Leadership and Management in Nursing

First Lecturer
Management

Introductory Concepts

o Nursing profession’s first priority is competent and safe Patients care.

o Nurses in most health care setting today hold great responsibility to ensure that
pts receive the health care that they need to lead active, productive lives.
o Nurse manager assures the best possible environment for providing high-quality
Patients (pts) care.
o To provide high quality nursing services, it is essential to provide well- qualified
nursing leadership.
o Nurses are the largest group of health care professionals & pts. often judge the
quality of care by the quality of their services.
Several key issues will influence and create change in the delivery of health care

1. The Issues Center On The Economics of health care.

2. Competitive nature of the industry
3. Shortages of professional health care personnel.
4. Focus on quality outcomes.

 We have unstable situation that requires change to occur rapidly .

 This changes demands flexibility, intelligence, and new leadership expertise.

Concept of Leadership

 Leadership is defined as the process of influencing others toward a goal .

 The primary purpose for studying leadership for nurses is to learn how to work
together with others as individuals or members of the health care team.
 Effective leaders are those who are capable of obtaining the cooperation and
resources needed to accomplish their goals.
 The study of leadership encompasses many areas of human behavior which
include; motivation, communication, team development and group dynamics,
effect of culture and social roles.

What is the Definition of Management?

Management can be defined as an act that involves the control, supervision and
leading of other persons. It also involves overseeing projects, resources and business
enterprises, and in medicine, it refers to the treatment and control of a disease.
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Management in all business and organizational activities is the act of coordinating the
efforts of people to accomplish desired goals and objectives using available resources
efficiently and effectively.

Management comprises planning, organizing, staffing, directing, and controlling an

organization (a group of one or more people) or effort for the purpose of accomplishing
a goal. Resourcing encompasses the deployment and manipulation of human resources,
financial resources, technological resources, and natural resources.

What do managers do? How do I manage?

1. Art and Science.

Management is both art and science. It is the art of making people more effective than
they would have been without you. The science is in how you do that. There are four
basic pillars: plan, organize, direct, and monitor.

2. Make Them More Effective.

Four workers can make 6 units in an eight-hour shift without a manager. If I hire you
to manage them and they still make 6 units a day, what is the benefit to my business of
having hired you? On the other hand, if they now make 8 units per day, you, the
manager, have value.

The same analogy applies to service, or retail, or teaching, or any other kind of work.
Can your group handle more customer calls with you than without? Sell higher value
merchandise? Impart knowledge more effectively? etc. That is the value of
management - making a group of individual more effective.

Management process Identified

Henri Fayol (1925) first- identified the management functions of planning,
organization, command, coordination, and control. Luther Gulick (1937) expanded on
Fayol's management functions in his introduction of the "seven activities of
management"-planning, organizing, staffing, directing, coordinating, reporting.and
budgeting. Although often modified (either by including staffing as a management
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function or renaming elements), these functions or activities have changed little over
time. Eventually. theorists began to refer to these functions as the management process

The management process, shown in Figure is this book's organizing framework. Brief
descriptions of the five functions for each phase of the management process.Follow:

1. Planning: encompasses determining philosophy, goals, objectives, policies,

procedures, and rules; carrying out long- and short-range projections; determining a
fiscal course of action; and managing planned change. Figure out what your goal is (or
listen when your boss tells you).

Then figure out the best way to get there. What resources do you have? What can you
get? Compare the strengths and weaknesses of individuals and other resources. Will
putting four workers on a task that takes 14 hours cost less than renting a machine that
can do the same task with one worker in 6 hours? Look at all the probable scenarios.
Plan for them. Figure out the worst possible scenario and plan for that too. Evaluate
your different plans and develop what, in your best judgment, will work the best and
what you will do if it doesn't.

All process are dependent on it. Data are gathered and analyzed. Manager must
predict what future needs & set objectives.
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2. Organizing includes establishing the structure to carry out plans, determining the
most appropriate type of patient care delivery, and grouping activities to meet unit
goals. Other functions involve working within the structure of the organization and
understanding and using power and authority appropriately.

Now that you have a plan, you have to make it happen. Is everything ready ahead of
your group so the right stuff will get to your group at the right time? Is your group
prepared to do its part of the plan? Is the downstream organization ready for what your
group will deliver and when it will arrive? Are the workers trained? Are they
motivated? Do they have the equipment they need? Are there spare parts available for
the equipment? Has purchasing ordered the material? Is it the right stuff? Will it get
here on the appropriate schedule? Do the legwork to make sure everything needed to
execute the plan is ready to go, or will be when it is needed. Check back to make sure
that everyone understands their role and the importance of their role to the overall
success.

3. Staffing: Recruiting, selecting, orienting, developing personnel to accomplish the

goals of the organization.

4. Directing sometimes includes several staffing functions. However, this phase’s

functions usually entail human resource management responsibilities, such as
motivating, managing conflict, delegating, communicating, and facilitating
collaboration.

Now flip the "ON" switch. Tell people what they need to do. I like to think of this part
as conducting an orchestra. Everyone in the orchestra has the music in front of them.
They know which section is playing which piece and when. They know when to come
in, what to play, and when to stop again. The conductor cues each section to

5make the music happen. That's your job here. You've given all your musicians
(workers) the sheet music (the plan). You have the right number of musicians (workers)
in each section (department), and you've arranged the sections on stage so the music
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will sound best (you have organized the work). Now you need only to tap the podium
lightly with your baton to get their attention and give the downbeat.

Direct personnel and activities to accomplish the goals of the organization.

“Motivating and leading personnel”.

5. Controlling functions include performance appraisals, fiscal accountability, quality

control, legal and ethical control, and professional and collegial control.

Now that you have everything moving, you have to keep an eye on things. Make sure
everything is going according to the plan. When it isn't going according to plan, you
need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo.
Problems will come up. Someone will get sick. A part won't be delivered on time. A
key customer will go bankrupt. That is why you developed a contingency plan in the
first place. You, as the manager, have to be always aware of what's going on so you
can make the adjustments required. This is an iterative process. When something is out
of sync, you need to Plan a fix, organize the resources to make it work, Direct the
people who will make it happen, and continue to monitor the effect of the change.

Ensures progress toward objectives according to plan and involves setting

standards, measuring performance.

Is Management Worth It?!

Managing people is not easy. However, it can be done successfully. And it can be a
very rewarding experience. Remember that management, like any other skill, is
something that you can improve at with study and practice.

How to be a Better Manager?!

Need for Good Managers Increasing

The need for good managers is not going away. It is intensifying. With ‘flatter’
organizations and self-directed teams becoming common; with personal computers and
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networks making information available to more people more quickly; the raw number
of managers needed is decreasing. However, the need for good managers, people who
can manage themselves and others in a high stress environment, is increasing.

It is believed that anyone can be a good manager. It is as much trainable skill as it is

inherent ability; as much science as art. Here are some things that make you a better
manager:
As a person:
1.You have confidence in yourself and your abilities. You are happy with who you
are, but you are still learning and getting better.

2.You are honest and straightforward. Your success depends heavily on the trust of
others.

3.You are an include not an excluder. You bring others into what you do. You don’t
exclude others because they lack certain attributes.

4.You have a ‘presence’. Managers must lead. Effective leaders have a quality about
them that makes people notice when they enter a room.

5. can change plans quickly, but you are not flighty.

6.You see information as a tool to be used, not as power to be hoarded.

Levels of management

1.Top managers: Responsible for overall operations.

2.Middle managers: Coordinate nursing activities of several units.
3.First line managers: (supervisors, or head nurses.) directly responsible for the actual
production of nursing services.
Manager Needs Three Types Of Skills
1. Technical skills: Involve methods, procedures, techniques & knowledge of
work being performed.
2. Human relations skills: Ability to motivate and lead others and to manage
conflict.
3. Conceptual skills: Require analytical thinking and being able to perceive trends
of the health organization.

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The Difference between Leader V.S. Manager
Leader Manager
1. Innovate, motivates and inspires. 1.Administrates and control.

2.Focused of people. 2.Focuses on systems and structures.

3.Communicates and delivers the 3.Follows the Vision.

Vision.
4.Develop the people. 4. Use the people.

5. Teach his staff. 5. Leading his staff.

6.Depends on trust. 6. Depends on censorship.