Dr . Helen C. Estrella As Nurse Managers Preparing Nurses
In Ancient Japan, when a new student seeks admission to study at a monastery, he is required to have an audience with the master, a sort of pre-entrance interview if you will.
One day, an intelligent student, appeared before the master for such a session. As they sat together, the young man started to impress the master with his knowledge and accomplishments.
When the master offered tea to him, he continued to speak without acknowledging the master; so absorbed was he in his own cleverness.
All of a sudden, he jumped up, reacting to the hot tea flooding over the tabletop and dripping onto his legs. “ Master!” he shouted. “The cup is overflowing!”
The master continued pouring the tea, spilling it on the floor. Then he replied, “So are you. Please come back when you are empty and in need of my teaching.”
Keep your mind humble and open to new ideas. You’ll learn much more in the process, and continue to develop as a human being. Think of your brain as the cup in the story. If you’ll fill it up with your ego, you’ll never get more knowledge in.
As Ray Kroc, founder of Mc Donald’s once said, “When you are green, you will grow; but when you ripen, you will rot and fall.”
<ul><li>Taking place without a structured organization, like the nursing service; </li></ul><ul><li>Directed towards the attainment of aims and objectives; </li></ul><ul><li>Achieved through the efforts of other people, & </li></ul><ul><li>Using system and procedures </li></ul>Management is regarded as:
Achievement & Performance The Ultimate test of management is:
The Process of Management using a system approach INPUT MANAGEMENT PROCESS OUTPUT ---------------- -------------- Manpower Machine Materials Money Moment Feedback Survey Interview Reading Research Education Planning Organizing Directing ( Command & Coordination) Controlling Efficiency Client Satisfaction Owner Satisfaction Business
The managerial activity is divided into five (5) elements of management: <ul><li>Planning </li></ul><ul><li>Organizing </li></ul><ul><li>Directing </li></ul><ul><li>Coordination </li></ul><ul><li>Control </li></ul>
* Focus on people * Focus on systems and structure * Develop * Maintain * Innovate * Administer * Are interested in effectiveness * Are interested in efficiency * Do the right thing * Do things right LEADERS MANAGERS
* Challenge the status quo * Accept the status quo * Ask what and why * Ask how and when * Have a long term view * Have a short term view * Emphasize philosophy, core values, and shared goals * Emphasize tactics, structure and systems * Align people with a direction * Organize and staff * Rely on trust * Rely on control
* Take risks * Avoid risks * Seek change * Seek predictability and order * Develops vision and strategies * Develop detailed steps and timetables * Have their eyes on the horizon * Have their eyes on the bottom line * Focus on the future * Focus on the present
* Take initiative to lead * Are given a position * Operate outside of organizational rules, regulations, policies and procedures * Operate within organizational rules, regulations, policies and procedures * Inspire others to follow * Require others to comply * Use person-to-person influence * Use position-to-position (superior-to-subordinate) influence * Inspire people to change * Motivate people to comply with standards
Proportion of Management Effort Devoted to the five functions of management P P P O D Top Middle First – Line Management Levels P – Planning O – Organizing D – Directing S – Staffing C - Controlling O O D D S S S C C C
Continuum of Managers Decision-Making Authority
Manager makes decisions and announces it Manager “sells” decision Manager presents ideas and invites questions Managers presents tentative decision subject to questions Manager presents problem, gets suggestions, makes decision Manager defines limits; ask group to make decision Manager permits subordinates to function within limits defined by superior Use of Authority By the Manager Area of freedom For subordinates 1 2 3 4 5 6 7 Autocratic Consultative Participative Democratic Laissez-Faire
Being Ethically Moral Fig. I The Human Dynamic SELF Values Personalizing Humanizing Skills & Techniques Concept & Theories Strategies Person- Oriented ness Aware- ness of purpose Synergis- tic Manage- ment Team building Closing Isolation Gaps S I L R Quality Circles Benefits Couns- elling Participative MGT Reflecting & Mirroring Advoca- Ting Values Concern For Soft Stuff Postive outlook Innovations As an interest Management By wander- Ing around Visibility Of Top MGT Communication Communication CHANGE FOR I N D I V I D U A L P R O D U C T I V I T Y S O C I A L T R A N S F O R M A T I O N O R G A N I Z A T I O N
The Japanese have always loved fresh fish. But the waters close to Japan have not held fish for decades. So to feed the population, fishing boats got bigger and went farther than ever.
The farther the fisherman went, the longer it took to bring in the fish. If the return trip took more than a few days, the fish were not fresh. The Japanese did not like the taste.
To solve this problem, fishing companies installed freezers on their boats. They would catch fish & freeze them at sea. Freezers allowed the boats to go farther & stay longer.
However, the Japanese could taste the difference between fresh & frozen fish & they did not like frozen fish. So prices were low for these fishes. This is not fresh fish!
So fishing companies installed fish tanks. They would catch the fish & stuff them in the tanks, fin to fin. After a little thrashing around, the fish stopped moving. They were tired & dull, but still alive. Unfortunately, the Japanese could still taste the difference.
Because the fish did not move for days, they lost their fresh-fish taste. The Japanese preferred the lively taste of fresh fish, not sluggish fish. that does not taste like fresh fish
So how did the Japanese fishing companies solve this problem?
To keep the fish tasting fresh, Japanese fishing companies still put the fishes in tanks, but now they add a shark to each tank. The shark eats a few fishes, but most of the fishes arrive in a very lively state. The fishes are CHALLENGED.
Instead of avoiding challenges, jump into them.
Beat the heck out of them. Enjoy the game. If your challenges are too large or too numerous- DON’T GIVE UP!
Failing makes you tired. Instead, reorganize. Find more determination, more knowledge, more help. If you have met your goals, set bigger goals.
Don’t create success and lie in it. You have resources, skills & abilities to make a difference.
The benefits of a CHALLENGE- the more intelligent, persistent & competent you are, the more you enjoy a good problem. If your challenges are the correct sizes, and if you are steadily conquering those challenges, you are happy. You think of your challenges & get energized. You are excited to try new solutions. You have fun. . . You are ALIVE!
As soon as you reach your goals, such as finding a wonderful mate, starting a successful company, paying off a debt or whatever, you might lose your passion. You don’t need to work so hard so you relax. You experience the same problem as lottery winners who waste their money, wealthy heirs who never grow up & bore homemakers who get addicted to prescription drugs.
It was observed by L. Ron Hubbard in the early 1950s, “ Man thrives, oddly enough, only in the presence of a challenging environment.”