Powerpoint presentation on management
- 2. Nursing management consists of the performance of the leadership functions of governance and decision-making within organizations employing nurses. It includes processes common to all management like planning, organizing, staffing, directing and controlling.
- 3. CONCEPTS OF NURSING MANAGEMENT The term management is not so easy to define as differently and used it in a variety of ways .Today the management can be viewed with different concepts. TYPES OF CONCEPT Traditional concept Modern concept
- 4. Traditional concepts Management is viewed as an art of getting the thing done .Mary Parker defines “management is the art of getting things done through people” A manager is one who accomplishes organizational objectives by directing the efforts of others. Modern concept Managing not only limited to directing the efforts of others to accomplish the goals of organization but also involves creating an environment or climate in the organization where by the individuals are motivated to work efficiently to achieve specific objectives of organization .
- 5. Concepts of nursing management The concepts of nursing management can be derived from various definitions given by the thinkers of management of discipline .It can be viewed in terms of efficiency or performance , decision making process ,personnel oriented , functions or activities oriented process.
- 6. Efficiency or performance oriented view The view emphasizes on relationship between efforts and results to achieve the nursing organizational objectives that to ensure the best possible nursing care .According to this concept nursing management can be defined as the ‘art of securing maximum results with minimum effort so as to secure maximum prosperity and happiness for both nurse managers and nurses to render the best possible patient care’.
- 7. Decision oriented view The decision theorists like peter Drucker , and others have emphasized that decision making by the managers play an important role in management. According to this concept ‘nursing management can be simply the process of decision –making and control over the actions of nurses working in various positions in the hierarchy for the expressed purpose of attaining predetermined goal of ensuring the quality of patient care .
- 8. Personnel oriented view In this type of concept , the management is looked as a process of coordinative efforts of the personnel working in the organizations .management is the art of getting things done through and with the people in formally organized groups . In similar way nursing management can also defined as the art of getting things done through and with the nursing personnel in formally organized groups.
- 9. Functions or activities oriented view Mcfarland,one of the management thinkers states that:’ management is defined for conceptual ,theoretical , and analytical purposes as that process by which managers create , direct , maintain and operate purposive organizations through systematic . Nursing management is performing leadership functions of governance and decision making within organizations employing nurses. It is a process by which the nurse managers forecast ,plan , organize , coordinate and to control the efforts of nursing personnel to accomplish the organizational goals.
- 10. Nursing management parallels nursing process Gillies describes nursing management as a process that support and parallels the nursing process that should entail a progressive sequence of interrelated activities in a logical manner. Nursing management is also viewed as self regulating and self correcting like nursing process by which nurses provide care ,cure and comfort for the patients , in the same way ,in the nursing management process.
- 11. LEVELS OF NURSING MANAGEMENT the levels of nursing management are classified in to three categories on the basis of hierarchy , their position , and relative responsibilities .These levels are top, middle, and operational level . Top level Middle level Operational level
- 12. Top level In nursing services , assistant directors are the top management at state directorate level and chief nursing officers or nursing superintendent or matrons in the hospitals . Top management is the source of authority and its establish goals ,policies and objectives for the nursing services. They are mainly engaged in planning and coordinating functions. They are accountable for the nursing services for which they are serving . They issue the instructions for the lower levels .
- 13. Middle levels Middle management in nursing is usually the heads of nursing units in the hospitals and they are at supervisory levels. They are responsible for the top management for the functioning of their departments and designated as ward sisters or sister grade I. They make duty plans for nursing personnel of lower or operational level , divide the work to them .
- 14. Operative level Operative level management comprise of nurses at the operational level designated as staff nurses or sister grade II. They are responsible for the patient care. They plan and take the decision for care of their assigned patients. They carry out the instructions given by their superiors and team members in relation to patient care . They are also known as the first line management.
- 15. PRINCIPLES OF MANAGEMENT IN NURSING Management in nursing are statements of fundamental truth related to nursing field. The principles nursing management can be derived and applied from the principles given by the Henry Fayol who is known as the father of functional management or management process, as He has given more emphasize on functions of managers and showed regard to human elements with wider perspectives.
- 16. DIVISION OF WORK In practice, employees are specialized in different areas and they have different skills. Different levels of expertise can be distinguished within the knowledge areas (from generalist to specialist). Personal and professional developments support this. According to Henri Fayol specialization promotes efficiency of the workforce and increases productivity. In addition, the specialization of the workforce increases their accuracy and speed. This management principle of the 14 principles of management is applicable to both technical and managerial activities.
- 17. AUTHORITY AND RESPONSIBILITY: -In order to get things done in an organization, management has the authority to give orders to the employees. Of course with this authority comes responsibility. The accompanying power or authority gives the management the right to give orders to the subordinates. The responsibility can be traced back from performance and it is therefore necessary to make agreements about this. In other words, authority and responsibility go together and they are two sides of the same coin.
- 18. DISCIPLINE: -This third principle of the 14 principles of management is about obedience. It is often a part of the core values of a mission and vision in the form of good conduct and respectful interactions. This management principle is essential and is seen as the oil to make the engine of an organization run smoothly.
- 19. UNITY OF COMMAND -The management principle ‘Unity of command’ means that an individual employee should receive orders from one manager and that the employee is answerable to that manager. If tasks and related responsibilities are given to the employee by more than one manager, this may lead to confusion which may lead to possible conflicts for employees. By using this principle, the responsibility for mistakes can be established more easily.
- 20. UNITY OF DIRECTION This management principle of the 14 principles of management is all about focus and unity. All employees deliver the same activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the progress of the defined and planned activities.
- 21. SUBORDINATION OF INDIVIDUAL INTEREST:- There are always all kinds of interests in an organization. In order to have an organization function well indicated that personal interests are subordinate to the interests of the organization (ethics). The primary focus is on the organizational objectives and not on those of the individual. This applies to all levels of the entire organization, including the managers
- 22. REMUNERATION Motivation and productivity are close to one another as far as the smooth running of an organization is concerned. This management principle of the 14 principles of management argues that the remuneration should be sufficient to keep employees motivated and productive. There are two types of remuneration namely non- monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or other financial compensation). Ultimately, it is about rewarding the efforts that have been made.
- 23. THE DEGREE OF CENTRALIZATION Management and authority for decision-making process must be properly balanced in an organization. This depends on the volume and size of an organization including its hierarchy. Centralization implies the concentration of decision making authority at the top management (executive board). Sharing of authorities for the decision-making process with lower levels (middle and lower management), is referred to as decentralization that is indicated , that an organization should strive for a good balance in this.
- 24. SCALAR CHAIN: -“hierarchy” management principle states that there should be a clear line in the area of authority (from top to bottom and all managers at all levels). This can be seen as a type of management structure. Each employee can contact a manager or a superior in an emergency situation without challenging the hierarchy. Especially, when it concerns reports about calamities to the immediate managers/superiors.
- 25. ORDER According to this principle of the 14 principles of management, employees in an organization must have the right resources at their disposal so that they can function properly in an organization. In addition to social order (responsibility of the managers) the work environment must be safe, clean and tidy.
- 26. EQUITY: -The management principle of equity often occurs in the core values of an organization. employees must be treated kindly and equally. Employees must be in the right place in the organization to do things right. Managers should supervise and monitor this process and they should treat employees fairly and impartially.
- 27. STABILITY OF TENURE OF PERSONNEL: -This management principle of the 14 principles of management represents deployment and managing of personnel and this should be in balance with the service that is provided from the organization. Management strives to minimize employee turnover and to have the right staff in the right place. Focus areas such as frequent change of position and sufficient development must be managed well.
- 28. INITIATIVE:-This management principle prefers employees should be allowed to express new ideas. This encourages interest and involvement and creates added value for the company. Employee initiatives are a source of strength for the organization This encourages the employees to be involved and interested. ESPRIT DE CORPS:-The management principle ‘esprit de corps’ of the 14 principles of management stands for striving for the involvement and unity of the employees. Managers are responsible for the development of morale in the workplace; individually and in the area of communication. Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual trust and understanding.
- 30. PLANNING Planning is looking ahead. According to Henri Fayol, drawing up a good plan of action is the hardest of the five functions of management. This requires an active participation of the entire organization. With respect to time and implementation, planning must be linked to and coordinated on different levels.
- 31. ORGANIZING An organization can only function well if it is well- organized. This means that there must be sufficient capital, staff and raw materials so that the organization can run smoothly and that it can build a good working structure. The organizational structure with a good division of functions and tasks is of crucial importance.
- 32. STAFFING It involves manning the organized structure through proper and effective selection ,appraisal ,and development of nursing personnel. This process includes setting recruitment procedures ,selecting personnel ,deploying them in proper positions and organizing orientation and other skill training program, appraising them.
- 33. COORDINATING When all activities are harmonized, the organization will function better. Positive influencing of employees behaviour is important in this. Coordination therefore aims at stimulating motivation and discipline within the group dynamic. This requires clear communication and good leadership. Only through positive employee behavior management can the intended objectives be achieved
- 34. CONTROLLING By verifying whether everything is going according to plan, the organization knows exactly whether the activities are carried out in conformity with the plan. Control takes place in a four-step process: Establish performance standards based on organizational objectives. Measure and report on actual performance Compare results with performance and standards Take corrective or preventive measures as needed