This document outlines principles of nursing management and leadership. It discusses definitions of nursing and management, principles of management, functions of a ward manager, and principles of successful nursing leadership. The key points are organizing the nursing unit, providing quality patient care, developing staff, and creating a positive work culture through communication, accountability, and recognition. Effective nursing management applies business principles while maintaining a patient-centered approach.

1. APPLICATION OF THE PRINCIPLES
OF MANAGEMENT OF NURSING
PRACTICE: ORGANISATION OF THE
UNIT
LECTURE DELIVERED BY MRS M. T. BIFARIN AT THE MANAGEMENT COURSE FOR 2022 FINALISTS
OF THE SCHOOLS OF NURSING,
OAUTHC
@
ILE-IFE/ILESA UNIT

2. OUTLINE
 INTRODUCTION
 OBJECTIVE
 MANAGEMENT AND NURSING PRACTICE
 DEFINITION OF NURSING
 MANAGEMENT
 PRINCIPLES OF MANAGEMENT
 FUNCTIONS OF MANAGEMENT
 PRINCIPLES OF MANAGEMENT OF NURSING PRACTICE
 OVERVIEW OF WARD MANAGEMENT
 FUNCTION OF A GOOD WARD MANAGER
 PRINCIPLES OF SUCCESSFUL NURSING LEADERSHIP
 POLICIES AND POLITICS IN NURSING
 WHY SHOULD NURSES BE INVOLVED ?
 SPHERES OF POLITICAL ACTION
 STRATEGIES TO GET INVOLVED
 CONCLUSION

3. INTRODUCTION
Nursing is the largest medical profession in the world,
nurses have the potential to profoundly influence policies
and politics on a global scale.
In fact, it is the moral and professional obligation of nurses
to be engaged in legislation that affects their patients.
When nurses influence the management and politics that
improve the delivery of healthcare, they are ultimately
advocating for their patients.

4. OBJECTIVES
To motivate young nurses in preparation to take up
leadership roles in the healthcare setting.
To understand the way nurses possess power individually
and collectively.
To provide patients’ safety and improve staff welfare
To understand the advocacy role of nurses and how it
relates to power and influencing workplace and
professional policies.

5. MANAGEMENT AND NURSING PRACTICE.
DEFINITION OF NURSING
“Nursing encompasses autonomous and collaborative
care of individuals of all ages, families, groups and
communities, sick or well and in all settings. Nursing
includes the promotion of health, prevention of
illness, and the care of ill, disabled and dying people.
Advocacy, promotion of a safe environment, research,
participation in shaping health policy and in patient
and health systems management, and education are
also key nursing roles.” (ICN, 2002)

6. Nursing can also be defined as "The unique function of
the nurse is to assist the individual, sick or well, in the
performance of those activities contributing to health
or its recovery (or to peaceful death) that he would
perform unaided if he had the necessary strength, will
or knowledge“ (Henderson & Nite 1978)

7. MANAGEMENT
Wikipedia defines management (or managing) as the
administration of an organization, either it is a business,
a not-for-profit organization, or government body. It
includes the activities of setting the strategy and
coordinating the efforts of its employees (or of
volunteers) to accomplish its objectives through the
application of available resources, such as financial,
natural, technological, and human resources.

8. PRINCIPLES OF MANAGEMENT
Henri Fayol(1841-1925) laid the foundations for modern
scientific management.
The 14 principles of Management he proposed are:
Division of Work
Authority and Responsibility
Discipline
Unity of Command
Remuneration
Degree of Centralization

9. Principles of management cont.
Unity of Direction
Subordination of Individual Interest to organizational
goal
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Esprit de Corps

10. FUNCTIONS OF A MANAGER
Planning,
Organizing,
Staffing,
Directing/Leading (supervision, communication,
motivation, leadership)
Controlling

11. PRINCIPLES OF MANAGEMENT OF NURSING
PRACTICE…..1
The Royal college of Nursing highlighted 8 principles of
nursing practice.
1. Nurses and nursing staff treat everyone in their care with
dignity and humanity- they understand their individual
needs, show compassion and sensitivity and provide care in a
way that respects all people equally
2. Nurses and nursing staff manage risks, are vigilant about
risk and help to keep everyone safe in the place the receive
health care.

12. PRINCIPLES OF MANAGEMENT OF
NURSING PRACTICE..2
3. Nurses and nursing staff takes responsibility for the care they
provide and answer for their own judgment and actions - they
carry out these actions in a way that is agreed with their
patients and the family and careers of their patients and in
away that meets the requirement of their professional bodies
and law.
4.Nurses and nursing staff provide and promote care that puts
people at the center, involves patient, service users, family and
their careers in decisions and helps them make informed
choices about their treatment and care

13. PRINCIPLES OF MANAGEMENT OF NURSING
PRACTICE…3
5.Nurses and nursing staff are at the heart of
communication process: they assess, record and report on
treatment and care, handle information sensitively and
confidentially, deal with complaints effectively and are
conscientious in reporting the things they are concerned
about.
6. Nurses and nursing staff have up-to-date knowledge
and skills, and use these with intelligence, insight and
understanding in line with the needs of each individual in
their care.

14. PRINCIPLES OF MANAGEMENT OF NURSING
PRACTICE…4
 7. Nurses and nursing staff work closely with their own
team and with other professionals, making sure patients'
care and treatment are coordinated and of high standard
to achieve the best possible outcome.
8. Nurses and nursing staff lead by example, develop
themselves and other staff, and influence the way care is
given in a manner that is open and respond to individual
needs.

15. They explained that the principles can be applied by nurses in
their practice in the following ways.
Understand what patients, colleagues and families can expect
from nurses
Help you reflect on your practice and develop as a
professional.
Generate discussions with your colleagues or if you are
students with your mentors, tutors or fellow students on the
aspects of behavior, attitude and approach that reflects good
nursing care
Identify where the principles are being practiced within your
organization, and to identify instances where you think they
are not being practiced.
See how they relate to an institution’s own set of nursing

16. OVERVIEW OF WARD MANAGEMENT..1
Ward management according to Kozier, Erb and burk
(2011) is a process whereby the ward manager through
people and with people makes use of ward resources
to achieve ward objectives.
The main goal of ward management includes
Optimal utilization of ward resources to produce
maximum output in patients’ care.
Provide personnel training and advancement of
patient care services.

17. OVERVIEW OF WARD MANAGEMENT…2
To foster team spirit in/on the ward that will
provide highest quality healthcare services.
To provide facilities that meet the needs of
patients and their significant others.

18. Elements of ward management
Patients’ care
Personnel management
Ward sanitation and provision of therapeutic
environment
Supply and equipment
Interpretation of policies and procedures

19. Functions of a good ward manager
 Use feedback to improve the reported experiences of patients
 Identifying strong patients’ experience measures that can be used
between settings and sectors
 Provide leadership program for ward managers, team leaders and
nursing directors based on values and behaviours of the standard of
practice.
 Strategies to secure meaningful staff engagement, and
 Ensure locally agreed targets to deliver high quality appraisals for
their staff are met
 Developing policies and procedures specific to the clients cared for
e,g procedure manual.
 To provide a clean, well ventilated environment, free from infection,
accidents and hazards to patients.

20. Functions of a good ward manager
Identifying training needs like regular (Basic Life Support,
Advanced Cardiac Life Support) classes
Preparing and conducting training programmes
Matching people to jobs e.g. patients assignment, special
assignment distributions among nurses
Coordinating all patients care activities by making of duty
rosters, patients’ assignment and care arrangements.
Supervising personnel i.e. nursing as well as non professional
workers under them
Proper maintenance of records and reports of patients.
Evaluating the planning process and its results.

21. PRINCIPLES OF SUCCESSFUL NURSING
LEADERSHIP
Naté Guyton (2012) Proposed some principles of successful
nursing leadership. They are particularly applicable to the day
to day administration of various nursing units.
1. Commitment to excellence
As a leader you must be committed to your passion and
purpose, and have the type of commitment that turns
into perseverance. The true test of commitment comes when
it’s difficult to get out of bed and go to work with a smile, yet
you do because you know you are there to serve a purpose.

22. PRINCIPLES OF SUCCESSFUL NURSING
LEADERSHIP
2. Measure the important things
(a) Service.
Patients’ satisfaction is as important as staff satisfaction. Therefore,
measuring employee satisfaction benefits the unit and team.
Develop realistic action plans to build employee satisfaction, involve
all staff levels, and reassess every year.

23. PRINCIPLES OF SUCCESSFUL NURSING LEADERSHIP
Become familiar and well versed with your patients’ satisfaction
measurement tool.
Share and explain data to your employees often.
(b) Quality.
Become familiar with and incorporate core measures into daily
practice and communication.
Convey to your team, staff, and other employees that patients’
safety and maintaining quality standards are ways of life.

24. PRINCIPLES OF SUCCESSFUL NURSING
LEADERSHIP
(c) People.
Be the resident role model; who you are is whom you will
attract.
Take notice of the employees who require a lot of
cheerleading and motivating to do their jobs. They have a
tendency to become negative when they don’t receive
feedback on a consistent basis and can infect the entire staff.

25. (d) Growth.
Develop unit-based and departmental volume projections
and growth plans.
(e) Finance
Too often clinicians focus on improving people, quality, and
service and leave finance far behind. However, your follow -
through of organizational plan for your unit or department will
likely require financial input, which will reflect in the clinical
services output.
3. Build a culture around service
Teach your staff to appreciate patients and families as their
customers.

26. Encourage them to communicate appropriately and be
prompt when answering the telephones and consistently
greet patients when entering and leaving their bedsides.
You may or may not have a new state-of-the-art facility and
the latest technology, but if employees treat patients and
their families with personalized care and compassion, they
will always come back.
4. Create and develop leaders
An old adage says, “If your unit or department can run
without you, you have done your job.” This is true,
so develop your succession plan early.

27. Identify your informal and formal leaders and invest
in them.
Find opportunities to highlight their strengths and
minimize their weaknesses.
Train them to be the next leaders.

28. 5. Focus on employee satisfaction
Make your work environment a great place to work.
Celebrate what each individual employee can bring to
team.
Make rounds daily to connect with your employees on
unit or in your department.
Focus on establishing a relationship with each staff
member by knowing their names.
Send staff thank you cards and birthday cards, and
recognize key events in their lives.
Have routine team meetings to review pertinent
information, new changes, celebrations, or other factors.

29. 6. Build individual accountability
It’s imperative to hold all employees accountable for the
part they play in the overall goal.
Develop a scorecard for each employee and meet with
every 3 months to measure their progress,
accomplishments, and opportunities for growth. The
approach—strengths, weaknesses, opportunities, and
threats—tends to work well.
Provide employees with a copy of the SWOT document
complete when conducting their 3-month personal
meeting; write specific goals and dates for when they must
be accomplished.

30. 7. Match behavior with goals and value
Set behavioral standards for all employees that are aligned
with the organization’s values, mission, and standards.
As a leader, role model the standards and use them in
everyday conversation with your staff.
Refer to standards when you’re developing or counseling
staff.

31. 8. Communicate at all levels
To serve our patient population as a team, we need to
communicate as an interdisciplinary team. Incorporate
support services, physician staff, and senior leaders into
daily round on all units.
Have a member of a different department around with
and your staff on the unit; this will assist in fostering trust
and opening the lines of communication.
Invite senior leaders to your staff meetings so your staff
can see the collaborative relationship that exists among
frontline leaders.

32. 9. Recognize and reward success
Too often, we save recognition until the end of the
year, which may be too late to appreciate the staff.
Ongoing rewards and recognitions goes a long way
to motivating staff and enhancing innovation and
creativity.

33. Offering words of praise and encouragement and taking
the time to meet with staff personally making them to
realize you are interested in them.
Set goals and objectives for your staff and as they meet
them reward them, thank you note or a small token of
appreciation may be sufficient.

34. CONCLUSION…1
Management is all about judicious utilization of limited
resources, and as potential head of health institutions,
there is need to understand how to do this to get desired
results at a minimum cost.
The manager is responsible for ensuring high quality, safe
and effective nursing care through assessment,
planning/intervention and evaluation of evidence –based
care, carried out in line with best practices.

35. CONCLUSION…2
As direct caregivers, what we do as nurses have a huge
impact on the care of the patients’. Decision makers need
to hear from all nurses, (from the experienced nurse
advocate to the direct care nurse.)
Lastly, without an ideal/standard management by leaders,
nursing care of patients will always be in shambles and the
set goals will not be achievable.