NURSING

LEADERSHIP AND
MANAGEMENT:

A person in a position
of authority is not
automatically a
LEADER
Leadership and
positions are not
EQUIVALENT

Not all
leaders are
managers,
nor all

Leadership and Management

Definition of Nursing Management:
The management process is universal. For
nurses, knowledge of this process assures
them of the smooth functioning of the units to
attain their goal of quality care through the
judicious use of available human and material
resources within specified periods.
Focus on planning, organizing, staffing,
directing or leading and controlling or
evaluating all activities of the nursing system.
Defined as a process of coordinating actions
and allocating resources to achieve
organization goals of the healthcare delivery
system

Role of
Manager

Developing Future
Managers
Managerial development programs
are very useful means of getting
qualified managers. According to
Katz, the necessary fundamental
skills of a manager are:

Technical Skills
Human Skills
Conceptual Skills

LEVELS OF SKILLS MANAGEMENT IN NURSING

CONCEPTUAL individuals mental ability to coordinate a variety of

interests and activities. Thinks critically and able to conceptualize
how things could be. VISIONARY

INTERPERSONAL individuals preferred ways of using language,

the degrees to which they listens, and their ways on responding to
others.

TECHNICAL- tools, procedures, and techniques that are unique to

the nurse managers specialized situation. Master of the job-viewed
as a source of help. AN EXPERT.

Top
Management

Conceptual

Middle
Management

Conceptual

First-Line
Management

Conceptual

Human

Human

Human

Technical

Technical

Technical

Proportions of Management skills needed at

Different levels of management

Top
Management

Concerned with broad-based, longrange decisions that affect the entire

organization; therefore, conceptual skill
is most important at that level

First-Line
Management

Focuses basically on her or his group,

Therefore, the need for conceptual skill is
at a minimum

Human Skill

The need to be able to understand and

work with people is important at all levels,
but the first-line managers position places
a premium on human skill requirements
because of the great number of employee
interactions required

 Technical Skills relates to the

proficiency in performing an activity in the
correct manner with the right technique.
Human relationship skills pertain to
dealing with people and how to get
along with them.
Conceptual skills deals with the ability
to see individual matters as they relate to
the total picture and to develop creative
ways of identifying pertinent factors,
responding to the big problems and
discarding irrelevant facts.

Another approach in developing managers is

postulated by Summer in his early work which
emphasize knowledge, attitude and ability
factors.
Knowledge factors refer to ideas, concepts
or principles that can be expressed and are
accepted because they have logical proofs.
Attitude factors relate to those beliefs,
feelings and values that may be based on
emotions and may not be subjected to
conscious verbalization.
Ability factors include skills, art, judgment
and wisdom.

Who Needs Nursing

Management?

 All types of health-care organizations, including

nursing homes, hospitals, home health-care
agencies, ambulatory care centers, student
infirmaries, and many others, need nursing
management.
Even the nurse working with one client and family
needs management knowledge and skills to help
people work together to accomplish a common
goal.
A primary nurse working with several clients
prioritizes their care to assist time to improve
health or, sometimes, peaceful death.

THE MANAGEMENT PROCESS

CONTROLLING
assessing/regulating performance

DIRECTING
actuating efforts to accomplish goals

ORGANIZING
establishing formal authority

PLANNING
thinking ahead, making projections to achieve
desired results

Universality of Management
Top
Management
Middle
Management
First-Line
Management

Amount of Emphasis on Management Function

P - Planning
O - Organizing
D - Directing

S - Staffing
C - Controlling

Scenario:
A nurse manager spent part of the day working on the budget
(Planning) , meet with the staff about changing the patient care
management delivery system from primary care to team nursing
(Organizing), altered the staffing policy to include 12- hour shifts
(staffing), held a meeting to resolve a conflict between nurses
and
physicians (Directing), and gave an employee a job performance
evaluation (Controlling).
Not only would the nurse-manager be performing all phases of
the management process, but each function has a planning,
implementing, and controlling phase.

Leadership
Is defined as a process of
influence
Is not limited to people in
traditional positions of authority.
A leader influence others to move
in the direction of achieving goals.
Leadership occurs in different
dynamics and settings

CORE values of Leaders

A guiding VISION
PASSION
Integrity
Curiosity
Flexibility
Intelligence
Ability to support Others
Self Confidence
Desire

Leaders VS Managers

PLANNING is defined as pre-determined a course

of action order to arrive at a desired result. It is a
continuous process of assessing, establishing
goals
and
objectives,
implementing
and
evaluating them, and subjecting these to change
as a new facts are known. While planning is
largely conceptual, its results are clearly visible.

Importance of Planning
Planning leads to the achievement of goals and
objectives
Planning gives meaning to work.
Planning provides for effective use of available
resources and facilities
Planning helps in coping with crises (disaster plans)
Planning is cost effective
Planning is based on past and future activities
Planning leads to the realization of the need to
change
Planning provides the basis for control
Planning is necessary for effective control

4 -Types of Planner:
Reactive-

planning occurs after a problem exists,

done in response to a crisis, lead to hasty decisions
and mistakes.

Inactivistof energy
conformity

consider status quo, spend a great deal

preventing change and maintaining

Preactive-

utilize technology to accelerate change,

future oriented

Proactice/interactive-

consider
the
past,
present, and future, and attempt to plan the future of
their organization rather than react to it, dynamic and
adaptive to the environment

Types of Planning
Strategic/Long rangeforecasts the future success of an org. by matching
and aligning all its capabilities with its external
opportunities

(Marquis & Huston,2006).

Tactical/Short-term

Elements of Planning

Time Management
Time Management is a technique
for
allocation of ones time through the
setting of goals, assigning priorities,
identifying and eliminating time
wastes
and use of managerial techniques to
reach goals efficiently.

Work SMARTER, not

HARDER
How Do you Manage your Time???

Planning anticipates the problem

Tasks to be accomplished should be
done in sequence and should be
prioritized to importance
Setting deadlines in ones work and
adhering to them is excellent
Delegates permits a manager to
take authority for decision making

 Is the process of determining the

activities to be performed, arranging
these
activities
to
administrative
units, as well as assigning managerial
authority
and
responsibilities
to
people employed in the organization.
This is a process of forming a system into an organic whole, giving it
an orderly structure, framing and making arrangement for its working
order. As an undertaking it involves cooperation.
This is a process where personnel job description, qualifications
and functions are distinctly defined and specified for work
efficiency in the organization.

Classification Categories
Level I Self Care or Minimal Care

Patient can bathe, feed and perform ADL.

Level II Moderate Care or Intermediate Care

Patient needs some assistance in ADL,

ambulating up and about for short periods

of time,

Level III Total, Complete or Intensive Care

Patients are completely dependent

upon
the nursing personnel.

Level IV Highly Specialized Critical Care

Patients maximum nursing care, they need continuous treatment,
observation, many
medications, IV piggy backs, vital signs q 15-30 mins. hourly output;
Significant changes in doctors orders more than care hours / patient /day
may range from 6-9 or more.