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Management
 

Management

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    Management Management Presentation Transcript

    • WEL-COME1R S Mehta, MSND, CON, BPKIHSConcept, Role, Skill, Approach,conflict, level, Organization
    • Coordinate the individual efforts tocommon goal: e.g.: Dharhara,Singhdarbar,Tajmahal, Great wall ofchinaetc.Concepts:chinaApproach of management:productivity, process, decisionmaking, human relation, andsystem approach.R S MEHTA, MSND 2
    • 3R S Mehta, MSND, CON, BPKIHS
    • Nursing ManagementThis is defined as the coordinationand integration of nursing resources byapplying the management processapplying the management processto accomplish nursing care andservice goals and objectives4R S Mehta, MSND, CON, BPKIHS
    • What is the Differencebetween a MANAGEMENTAND LEADERSHIP?5R S Mehta, MSND, CON, BPKIHS
    • LEADERSHIPTo Guide, to go before andshow the wayLeadership is the art ofdeveloping people6R S Mehta, MSND, CON, BPKIHS
    • MANAGEMENTIs a process by which cooperativegroup directs actions towardscommon goals.It involves techniques by whichdistinguished group of peoplecoordinates the services of people7R S Mehta, MSND, CON, BPKIHS
    • 8R S Mehta, MSND, CON, BPKIHS
    • Why do we have to study MANAGEMENT ANDLEADERSHIP?nurses must realize thatthey have to keep up withthe many changes in thethe many changes in thehealth care system and itsdelivery of services to thepeopleNurses believe that leadersare made and not born!!!!9R S Mehta, MSND, CON, BPKIHS
    • What is leadership?Leading peopleInfluencing peopleCommanding peopleGuiding people
    • Types of LeadersLeader by the position achievedLeader by personality, charismaLeader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to accomplishthings
    • ROLE OF MANAGERSThe basic roles performed bymanagers as1. INTERPERSONAL,1. INTERPERSONAL,2. INFORMATIONAL,3. DECISIONAL12R S Mehta, MSND, CON, BPKIHS
    • 1.INTERPERSONAL ROLEAs a leader who:HiresTrainsTrainsEncouragesFiresRemuneratesJudges13R S Mehta, MSND, CON, BPKIHS
    • As a LIASON officer betweenoutside contracts such as thecommunity, suppliers and theorganizationorganization14R S Mehta, MSND, CON, BPKIHS
    • 2.INFORMATIONAL ROLEOne who monitors informationDisseminates information from bothexternal and internal sourcesAs a spokesperson or representativeAs a spokesperson or representativeof the organization.She represents the subordinates tosuperiors and the upper managementto the subordinates15R S Mehta, MSND, CON, BPKIHS
    • 3.DECISIONAL ROLEProblem discoverer, a designer toimprove projects that direct andcontrol change in the organizationAs a Negotiator when conflicts arise1. PROBLEM SOLVER2. TROUBLE SHOOTER3. NEGOTIATOR16R S Mehta, MSND, CON, BPKIHS
    • DEVELOPING FUTURE MANAGERSManagerial development programs are veryuseful means of getting qualified managers.The necessary fundamental skills of amanager are:manager are:17R S Mehta, MSND, CON, BPKIHS
    • a.TECHNICAL SKILLSRelate to the proficiency in performing anactivity in the correct manner with the righttechniqueb. HUMAN RELATIONSHIP SKILLSPertains to dealing with people and how to “GetAlong with them”Along with them”c. CONCEPTUAL SKILLSDeal with the ability to see individual matters asthey relate to the total picture and to developcreative ways of identifying pertinent factors,responding to the big problems, and discardingirrelevant facts18R S Mehta, MSND, CON, BPKIHS
    • Approach in developing managersemphasizes:1.ATTITUDE FACTORS2. KNOWLEDGE FACTORS3. ABILITY FACTORS19R S Mehta, MSND, CON, BPKIHS
    • a. ATTITUDE FACTORSInterest in one’s workConfidence in one’s mental competenceDesire to accept one’s responsibility20R S Mehta, MSND, CON, BPKIHS
    • b. KNOWLEDGE FACTORS> Refers to ideas, concepts or principlesthat can be expressed and are acceptedbecause they have logical proofs21R S Mehta, MSND, CON, BPKIHS
    • c. ABILITY FACTORS22R S Mehta, MSND, CON, BPKIHS
    • Include skills, art, judgment andwisdomNursing Service Administrators arerequired to be academically preparedPrior to promotion or holding ofmanagerial positions, nurses who havemanagerial positions, nurses who havethe potential to become administratorsare asked to participate in managerialstaff development programs(e.g. Singapore CGH, 2 weeks training)23R S Mehta, MSND, CON, BPKIHS
    • LEVELS OF MANAGEMENT24R S Mehta, MSND, CON, BPKIHS
    • 1. TOP MANAGEMENTOverall operations of nursingservices, establishes goals,objectives, policies andobjectives, policies andstrategiesChief nurse, Director, Matron25R S Mehta, MSND, CON, BPKIHS
    • 2. MIDDLE MANAGEMENTCoordinator of nursing activities ofseveral unitsSupervisor, Coordinator26R S Mehta, MSND, CON, BPKIHS
    • 3. FIRST LEVEL MANAGEMENTResponsible for production ofnursing services; act as linksbetween higher level managersbetween higher level managersand non-managersWard Incharge, Head nurse,Team leader27R S Mehta, MSND, CON, BPKIHS
    • LEADERSHIP ROLESTOP --------------------------------ADMINISTRATORMIDDLE---------------------------SUPERVISORSFIRST LINE-----------------------HEADNURSES/SENIORNURSESNURSESOPERATIONAL LEVEL----------STAFF NURSES/ ANMs28R S Mehta, MSND, CON, BPKIHS
    • Three basic competencesLevel ofmanagementImanagementTechnical skills Interpersonal skills Conceptual skillsIIIII
    • TYPE OF ORGANIZATIONAL STRUCTURES1. BureaucraticCommonly called line structures or stafforganizations seen in large healthcare facilitiesAdvantage:Clearly defines authority and responsibilityClearly defines authority and responsibilityDisadvantages:Transfer workersProduces monotonyRestricts upward communication30R S Mehta, MSND, CON, BPKIHS
    • 2. Ad hocUsed on a temporary basis to complete aparticular project (e.g. Kala-azar Project)Usually disbanded after a project is completedAdvantage:Serves as a way for professionals to handleServes as a way for professionals to handlethe situationsDisadvantages:1. Decreases strength in the formal chain of command2.Decreases employees loyalty to the parentorganization31R S Mehta, MSND, CON, BPKIHS
    • 3. MatrixFocuses on both product and function, withemphasis on the required task and the end-result of the function (e.g. Car Factory)Advantages:1.Centralizes expertise1.Centralizes expertise2. Less formal rules3. Fewer levels of hierarchyDisadvantage:Slow decision-making can produce confusionand frustration 32R S Mehta, MSND, CON, BPKIHS
    • ConflictWhy it is important?(No two individual has SameThoughts)How to manage it?R S Mehta, MSND, CON, BPKIHS 33
    • TYPES OF CONFLICT IN THEORGANIZATION1. Leader and worker2. Among leaders3. Among workers3. Among workers4. Between worker and client5. Between organization and client6. The third party7. Between law and process8. Between process and objectives
    • Conflict resolution:Avoidance: powerful party, unimportant issues.Deforsing: calm down, compromisingbehaviour.Containment: discuss issues, equal power.Confrontation: tactic (Clarify Issues)Confrontation: tactic (Clarify Issues)Lose-lose approach: both party lose.Win-loss approach: one gain, other loss, bitterand revengeful.Win-win approach: focus on goal rather thatperson35R S Mehta, MSND, CON, BPKIHS
    • 5 ways to manage conflictAvoidanceCompetition (A)Accommodation (B)36Accommodation (B)Compromise (C)Collaboration (D)R S Mehta, MSND, CON, BPKIHS
    • Conflict ContinuumI win, you lose (competition—A)I lose or give in (accommodate—B)We both get something(compromise—C)37(compromise—C)We both “win”(collaborate—D)A B C DR S Mehta, MSND, CON, BPKIHS
    • Tips for Managing WorkplaceConflictBuild good relationships beforeconflict occursDo not let small problems38Do not let small problemsescalate; deal with them as theyariseRespect differencesR S Mehta, MSND, CON, BPKIHS
    • Listen to others’ perspectives on theconflict situationAcknowledge about feelings beforefocussing on factsFocus on solving problems, notchanging peoplechanging peopleIf you can’t resolve the problem, turnto someone who can helpRemember to adapt your style to thesituation and persons involvedR S Mehta, MSND, CON, BPKIHS 39
    • Role of Leader:Risk takerInfluencerChange agentGood communicatorMentorCritical thinkerGood listenerForecasterEnergizerVisionaryProblem solver andRole model.40R S Mehta, MSND, CON, BPKIHS
    • Nothing is more dangerousthan an idea when it’s theonly one you have.– EmileR S Mehta, MSND, CON, BPKIHS 41
    • LEADERSHIP IN THE 21ST CENTURY42
    • Some global & national trends are:Globalization.Competition.Workforce diversity.Explosion of information & technology.Explosion of information & technology.Economic & social upheaval.
    • So, we are “living on the edge”World wise changes:Collapse =if not adopt changeMessage: “if survival is the aim,change is the game”.
    • HENCE: -• Re-think & re-structure healthsystem.• Priorities must be defined.• Give best value to availableresources.resources.• Leaders must develop new strength& skills.• Perceptions of leaders must bechange.
    • LeadershipDynamic leadershipinfluences the attitudes ofthe people being led!46Leaders must be charismatic,inspirational, respectful, andstimulating when leading!
    • LeadershipLeadership is defined as influencing others to workdiligently toward achieving their goals.1.1. Clearly stating your vision!Clearly stating your vision!2.2. Explaining your plan forExplaining your plan for472.2. Explaining your plan forExplaining your plan forattaining your vision!attaining your vision!3.3. Instilling confidence andInstilling confidence andoptimism!optimism!4.4. Expressing confidence inExpressing confidence inthose you lead!!!those you lead!!!
    • CustomerCustomer--FocusedFocusedLifeLife--Long LearningLong Learning LifeLife--Long LearningLong LearningOrganizational Factors:ProcessProcessImprovementImprovementTeamsTeamsValuing DiversityCommunicationProcess-FocusedQuality-FocusedCompetency-FocusedOutcome-FocusedLifeLife--Long LearningLong Learning(Individual Skills)(Individual Skills)LifeLife--Long LearningLong Learning(Organizational(Organizational Skills)Skills)
    • Leadership is . . .49. . . A new way of being.
    • 12 Unique Insights on Leadership,according to Bob Danzig1. Become a “destiny architect” (best art)2. Encourage “elasticity of thinking”: big thought3. Identify, assess, and engage the very best talent503. Identify, assess, and engage the very best talent4. Become “strategic” rather than “operational”
    • 5. Create a “climate or spirit of celebration”.6. Be committed every day to putting the pickax(instrument for mountain climbing) to the mountain,find new ways to lift yourself and others higher7. Be the source of “possibility thinking”7. Be the source of “possibility thinking”8. Let your co-workers know they are“worthwhile” and full of promise.51
    • 12 Unique Insights On Leadership9. Find disciplined, organized ways to focus on integrity,trust, credibility, and the commitment to do the rightthing10. Know that management is about today -- andleadership is about tomorrow!52leadership is about tomorrow!11. Know that management is about process --leadership is about purpose12. Recognize “success” is not about perfection, itsabout “progress”
    • Share the Power & Recognition.... . . Lead by makingothers powerful.53
    • Control The Negative Self-Talk.... . . Quiet the voice in the head that says,54. . . Quiet the voice in the head that says,“I can’t do it!”
    • Speak Possibility . . .. . . Recognize the55. . . Recognize thedownward spiral . ..
    • Shining Eyes.... . . Look for “shining eyes” in others.56. . . Look for “shining eyes” in others.
    • Create A Spirit-Filled,Motivating EnvironmentSpeak the right thingsInfluence their attitudes57Influence their attitudesDevelop effectivelistening skills
    • Use The High PerformanceDevelopment Model:The High Performance Development ModelThe High Performance Development Model(HPDM) is the framework for developing(HPDM) is the framework for developinghighlyhighly--skilled leadersskilled leaders for the 21st Century.for the 21st Century.58By focusing onBy focusing on eight core competencieseight core competencies,,HPDM provides the foundation forHPDM provides the foundation forleadingleading--byby--example and creating aexample and creating amotivating workplace.motivating workplace.
    • 8 HPDM Core Competencies1. Personal Mastery2. Technical Skills3. Interpersonal Effectiveness4. Customer Service594. Customer Service5. Flexibility/Adaptability6. CreativeThinking7. SystemsThinking8. Organizational Stewardship (own duty)
    • Overall, Others Must . . .. . .Trust you!. . . Have faith in you!60. . . Have faith in you!. . . Believe in you!
    • Be a Hero!• Interestingly, the originalmeaning of the word herocomes from the Greekroot servos and heros,which means ‘to servewhich means ‘to serveand protect’• Self-sacrifice for thehigher good andbetterment of humanityis at the heart of being aHero or Leader. Thank you
    • Thank YouThank You62R S Mehta, MSND, CON, BPKIHS