Nursing management Introduction
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Transcript of Nursing management Introduction
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MANAGEMENTNCM 105
2010
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MANAGEMENT
Comes from old French term “MENAGEMENT” “the directing”
From Latin word “mau agere” “ to lead by the hand”
The process of leading and directing all or part of an organization through the manipulation of resources
One role of leadership Emphasize control
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MANAGEMENT
PROCESS of: working with and through others to achieve organizational
objective in a changing environment Obtaining and organizing resources and of achieving
objectives through other people Getting work through others
Planning, directing, coordinating and controlling, including: Leadership Giving direction Developing staff Monitoring operations Giving rewards Representing both staff and administration as needed
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MANAGEMENT
The process of: Coordinating action Directing action Assigning resources
Purpose: to perform the tasks in order to achieve the objectives/desired outcomes of an organization
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NURSING MANAGEMENTThe process of working through nursing staff members to provide care, cure and comfort to patients
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MANAGERS
HAVE: Assigned position within the formal organization Legitimate source of power due to delegated authority that
accompanies their position Greater formal responsibility and accountability for rationality
and control Are expected to carry out specific functions, duties
and responsibilities Emphasize control, decision making and analysis, and
results Manipulate people, the environment, money, time and
other resources to achieve organizational goals Direct willing and unwilling subordinates
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MANAGEMENT THEORIES
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SCIENTIFIC MANAGEMENT (1900 – 1930)
Frederick W. Taylor – father of scientific management “if workers could be taught the “one best way to accomplish a
task “ productivity would increase Principles:
Traditional “rule of thumb” means of organizing work must be replaced with scientific method
Scientific personnel system must be established so that workers can be hired , trained, and promoted based on their technical competence and abilities
Workers should be able to view how they “fit” into the organization and how they can contribute to overall organizational productivity
The relationship between managers and workers should be cooperative and interdependent, and work should be shared equally
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MANAGEMENT FUNCTION
HENRI FAYOL (1925) Identified management function of:
Planning Organizing Command Coordination Control
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MANAGEMENT FUNCTION
Luther Gulick (1937) “seven activities of management” POSDCRB
Planning organizing Staffing Directing Coordinating Reporting Budgeting
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HUMAN RELATIONS MANAGEMENT(1930-1970)
Mary Parker Follett: Participative Management Participative decision making Managers should have the authority with, rather than
over, employees Elton Mayo (1953): Hawthorne effect
Indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention
Informal work group and socially informal work environment were factors in determining productivity
Recommended more employee participation in decision making
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THEORY X AND THEORY Y
DOUGLAS McGREGOR Theory X: managers believe that their
employees are: Basically lazy Needs constant supervision and direction Indifferent to organizational needs
Theory Y: managers believe that their workers: Enjoy their work Are self-motivated Are willing to work hard to meet personal and
organizational goals
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EMPLOYEE PARTICIPATION
CHRIS ARGYRIS (1964) Stress the need for flexibility within the
organization and employee participation in decision making
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MANAGEMENT THEORY
THEORIST THEORY
Taylor Scientific management
If person can be taught the one best way to accomplish a task, productivity will increase
Weber Bureaucratic organizations
Need for legalized, formal authority, and consistent rules and regulation for personnel in different position
Fayol Management functions
Planning, organizing, command, coordination, control
Gulick Activities' of management
Planning, organizing, staffing, directing, coordinating, reporting, budgeting
Follet Participative management
Managers should have the authority with rather than over employees
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MANAGEMENT THEORY
THEORIST THEORY
Mayo Hawthorne effect People respond to the fact that they are being studied, attempting to increase what ever behavior they feel would warrant attention
Mc Gregor Theory X and theory Y
Employees are basically lazy, needs constant supervision and direction indifferent to organizational needsEmployees enjoy their work, self motivated and willing to work hard to meet personal and organizational goals
Argyris Employee participation
Employees participation in decision making
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LEVELS OF MANAGERSLEVEL RESPONSIBILITY
TOP MANAGERS Responsible for the overall operations of nursing services, establish objectives, policies, and strategiesRepresents the organization in community affairs, business arrangement and negotiationsTypical titles: director of nursing service, chairman,, executive vice president
MIDDLE MANAGERS
Coordinate the nursing activities of several units;Receives broad, overall strategies and policies from top manager and translate them into specific objectives and programs, typical titles; supervisor, coordinator, clinical nurse managers and case managers are included at this level as they use collaborative management to move patient’s through the system
FIRST-LINE MANAGERS
Directly responsible for the actual production of nursing service; act as links between higher level managers and non-managersTypical titles: nurse manager, team leader, primary care nurse
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ROLE OF MANAGERS
ROLE DESCRIPTION
INTERPERSONAL The manager :1. As a symbol because of the position he/she
occupies2. As a leader who hires, trains, encourages,
fires, remunerates and judges3. As a liaison between outside contact such as
community, supplier and organization
INFORMATIONAL
DECISIONAL
The manager1. As one who monitors information2. Disseminate information from both external
and internal sources3. As spokesperson of the organization1. An entrepreneur or innovator, problem
discoverer, designer to improve projects that direct and control change in the organization
2. Trouble shooter3. Negotiator when conflict arise
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SIMILARITIES & DIFFERENCES BETWEEN LEADERS AND MANAGERS
LEADERS May or may not have
official appointment to the position
Have power and authority to enforce decisions only as long as followers are willing to be led
Influence others towards goal setting
Interested in risk taking and exploring new ideas
MANAGERS Appointed officially to the
position
Have power and authority to enforce decision
Carry out pre-determined policies, rules, and regulations
Maintain an orderly, controlled, rational, and equitable structure
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SIMILARITIES & DIFFERENCES BETWEEN LEADERS AND MANAGERS
LEADER Relate to people
personally in an intuitive and empathic manner
Feel rewarded by personal achievements
MANAGER Relate to people
according to their roles by enabling others to act
Feel rewarded when fulfilling organizational mission or goals by fostering collaboration
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SIMILARITIES & DIFFERENCES BETWEEN LEADERS AND MANAGERS
LEADER May or may not
be successful as managers
MANAGERS Are managers as
long as the appointment holds
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EFFECTIVE LEADERSHIP & MANAGEMENT
Understanding of individual strengths, weaknesses, and potential
+Knowledge of basic ingredients for leadership
and management+
Learning from other people and experiences+
Systematic use of self to get the right things done at the right time
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DECISION MAKING
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DECISION MAKING
The process of establishing criteria by which a leader can develop and select course of action from a group of alternatives One of the criteria on which management expertise is
judged The innermost leadership activity and the core of
management Choosing a particular course of action Triggered by a problem, but is handled in a manner that
does not focus on eliminating the underlying problem May or may not be the result of a problem Considered as a critical thinking process just like problem
solving
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Characteristics of Decision Making Not linear or totally logical process, may
involve intuition Often the result of many incremental
steps rather than one large steps Smaller choices may be impacted by
many factors other than rationality and analytical thought (Sullivan & Decker, 1992; Little-Stoetzel, 2003)
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Characteristics of Successful Decision Makers
Learn to emphasize the tools and techniques that help make decision-making effective and efficient
Minimize the technique or events that can sidetrack the critical thinking/decision making process
Ability to engage in critical thinking
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CRITICAL THINKING
Analyzing the way one thinks Must be incorporated into all steps of problem solving and
decision making EFFECTIVE CRITICAL THINKERS
Constantly generate new ideas and alternatives Do not rely on “we’ve always done it this way” Able to step back from issues and analyze its component
Often ask: What are the underlying assumptions of this point of view? Where does the evidence come from and how is it being interpreted? How does the logic and argument hold together?
Can discern the quality of information that underlies ideas, whether it is: Precise, accurate, relevant, consistent, logical, complete, and unbiased
Able to assume another person’s perspective or point of view in order to see all sides of an issue
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Strategic Steps in Decision Making Identify need for decision
Consider: What needs to be determined Why a decision is needed All information available State issues in broader term rather than
narrower term
Determine desired goal or outcome Goal should be:
Clear and specific Stated in a sentence or two
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Strategic Steps in Decision Making Identify any other actions that exist.
For each alternative action, identify: Possible consequences Possible benefits
Decide which action to implement, based on each action’s benefits and consequences
Evaluate the action by asking: Was the goal achieved completely or partially Was the goal not achieved
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Steps in Managerial Decision Making Models
Determine the importance and context of the decision Consider possible consequences of the decision
Determine the objective for the decision List all options Explore promising options Establish decision making criteria Evaluate the options against criteria Select option to pursue Analyze the risk
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IDEALS MODEL
Identify the problem Define the context Enumerate the choices Analyze options List reasons explicitly Self correct
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Critical Elements in Decision Making
Define objective clearly Decisions with out clear objective, poor
quality lesion is likely Gather data carefully Generate many alternatives Think logically Choose and act decisively
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Decision Making Tools
Decision Grids Allows one to visually examine the
alternatives and compare each against the same criteria
Alterantives
Financial effect
Political effect
Departmental effect
Organizational effect
time
1
2
3
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Decision Making Tools
Decision Tree Consequence Tables
List the objectives for solving a problem down one side of a table and rates how each alternatives would meet the desired objective
Payoff Tables Have a cost-profit-volume relationship One must determine probabilities and
historical data such as: Hospital census Report on numbers of operating procedures
performed
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Decision Making Tools
Logic Models Schematics or pictures of how program are intended to operate Includes:
resources Processes Desired outcomes
Depicts exactly what the relationship are between the 3 components
PERT – Program Evaluation and Review Technique A popular tool to determine the timing of decisions Developed by Booz-Allen Hamilton organization and the US
navy in connection with the Polaris missile program A flow chart that predicts when events and activities must take
place if a final event is to occur
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Conditions that may Affect Decision Making Conditions of CERTAINTY
Alternatives and existing conditions are well known Decisions can be made with full knowledge of what the
outcome will be
Conditions of RISK Alternative and conditions are not very well known Decision outcomes can only be expressed as probability
rather than certainty Different levels of probability
Objective probability = like hood that an event will or will not occur based on the facts and reliable information
Subjective probability = like hood that an event will or will not occur based on a leader’s personal judegement or belief
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Conditions that may Affect Decision Making Conditions of UNCERTAINTY
Alternatives and conditions are complex and variable Person making the decision may not be even aware of all possibilities Decision making may be occurring in a rapidly changing environment Decision outcome cannot be expressed even as probability
3 approaches for dealing with UNCERTAINTY Maximax approach –most optimistic
Select alternative with best possible outcome for all alternatives Maximin approach – most pessimistic
Choose the worst possible outcome for each possible alternative then choose the least objectionable worst outcome
Minimax approach /Risk averting approach Select the alternative that has the fewest variable among its possible
outcomes Considered as highly effective
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DECISION MAKING WITHIN GROUPS Group decisions must include the stakeholders
persons who will be affected by the decision
Advantages of group decision making: More people involved More input and feedback More stake holders who can “buy in” to decisions and
outcome and support group’s decision Disadvantages:
Time consuming Can lead to increased conflict and sabotage of the
group’s decision
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Methods of Group Decision Making CONSENSUS building
All group members can live with and fully support the decision Consensus does not mean that everyone agrees, it just mean that they can live
with it Advantage – greater support for decision made Disadvantage s:
Time needed for decisions People wanting to block a decision can use consensus to delay decisions
NOMINAL group technique Nonverbal technique in which group members write out their ideas Ideas and their pros and cons are presented on a flip chart or board Group discusses ideas and puts them into a private vote; highest rating wins
DELPHI group technique Group members receive questionnaires Results are summarized and redistributed Process of questions followed by summary continues until group reaches
concensus
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Do’s and Don'ts of Decision Making
Make only decision that are yours to make
Write notes and keep ideas visible about decisions to utilize all relevant information
Write down pros and cons of an issue to help clarify our thinking
Makes decision as you go along rather than letting them accumulate
Consider those affected by the decision
Trust your self
Make snap decision Waste your time making
decisions that do not have to be made
Consider decision a choice between right and wrong but a choice between alternatives
Prolong deliberation about decisions
Regret a decision Always base decision made on
the “way things have always been done”
DO DON’T
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Group Work
Situation: A visiting policy may allow only one family
member to be with a patient at a time. However, the patient is 15 years old and his single mother is with his 10 year old brother because she did not have anyone else to stay with the younger boy
What would be the desired goal What are the things to be taken into
considerations
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DECISION MAKING
Goal: To decide if making an exception to hospital policy is in
this patient’s best interest Determine if the hospital’s goal concerning patient care
and privacy can be met if an exception to the policy is allowed
Pros and cons Benefit :
allowing the brother is additional support for the patient since he and the brother are close
Not having a 10 year old boy by himself in a waiting area Consequence:
Possible loss of privacy and inconsistency with other patient’s visitors
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DECISION MAKING
Actions to implement based on pros and cons Depending on liability and other issues nursing staff may:
Rank issues of consistency with all other visitors and privacy for other patient in the room higher or
Staff may decide that patient comfort and keeping the family together higher
Evaluate If the decision was to allow the visitor
Did having the brother’s presence make the patient less anxious
Did it not seem to make a difference Did having the brother makes the patient more anxious