MANAGEMENT

NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)

BS Nursing | SEM 1 2022

DEFINITION OF MANAGEMENT MANAGEMENT

- Process by which a cooperative Is a process of setting and achieving
group directs action towards a goals through the execution of five
common goal basic management functions also
referred to as the management
process, that utilize human, financial,
and material resources.
3 BROAD CONCEPTS OF MGMT
(Harbizon & Myers)
● as an economic resource - one 5 BASIC MANAGEMENT FUNCTIONS
of the factors of production 1. Planning
● as a system of authority - 2. Organizing
develops w/ top individuals 3. Staffing
determining the course of action 4. Directing
for the rank & file 5. Controlling
● as a class & status system -
managers are the elite group MANAGEMENT IS A PROFESSION
- The evolution of the management
MANAGEMENT IS A PROCESS profession concerns the teaching &
- A series of systematic, learning of the skills involved in
sequential, or instances of designing, instituting, & controlling
overlapping steps directed the management process.
toward achievement of
organizational goals & objectives; MANAGEMENT IS A SCIENCE
- An effective integration of efforts - A substantial portion of
of members of a purposeful group management can be achieved
through the scientific method
3 IMPORTANT FEATURES which employs an empirical
1. A time-dimension reflecting the measurement of data, caused
dynamic nature of management links among phenomena, logical
2. A recognition that one major task organization of internal structure,
of mngt is the integration of effort conclusions that may be validated
of members of a group or through further experimentation,
organization and more
3. Inclusion of the phrase
“purposeful group”, implying not MANAGEMENT IS AN ART
only the requirement of goal - It is an art since management
definition and objectives as a part problems are often adaptive to
of the management process, but individual styles based on
together with the assumption that creativity, judgment, intuition, &
organizational managers must experience instead of the usual
work together in the direction and systematic methods of science.
scope of their purpose

1
MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

MANAGEMENT IS A CLASS OF PEOPLE represents subordinates to

- Management refers to the elite. It superiors & vice versa
is that group within an organization - Decision role - innovators,
that has the legal authority to problem discoverer and designer
direct and control the organization. to improve projects;
- Education and the brain is the troubleshooter; negotiator in
entrance to this position. Managers conflicts
expand their horizons to attain the
ultimate in life. FUNDAMENTAL SKILLS OF A MANAGER
- Technical skills
- Proficient in performing an
CHARACTERISTICS OF A MANAGER
activity in the correct
- Has assigned position within the manner with the right
formal organization technique
- Has legitimate source of power - Human relationship skills
due to delegated authority that - Dealing w/ people & how to
accompanies the position “get along” w/ them
- Expected to carry out specific - Conceptual skills
functions, duties, and - Ability to see individual
responsibilities matters as they relate to
- Emphasizes control, the total picture & to
decision-making, decision develop ways of identifying
analysis & results persistent factors,
- Manipulates people, the responding to the big
environment, money, time, and problems, & discarding
other resources to achieve irrelevant facts
organizational goals
- Has a greater formal
NURSING MANAGEMENT
responsibility and accountability
for rationality and control - Process of coordinating actions
- Direct willing & unwilling & allocating resources to achieve
subordinates organization goals of the
healthcare delivery system

ROLE OF A MANAGER (by

Mintsberg) MANAGEMENT THEORIES
- Interpersonal role - a symbol of
the organization, signs documents SCIENTIFIC MANAGEMENT THEORY
required by the organization, hires, - refers to a type of management
trains, encourages, & that is characterized & guided by
remunerates and judges; liaison the application of scientific
between the outside contacts and approaches to solve managerial
the organization problems in business and industry
- Informal role - monitors &
disseminates information; Frederick W. Taylor
- Father of Scientific Management

2
MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

- Proposed a set of techniques to instructions about a particular

increase efficiency & productivity operation from only one person. If
- Productivity will increase through an employee was responsible to
careful, systematic design of more than one supervisor, conflict
workplace conditions, work in instructions & confusion of
methods, and proper training authority would result
and instruction of workers 5. UNITY OF DIRECTION - those
operations within the organization
FUNDAMENTAL PRINCIPLES that have the same objective
1. Development of true science of should be directed by only one
management (so that the best manager using one plan
method for performing each task 6. SUBORDINATION OF
could be determined) INDIVIDUAL INTEREST TO THE
2. Scientific selection of the worker COMMON GOOD - in any
(so that each worker would be undertaking, the interest of
given responsibility for the task for employees should not take
which he or she was best suited) precedence over the interest of the
3. Scientific education & organization as a whole
development of the worker 7. REMUNERATION - compensation
4. Intimate, friendly cooperation b/w for work done should be fair to
management & labor both employees & employers
8. CENTRALIZATION /
Henri Fayol DECENTRALIZATION -
- Father of Modern Management centralization is decreasing the
Theory role of subordinates in
- He believed that w/ scientific decision-making, increasing their
forecasting and proper method of role is decentralization. Managers,
management, satisfactory results although retaining final
were inevitable responsibility, need to give their
- “Management was not a personal subordinates enough authority to
talent, but a skill” do their jobs properly
9. HIERARCHY - the line of authority
14 PRINCIPLES OF MANAGEMENT in an organization, often
1. DIVISION OF WORK - more represented today by the neat
people specialize, more efficient boxes & lines of the organization
work performed chart; runs in order of rank from
2. AUTHORITY - managers need to top management to the lowest
be able to give orders so that they level of enterprise
can get things done 10. ORDER - materials & people
3. DISCIPLINE - members in an should be in the right place at the
organization need to respect the right time. People in particular
rules & agreements that govern the should be in the jobs or position
organization most suited for them
4. UNITY OF COMMAND - each
employee must receive his

3
MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

11. EQUITY - managers should be 4. Authority and responsibility are

both friendly & fair to their clearly specified
subordinates 5. Activities are routinized
12. STABILITY OF STAFF - a high 6. A rational and impersonal climate
employee turnover rate is not good exists
for the efficient functioning of an
organization ADVANTAGES OF BUREAUCRATIC
13. INITIATIVE - subordinates should MANAGEMENT
be given the freedom to conceive 1. Competent and responsible
& carry out their plans, even when employees are produced
some mistakes result 2. Employees perform by uniform
14. ESPRIT DE CORPS - promoting rules and conventions
team spirit will give the 3. Employees are accountable to one
organization a sense of unity. One manager who is an authority
way to achieve this spirit is to use 4. They maintain social distance
verbal communications whenever with supervisors and clients
possible instead of formal written 5. Favoritism is reduced and
communications impersonality is promoted
6. Rewards and other incentives are
BUREAUCRATIC ORGANIZATION provided to employees based on
THEORY technical qualifications,
seniority, and achievement
- Bureaucracy refers to a highly
structured form of administration DISADVANTAGES OF BUREAUCRATIC
& usually includes no MANAGEMENT
participation by the government 1. Complaints about red tape are
frequently heard and experienced
Max Weber 2. Procedural delays are observable
- Contributed to the development of 3. General frustrations among
a classical approach to employees and clients are
organizational design. inevitable
- Organizations with a hierarchical
structure are most efficient and BEHAVIORAL SCHOOL OF THOUGHT
effective
Elton Mayo
CHARACTERISTICS OF - made a study of human behavior
BUREAUCRATIC ORGANIZATION at the Hawthorne Plant of Western
1. Taks are specialized Electric Co.
2. People are appointed by merit - Changes in input could not be
and promotion because of their attributed to physical changes.
ability and not because of - Mayo & associates introduced a
favoritism and whim number of factors like increasing
3. Career opportunities for the wages, having coffee breaks,
members are provided shortening of workdays and
introducing rest periods.

4
MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

- Because of special attention given

to workers, they developed group THEORY X
pride that motivated them to - Average person is inherently lazy.
improve their work performance. - Does not like work.
- Human factors like attention, care - Works to survive.
& recognition and not just physical - Avoids taking more
work environment influence responsibility.
productivity. - Prefers to be directed.
- This phenomenon is known as the - Has little to no ambition.
Hawthorne Effect. - Not too intelligent.
- Wants security.
HUMAN RELATIONS MANAGEMENT - Task of managers is to exercise
strict control over his
Mary Mark Follett subordinates to ensure that the
- Theorist that suggest basic work is carried out properly.
principles of participative
decision-making on a THEORY Y
participative management - Views human nature positively.
- She believed that managers - People do not dislike work, but see
should have authority with, it as a source of satisfaction.
rather than over, employees. This - Work can be motivating &
belief provide a solution that rewarding.
satisfied both sides without having - Average person can learn not only
one side dominate the other to accept responsibility but to seek
it
Chris Argyris - The task of the mgr. Is to provide
- Supported McGregor & Mayo by opportunities for the
saying that managerial subordinates to be creative, and
domination causes the worker to productive, and to encourage
become discouraged & passive. growth and provide guidance
- Believed that if “self-esteem” and
independence needs are not met, Frederick Herzberg
employees will become - Theorized that job factors in
discouraged and troublesome or situations associated w/
leave the organization satisfaction were different from
- He stressed the need for job factors associated w/ job
flexibility within the organization dissatisfaction.
and employee participation in
decision making MOTIVATORS or SATISFIERS
1. Achievement
MOTIVATIONAL THEORY 2. Recognition
3. Work itself
Douglas McGregor 4. Responsibility
- Expressed 2 sets of assumptions 5. Advancement
of human nature: 6. Potential for growth

5
MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

outsiders who buy the

HYGIENE FACTORS on JOB - context organization’s product and
factors are those that cannot motivate but services but also internal
can lower performance and cause job customers like accounts payable
dissatisfaction personnel, who interact with and
serve others in the organization
HYGIENE or DISSATISFIERS 2. Continuous improvement - TQM
1. Supervision is a commitment to never being
2. Company policy satisfied. Very good is not
3. Working conditions enough. Quality can always be
4. Status improved
5. Job security 3. Improve the quality of
6. Interpersonal relations w/ everything the organization
supervisors, peers, & subordinates does - TQM uses a very broad
definition of quality. It relates not
THEORY Z only to the final product but also to
- Participative management model how the organization handles
proposed by W.G Ouch in 1978. deliveries, how rapidly it
responds, etc.
CHARACTERISTICS OF TYPE Z 4. Measure accurately - TQM uses
ORGANIZATIONS statistical techniques to measure
1. Long-term (life employment) every critical variable in the
2. Slowed - down rates of evaluation organization’s operations. These
& promotion are compared to standards or
3. More implicit & less formalized benchmarks to identify problems,
control system trace them to their roots, and
4. Personal concern for employees eliminate their causes
5. Cross-functional rotation 5. Involve employees - TQM
6. Some degree of participative involves the people on the line in
consensual decision making the improvement process. Teams
7. Emphasis on individual are widely used in TQM programs
responsibility for finding and solving problems

TQM (TOTAL QUALITY MANAGEMENT)

APPROACHES ON MANAGEMENT

W. Edwards Deming
CONTINGENCY APPROACH
● A well managed organization was
one in which statistical control
- Recommends use of different
reduced variability and resulted in
principles from different sources
uniform quality and predictable
to solve a given problem at hand.
quantity of output
- HELLRIEGEL & SLOCUM
informed that there is no single
FOUNDATIONS OF TQM:
approach which provides
1. Focus on the customer - the
adequate umbrella for the varied
customer includes not only

6
MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

management situations and

BASIC INPUT - OUTPUT SYSTEM
problems. MODEL

SYSTEM APPROACH

- A system is a set of assemblage

of interconnected independent
things that form a complex whole.
These things may be physical,
biological, or theoretical.
- A system is considered open if it
interacts with its environment and
closed if it's completely
independent of others. All
organizations interact with their
environment. They are dependent
on their external environment for
existence.
- Inputs from the external
environment may include people,
capital, and managerial skills,
technical knowledge, and skills.
- The task of the manager is to
transform these inputs into
outputs through the major
functions of management.