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Michaels College COLLEGE OF NURSING Iligan City 1st semester, AY 2011-2012 HANDOUTS ON LEADERSHIP AND MANAGEMENT Prepared by: Evangeline B. Mananquil, RN, MN Part II

HISTORICAL DEVELOPMENT OF MANAGEMENT THEORY Changes through time to come up with what is successful management . Scientific Management (1900-1930) FREDERICK W. TAYLOR Mechanical engineer Father of Scientific Management Postulated that if workers be taught the one best way to accomplish a task Productivity would increase. Four overriding principles of Scientific Management according to Taylor (1911) 1. Replacement of traditional (rule-of-thumb) with scientific method. Uses time and motion studies And expertise of workers Were able to design a scientific method to promote greatest efficiency of time and energy. 2. Establishment of Scientific Personnel System Uses in hiring, training and promotion of workers Basis: Technical competence and abilities of workers. Abilities of workers can be notice if workers will be assigned to their most appropriate job. 3. Provision of common goals and sharing of the organizational mission. Use of financial incentives as a reward for work accomplished.

Taylor viewed humans as economic animals motivated solely by money. Workers were reimbursed according to their level of production rather than by an hourly wage. 4. Cooperative and Independent Relationship between managers and workers. Division of labor. Shared equally Even if their work is different. Managers plan, prepare and supervise. Workers do the work. RESULT OF SCIEINTIFIC MANAGEMENT DRAMATIC INCREASE IN PRODUCTIVITY AND PROFIT. Other Management Theories
Human Relationship Management (19301970) Workers satisfaction in production. Concept of participatory and humanistic management emphasizing people rather than machine. A need for collective decision making. Belief that managers should have authority WITH, rather than OVER employees. HAWTHORNE EFFECT Increased productivity when management paid special attention to workers. People respond to being studied, attempting to increase whatever behavior they feel will continue to warrant the attention. Informal and social informal work groups warrant productivity as well as include workers in decision-making. Managerial attitudes about employees (and hence, how managers treat their employees ) can be directly correlated with employee satisfaction. Theory X and Y Theory X believes that workers are lazy and need constant direction and supervision and are indifferent to organizational needs. Theory Y workers enjoy their work, selfmotivated and are willing to work hard to

Participative management (Mary Parker Follett)

Recognition of workers (Mayo and colleagues) 1953

Employee Satisfaction (Douglas McGregor 1964)

Flexibility and employee satisfaction (Chris Argyris 1964, supported by McGregor and Mayo)

meet personal and organizational goals. Managerial domination causes workers to become discouraged and passive. Unmet self-esteem and independence- led to employee discouragement and trouble and may lead to resignation. Need for flexibility in organization and employee participation in decision-making.

Leader- is the person who influences and guides direction, opinion and course of action. Manager- is the person who brings things about; the one who accomplishes, has the responsibility, and conducts. STRATEGIC PLANNING PROCESS I. PLANNING HEIRARCHY Many types of planning in an organization. Comes in hierarchy. Plans at the top influencing all the plans that follow Plan at the lower level has a broader scope-increasing the number of planning components. Upper portion- general plans Lower- specific plans II. THE PLANNING HEIRACHY

DEVELOPERS OF MANANGEMENT THEORIES 1. Taylor Scientific Management 2. Weber Bureaucratic Organizations Legalized, formal authority and consistent rules and regulations for personnel in different positions. 3. Fayol Management functions 4. Gulick Activities of Management 5. Follett Participative Management 6. Mayo Hawthorne Effect 7. McGregor Theory X and Theory Y 8. Argyris Employee Participation ROLES THAT MANAGERS FULFILL IN AN ORGANIZATION (in order to better understand the managerial work- Henry Mintzberg) Three Categories 1. Informational Giving, receiving, analyzing, of information. Monitor- scan for information Disseminator- sharing of information Spokesperson acting as official communicator. 2. Interpersonal Interacting with people inside and outside the work unit. Figurehead- modeling and setting forth key principles and policies. Leader- providing direction and instilling enthusiasm Liason- coordinating with others. 3. Decisional Using information to make decisions to solve problems or address opportunities. Disturbance handler- dealing with problems and conflicts. Resource allocator- handling budgets and distributing resources. Negotiator- making deals and forging agreements Entrepreneur-developing new initiatives.

MISSION PHILOSOPHY GOALS OBJECTIVES POLICIES PROCEDURES RULES

MISSION STATEMENT Purpose Foundation for organizational planning. Brief statement identifying the main reason that an organization exists. Identifies the constituency and addresses in position regarding ethics, principles, and standards of practice. The highest priority in the planning hierarchy- it influences the development of an organizations philosophy, goals, objectives, polices, procedures, and roles.

DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT A job alone cannot make a person a leader, only a persons behavior determines if he or she occupies a leadership position.

VISION STATEMENT FUTURE AIM Functions

MARY CARMELLES MEDICAL CENTER is a tertiary care facility and provides comprehensive, holistic care to all state residents who seek treatment. The purpose of Mary Carmelles Medical Center is to combine high-quality holistic care with the provision of learning opportunities for students in medicine, nursing, and allied health sciences. Research is encouraged to identify new regiments and to promote high-quality care for generations to come.

MCMC Statement of Philosophy

The board of directors, medical and nursing staff, and administrators of MCMC believe that human beings are unique, due to different specific endowments, personal experiences in social and physical environments, and the ability to adapt to biophysical, psychosocial, and spiritual stressors. Thus, each patient considered a unique individual, with unique needs, identifying outcome and goals, setting priorities, prescribing strategy options and selecting an optimal strategy will be negotiated by the patient, physician and health care team. MCMC NURSING SERVICE PHILOSOPHY

MARY CARMELLES MEDICAL CENTER MISSION STATEMENT Managers employed by MCMC- would have two primary goals to guide their planning. 1. To provide high-quality and holistic care. 2. To provide learning opportunities for students.. TO MEET THE ABOVE GOALS- WHAT TO DO? 1. Adequate fiscal and human resources would have to be allocated for preceptorships and clinical research. 2. Continuous employees performance appraisal in terms of organizational and unit goals. Appropriate Vision Statement for MCMC Future-oriented. 1. To become an example for health care in the Philippines.

The philosophy of nursing at MCMC is based on respect for the individuals dignity and worth. We believe all patients have the right to receive effective nursing care. This care is a personal service that is based on patients needs and their clinical disease or condition.

GOALS AND OBJECTIVES Are the ends toward which the organization is working. All philosophies must be translated into specific goals and objectives if they are to result in action Goals and objectives operationalize the philosophy. GOAL Measurable and ambitious but realistic. Clearly delineate the desired end products. Set long and short term goals for services rendered; economics. Use of resources; includinges. people, funds and facilities; innovations; and social responsibilities.
1. MCMC GOAL STATEMENTS All nursing staff will recognize the patients level of readiness to learn in relation to his/her illness. The nursing staff will provide effective patient care relative to patient needs insofar as the hospital and community facilities permit through the use of care plans, individual patient care, and discharge planning, including followup contact. An on-going effort will be made to create an atmosphere that is conducive to favorable patient and employee morale and that fosters personal growth. The performance of all employees in the nursing department will be evaluated in a manner that produces growth in the employee and upgrades nursing standards. All nursing units within MCMC will work cooperatively with other departments within the hospital to further the mission, philosophy, and goals of the institution.

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THE ORGANIZATIONS PHILOSOPHY STATEMENT 1. Flows from the purpose or mission statement. 2. Delineates the set of values and beliefs that guide all actions of the organization. 3. Basic foundation that directs all further planning toward that mission. 4. Provides parameters for decisionmaking (Tuck, Harris and Baliko 2000) in determining what is critical in an organization. 5. Can be found in the policy manuals. 6. Can be the basis for developing nursing philosophies. 7. Should address fundamental beliefs about nursing and nursing care, the quality and quantity, and the scope of nursing service, and how nursing service will meet organizational goals. Concepts of holistic care, education and research.

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OBJECTIVES Similar to goals in that they motivate people to a specific end and in addition, are explicit, measurable, observable or retrievable, and obtainable. More specific and measurable than goals because they identify how and when the goal is to be accomplished.

CORE VALUES are beliefs and values shared by organizational members. Underlying assumptions and beliefs that shape and guide peoples behaviors. Strong beliefs of what is or is not appropriate behavior. Activity No. 2 You are Maggie Pocyaw, a wellrenowned businessman who is planning to build a 50-bed capacity maternal and child hospital. Formulate your own mission, vision, philosophy, goals and objective. Create your own core values which will be the basis for your employees behavior.

NURSING: SCOPE AND STANDARDS OF PRACTICE STANDARD OF PRACTICE 1. ASSESSMENT- the registered nurse collects comprehensive data pertinent to the patients health or the situation. 2. DIAGNOSIS- the registered nurse analyzes the assessment data to determine the diagnoses or issues. 3. OUTCOME IDENTIFICATIONidentifies expected outcome for plan individualized to the patient or the situation. 4. PLANNING- develops a plan that prescribes strategies and alternatives to attain expected outcomes. 5. IMPLEMENTATION implements the identified plan. 6. EVALUATION-evaluates progress toward the attainment of outcomes. STANDARD OF PROFESSIONAL PERFORMANCE 7. QUALITY OF PRACTICE systematically enhances the quality and effectiveness of nursing practice. 8. EDUCATION- attains knowledge and competency that reflects current nursing practice. 9. PROFESSIONAL PRACTICE EVALUATION- educate own nursing practice in relation to professional practice standards and guidelines, relevant statutes, rules, and regulations. 10. COLLEGIALITY- interacts with and contributes to the professional development of peers and colleagues. 11. COLLABORATION- collaborates with the patient, family, and others in the conduct of nursing practice. 12. ETHICSintegrates ethical provisions in all areas of practice. 13. RESEARCH- integrates research findings in practice. 14. RESOURCE UTILIZATION- considers factors related to safety, effectiveness, cost and impact on

STANDARDS OF CLINICAL NURSING PRACTICE (American Nurses association (2004)) STANDARDS Predetermined level of excellence that serves as a guide for practice. They have distinguishing characteristics. Predetermined, established by authority, and communicated to and accepted by the people affected by them. Used as measurement tools ---- must be objective, measurable and achievable. Guide individual practitioners in performing safe and effective care.

practice in planning and developing nursing service. 15. LEADERSHIP-provides leadership in the professional practice setting and the profession.

B. MANAGEMENT FUNCTIONS I. PLANNING Deciding in advance what to do; who is to do it; and how, when, and where it is to be done. Involves choice. Choose from the alternatives. Proactive and deliberate process. So that personal. Organizational objectives and needs are met. Barriers to Planning