifying obstacles and limitations

Step 5: Designing strategies

Step 6: Writing the plan

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 Approaches to planning
There are three distinct approaches for formulating
plans:
1. Centralized top down planning:
• Is the traditional approach to planning
• A centralized group of executives or staff
assumes the primary planning responsibility.

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 Approaches to planning…
2. Bottom-up planning:
• Is an approach that delegates planning authority
to division and department managers,
• Formulate plans under the general strategic
umbrella of organizational objectives.
3. Team planning:
• Is a participative approach to planning
• Planning teams comprising managers and staff
specialties initiate plans

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 Reading assignment
1. Balanced score card
2. Kaizen
3. Difference between goal and objectives

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 UNIT-IV
Organizing
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 Objectives
 Define organization

 List elements of organizational structure

 Discuss importance of organizing

 Describe factors determining span of control

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 Organizing
 Organizing is the process of making sure the
necessary human and physical resources are
available to carry out a plan and achieve
organizational goals.
 Organizing also involves assigning activities,
dividing work into specific jobs and tasks, and
specifying who has the authority to accomplish
certain tasks.
Another major aspect of organizing is grouping
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 08/06/2023 126
 Organizing…
 Is the process of:
 Identifying and grouping of the works
 Defining and delegating responsibility and
authority and
 Establishing relationships

 Is the process of establishing orderly uses of all

resources within the management system.
 Process: refers to the methods used to achieve
organizational goals.
 A course of action, a route, a progression

 Structure: refers to the lines of authority,

communication, and delegation
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Max Weber Major Principles
1. Clear division of labor

2. Positions arranged in a hierarchy

3. Formal rules and regulations

4. Impersonal relationships

5. Employment based on technical qualifications

08/06/2023 by: Gelan F.(Bsc,Msc)

August 06, 2023 128
 Fayol organization theory
principles
1. Division of Labor 1. Hierarchy
2. Authority 2. Order
3. Discipline
3. Equity
4. Unity of command
5. Unity of Direction 4. Stability of staff
6. Subordination of 5. Initiative
individual interest to 6. Espirit de corps-
the common good capacity of groups
7. Remuneration-paid for members to maintain
work beliefs on the
8. Centralization organization or goals
August 06, 2023
 1. Division of Work
 In practice, employees are specialized in different
areas and they have different skills.
 Different levels of expertise can be distinguished
within the knowledge areas (from generalist to
specialist).
 According to Henri Fayol specialization promotes
efficiency of the workforce and increases
productivity.
 In addition, the specialization of the workforce
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 2. Authority and Responsibility
 In order to get things done in an organization,
management has the authority to give orders to
the employees.

 The management has the right to give orders to

the subordinates.

 Authority and responsibility go together and they

are two sides of the same coin.

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 3. Discipline
 Is about obedience.

 It is often a part of the core values of a mission

and vision in the form of good conduct and
respectful interactions.

 This management principle is essential and is

seen as the oil to make the engine of an
organization run smoothly.

08/06/2023 by: Gelan F.(Bsc,Msc)

August 06, 2023 132
 4. Unity of Command
 The management principle ‘Unity of command’
means that an individual employee should receive
orders from one manager and that the employee is
answerable to that manager.
 If tasks and related responsibilities are given to the
employee by more than one manager, this may lead to
confusion which may lead to possible conflicts for
employees.
 By using this principle, the responsibility for mistakes
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 5. Unity of Direction
 Is all about focus and unity.
 All employees deliver the same activities that can
be linked to the same objectives.
 All activities must be carried out by one group
that forms a team.
 These activities must be described in a plan of
action.
 The manager is ultimately responsible for this
plan and he monitors the progress of the defined
and planned activities.
 Focus areas are the efforts made by the
employees and coordination.
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6. Subordination of Individual
Interest
 There are always all kinds of interests in an
organization.

 In order to have an organization function

well, personal interests are subordinate to the
interests of the organization (ethics).

 The primary focus is on the organizational

objectives and not on those of the individual.

 This applies to all levels of the entire organization,

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 7. Remuneration
 Motivation and productivity are close to one
another as far as the smooth running of an
organization is concerned.
 The remuneration should be sufficient to keep
employees motivated and productive.
 There are two types of remuneration
namely:
1. Non-monetary (a compliment, more
responsibilities, credits) and
2. Monetary (compensation, bonus or other
financial compensation).
 Ultimately, it is about rewarding the efforts
that have been made.
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 8. The Degree of
Centralization
 Centralization implies the concentration of
decision making authority at the top management
(executive board).
 Sharing of authorities for the decision-making
process with lower levels (middle and lower
management), is referred to as decentralization
by Henri Fayol
 Henri Fayol indicated that an organization
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 9. Scalar Chain
 Henri Fayol’s “hierarchy” management principle
states that there should be a clear line in the area
of authority (from top to bottom and all managers at
all levels).
 This can be seen as a type of management
structure.
 Each employee can contact a manager or a
superior in an emergency situation without
challenging the hierarchy.
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 10. Order
 Employees in an organization must have the right
resources at their disposal so that they can
function properly in an organization.

 In addition to social order (responsibility of the

managers) the work environment must be safe,
clean and tidy.

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 11. Equity
 The management principle of equity often occurs in
the core values of an organization.
 According to Henri Fayol, employees must be treated
kindly and equally.
 Employees must be in the right place in the
organization to do things right.
 Managers should supervise and monitor this process
and they should treat employees fairly and impartially.

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 12. Stability of Tenure of
Personnel
 This management principle represents
deployment and managing of personnel and this
should be in balance with the service that is
provided from the organization.
 Management strives to minimize employee
turnover and to have the right staff in the right
place.
 Focus areas such as frequent change of position
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13. Initiative
 Henri Fayol argued that with this management
principle employees should be allowed to express
new ideas.

 This encourages interest and involvement and

creates added value for the company.

 Employee initiatives are a source of strength for

the organization according to Henri Fayol.

 This encourages the employees toAugust

be 06,involved
2023
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14. Esprit de Corps
 The management principle ‘esprit de corps’ of
the 14 principles of management stands for
striving for the involvement and unity of the
employees.
 Managers are responsible for the development of
morale in the workplace; individually and in the
area of communication.
 Esprit de corps contributes to the development of
the culture and creates an atmosphere of mutual
trust and understanding.
 Feeling of pride and mutual loyalty shared by the
members of the group.
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Organization
structure
August 06, 2023
 Organization structure – the
pattern of jobs and groups of
jobs in an organization.

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08/06/2023
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 Organization structure
 Purpose of organization diagram is:
 Clarify chain of command, span of control and official
communication channels
 Different types of interconnecting lines signify
different types of relationships.
 A solid line between two positions, indicate direct
authority or command giving relationship.
 A dashed line or broken or dotted line indicates a
consulting relationship

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 Span of Control
 The number of people who report directly to a
manager represents that manager’s span of
control
 Some prefer the term span of management
 Managers with a narrow span of control oversee
the work of a few people,
 whereas those with a wide span of control have
many people reporting to them

August 06, 2023 148

 Span of Control…
• When span of control is too broad,
The manager has insufficient time to observe,
evaluate performance or give feedback
Make the managers overburdened, little
guidance or control of employee and overlooking
serious errors
A feature of flat organizations (fewer
management levels between the top and the
bottom)
Emphasize a decentralized approach to
management that encourage high employee
involvement in decisions.
It results in quick communications, speed up
August 06, 2023 149
 Span of Control…
 When span of control is too narrow:
 The manager has time to supervise each one closely
 Too close supervision discourages subordinates
problem solving, independent judgment and creative
thinking
 It is a feature of tall organizations (consisting of
hierarchies with many levels of management relative
to the organization’s size)
 Affects the speeds of decisions (delay), managers are
underutilized and in-efficient, communication
August 06, 2023
gets 150
Factors Determining Span of
Control
1. Nature of the task
2. Location of the workers
3. Amount of interaction and feedback between
manager and workers
4. Level of skill and motivation of the workers

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Coordination
 Coordination is the orderly arrangement of group
effort to provide unity of action in the pursuit of a
common purpose.

Coordination Mechanisms
 Direct supervision
 Standardization of work process
 Standardization of outputs
 Standardization of workers skills

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 UNIT-V
Delegation
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 You Don’t Have to do
it
all Yourself!!!

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 Delegation
 The process of transferring the responsibility
and authority to perform a selected task to
another member and empowering that individual
to accomplish the task effectively.
 Is the transfer of the task to a competent individual
in a selected situation.
 Is the process of assigning all or part of or one
person’s responsibility to another person or
persons.
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08/06/2023
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 The process of delegation
 Delegation is a process that starts from the point when no
freedom of action for the individual to whom work has
been allocated and ends with full devolution (the individual
is completely empowered to carry out the work)

August 06, 2023 157

 Delegation Steps
1. Decide what to delegate

2. Decide who will do the task

3. Assign responsibility

4. Grant authority

5. Establish accountability

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How to be a more effective
delegator
Trust your staff to do a good job
 Avoid seeking perfection
 Give effective job instructions
 Follow up on progress
 Praise the efforts of your staff
 Don’t wait to the last minute to delegate
 Ask questions, expect answers, and assist employees to
help them complete the work assignments as expected.
 Provide the resources you would expect if you were doing
an assignment yourself.
 Delegate to the lowest possible level to make the best
possible use of organizational resources, energy, and
knowledge August 06, 2023 159
 When to delegate
 You should delegate when you:
Away from your regular duty
Have more work than you can carry out yourself;
Cannot allow sufficient time to your priority tasks;
Want to develop a member of your team;
Believe that it will increase someone’s
engagement with their job;
Think that the job can be done adequately by the
individual or the team to whom you are
delegating. August 06, 2023 160
 Delegation…
 Delegated task must be:
Specific
Measurable
Agreed
Realistic
Time bound
Ethical
Recorded

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 The advantages of delegation
 Enables you to focus on those aspects that require your
personal experience, skill and knowledge
 Relieves you of routine and less critical tasks
 Frees you from being immersed in detail
 Extends your capacity to manage
 Reduces delay in decision-making
 Empowers and motivates your staff by extending their
responsibilities and authority and providing them with
greater autonomy
 Develops the knowledge and skills of your staff and
increases their capacity to exercise judgment and make
August 06, 2023 162
Barriers to Delegating
Barriers in the delegator
 Preference for operating by oneself

 “I can do it better myself” fallacy

 Lack of experience in the job or in delegating

 Insecurity

 Refusal to allow mistakes

 Lack of confidence in subordinates

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 Barriers to Delegating…
Barriers in the Delegatee
 Lack of experience

 Lack of competence

 Avoidance of responsibility

 Over dependence on the boss

 Overload of work

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 Five Rights of Delegation
1. The right task

2. The right circumstance

3. The right person

4. The right direction and communication

5. The right supervision and evaluation

August 06, 2023

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 UNIT-VI
Resource
Management
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 A. Human Resource
Management
 The process of:
 Attracting,

 Developing and
 Maintaining a talented and energetic workforce to
support organisational mission, objectives and
strategies.

August 06, 2023

 Human Resource
Management…
 The strategies, tactics, plans, and programs that
healthcare organizations utilize to accomplish the
work of the organization through its employees.
Key Assumption
 ‘Employees are the most important asset of the
organization’
 Success for most organizations depends on:
 The quality of the people that are employed
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 Components of Human Resource Management
08/06/2023 by: Gelan F.(Bsc,Msc)
August 06, 2023 169
 Components of Human Resource
Management
1. Recruitment
 Searching for and attracting prospective employees
from:
 Within the organization or
 Outside the organization.
2. Selection
Is choosing the most suitable person among the
applicants
August 06, 2023
 Selection instrument
• Degree to which selection techniques used
accurately match people’s qualifications to job
requirements
 Validity

 Reliability

 Potential outcomes of a weak selection

instrument:
 Poor matching of people August
to jobs06, 2023
 Orientation/Induction
 Is the process of:
 Receiving and welcoming an employee when
he/she joins an organization and
 Giving in the basic information he/she needs to
settle down quickly and happily and start work.

August 06, 2023

 Orientation programmes
 General information about:
 The organization: history, purpose, operation,
services
 Expected contribution of the employee to the
organization and providing of job description
 Detailed information about the polices and rules of the
organization
 Orientation to staff and managers
 Safety measures August 06, 2023
 Performance Appraisal
 Is a systemic review of an individual employee's
performance on the job, which is used to evaluate
the effectiveness of his/her work.

August 06, 2023

 Performance Appraisal…
Purpose:
 Provide information to decisions regarding
 Salary raises, promotions, transfers, or
discharges
 Assist employees in their personal development
 Assess the effectiveness of hiring practices
 Identify training and development needs of the
employees
 Establishment of standards of job performance
August 06, 2023
 Common problems in
performance appraisal
 Leniency errors  Perceived meaning

 Halo errors  Recency error

 Central tendency  Similarity error

errors  Stereotyping
 False attribution

 Contrast error

August 06, 2023

 Tools of performance
appraisal
 Rating scales/rank

 The checklist

 Multisource (360°) Appraisal

 Management by objective

August 06, 2023

 Training and Development
 Is the formal procedure which an organization
utilizes to facilitate learning so that the resultant
behavior contributes to the attainment of
organization's goals and objectives.

Types of training:
 On the job training

 Off-the-job training
August 06, 2023
 Assessing Training Needs
1.Organizational analysis

2. Operational/occupational analysis

3. Personnel analysis

August 06, 2023

 Compensation and benefit
administration
 Compensation: wage and fringe benefits

 Benefit
 Health insurance, housing, transportation,
pension/retirement income, vacation, sick leave,
maternity leave…

August 06, 2023

 Promotions, Transfers, &
Separation
 Promotion: to shift to other positions with change in
status or pay.
 Transfers: refers to shift to other positions without
change in status or pay.
 Separation: is departing a staff:
 With poor performance
 Retirement, death, release…
 Discipline: is a form of training that enforces
organizational rules
August 06, 2023
 B. Material management
 The integrated function of purchasing and allied
activities to achieve the maximum coordination and
optimum expenditure in the area of materials.
 Objectives of materials management is:
 To have the right materials at the right place and at
the right time.
 This depends on effective policies of forecasting,
inventory, and materials distribution.
August 06, 2023
 Material management…
 Expendable/consumable/recurrent
 Materials/items that should be regularly kept in stock and
are used within a short time.

 Non-expendable/capital/non-recurrent
 Are those materials/items that are required only for
specific purposes or jobs and
 Which are not to be automatically recouped, lasts for
several years, and needs care and maintenance.
August 06, 2023
C. Time Management

August 06, 2023

 What is Time Management?
Is a technique for allocation of one’s time
through:
 Setting goals
 Assigning priorities
 Identifying and eliminating time wasters, and
 Use of managerial techniques to reach goals
efficiently
August 06, 2023
 Principles of time
management
1. List goals and set priorities

2. Make a daily “to do” list

3. Start with the most important to do list

4. Handle each piece of paper only once

5. Do it now!

6. Setting priorities by placing elements of importance

and urgency. August 06, 2023
 Time wasters
 Something that prevents a person from accomplishing
the job or achieving goals.
Signs of time wasting:
 Messy desk and cluttered (or no) files (disorganized)
 Can’t find things
 Miss appointments, need to reschedule them late
and/or unprepared for meetings
 Volunteer to do things other people should do
 Tired/unable to concentrate
August 06, 2023
 Planning time
arrangements
 Events are arranged in daily, weekly, monthly or yearly
time periods based on the frequency or regularity of
particular events.

Forms of Time plans:

 Timetable: daily or weekly regularly recurring events.
 Schedule: intermittent or irregular or variable events,
and where they take place.
 Roster: duties planned for different staff members, for
August 06, 2023
 UNIT-VII
Budgeting
August 06, 2023
 Budgeting
 Is a plan for the allocation of resources and a
control for ensuring that results comply with
the plans.

 “a quantitative statement for a defined period of

time, which may include planned revenues, assets
and cash flows.

 A budget provides a focus for the organization,

August 06, 2023
 Budgeting…
 A budget is a comprehensive plan in writing, stated in
monetary terms, that outline the expected financial
consequences of management’s plans and strategies for
accomplishing the organization’s mission for the coming
period.

 A budget is a master financial document or a “blueprint

for action” that set out the expected contribution from the
operation or control of an organization in terms of
anticipated cash flows or revenues andAugust
expected
06, 2023
 Budgeting…
 Prerequisite for budgeting
 Sound organizational structure
 Goals and objectives
 Formal budgeting policies and procedures

August 06, 2023

 The budgeting
process
The budgeting process should provide for:
 Plans of anticipated activity
A mechanism for measurement of work effort on
timely basis
 Accountability by someone for variances from
budget
 An awareness of costs by all participants in the
August 06, 2023
 Major types of budgets
1. Operating/recurrent
 Estimates of operating expenses, estimates
of operating revenues and estimates of
activity
 Example: personnel salaries, supplies, light,
water, drugs, repairs and maintenance

August 06, 2023

 Major types of budgets…
2. Capital
 Estimates of expenditure for adding, replacing or
improving buildings or equipment for the budget
period.
 Example: buildings, major equipment

August 06, 2023

 Major types of budgets…
3. Zero-based budgeting
 Many budgeting procedures allocate funds to
departments based on their previous year’s
expenditures.
 Managers decide how the funds will be used.
 Allows for:
 Enrichment and
 Enlargement of programs
But seldom for decreases or deletion of programs..
August 06, 2023

UNIT VIII
Organizational
Communication

August 06, 2023

 Communication
 Communication is defined as the exchange of ideas,
messages, or information by speech, signals, or writing
.
 Communication is central to the entire management
process.
 In communication process a sender transmits a message
through a channel to the receiver.
 Methods and forms of communication include oral and
written communications and interpersonal and
August 06, 2023
 Types of
Communication
 Verbal
 Oral
 Written
 E-mail

 Nonverbal
 Expression
 Expressivebehaviors
 Body language
Post operative body language….gesture
August 06, 2023
 Levels of
communication
I. Interpersonal communication

II. Intraorganizational communication

III. Interorganizational communication

August 06, 2023

 Techniques of communication in
organization
1. Downward communication
 Letters, meetings and telephone
 Manuals, handbooks

2. Upward communication
 Suggestion systems
 Grievances/complaints
 Attitude surveys
3. Horizontal communication
4. Diagonal communication
August 06, 2023
 Basics for Good
Communication
 Before speaking to an individual or a group, plan
and organize what you are going to say.
 Consider the physical and psychological setting.
 Consult others when necessary to be exact and
objective.
 Be mindful of non-verbal communications
 Follow up your communication.
August 06, 2023
 Blocks to
Communication
 Listening Skills

 Psychological Blocks

 Environmental Distractions

 Semantic Barriers

August 06, 2023

 UNIT IX
Conflict and stress
management

August 06, 2023

 Conflict
 Struggles between two or more people over values, or
competition for status, power and scarce resources.”
 Organizational conflict:
 Is a state of discord/disagreement/disharmony
caused by the actual or perceived opposition of
needs, values and interests between people working
together
 The struggle that arises when the goal-directed
behavior of one person or group blocks the goal-
directed behavior of another person August
or group.
06, 2023
 Select this paragraph to edit
 A survey suggests that managers spend over 20%
of their time handling conflict.

 For a conflict to exist it must be perceived by the

parties to it.

 Conflict is a dynamic process which includes

antecedent/predecessor conditions, cognitive
/rational/ cognitive states, affective states and
conflicting behavior. August 06, 2023
 Conflict Management
 Conflict is inevitable

 Has both productive and destructive potential.

 Conflict if mismanaged can threaten:

 Relationships, systems and institutions

August 06, 2023

 Functional vs. Dysfunctional
Conflict
 Functional: support the goals of the organization,
and improve its performance

 Dysfunctional: hinders organizational performance

and/or harms or interferes with organizational
members

August 06, 2023

 Type of Conflict
 Task conflict
 Relates to the content and goals of the work
 Low-to moderate amounts of task conflict tend to
improve performance
 Relationship conflict
 Focus on interpersonal processes
 Process conflict
 Relates to how the work gets done
August 06, 2023
 Sources of Organizational
Conflict
 Differentiation
 Differences in functional orientation
 Status inconsistencies
 Task relationships
 Overlapping authority
 Task interdependence
 Incompatible evaluation systems

 Scarcity of resources
August 06, 2023
 Conflict and its
Management
 Conflict is inevitable.

 It need not be viewed as only a negative process.

 Has both productive and destructive potential.

 Conflict if mismanaged, however, can threaten

relationships, systems and institutions.

August 06, 2023

 Conflict…
 Conflict is not necessarily bad:
 If it is resolved effectively,
 it can lead to personal and professional
growth
Conflict can lead to increased
understanding:
 The discussion needed to resolve conflict give
an insight into how they can achieve their
August 06, 2023
 Select this paragraph to edit
 Increased group cohesion:
 When conflict is resolved effectively, team members can
develop stronger mutual respect, and a renewed faith in
their ability to work together.

 Improved self-knowledge:
 Conflict pushes individuals to examine their goals in close
detail, helping them understand the things that are most
important to them, sharpening their focus, and enhancing
their effectiveness.
August 06, 2023
 The Conflict Process

Perceived
Conflict
Sources of Manifest Conflict
Conflict Conflict Outcomes
Felt
Conflict

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August 06, 2023 214
 Pondy’s Stages
1. Latent conflict:
 There is no actual conflict; the potential for
conflict to arise is present
 because of the sources of conflict previously
identified.
2. Perceived conflict:
 Each party searches for the origins of the
conflict,
 defines why the conflict is emerging,
 analyzes the events that led to its occurrence,
and constructs a scenario that accounts for the
problems it is experiencing with other parties.
August 06, 2023
 Pondy’s Stages…
3. Felt conflict:
 The parties in conflict develop negative feelings about
each other.
4. Manifest conflict:
 One party decides how to react to or deal with the
party that it sees as the source of the conflict, and
 both parties try to hurt each other and thwart each
other’s goals.
August 06, 2023
 Pondy’s Stages…
5. Conflict aftermath/outcome/result:
 Every conflict episode leaves a conflict aftermath
that affects the way both parties perceive and
respond to a future conflict episode.

August 06, 2023

 Desired Outcomes of Conflict
Agreement: Strive for equitable and fair
agreements that last.

Stronger relationships: Build bridges of goodwill

and trust for the future.

Learning: Greater self-awareness and creative

problem solving.

August 06, 2023

 The 5
conflict Resolution Style
By:- Thomas K.W and
R.H.Kilmann
August 06, 2023
 Fitting Conflict Resolution Style to the
Situation
Conflict Style Appropriate Situation
Competing/ Time is short and we're sure we're
standing your ground correct.
=“win-lose” approach The other party would take advantage
of a collaborative approach.
Avoiding/ withdrawing The conflict is trivial.
We need a temporary, cooling-off
tactic.
Accommodating/ The other party has great power.
giving in The issue isn't important to us.
( if nurse and doctor don’t
agree on drug prescription
and if nurse agrees after
conflict
Compromising There is little chance of agreement,
=“Lose-Lose” both parties have equal power, and there
08/06/2023 are time constraints.
August 06, 2023 220
17

Insert Figure 18.6 here

08/06/2023
August 06, 2023 221
 Negotiation
 Negotiation :is a process in which groups with conflicting
interests meet together to make offers, counteroffers, and
concessions to each other in an effort to resolve their
differences.
 Negotiator: is an outsider skilled in handling bargaining and
negotiation.
 Mediator: - a neutral third party who tries to help parties in
conflict reconcile their differences.
 Arbiter:- a third party who has the authority to impose a
solution to a dispute.
August 06, 2023
 Tips for Managers Whose Employees
Are Having a Personality Conflict

1. Follow organizational policies

2. Investigate and document conflict.

3. If appropriate, take corrective action

4. If necessary, attempt informal dispute

resolution.

August 06, 2023

STRESS MANAGEMENT

August 06, 2023

 What is Stress?
 Stress can be defined as our
mental, physical, emotional,
and behavioral reactions to
any perceived demands or
threats.

August 06, 2023

 What Makes Something
Stressful?
 Situations that have strong demands
 Situations that are imminent
 Life transitions
 Timing (e.g., deviation from the “norm”)
 Ambiguity
 Desirability
 Controllability

August 06, 2023

 Not All Stress is Bad…
 Distress is a continuous experience of feeling
overwhelmed, oppressed, and behind in our
responsibilities.
 It is the all encompassing sense of being imposed
upon by difficulties with no light at the end of the
tunnel.
 Examples of distress include financial difficulties,
conflicts in relationships, excessive obligations,
managing a chronic illness, or experiencing a
August 06, 2023
 Not All Stress is Bad…
 Eustress is the other form of stress that is positive and
beneficial.
 We may feel challenged, but the sources of the stress are
opportunities that are meaningful to us.
 Eustress helps provide us with energy and motivation to
meet our responsibilities and achieve our goals.
 Examples of Eustress include graduating from college,
getting married, receiving a promotion, or changing jobs.

August 06, 2023

 What is Stressful to
Work You? Roommate Legal matters
Classes Childcare Mental health
Studying Finances Law violation
Relationship with Appearance Spiritual/Religious
partner issues
Relationship with family Physical Health Major/Career decisions

Relationship with Not “fitting in” Attitudes/thoughts

friends
Trauma Getting married Buying a house
Change in residence Change to a new Change in amount of
school recreation
Change in amount of Change in eating habits Death of friend/family
social activities member
August 06, 2023
 Why Do We "Stress Out"?
 For two major reasons:
 We perceive a situation as
dangerous, difficult, or painful.
 We don't believe we have the
resources to cope.

August 06, 2023

 Stress Warning Signals
 What are your "red flags," or
warning signs, that stress is
creeping into your life?
 If we keep pushing
ourselves, eventually
something inside of use will
send "red flags," or warning
signs that stress is
becoming a problem.
August 06, 2023
 Suggestions for Reducing
Stress
1. Find a support system.
 Find someone to talk to about your feelings and
experiences.

August 06, 2023

 Suggestions for Reducing
Stress..
2. Change your attitude.
 Find other ways to think about stressful
situations.
 "Life is 10% what happens to us, and 90% how we react
to it."

August 06, 2023

Suggestions for Reducing
Stress…
3. Be realistic
Set practical goals for
dealing with situations
and solving problems.
 Develop realistic expectations
of yourself and others.

August 06, 2023

 Suggestions for Reducing
Stress…
4. Get organized and take
charge.
 Being unorganized or
engaging in poor planning
often leads to frustration or
crisis situations, which most
always leads to feeling
stressed.
 Plan your time, make a
August 06, 2023
schedule, establish your
 Suggestions for Reducing Stress…
5. Take breaks, give yourself "me time."

 Learn that taking time to yourself for rejuvenation

and relaxation is just as important as giving time
to other activities.
 At minimum, take short breaks during your busy day.

August 06, 2023

 Suggestions for Reducing Stress…
6. Take good care of yourself.
 Eat properly, get regular rest, keep a routine.

 Allow yourself to do something you enjoy each

day.
 Paradoxically, the time we need to take care of ourselves
the most, when we are stressed, is the time we do it the
least.

August 06, 2023

 Suggestions for Reducing
Stress…
7. Learn to say "no." Learn
to pick and choose which
things you will say "yes" to
and which things you will
not.
 Protect yourself by not
allowing yourself to take on
every request or opportunity
that comes your way.
August 06, 2023
Suggestions for Reducing Stress…
8. Get regular exercise.

 Exercising regularly can

help relieve some
symptoms of
depression and stress,
and help us to maintain
our health.

August 06, 2023

 Suggestions for Reducing
Stress…
9. Get a hobby, do
something different.

 For a balanced lifestyle,

play is as important as
work.

August 06, 2023

 Suggestions for Reducing Stress…
10. Slow down

 Know your limits and cut down on the number of

things you try to do each day, particularly if you
do not have enough time for them or for yourself.
– Be realistic about what you can accomplish
effectively each day.

– Monitor your pace. Rushing through things can

lead to mistakes or poor performance. Take the
time you need to do a good job.
 Poorly done tasks can lead to added stress.
August 06, 2023
 Suggestions for Reducing
Stress…
11. Laugh, use humor.

 Do something fun and

enjoyable such as seeing a
funny movie, laughing with
friends, reading a humorous
book, or going to a comedy
show.

August 06, 2023

 Suggestions for Reducing
Stress…
12. Learn to relax.
 Develop a regular relaxation routine.

 Try yoga, meditation, or some simple quiet time.

August 06, 2023

 UNIT X
Group Dynamics and
Teamwork

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August 06, 2023 244
 Overview of Groups and Group
Dynamics
• A group is two or more people who interact with
one another such that each person influences and
is influenced by each other person.

 The Importance of Studying Groups

 studying the behavior of people in group settings
helps to understand organizational behavior.
 Managers can manage conflicts better when they
understand why groups form.

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August 06, 2023 245
 Types of Groups
1. Formal Groups

2. Informal Groups

08/06/2023
August 06, 2023 246
 Functions of Formal
Groups
Organizational Functions Individual Functions
1. Accomplish complex, interdependent
tasks that are beyond the capabilities
1. Satisfy the individual’s need for
of individuals.
affiliation.
2. Generate new or creative ideas and 2. Develop, enhance, and confirm the
solutions. individual’s self-esteem and sense of
identity.
3. Coordinate interdepartmental efforts.
3. Give individuals an opportunity to
4. Provide a problem-solving mechanism test and share their perceptions of
for complex problems requiring social reality.
4. Reduce the individual’s anxieties and
varied information and assessments.
feelings of insecurity and powerless-
5. Implement complex decisions. ness.
6. Socialize and train newcomers. 5. Provide a problem-solving mechanism
for personal and interpersonal problems.

08/06/2023
August 06, 2023 247
 Tuckman’s Five-Stage Theory of
Group Development
Forming Storming Norming Performing

“What do the “How can I best

Individual “How do I fit “What’s my
others expect perform my
Issues in?” role here?”
me to do?” role?”

“Why are we
“Can we agree
fighting over
Group “Why are we on roles and “Can we do the
who’s in
Issues here?” work as a job properly?”
charge and who
team?”
does what?”

08/06/2023
August 06, 2023 248
 Team Work
 “Individual commitment to a group effort --that is
what makes a team work, an organization work, a
society work, a civilization work.”
 Teamwork: is a set of interrelated behaviors,
cognitions, and attitudes that combine to facilitate
coordinated, adaptive performance.”
• Knowledge: what we think
 Behaviors/skills: what we do
• Attitudes: how we feel
08/06/2023
August 06, 2023 249
 Team Work…
A team is defined as:
 Two or more people who interact and influence
each other toward a common purpose

 Multiple individuals with specific skills and roles,

coordinating their activities towards a mutually
understood and agreed upon aim

08/06/2023
August 06, 2023 250
 Team Work…
Types of teams
1. Formal Team: is a team deliberately created
by managers to carry out specific activities,
which help the organization to achieve its
objectives.

2. Informal team: emerge whenever people

come together and interact regularly.
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August 06, 2023 251
 Why Have Teams?
• Society & technology are complex

• Require interdisciplinary knowledge

• Advantages in diversity

• One vision, many hands

• Shared responsibility

08/06/2023
August 06, 2023 252
 Characteristics of Effective
team
 Communication
 Trust
 Shared decision-making
 Positive reinforcement
 Cooperation
 Flexibility
 Focus on common goals
 Synergy
August 06, 2023 253
 Team Development model

08/06/2023
August 06, 2023 254
 Stages of team Leadership
Leadership
DevelopmentModel
Forming Telling
Guidance and direction

Storming Selling, coaching

Norming Participating: facilitates,

enables

Performing Delegating: oversees

08/06/2023
August 06, 2023 255
 Managing Group Dynamics
 Managing groups requires:
 Knowing what types of groups exist in the
organization.
 Possibly “formalizing” some informal
groups.
 Breaking up groups to realign the
organization and goals.
08/06/2023
August 06, 2023
 Managing Group Dynamics…
 Nurturing groups through the developmental
stages.
 Encouraging the development of group norms
and roles.
 Developing a reward structure that fosters
individual efforts to achieve group goals.
 Assuming a linking role to coordinate the
activities of groups.
08/06/2023
August 06, 2023 257
 UNIT XI
Motivatio
08/06/2023
n August 06, 2023 258
 What’s important to you
at work?

08/06/2023
August 06, 2023 259
 What Is Motivation?

Direction

Intensity/ Persistence
level

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 Motivation
• The term 'motive' is derived from the Latin word '
emovere' which means to move or to activate
• Motivation—the forces within the individual that
account for the level, direction, and persistence of
effort expended at work.
• The willingness to exert high levels of effort to
reach organizational goals, conditioned by the
effort’s ability to satisfy some individual need

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 Motivation theories
1. Content theories
Human needs and how people with different needs
may respond to different work situations.

2. Process theories
How people give meaning to rewards and make
decisions on various work-related behaviors.

3. Reinforcement theory
How people’s behavior is influenced by
environmental consequences.
08/06/2023
August 06, 2023 262
 1. Content theories of
motivation
1.1. Hierarchy of needs theory

1.2. ERG theory

1.3. Two-factor theory

1.4. Acquired needs theory

1.5. X and Y theory

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August 06, 2023 263
1.1. Maslow’s Hierarchy of Needs
Self Actualization
Accomplishment,
responsibility, challenge
Esteem
Achievement, competence,
recognition

Social
Belonging ,acceptance, friendship

Safety
Physical, emotional and financial, stable environmet

Physiological
08/06/2023 Food, shelter, clothing August 06, 2023 264
Abraham Maslow Hierarchy of needs
theory
A satisfied need is not a motivator of
behavior.
Need at one level does not become
activated until the next lower-level need
is satisfied.

08/06/2023
August 06, 2023 265
1.2. ERG theory
 Developed by Clayton Alderfer.
 Three need levels:

 Existence needs — desires for physiological

and material well-being.
 Relatedness needs — desires for satisfying
interpersonal relationships.
 Growth needs — desires for continued
psychological growth and development.

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August 06, 2023 266
1.3. Two-factor theory
 Developed by Frederick Herzberg.
Hygiene factors:
Elements of the job context.
Sources of job dissatisfaction.
Satisfier factors:
Elements of the job content.
Sources of job satisfaction and
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August 06, 2023 267
 Herzberg’s two-factor
theory

08/06/2023 by: Gelan F.(Bsc,Msc)

August 06, 2023 268
1.4. Acquired needs theory
 Developed by David McClelland.
 People acquire needs through their life experiences.
 Needs that are acquired:
 Need for Achievement: Desire to do something
better or more efficiently, to solve problems, or to
master complex tasks.
 Need for Power: Desire to control other persons, to
influence their behavior, or to be responsible for other
people. Personal power versus social power.
 Need for Affiliation: Desire to establish and maintain
friendly and warm relations with other persons.
08/06/2023
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1.5 Theory X and Theory Y
 Douglas Mc Gregor Identified two
approaches:
 Theory X: These managers think people do not
like to work and like strict supervision.
 Theory Y: These managers think work is a
source of satisfaction and want the
responsibility.

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 Theory X and Theory Y
Theory X Theory Y

Avoid
Work is Natural
Work

Must be Self-
Controlled Direction

Avoid Seek
Responsibility Responsibility

Good Decisions
Seek Security
Widely Dispersed
08/06/2023
August 06, 2023 271
2. Process theories of motivation
How people make choices
 Choices to work hard or not are based on:
 Individual preferences.
 Available rewards.
 Possible work outcomes.

Types of process theories:

2.1. Equity theory.
2.2. Expectancy theory.
2.3. Goal-setting theory.
08/06/2023
August 06, 2023 272
 2.1. Equity theory
 Developed by J. Stacy Adams.
 People compare their job inputs-outputs ratio
with relevant others
 Adjust work motivation according to results

08/06/2023 by: Gelan F.(Bsc,Msc)

August 06, 2023 273
 Equity Theory
Equity Theory

Inputs Outcomes

Referents

Perceived Inequities May Lead To:

Change Change New

Distort August 06, 2023 Quit
08/06/2023 Others Self Referent 274
2.2. Expectancy theory
 Developed by Victor Vroom.
 Key expectancy theory variables:
 Expectancy — belief that working hard will result
in desired level of performance.
 Instrumentality — belief that successful
performance will be followed by rewards.
 Valence — value a person assigns to rewards
and other work related outcomes

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 Individual Simplified
Expectancy
Effort

Theory
A

Individual
Performance

Organizational
Rewards

C
A = Effort-performance
linkage
B = Performance-reward linkage Individual
= Attractiveness
Goals
C

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August 06, 2023 276
Expectancy theory
 Motivation (M), expectancy (E), instrumentality
(I), and valence (V) are related to one another in
a multiplicative fashion:
M=ExIxV
 If either E, I, or V is low, motivation will be low

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