Your SlideShare is downloading. ×
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Concept of Management
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Concept of Management

4,523

Published on

Concept of nursing management...

Concept of nursing management...

Published in: Education
0 Comments
6 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
4,523
On Slideshare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
0
Comments
0
Likes
6
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Concept of Management
    Prepared by:
    ERIC F. PAZZIUAGAN, RN, MAN
  • 2. A process by which a cooperative group directs actions towards common goals.
    It involves techniques by which a distinguished group of people coordinates the services of people.
    It includes moral and ethical standards in the selection of right ends toward which the managers should strive.
    Definition of Management
  • 3.
  • 4. Three- fold Concept (Harbizon and Myers):
    Economic resource: management is one of the factors of production, together with land, labor and capital.
    System of authority: management first develops with top individuals determining the course of action for the rank and file.
    Class and status sytem: Managers have become an elite group of brains and education.
  • 5. ROLE OF MANAGERS (Mintsberg)
    Interpersonal role:
    A symbol because of the position he/ she occupies (duties such as signing of papers/ documents)
    A leader (hires, trains, encourages, fires, remunerates, and judges)
    Liaison (between and outside contacts such as the community, suppliers, and the organization).
  • 6. Informational role
    One who monitors information.
    Disseminates information from both external and internal resources.
    Spokesperson or representative of the organization.
  • 7. Decision role
    Entrepreneur or innovator, problem discoverer, a designer to improve projects that direct and control the organization.
    Trouble- shooter who handles unexpected situations such as resignation of subordinates, and loss of clients
    Negotiator when conflicts arise
  • 8. DEVELOPING FUTURE MANAGERS
  • 9. Necessary Skills of a Manager (Katz)
    Technical skills
    Proficiency in performing an activity in the correct manner with the right technique.
    Human relationship skills
    Dealing with people and how to “get along” with them
    Conceptual skills
    Ability to see individual matters as they relate to the total picture and to develop creative pertinent factors, responding to the big problems, and discarding irrelevant facts.
  • 10. Knowledge, attitude and ability factors (Summer)
    Knowledge factors: ideas, concepts or principles that can be expressed and are accepted because they have logical proofs.
    Attitude factors: beliefs, feelings, and values that may be based on emotions and may not be subjected to conscious verbalization.
    Interest in one’s work
    Confidence in one’s mental competence
    Desire to accept responsibility
    Respect for the dignity of one’s associates
    Desire to accept responsibility
    Respect for the dignity of one’s associates
    Desire for creative contribution
    Ability factors: skill, art, judgment, and wisdom
  • 11. In the Philippines:
    Chief Nurses/ Nursing Service Directors (at least 100 bed): Master’s Degree in Nursing with a major in nursing administration
    Supervising Nurses: at least 9 units of graduate studies in nursing
    Managerial staff development programs for the staff who have the potential to become administrators
  • 12. THE MANAGEMENT PROCESS
  • 13. Planning:
    Forecast estimate future
    Set objectives; determine results desired
    Develop and schedule programs; define activities needed and set time frame
    Prepare budget; allocate resources
    Establish policies, procedures, definite course of actions and methods
  • 14. Organizing:
    Set- up organizational structure; identify groupings, roles and relationships
    Determine staff needed, develop and maintain staffing patterns; distribute in areas needed.
    Develop job descriptions; define qualifications and functions of personnel
  • 15. Directing:
    Delegate nursing care assignments
    Utilize/ revise/ update policies and procedures
    Supervise, harmonize goals thru guidance
    Coordinate, unite personnel and services
    Communicate, ensure common understanding via various routes
    Develop people; provide staff development programs
    Decide/ make judgment
  • 16. Controlling:
    Performance appraisal; assess, interpret, correct, apply discipline
    Monitor and evaluate nursing care/ services; utilize various methods
    Specify criteria and standards; utilize performance standards
  • 17. DIFFERENCES BETWEEN ADMINISTRATION AND MANAGEMENT:
  • 18. Administrators:
    Form the highest level of hierarchy in the institution which is the policy making body.
    Formulates the vision, mission, philosophy and objectives of the agency
    Use the framework of management at a higher level and call this the administrative process.
    Together with their middle managers, allocate the human and material resources of their particular departments.
  • 19. Reviews critical problems that require immediate attention through the manager’s reports.
    Get input from clinical managers to determine necessary improvements in delivering patient care services (e.g., staff development programs, patient education, discharge planning, staff education programs, and staffing).
    Make selective rounds to get first- hand information by observing clinical practice, work environment, personal relationships, and patient’s reactions to the care they receive.
  • 20. Managers:
    Oversee the clinical practice in their respective areas.
    Solve problems at the level where these occur and inform higher management of results and outcomes.

×