MANAGEMENT is the process of working with and through others to achieve organizational objectives in a changing environment.

. It is the process of obtaining and organizing resources and of achieving objectives through other people. It involves coordinating, supervising personnel and resources to accomplish organizational goals. Management functions / concepts include planning, organizing, directing, controlling. PODC Nursing Management is the process of working through nursing staff to provide care, cure, and comfort to patients. Patient Care Management is the act of helping patients control their own health care by the following: Informing patients of requirement of health Guiding patient to accept and understand temporary and permanent limitations caused by illness. Caring for patient when he cannot for himself Teaching him to care for himself

Motivation- it is one causes a person to act in particular way Leadership- is the use of ones skill to influence others to perform to the best of their activities Management process Consist of achieving organizational objectives through planning organizing, directing and controlling human and physical resources and technology. MANAGEMENT FUNCTIONS: Planning Organizing Staffing Communication Directing Controlling

Management Process applied to Nursing Management

Manager - is one who carries out predetermined policies and rules with official sanction to act. Levels and Types of Managers Top managers responsible for the overall operations of nursing services; establish objectives, policies and strategies; represent the organization in community affairs, business arrangements, and negotiations. Middle managers- usually coordinate the nursing activities of several units; receive broad, overall strategies and policies from top managers and translate them into specific objectives and programs. First-line managers- directly responsible for the actual production of nursing services; acts as links between higher level manager and non managers Functions of a nurse manager: Carefully assesses a situation Sets goals for clients or personnel, then establishes priorities and identifies resources Structures the work load Guides and stimulates clients and personnel Measures and documents the activities of clients or personnel Uses rewards and disciplinary actions

Nursing Management Process First Planning: Managers plan a focus on deciding what to do. The planning process provides framework for performance. At this stage the team leader of a group of nursing personnel is concerned with number and kinds of patients to care for, nursing staffs qualification to provide care, geographical location of patient, physical resources available to get the job done. Second Organizing; Managers must decide how to do it. She must organize to establish order and to systematically achieve the goals for provision of care. At this stage, the team leader would establish authority to act with responsibility and accountability relationship, informing each person of her assignment. Third- Directing- A team leader directs performance. She focuses on leading nursing staff in the most effective manner possible. At this point in the management process, the team leader concentrates on how the assignments are being accomplished. She considers skills of members, knowledge of what they are doing, members motivation and interpersonal relationship. She also examines

Leader- is one who influences other towards goal achievement formally and informally with the power to enforce decision as long as the followers as willing to be led. Follower- an individual or group who are willing to be led

her own leadership style a it relates to goal achievement. Fourth- Controlling The team leader controls or evaluates performance against established standard of performance, examining indicators of effectiveness and efficiency through patients/clients, and investigating problems that may have developed in communication, resources allocation, and interpersonal relationships.

3. Elton Mayo Hawthorne Effect He and his Harvard associates conducted the famous Hawthorne studies in 1927 to 1932. He discovered that various psychological and social factors in the work situation exert more influence on productivity that do actual and physical conditions = known as Hawthorne Effect. That when special attention is given to workers by management, productivity is likely to increase. 4. Douglas Mc Gregor Developed two theories that are about a managers assumption about their employees. A. Theory X Managers assume that workers; = have little ambition = desire security above all = avoid work unless coerced into working productivity The manager tends to be autocratic, directive, and task oriented, and solicit little input from subordinates. B. Theory Y Managers assume the workers = are creative and imaginative = achieve satisfaction from work = are self-directed and self controlled = are motivated not only by security reasons the manager tends to be democratic, supportive, and relationship oriented; delegates to and accepts inputs from subordinates 5. William Ouchideveloped theory Z Participative management. It focuses on ways to motivate workers and thereby increase employees job satisfaction, and improve productivity. 6. Frederick Taylor developed theory known as monistic Theory, considered as the father of Scientific Management whose major concern was that on increasing efficiency in production, not only to lower cost and raise profits, but also to make possible increased pay for workers to increase productivity. In his theory, he believes that workers are motivated by monetary rewards. 7. Rensis Likert found that traditional authoritarian managers are less able to motivate their staff to high standards of achievement than are managers who promote their staffs feelings of worth and importance. Three (3) Principles: a. Supportive Relationship attending to one anothers needs should add to the sense of personal worth and importance off members b. Group decision making makes workers feel responsible for decisions affecting them.

Management Theories A theory provides a framework in which you can organize your ideas and experiences. It has components or categories into which you can group your thoughts and observations. It also provides a perspective, or a certain way of looking at things. The particular theory you use influences how you interpret what you see. A theory also helps predict what is likely to happen in a given situation, it can provide direction regarding what action is to be taken. Leadership and management theories also serve as guides in selecting the most effective action to take.

Motivation in Management Theorists 1. Dr. Abraham Maslow a noted psychologist and the father of the Motivation Theory believed that people can best understood through the study of human needs and their Influence on behavior.

2. Fredrick Herzberg Theory of job satisfaction Two Factor theory A. Hygienic Factors = adequate salary/ money = appropriate supervision = good interpersonal relationship = safe and tolerable working conditions B. Motivation Factors = satisfying and meaningful work = opportunity for advancement = appropriate responsibility = adequate recognition

c. High performance goals the setting and attaining of high performance goals enable members to develop a sense of pride and accomplishment.

8. Henry Fayol considered and referred to as the Father of Modern ManagementTtheory. He formulated the fourteen Principles of management 9. Max Weber Developed the theory of Bureaucracy. 10. Dr. Hans Selye developed Stress Management theory, describe stress as the wear and tear caused by life.

10) Equity- managers should be both friendly and fair to their subordinates. 11) Stability of tenure- reducing the turnover of personnel will result in more efficiency and fewer expenses. 12) Initiative- it is conceived of as the thinking out of execution of a plan. Subordinates should be given the freedom to conceive and carry out their place even though some mistakes may result. A manager who is able to permit the exercise of the initiative on the part of the subordinates is far superior to the one who is unable to do so. 13) Esprit de Corps- In unity there is strength. Managers have the duty to promote harmony and to discourage and avoid those things that disturb it. Promoting team spirit will give the organization in a sense of unity 14) Centralization Management and Filipino Values Values- are the truth upon which we base our objectives and moral standards. A full value is something freely chosen from alternatives after thoughtful consideration of the consequences of each alternative. It is acted upon repeatedly to as to become a pattern of life. Moral Values- are universal truths which man holds to be good and important; they are the ethical principle that struggles to attain and implement in his daily life. The following are examples of Filipino values that when used positively will foster harmonious relationships. Hiya - feeling of shame, embarrassment or shyness; face saving of inferiority; inadequacy or timidity. When used positively it fosters minimum conflict; open mindedness, sensitivity and delicacy with others. It is distorted when used to cover failures and mistakes, deceive and manipulate others. Pakikisama Is getting/ playing along to promote social acceptance; smooth interpersonal relationship, feeling of belongingness, teamwork and bayanihan spirit. When used positively will foster friendliness and diplomacy, showing of concern and sensitivity, cooperation and group effort and patriotism. It is being distorted when used to gain selfish ends, gossip, lie, manipulate and deceive others, and create group pressures. Utang na Loob A debt of gratitude or honor for a favor granted and these senses of obligation to repay. When used positively will foster gratitude and appreciation, concern and affection for others, loyalty and sense of responsibility. It is being distorted when being used to engage in graft and corruption, bribery, offer kickbacks, and peddle influences.

FAYOL,S 14 PRINCIPLES OF MANAGEMENT 1) Division of Work the more people specialize, the more efficiently they can perform their work. This principles specially allows workers and managers to acquire an ability, sureness, and accuracy that will increase output more and produce better work with same effort. 2) Authority the right to give orders and power to extract obedience are the essence of authority. It roots are in the person and the position. It cannot be conceived apart from responsibility. 3) Discipline members in an organization need to respect the rules and agreement that govern the organization. To Fayol, discipline will result from good leadership at all levels of the organization, fair agreements, and judiciously enforced penalties for infarctions. 4) Unity of Command each employee must receive instructions about a particular operation from only one person. 5) Unity of Direction That operation within the organization that has the same objective should be directed only one manager using one plan. 6) Subordination of individual interest to general interest in any undertaking the interest of employees should not take precedence over the interests of the organization as a whole. 7) Remuneration The price of services rendered should be fair and satisfactory to both the employer and employee. The level of pay depends on an employees value to the organization. 8) Scalar chain or the Hierarchy The line of authority in an organization often represented by the need boxes and lines of the organizational chart runs in order of rank from top management to the lowest level. 9) Order The principle is simply advocacy of a place for everything and everything in its place. Material and people should be in the jobs or positions most suited for them.

 Respect for Authority esteem and admiration for those who hold position, power or influence. Ex. Parents, Teachers, Leaders, regard for traditions and accepted ways of doing things. When used positively will foster good manners, regard and generation of noble ideas and figures compliance to rules and high standards. It is being distorted when used to foster over dependence on authority figure or lack of selfdiscipline, undermine initiative, selfconfidence, intimidate or provide excessive fear. Strong family ties Close nit solidarity of the extended family system. When used positively will foster strong family support, obedience and respect for elders, spirit of sacrifice and generosity, Loyalty and love, affection and unity. It is being distorted when being used to reinforce a weak sense of responsibility, justify graft and corruption and a destructive patronage system, and spoil children and weakness patriotism. Utang na Loob A debt of gratitude or honor for a favor granted and these senses of obligation to repay. When used positively will foster gratitude and appreciation, concern and affection for others, loyalty and sense of responsibility. It is being distorted when being used to engage in graft and corruption, bribery, offer kickbacks, and peddle influences. Respect for Authority esteem and admiration for those who hold position, power or influence. Ex. Parents, Teachers, Leaders, regard for traditions and accepted ways of doing things. When used positively will foster good manners, regard and generation of noble ideas and figures compliance to rules and high standards. It is being distorted when used to foster over dependence on authority figure or lack of selfdiscipline, undermine initiative, selfconfidence, intimidate or provide excessive fear. Strong family ties Close nit solidarity of the extended family system. When used positively will foster strong family support, obedience and respect for elders, spirit of sacrifice and generosity, Loyalty and love, affection and unity. It is being distorted when being used to reinforce a weak sense of responsibility, justify graft and corruption and a destructive patronage system, and spoil children and weakness patriotism.

Disappearing work ethics

Most Prominent in our culture are the following: A. Bahala na or the I dont care attitude Where anything is left to God, and dont care about the consequences of their actions. B. Lagay system or the oil system An individual will not be caught doing wrong things by if he gives (bribes) something in cash or in kind to the apprehending authority. C. Pakikisama system going within the pressure of the majority or of the friends even if it goes against the organizations. D. Palakasan system In English, referent power is applied here. It is not what you know but who you know. E. Lusot system Ex. Trying to get away/ get by without following procedures/ protocol, trying to get the job even if one is not qualified. F. Areglo An arrangement is made to the benefit to those doing the agreement. G. Decreased loyalty of employees to the company and to the country Ask yourself what you want in life: all foreign goods, which are classy and expensive. Loyalty to the country is a strange word to most Filipinos. explain this phenomenon, Four Basic Attitudes must be understood and appreciate: Attitude towards law Attitudes towards government Attitudes towards society Attitudes towards oneself Some Social Pressures that affect Employees working condition: hiya ( shame ) Utang na loob ( gratitude ) Awa ( mercy ) Pressure of in-laws Four Filipino Values to be redirected and they can be productive: bayanihan balikatan Batarisan Pakikisama FRAMEWORK FOR NURSING MANAGEMENT

Factors why Filipinos do not work as they used to: Diversity of values Inability of reward to satisfy needs

* Appropriate leadership styles includes Multicratic. D. Characteristics theory (Behavioral) * a more constructive approach is to look closely at personal characteristics that influence a leaders ability to perform his role effectively. Characteristics typical of successful leaders as identified by Warren Bennis Management attention a leader demonstrate a mix of vision or intelligent foresight and strong personal commitment. Management of Meaning the leader possesses unusual communications skills. Management of trust the leader remains constant and secure and builds trust by making others aware of his steadiness. Management of self successful leaders develops their strengths and learns from their mistakes. LEADERSHIP Definition: - leadership is the use of ones skills to influence others to perform to the best of their ability. Leaders Is a person who communicates ideas to others and influences their behavior to achieve an objective. Nursing Leadership Is the process whereby a nurse influences one or more persons to achieve specific goals in the provision of nursing care to one or more clients. Member is someone who is willing to be lead. Theories of leadership A. Great Man theory * has the belief that certain people areborn to lead and that leadership ability is inherited. According to this theory, an effective nurse leader in one situation will be an effective leader in any situation. B. Trait Theory * is based mainly on the Great Man theory differing in the position that leadership qualities can be identified and then taught to others. * Personal qualities identified: intelligence, knowledge, skill, enthusiasm, initiative, self confidence, patience, persistence, and empathy. C. Situational Leadership Theory * Situational theory expends on trait theory, holding that the essential traits for a leader vary and are determined by a particular situation. According to this theory, leaders should shift from one leadership style to another, as changes within the work situation occur. * This theory considers four basic elements : situation, the organization, , leader, and follower. E. Transactional (Motivational) theory * Identifies needs of followers and provide rewards to meet that need in exchange for expected performance. Types of Leadership Formal or appointed leadership Leaders are appointed by administration and give official or legitimate authority to act. It has its greater impact when the followers accept the leader positively. Nursing Leadership occurs in formal, organized setting such as hospitals, public health departments and clinics, where the nurse is officially sanctioned to practice. Informal leadership the leader is chosen by the group members, as in a social group or work group. They usually become leaders because of age, seniority, special competences, or an inviting personality. Informal leaders can extend influence over the group or they may be looked upon for guidance.

QUALITIES OF LEADERS Major qualification of Leaders: A genuine interest for people A willingness to work for and with people without benefit of publicity A thought interest in the job. Other Qualification include: Ability to make each person feel important as a participants in the group ability to contribute enjoyment and satisfaction of the individual members as well as the organization as a whole. Ability to contribute response and appoint interested members to serve in committees. Ability to offer suggestions and assistance in an advisory capacity without running a show.

Characteristics of leaders and Followers. Characteristics of effective Leaders: Self confidence with a sense of personal identity Strong drive for responsibilities Ability to complete task Full of energy Willingness to accept consequences of decision and actions Acceptance of interpersonal stress Tolerance to frustration and delay Ability to influence behavior Ability to structure social interactions to accomplish purpose Ventureness and originality Excessive initiative in social situation. Characteristics of a Good Follower: Ability to understand the aims of the organization and plan leaders Ability to cooperate in the endeavors which are for the groups welfare Ability to contribute without recognition of efforts. Ability to play the game with hope of success or winning Ability to work efficiently even though the odds are on the losing side at times. Ten Commandments for a leader: 1. Know and keep up with your subject 2. Employ professional guidance 3. Seek to learn from leaders in your own group and in others as well 4. know yourself 5. Have confidence in your self but be prepared to accept mistake 6. Acquire tools and know how for the specific job. 7. Set up communications (up-down-up) 8. Dont spread yourself too thin, with excessive responsibility 9. Develop human relations with public, peers, and the little people in your group 10. THINK! Power is the ability to affect the attitudes or behaviors of others Five Forms of Power a Leader / Manager may possess: 1. Legitimate power- is to a leader by the organization, because of his position in the hierarchy. Ex. Director of Nursing, dean of nursing 2. Reward Power- derives from the ability to influence behavior by granting rewards 3. Coercive Power- derives from the ability to influence behavior by withholding rewards or applying sanctions 4. Expert Power- derives from the ability to inspire others based on the leaders knowledge, skills and expertise 5. Referent Power refers to the attractiveness or appeal of one person to another

Actual Activities of a Team Leader in the area A. Planning Formulate objective of care that are specific and realistic to the agency, patient and team members Rate each patient according to and complexity or needs and goals determine abilities of each team members Plan patient assignment of team members according to their abilities, patients condition/ needs and number of patient facilitate in the identification of clients problem and the formulation of nursing care plan by members Plan for team conference at a specific time, date and place Ensure the availability of resources and equipments necessary for the implementation of care plan Include team members in the plan of care Identify training of needs of members and plan activities for added knowledge and skills to give quality and nursing care Plan counseling and guidance of each team member by individual basis Plan activities of members systematically and et criteria for their performance and evaluation off quality patient care Evaluate previous plan and make alterations if needed B. Organizing Applies principles of organizing and carrying out team members assignment Delegation of responsibility Division of work Accomplish patient assignment sheet according to team members abilities, number and characteristic of patient Discuss assignment with each member defining their specific roles and function Sees to it that team members review physicians orders and nursing care plan Conducts scheduled pre and post conference Informs team members about schedule of breaks and meal time Coordinates with other staff / units to prepare necessary equipment available to team members use Establishes schedule of regular, periodic meetings with members to note / discuss process of set objectives Prepares materials and equipments needed for the patient care Establishes schedule or regular, periodic meetings with managers and staff to note / discuss process of set objectives C. Directing Supervises the team members on focusing on the improvement of the work and giving necessary motivation

makes frequent rounds to assist team members with their care of patient Communicate with patients to identify their needs and establish confirmation of team members identification of needs / problems Creates an atmosphere where the members are free to give their opinions, suggestions and verbalization of feelings Nurtures an open communication system, with patient, client and nursing personnel, physician and with all other persons who influences patients progress Maintains good interpersonal relationship with superiors, staff members, patient family and others Provides coordination and efficiency among departments that provides support services for patient care Delegates various work assignment to team members for he development of capabilities and enrichment of work experience Explains procedures to be followed in case of emergency and delegates specific role and functions to team members Demonstrate leadership ability in a given area of responsibility in which good work can be done Supervises recording of progress off patient/client as appropriate Make sound decision using the specific process/rationale Motivate staff by providing words of encouragement, positive feedback, and encouraging self improvement

This type of leadership lacks central direction or control. The leader/manager avoids responsibility by giving power to his followers. Followers are permitted to engage in managerial activities such as decision making, planning, structuring the organization, setting goals and controlling the organization, permissive leader s assume workers are ambitious, responsible, wiling to accept organizational goals, and are dynamic, flexible, intelligent and creative.

3. Democratic Leadership also called participative, collaborative, Supportive, or Consultative in this type of leadership, the leader/manager is people oriented, focusing attention on human aspects and building effective work groups. A collaborative spirit or joint effort exists. Democratic leaders give workers the feelings of self worth or importance. This style of leadership leads to high productivity and is the most desirable form of management.

COMPARATIVE SUMMARY OF LEADERSHIP STYLES DEMOCRATIC Participative Group Goals Open Facilitating Freeing Encouraging Accepting Variety Equality Trusting Available, Supervision Encouragement, Assistance Freedom of Choice Cooperation, Group Loyalty Opportunity Challenge Recognition Self-discipline Satisfaction AUTOCRATIC Conservative Organizational goal Defensive Restrictive Coercive, Pressure Discouraging Rejecting Sameness Inequality Fearing Constant Surveillance Force Obedience Competition Exploitation Threat Praise Punishment Reward LAIZZES FAIRE Ultraliberal Individual goals Open Permissive Abdicating Frustration, Conflict Accepting and Rejecting Differences Equality Indifferent Supervision as requested Self-direction Freedom of Choice Limited Group Alliance Uncontrolled Permissive Acceptance SelfGratification Acceptance

D. Controlling Evaluates team members performance based on a set of criteria and determines whether there is a need for improvement Utilizes the objectives formulate in order to evaluate the output of the team as to the quality of patient care Sees the written NCPs of patients are current, complete and implemented Confers with team members to help ventilate frustration which they may have experiencing Counsels members regarding job performance BEHAVIORAL STYLES OF LEADERSHIP 1. Authoritarian Leadership Also called autocratic and authoritative Functions with high concern for task accomplishment but concern to the people who perform the tasks. The authoritarian leader exercises power, sometimes with coercion. The personality of this leader is firm, insistent self-assured and dominating. This leader/manager views individual as naturally lazy, lacking in ambition, disliking responsibility, preferring to be led, self centered, resistant to change not very bright, and lacks creative potential. 2. Laissez-faire leadership also called permissive, Ultraliberal, Free-reign

LEADERSHIP STYLES This chart lists the three most common leadership styles and representative actions and reactions LEADERSHIP LEADERS SUBORDINATES STYLE ACTION RXNS

AUTOCRATIC

May feel hostile toward the leader and criticize decisions because staff was not included in making them DEMOCRATIC Retains Derives authority and satisfaction control but from having supports some decision subordinates making participation control. in setting Thinks the policies and leaders decision goals and tactics are fair because staff participated in making the decisions. LAIZZES-FAIR Allows May feel subordinates confused the chance to because of lack set goals of direction. without direction, giving subordinate maximum decisionmaking freedom Processes in Leadership and Management Processes used in leadership and management refer to those actions that enable a person to become a leader or a manager or to improve skills. These Processes incorporate important leadership and management concepts and methods. 1. Value Clarification Using values clarification, a person examines, selects, and learns to act on principles and beliefs. Values clarification helps determine the importance or significance of an experience based on ones response to that experience. This process increase self- confidence and guide behavioral changes. Applications to Nursing: This process helps a nurse determine realisticgoals-both personal and client centered to guide actions. A nurse leader or manager can use value clarification to identify group goals at unit, departmental, and organizational levels. It enhances decision making ability and enable expansion of skills increasing expert power.

Exerts a strong dogmatic direction and maintains close control over subordinates.

2. Assertiveness assertiveness is a process of communicating with self-confidence it involves a balance between passiveness and aggressiveness it can be learned an assertive person expresses feelings and needs to clearly, honestly, and respectfully through I-MESSAGE, so that others have no doubts as to how their behavior affects the assertive person an assertive person faces problems squarely and suggests solutions Applications to Nursing: a nurse leader/manager must be assertive to facilitate problem identification, problem solving, and decision making a nurse leader/manager uses assertiveness to communicate staff needs to superiors. Assertive behavior by a nurse leader/manager often encourages staff to respond in the same fashion, promoting goal achievement. 3. Time Management time management involves planning and scheduling for anticipated and unanticipated events in the workday. Effective time management hinges on priority settings and delegation priority setting involves classifying activities and determining the optimal order in which they should be performed. Delegation involves assigning duties and responsibilities to subordinates and making these subordinates accountable for their performance barriers to effective time management include interruptions and distractions, such as phone calls and visitors; learning to manage this interruptions is vital for effective time management. Applications to Nursing all nurse need to develop time management skills to work efficiently and provide optimal client care a nurse manager delegates duties and responsibilities to staff nurses, who in turn delegate duties and responsibilities to ancillary staff. A nurse who delegates to a staff nurse must give the staff authority to perform the task. When a nurse delegates effectively, both the nurse manager and the subordinates are accountable for results. 4. Performance Appraisal Performance appraisal is an integral part of management provides an effective method of motivating employees and improving work performance. It involves objective and subjective factors.

Objective factors are measurable behavior, such as lateness and absences. Subjective factors are behaviors are related to job performance, which the evaluator appraises and rates; emphasis should be on observable behaviors and not on personality factors. Applications to Nursing: Nurse managers need in- depth training in performance appraisal to avoid bias and prejudice. Assessment of a staff nurses performance should be on going. Corrective action, if necessary, should focus on helping the staff nurse set goals for improve performance

nurses especially nurse managers are required to sell themselves as providers of health care to consumers organizations. Nurse managers play a vital role in nursing recruitment and retention and thus can enhance a health care organizations marketability as a provider of quality care.

8. Networking refers to the development and use of professional system for support, guidance and information to help achieve growth. successful networking requires a positives self concept, self awareness and values clarification Applications to Nursing: nurse managers are members of staff nurses network nurse managers in turn have their own network from which to derive support at the unit department organizational and professionals levels. 9. Mentoring just networking provides a mechanism provides a professional support, mentoring provides a mechanism for professional growth. Mentoring is a relationship between an experienced nurse ( the mentor ) and a novice nurse ( the protg) the mentor guides and prepares the protg for personal and professional advancement. Applications to Nursing: mentoring has not been common phenomenon to nursing . nurses women in general, have suffered from lack of mentors in all areas of professional life, which may contribute to a diminished sense of job satisfaction. 10. Risk Management risk management is a business strategy to reduce or prevent loss and legal action by identifying, by analyzing and evaluating risk and developing plans for reducing the frequency and severity of accidents and injury. The purpose of risk management in health care is to identify the variables that jeopardize quality care and to correct or minimize them. Applications to Nursing: a nurse manager is legally responsible for observing, evaluating and reporting deficiencies in client care. Reporting threats to clients or employees safety is a major responsibility of nurses at all levels; such threats should be documented in the clients chart and in incident report.

5. Quality Assurance in health care, quality assurance is an evaluation of client care. It includes self evaluation, performance appraisal, per review, audits and utilization review; it operationalizes accountability at the individual, unit and organizational levels. Applications to Nursing: nurse managers and leaders play an important role in quality assurance through peer reviews and performance appraisals a nurse manager should work with the staff in advance what outcome criteria will be used in evaluation a nurse manager should work with the staff to implement corrective action for unmet criteria. 6. Continuous Quality improvement The total quality management approach involves transforming old quality assurance programs into newer systems that reflect a continuous striving for quality. Applications to Nursing: staff nurses play a fundamental role in the process; the nurse identifies problems, collects data, establishes plan to ensure performance and client outcomes, and evaluates the plan of care. Nurses have an on going obligation to establish uniform standards of quality in the client care outcomes

7. Marketing marketing include analysis, planning implementation, and control of specialized program designed to provide an exchange of goods services and values within a specific arena while achieving organizational goals. Applications to Nursing:

11. Stress Management Identify sources of stress

Prioritize goals; assist staff in conflict regulation Stress management involves coping with the bodys response to conflict ( stress ) Application to Nursing: A nurse manager should work at the unit, department and organizational levels to minimize or eliminate potential stressors. A nurse manager can use knowledge of conflict resolution, decision making, and networking to develop stress management strategies . A nurse manager should act as a role model to help staff nurses manage stress.

Applications to Nursing: Nurse managers typically play a significant role in staff recruitment and hiring decision . A nurse manager communicates information about the health care organizations structure and goals to applicant.

12. Team Building Team building develops a supportive group atmosphere in which members work together effectively toward specific goals. Planning, setting of goals, and establishing priorities are the first steps in team building. Applications to Nursing: a nurse leader or manager should use knowledge of group communication and dynamics to develop a climate that fosters group cohesiveness. A nurse leader/manager should assist the team with conflict management and resolution within the team and with other teams.

13. Leading Meetings Meetings may be called to discuss and solve problems, ventilate feelings, educate and share info. Planning and organization are essential an effective meeting should have asset agenda with specific objectives, and it should begin and end on time, allowing for summary and evaluation. Applications to Nursing: A nurse leader/ Manager should participate in meeting to train staff. Resolve conflicts, provide motivation and encourage discussion. An effective nurse leader/ manager use a knowledge of leadership and management styles, communication, and group dynamics to achieve meeting objectives.

14. Interviewing Interviewing is a step in selecting person for positions in an organization Evaluation of information obtained from interviews forms a basis for hiring decision. Interviewing involves dual communication, the interviewer seeks to gain and evaluate information from the applicant, and attempts to gather information about the position and the organization.