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L & m overview rs mehta [compatibility mode]

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BP KOIRALA INSTITUTE OF HELATH SCIENCS,, NEPAL
BP KOIRALA INSTITUTE OF HELATH SCIENCS,, NEPAL

This document discusses nursing leadership and management. It defines management as coordinating nursing resources to accomplish goals through applying management processes. Leadership is described as guiding, influencing, and commanding people. The document outlines different types of leaders and compares the roles of managers versus leaders. Key aspects of management covered include the foundations of management (men, money, materials, machines, time), organizational structures (bureaucratic, ad hoc, matrix), and levels of management (top, middle, first-line). Leadership roles and the importance of developing future managers is also discussed.

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Nursing Leadership & Management Dr. Ram Sharan Mehta Medical-Surgical Nursing Department R S Mehta, MSND, CON, BPKIHS 1
R S Mehta, MSND, CON, BPKIHS 2
Concepts: Coordinate the individual efforts to common goal: e.g.: Dharhara, Singhdarbar, Tajmahal, Great wall of china etc. Approach of management: productivity, process, decision making, human relation, and system approach. R S MEHTA, MSND 3
Leadership
What is leadership? Leading people Influencing people Commanding people Guiding people
Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things
Nursing Management This is defined as the coordination and integration of nursing resources by applying the management process to accomplish nursing care and service goals and objectives R S Mehta, MSND, CON, BPKIHS 7
FOUNDATIONS & RESOURCES OF MANAGEMENT R S Mehta, MSND, CON, BPKIHS 8
1.MEN R S Mehta, MSND, CON, BPKIHS 9
2.MONEY R S Mehta, MSND, CON, BPKIHS 10
3. MATERIALS R S Mehta, MSND, CON, BPKIHS 11
4.MACHINES R S Mehta, MSND, CON, BPKIHS 12
5. Time Management R S Mehta, MSND, CON, BPKIHS 13
What is the Difference between a MANAGEMENT AND LEADERSHIP? R S Mehta, MSND, CON, BPKIHS 14
LEADERSHIP To Guide, to go before and show the way Leadership is the art of developing people R S Mehta, MSND, CON, BPKIHS 15
MANAGEMENT Is a process by which cooperative group directs actions towards common goals. It involves techniques by which distinguished group of people coordinates the services of people R S Mehta, MSND, CON, BPKIHS 16
17 R S Mehta, MSND, CON, BPKIHS
Managers vs. Leaders Managers Leaders Focus on things Focus on people Do things right Do the right things Plan Inspire Organize Influence Direct Motivate Control Build Follows the rules Shape entities
Common Activities Planning Organizing Directing Controlling
Planning Manager Leader Planning Devises strategy Budgeting Sets direction Sets targets Creates vision Establishes detailed steps Allocates resources
Organizing Manager Leader Creates structure Gets people on board Job descriptions for strategy Staffing Communication Hierarchy Networks Delegates Training
Directing Work Manager Leader Solves problems Empowers people Negotiates Cheerleader Brings to consensus
Controlling Manager Leader Implements control Motivate systems Inspire Performance Gives sense of measures accomplishment Identifies variances Fixes variances
Why do we have to study MANAGEMENT AND LEADERSHIP? nurses must realize that they have to keep up with the many changes in the health care system and its delivery of services to the people Nurses believe that leaders are made and not born!!!! R S Mehta, MSND, CON, BPKIHS 24
ROLE OF MANAGERS The basic roles performed by managers as 1. INTERPERSONAL, 2. INFORMATIONAL, 3. DECISIONAL R S Mehta, MSND, CON, BPKIHS 25
1.INTERPERSONAL ROLE As a leader who: Hires Trains Encourages Fires Remunerates Judges R S Mehta, MSND, CON, BPKIHS 26
As a LIASON officer between outside contracts such as the community, suppliers and the organization R S Mehta, MSND, CON, BPKIHS 27
2.INFORMATIONAL ROLE One who monitors information Disseminates information from both external and internal sources As a spokesperson or representative of the organization. She represents the subordinates to superiors and the upper management to the subordinates R S Mehta, MSND, CON, BPKIHS 28
3.DECISIONAL ROLE Problem discoverer, a designer to improve projects that direct and control change in the organization As a Negotiator when conflicts arise 1. PROBLEM SOLVER 2. TROUBLE SHOOTER 3. NEGOTIATOR R S Mehta, MSND, CON, BPKIHS 29
DEVELOPING FUTURE MANAGERS Managerial development programs are very useful means of getting qualified managers. The necessary fundamental skills of a manager are: R S Mehta, MSND, CON, BPKIHS 30
a. TECHNICAL SKILLS Relate to the proficiency in performing an activity in the correct manner with the right technique b. HUMAN RELATIONSHIP SKILLS Pertains to dealing with people and how to “Get Along with them” c. CONCEPTUAL SKILLS Deal 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 R S Mehta, MSND, CON, BPKIHS 31
Approach in developing managers emphasizes: 1.ATTITUDE FACTORS 2. KNOWLEDGE FACTORS 3. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 32
a. ATTITUDE FACTORS Interest in one’s work Confidence in one’s mental competence Desire to accept one’s responsibility R S Mehta, MSND, CON, BPKIHS 33
b. KNOWLEDGE FACTORS > Refers to ideas, concepts or principles that can be expressed and are accepted because they have logical proofs R S Mehta, MSND, CON, BPKIHS 34
c. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 35
Include skills, art, judgment and wisdom Nursing Service Administrators are required to be academically prepared Prior to promotion or holding of managerial positions, nurses who have the potential to become administrators are asked to participate in managerial staff development programs (e.g. Singapore CGH, 2 weeks training) R S Mehta, MSND, CON, BPKIHS 36
LEVELS OF MANAGEMENT R S Mehta, MSND, CON, BPKIHS 37
1. TOP MANAGEMENT Overall operations of nursing services, establishes goals, objectives, policies and strategies Chief nurse, Director, Matron R S Mehta, MSND, CON, BPKIHS 38
2. MIDDLE MANAGEMENT Coordinator of nursing activities of several units Supervisor, Coordinator R S Mehta, MSND, CON, BPKIHS 39
3. FIRST LEVEL MANAGEMENT Responsible for production of nursing services; act as links between higher level managers and non-managers Ward Incharge, Head nurse, Team leader R S Mehta, MSND, CON, BPKIHS 40
LEADERSHIP ROLES TOP --------------------------------ADMINISTRATOR MIDDLE---------------------------SUPERVISORS FIRST LINE-----------------------HEADNURSES/SENIOR NURSES OPERATIONAL LEVEL----------STAFF NURSES/ ANMs R S Mehta, MSND, CON, BPKIHS 41
Three basic competences Level of I management II III Technical skills Interpersonal skills Conceptual skills
TYPE OF ORGANIZATIONAL STRUCTURES 1. Bureaucratic Commonly called line structures or staff organizations seen in large healthcare facilities Advantage: Clearly defines authority and responsibility Disadvantages: Transfer workers Produces monotony Restricts upward communication R S Mehta, MSND, CON, BPKIHS 43
2. Ad hoc Used on a temporary basis to complete a particular project (e.g. Kala-azar Project) Usually disbanded after a project is completed Advantage: Serves as a way for professionals to handle the situations Disadvantages: 1. Decreases strength in the formal chain of command 2. Decreases employees' loyalty to the parent organization R S Mehta, MSND, CON, BPKIHS 44
3. Matrix Focuses on both product and function, with emphasis on the required task and the end- result of the function (e.g. Car Factory) Advantages: 1. Centralizes expertise 2. Less formal rules 3. Fewer levels of hierarchy Disadvantage: Slow decision-making can produce confusion and frustration R S Mehta, MSND, CON, BPKIHS 45
Role of Leader: Risk taker Influencer Change agent Good communicator Mentor Critical thinker Good listener Forecaster Energizer Visionary Problem solver and Role model. R S Mehta, MSND, CON, BPKIHS 46
Nothing is more dangerous than an idea when it’s the only one you have. – Emile R S Mehta, MSND, CON, BPKIHS 47
Manage Oneself Be self-aware Types of help Define your Technical leadership style Political Get advice and Personal counsel Advisor traits Advice is from Competent expert to leader Trustworthy Counsel is insight Enhance your status
How Far Can You Go?
Thank You R S Mehta, MSND, CON, BPKIHS 50

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L & m overview rs mehta [compatibility mode]

  • 1. Nursing Leadership & Management Dr. Ram Sharan Mehta Medical-Surgical Nursing Department R S Mehta, MSND, CON, BPKIHS 1
  • 2. R S Mehta, MSND, CON, BPKIHS 2
  • 3. Concepts: Coordinate the individual efforts to common goal: e.g.: Dharhara, Singhdarbar, Tajmahal, Great wall of china etc. Approach of management: productivity, process, decision making, human relation, and system approach. R S MEHTA, MSND 3
  • 5. What is leadership? Leading people Influencing people Commanding people Guiding people
  • 6. Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things
  • 7. Nursing Management This is defined as the coordination and integration of nursing resources by applying the management process to accomplish nursing care and service goals and objectives R S Mehta, MSND, CON, BPKIHS 7
  • 8. FOUNDATIONS & RESOURCES OF MANAGEMENT R S Mehta, MSND, CON, BPKIHS 8
  • 9. 1.MEN R S Mehta, MSND, CON, BPKIHS 9
  • 10. 2.MONEY R S Mehta, MSND, CON, BPKIHS 10
  • 11. 3. MATERIALS R S Mehta, MSND, CON, BPKIHS 11
  • 12. 4.MACHINES R S Mehta, MSND, CON, BPKIHS 12
  • 13. 5. Time Management R S Mehta, MSND, CON, BPKIHS 13
  • 14. What is the Difference between a MANAGEMENT AND LEADERSHIP? R S Mehta, MSND, CON, BPKIHS 14
  • 15. LEADERSHIP To Guide, to go before and show the way Leadership is the art of developing people R S Mehta, MSND, CON, BPKIHS 15
  • 16. MANAGEMENT Is a process by which cooperative group directs actions towards common goals. It involves techniques by which distinguished group of people coordinates the services of people R S Mehta, MSND, CON, BPKIHS 16
  • 17. 17 R S Mehta, MSND, CON, BPKIHS
  • 18. Managers vs. Leaders Managers Leaders Focus on things Focus on people Do things right Do the right things Plan Inspire Organize Influence Direct Motivate Control Build Follows the rules Shape entities
  • 19. Common Activities Planning Organizing Directing Controlling
  • 20. Planning Manager Leader Planning Devises strategy Budgeting Sets direction Sets targets Creates vision Establishes detailed steps Allocates resources
  • 21. Organizing Manager Leader Creates structure Gets people on board Job descriptions for strategy Staffing Communication Hierarchy Networks Delegates Training
  • 22. Directing Work Manager Leader Solves problems Empowers people Negotiates Cheerleader Brings to consensus
  • 23. Controlling Manager Leader Implements control Motivate systems Inspire Performance Gives sense of measures accomplishment Identifies variances Fixes variances
  • 24. Why do we have to study MANAGEMENT AND LEADERSHIP? nurses must realize that they have to keep up with the many changes in the health care system and its delivery of services to the people Nurses believe that leaders are made and not born!!!! R S Mehta, MSND, CON, BPKIHS 24
  • 25. ROLE OF MANAGERS The basic roles performed by managers as 1. INTERPERSONAL, 2. INFORMATIONAL, 3. DECISIONAL R S Mehta, MSND, CON, BPKIHS 25
  • 26. 1.INTERPERSONAL ROLE As a leader who: Hires Trains Encourages Fires Remunerates Judges R S Mehta, MSND, CON, BPKIHS 26
  • 27. As a LIASON officer between outside contracts such as the community, suppliers and the organization R S Mehta, MSND, CON, BPKIHS 27
  • 28. 2.INFORMATIONAL ROLE One who monitors information Disseminates information from both external and internal sources As a spokesperson or representative of the organization. She represents the subordinates to superiors and the upper management to the subordinates R S Mehta, MSND, CON, BPKIHS 28
  • 29. 3.DECISIONAL ROLE Problem discoverer, a designer to improve projects that direct and control change in the organization As a Negotiator when conflicts arise 1. PROBLEM SOLVER 2. TROUBLE SHOOTER 3. NEGOTIATOR R S Mehta, MSND, CON, BPKIHS 29
  • 30. DEVELOPING FUTURE MANAGERS Managerial development programs are very useful means of getting qualified managers. The necessary fundamental skills of a manager are: R S Mehta, MSND, CON, BPKIHS 30
  • 31. a. TECHNICAL SKILLS Relate to the proficiency in performing an activity in the correct manner with the right technique b. HUMAN RELATIONSHIP SKILLS Pertains to dealing with people and how to “Get Along with them” c. CONCEPTUAL SKILLS Deal 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 R S Mehta, MSND, CON, BPKIHS 31
  • 32. Approach in developing managers emphasizes: 1.ATTITUDE FACTORS 2. KNOWLEDGE FACTORS 3. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 32
  • 33. a. ATTITUDE FACTORS Interest in one’s work Confidence in one’s mental competence Desire to accept one’s responsibility R S Mehta, MSND, CON, BPKIHS 33
  • 34. b. KNOWLEDGE FACTORS > Refers to ideas, concepts or principles that can be expressed and are accepted because they have logical proofs R S Mehta, MSND, CON, BPKIHS 34
  • 35. c. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 35
  • 36. Include skills, art, judgment and wisdom Nursing Service Administrators are required to be academically prepared Prior to promotion or holding of managerial positions, nurses who have the potential to become administrators are asked to participate in managerial staff development programs (e.g. Singapore CGH, 2 weeks training) R S Mehta, MSND, CON, BPKIHS 36
  • 37. LEVELS OF MANAGEMENT R S Mehta, MSND, CON, BPKIHS 37
  • 38. 1. TOP MANAGEMENT Overall operations of nursing services, establishes goals, objectives, policies and strategies Chief nurse, Director, Matron R S Mehta, MSND, CON, BPKIHS 38
  • 39. 2. MIDDLE MANAGEMENT Coordinator of nursing activities of several units Supervisor, Coordinator R S Mehta, MSND, CON, BPKIHS 39
  • 40. 3. FIRST LEVEL MANAGEMENT Responsible for production of nursing services; act as links between higher level managers and non-managers Ward Incharge, Head nurse, Team leader R S Mehta, MSND, CON, BPKIHS 40
  • 41. LEADERSHIP ROLES TOP --------------------------------ADMINISTRATOR MIDDLE---------------------------SUPERVISORS FIRST LINE-----------------------HEADNURSES/SENIOR NURSES OPERATIONAL LEVEL----------STAFF NURSES/ ANMs R S Mehta, MSND, CON, BPKIHS 41
  • 42. Three basic competences Level of I management II III Technical skills Interpersonal skills Conceptual skills
  • 43. TYPE OF ORGANIZATIONAL STRUCTURES 1. Bureaucratic Commonly called line structures or staff organizations seen in large healthcare facilities Advantage: Clearly defines authority and responsibility Disadvantages: Transfer workers Produces monotony Restricts upward communication R S Mehta, MSND, CON, BPKIHS 43
  • 44. 2. Ad hoc Used on a temporary basis to complete a particular project (e.g. Kala-azar Project) Usually disbanded after a project is completed Advantage: Serves as a way for professionals to handle the situations Disadvantages: 1. Decreases strength in the formal chain of command 2. Decreases employees' loyalty to the parent organization R S Mehta, MSND, CON, BPKIHS 44
  • 45. 3. Matrix Focuses on both product and function, with emphasis on the required task and the end- result of the function (e.g. Car Factory) Advantages: 1. Centralizes expertise 2. Less formal rules 3. Fewer levels of hierarchy Disadvantage: Slow decision-making can produce confusion and frustration R S Mehta, MSND, CON, BPKIHS 45
  • 46. Role of Leader: Risk taker Influencer Change agent Good communicator Mentor Critical thinker Good listener Forecaster Energizer Visionary Problem solver and Role model. R S Mehta, MSND, CON, BPKIHS 46
  • 47. Nothing is more dangerous than an idea when it’s the only one you have. – Emile R S Mehta, MSND, CON, BPKIHS 47
  • 48. Manage Oneself Be self-aware Types of help Define your Technical leadership style Political Get advice and Personal counsel Advisor traits Advice is from Competent expert to leader Trustworthy Counsel is insight Enhance your status
  • 49. How Far Can You Go?
  • 50. Thank You R S Mehta, MSND, CON, BPKIHS 50