3.

trust through positioning HAWTHORNE EFFECT – the phenomena of being observed or

EFFECTIVE NURSE LEADERS AND MANAGERS Open communication, Honesty, Consistency studied, resulting in changes in behaviour.
Understanding of knowledge of learning from 4. Deployment of self SCIENTIFIC MANAGEMENT THEORY
Individual strengths basic ingredients experiences James Kouzes & Barry Posner (1987-1990) FREDERICK TAYLOR –the father of scientific management He
5 basic practices and specific behaviour focusing operation within an organization
LEADERSHIP 1. challenging the process PRODUCTIVITY was the area of focus.
Lead- to show, mark the way 2. inspiring a shared vision MOTIVATIONAL THEORY X AND Y
Transaction- the negotiation of business 3. enabling others to act Douglas McGregor a psychologist
Transformation-a change in the nature 4. modelling the way Theory X – Viewed in bureaucratic org.Employees prefer
THEORIES 5. encouraging the heart security,
GREAT MAN THEORY- Argues that a few people are born with William Hitt (1993) –affecting people strive toward group Theory Y -Are that in the context of the right conditions
the necessary characteristics to be great. goals MOTIVATION THEORY Z
3 types of leadership 5 types of knowledge needed by a leader William Ouchi (1981) – based his study in Japan Motivating
1. Task-Oriented Behaviour 1. knowing oneself people through their involvement
2. Relationship-Oriented Behaviour 2. knowing the job TWO-FACTOR THEORY
3. Participative Leadership 3. knowing the organization Frederick Herzberg (1968) developed this theory
3. CHARISMATIC THEORY- inspirational quality 4. knowing the business  1. maintenance factor – must be
Robert House -Trust the leader’s beliefs 5. knowing the world maintained to avoid job dissatisfaction.
 Have similar beliefs  6 core functions of a leader  2. motivation factors – are intrinsic and
 Exhibit affection for, obedience to 1. valuing serve to satisfy or motivate people.
Bernard Bass – proposed that charismatic leaders perceive 2. visioning MASLOW’S HIERARCHY OF NEEDS-Certain needs have to be
4. Situational Theory-Factors that determine the effectiveness 3. coaching satisfied first
of leadership style 4. empowering MANAGEMENT PROCESS
 Personality of the leader 5. team building - Henri Fayol “father of the management
 The performance requirements of both 6. promoting quality process school” described this as:
the leader and followers Styles of Nursing Leadership  Planning
5. Contingency Theory-Introduced by Fred Fiedler in 1960 AUTOCRATIC/ AUTHORITARIAN/ DICTATORIAL/  Organizing
3 aspects BUREAUCRATIC -The leader performs the decision making  Issuing orders
Leader-member relations towards the care  Coordinating
Task structure Characteristics: A-B-C-D-E-F  Controlling
4 criteria to determine the degree of TS ○ Apathy Esprit d Corp/ team spirit – the positive benefit of the team.
1. goal clarity ○ Boisterous speech Respondeat Superior/Command Superior – the master shall
2. extent to which a decision can be verified ○ Consistency always be accountable.
3. multiplicity of goal paths ○ Demanding Subordination of personal to the general interest – good of
4. specificity of solution ○ Egoistic majority before yourself.
Position power –authority inherent ○ Ferocious behaviour Renumeration of personnel
6. Path-Goal Theory-The leader facilitates task LAISSEZ FAIRE/FREE STYLE -Head Nurse is giving excess Gulick and Urwick – defined the management process to 7
accomplishment freedom principles
The leader helps staff associates DEMOCRATIC/PARTICIPATIVE -Mutual style, give and take  1. planning
 Assess needs Six Sources of power  2. organizing
 Explores alternatives 1. Formal/Legitimate/Exclusive-Authority to give orders  3. staffing
7. Situational Leadership theory 2. Referent- Is based on identification  4. directing
Predicts the most appropriate leadership 3. Expert- Used of extra-ordinary skills,  5. coordinating
Passive to Active-Dependence to Independence 4. Reward - Positive power Has the ability to compensate  6. reporting
8. Transactional Leadership-An exchange posture that 5. Coercive- Can be the opposite of reward power  7. budgeting
identifies needs of followers 6. Informal Sources of Power - Related to one’s personal  
9. Transformational Leadership-Promotes employee power 5 STEPS OF MANAGEMENT
development MANAGEMENT – is a process of coordinating actions (P O D C E)
THE LEADER IS A ROLE MODEL MANAGEMENT THEORIES -Evolved from earlier theorist. PLANNING – is having a specific aim
Warren Bernis & Burt Nanus (1985) introduced in the 1800 during Objectives- The Continuos planning process
4 strategies for taking charge HUMAN RELATION THEORY-Introduced by Mary Follet THREE LEVELS OF PLANNING IN NURSING
1. attention through vision Presence of proper relationship Top-level management
Clear, Attractive, Attainable between manager and members.  CEO (Chief Executive Officer)
2. meaning through communication  .  
Middle-level management  Authority – is the right act. In legal sense TYPES OF SCHEDULING
 Supervisors Line Authority –simplest and most direct type general 1. Centralized Schedule – one person, usually the chief nurse
 Case managers authority 2. Decentralized Schedule – the shift and off-duties
Lower-level management Staff personnel – provides advice, counsel 3. Cyclical Schedule –designated number of weeks called the
 Manager of nursing unit Accountability –taking full responsibility cycle length and is repeated thereon.
 Case manager, primary care nurse DEVELOPING JOB DESCRIPTION -sets the duties and
STRATEGIC PLANNING-is a systematic process of determining ORGANIZING PRINCIPLES   responsibilities
how to pursue the organization’  1. Unity of Command – “ they should be responsible to only Contents of a Job - description
INTERMEDIATE PLANNING-Formation of policies, rules one superior” 1. Identification Data
regulations, 2. Scalar Principle / Chain of Command – “ Authority and Position Title: Staff nurse
OPERATIONAL PLANNING-Lower-level managers Responsibility should flow from the highest executive to the Department: Nursing
MANAGEMENT PLANNING TOOLS lowest.” Supervisor’s Title: Head nurse / senior nurse
A. Vision – is a mental image  4. Homogenous Assignment or Departmentation – “ Workers 2. Job Summary – essential features of the job
B. Values – is the worth performing similar assignments are grouped together for a 3. Qualification Requirements – educational preparation,
C. Mission – aim to accomplished. common purpose.” 4. Job Relationship – source of workers
D. Philosophy – articulates a vision 5. Span of Control – “the number of workers that a superior 5. Specific & Actual Functions and Activities
E. Goals and Objectives – state actions can effectively manage should be limited, depending upon the Uses of Job Description
F. Policies – a governing plan for accomplishing goals pace and pattern of the working area.” DELEGATION/DIRECTING-“The transfer of responsibility for
G. Procedures – chronological sequence of steps 6. Exception Principle – “recurring decisions should be the performance
- More specific guide. handled in a routine manner by lower-level managers…..” DELEGATION/DIRECTING - is a helpful tool for management
  7. Decentralization or Proper Delegation of Authority training and development.
BUDGET-monitoring cost/plan for meeting expenses. Decentralization –of pushing decision to the lower Types of Collaboration
 Operating Budget – includes services to be provided levels of the organization. Intradepartmental / Interpersonal – between and single
Capital expenditure budget – consist of an itemized list II. STAFFING -providing the acceptable number and mix of person under one same unit / dept.
Personnel Budget – consists of the numbers and types of nursing personnel Interdepartmental – between 2 or more units / dept health
nursing Care Delivery Model-Organize the work of caring for patient care institution
ORGANIZING the Nursing Services Case method- oldest model for nursing care delivery Inter – agency / inter – institutional – between 2 or more
Organization - consists of the structure sand process It refers 2. Total Patient Care – the nurse is responsible for the total health care institution for the benefit
to: care for her patient V. Evaluation / Controlling - The stage wherein the nurse will
 body of person 3. Functional Nursing – became popular during WW II determine whether the plan,
 methods 4. Team Nursing – developed after the war Methods
 policies 5.Primary Nursing –clearly delineate the responsibility and
 procedures accountability of the RN
Organizing - establishing formal authority. 6. Patient-centered or Patient – Focused Care – designed to
 Identification focus on patient needs
 Roles and relationships Factors affecting Staffing
 Determining the staff needed by Level I – Self Care or Minimal Care-Patients can take a bath on
ELEMENTS OF ORGANIZING his own; feed himself; performs ADL
I. Setting up the Organizational Structure Level II – Moderate Care or Intermediate Care-Patients need
some ASSISTANCE
TYPES OF ORGANIZATION CLASSIFIED BY NATURE OF Level III – Total, Complete or Intensive Care- Patients are
AUTHORITY completely dependent
Line Organization –simplest type of organization Level IV – Highly Specialized Critical Care- Patient need
Informal organization –horizontal relationship maximum nursing care – patient need
3. Staff organization –responsible for a given part of the Republic Act 5901-The 40 hour Week law
organization’s workload. Civil Service Commission as per Memorandum Circular No. 6
5 MAJOR CHARACTERISTICS OF AN ORGANIZATIONAL CHART series of 1996- three day special privilege to government
1. Division of Work COMPUTE -To determine the reliever needed, DISTRIBUTION
2. Chain of Command BY SHIFTS-Morning or days shift needs the most number of
3. Type of Work to be performed nursing personnel
4. Grouping of Work Segments
5. Levels of Management

DEFINITION OF TERMS III. SCHEDULING- is a timetable showing planned work

COMMUNICATION-exchange information or opinions Non-verbal-not spoken
6 steps in communication process Assertiveness-the quality of being confident
1. ideation- sender decides to share the content Transactional analysis-a technique for analyzing discussions
to someone Passive-inactive, acted on
2. Encoding- putting meaning into symbolic Aggressive-active, bold pushy
forms Broken record-a technique involving
3. transmission of the message - overcome Fogging-agreeing with the truth
interference Negative assertion-accepting negative aspects
4. receiving ‘s senses of seeing and hearing Negative inquiry-asking for more information
-transmitted message is received.
5. decoding- defines words and interprets
6. response or feedback ie message accurately
interpreted
BARRIERS OF COMMUNICATION
 Misperception
 Misinterpretations
 Faulty reasoning
 Selective perception
 False assumptions
 gender differences
 Cultural differences
ELEMENTS OF COMMUNICATION
 Sender -The originator of the message
 Message -The verbal and non verbal stimuli Ex.”
How are you today?”
 Receiver -The person who takes in the message
 Feedback -The new message that is generated
INFORMATION TECHNOLOGY
Word processing
Spreadsheet software
Data base software
Presentation software
E-mail
Voice mail
 Calendar and scheduling software
 Chat rooms
 W.W.W
 cell phones
 Handheld computers
 Computerized order entry
 telehealth
DEFINITION OF TERMS
Communication-giving and receiving information
Ideation-decision to share an idea
Encoding-putting meaning into symbols
Transmission-sending the message
Receiving-seeing and hearing a transmitted message
Decoding-defining words and interpreting gestures
Feedback an evaluative respons
Gravevine-informal communication system
Formal communication-according to prescribed rules
Informal communication- casual not according to prescribed
ways
Verbal-spoken