L & m overview rs mehta [compatibility mode]


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L & m overview rs mehta [compatibility mode]

  1. 1. Nursing Leadership & Management Dr. Ram Sharan Mehta Medical-Surgical Nursing Department R S Mehta, MSND, CON, BPKIHS 1
  2. 2. R S Mehta, MSND, CON, BPKIHS 2
  3. 3. Concepts:Coordinate the individual efforts tocommon goal: e.g.: Dharhara,Singhdarbar, Tajmahal, Great wall ofchina etc.Approach of management:productivity, process, decisionmaking, human relation, andsystem approach. R S MEHTA, MSND 3
  4. 4. Leadership
  5. 5. What is leadership?Leading people Influencing people Commanding people Guiding people
  6. 6. Types of LeadersLeader by the position achievedLeader by personality, charismaLeader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to accomplishthings
  7. 7. Nursing ManagementThis is defined as the coordinationand integration of nursing resources byapplying the management processto accomplish nursing care andservice goals and objectives R S Mehta, MSND, CON, BPKIHS 7
  9. 9. 1.MEN R S Mehta, MSND, CON, BPKIHS 9
  10. 10. 2.MONEY R S Mehta, MSND, CON, BPKIHS 10
  11. 11. 3. MATERIALS R S Mehta, MSND, CON, BPKIHS 11
  12. 12. 4.MACHINES R S Mehta, MSND, CON, BPKIHS 12
  13. 13. 5. Time Management R S Mehta, MSND, CON, BPKIHS 13
  14. 14. What is the Differencebetween a MANAGEMENTAND LEADERSHIP? R S Mehta, MSND, CON, BPKIHS 14
  15. 15. LEADERSHIPTo Guide, to go before andshow the wayLeadership is the art ofdeveloping people R S Mehta, MSND, CON, BPKIHS 15
  16. 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. 17R S Mehta, MSND, CON, BPKIHS
  18. 18. Managers vs. LeadersManagers 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. 19. Common Activities Planning Organizing Directing Controlling
  20. 20. PlanningManager Leader Planning Devises strategy Budgeting Sets direction Sets targets Creates vision Establishes detailed steps Allocates resources
  21. 21. OrganizingManager Leader Creates structure Gets people on board Job descriptions for strategy Staffing Communication Hierarchy Networks Delegates Training
  22. 22. Directing WorkManager Leader Solves problems Empowers people Negotiates Cheerleader Brings to consensus
  23. 23. ControllingManager Leader Implements control Motivate systems Inspire Performance Gives sense of measures accomplishment Identifies variances Fixes variances
  24. 24. Why do we have to study MANAGEMENT ANDLEADERSHIP? 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. 25. ROLE OF MANAGERSThe basic roles performed bymanagers as 1. INTERPERSONAL, 2. INFORMATIONAL, 3. DECISIONAL R S Mehta, MSND, CON, BPKIHS 25
  26. 26. 1.INTERPERSONAL ROLEAs a leader who: Hires Trains Encourages Fires Remunerates Judges R S Mehta, MSND, CON, BPKIHS 26
  27. 27. As a LIASON officer betweenoutside contracts such as thecommunity, suppliers and theorganization R S Mehta, MSND, CON, BPKIHS 27
  28. 28. 2.INFORMATIONAL ROLEOne who monitors informationDisseminates information from bothexternal and internal sourcesAs a spokesperson or representativeof the organization.She represents the subordinates tosuperiors and the upper managementto the subordinates R S Mehta, MSND, CON, BPKIHS 28
  29. 29. 3.DECISIONAL ROLEProblem discoverer, a designer toimprove projects that direct andcontrol change in the organizationAs a Negotiator when conflicts arise 1. PROBLEM SOLVER 2. TROUBLE SHOOTER 3. NEGOTIATOR R S Mehta, MSND, CON, BPKIHS 29
  30. 30. DEVELOPING FUTURE MANAGERSManagerial development programs are veryuseful means of getting qualified managers.The necessary fundamental skills of amanager are: R S Mehta, MSND, CON, BPKIHS 30
  31. 31. a. TECHNICAL SKILLS Relate to the proficiency in performing an activity in the correct manner with the right techniqueb. 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. 32. Approach in developing managersemphasizes: 1.ATTITUDE FACTORS 2. KNOWLEDGE FACTORS 3. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 32
  33. 33. a. ATTITUDE FACTORSInterest in one’s workConfidence in one’s mental competenceDesire to accept one’s responsibility R S Mehta, MSND, CON, BPKIHS 33
  34. 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. 35. c. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 35
  36. 36. Include skills, art, judgment andwisdomNursing Service Administrators arerequired to be academically preparedPrior to promotion or holding ofmanagerial positions, nurses who havethe potential to become administratorsare asked to participate in managerialstaff development programs(e.g. Singapore CGH, 2 weeks training) R S Mehta, MSND, CON, BPKIHS 36
  38. 38. 1. TOP MANAGEMENTOverall operations of nursingservices, establishes goals,objectives, policies andstrategiesChief nurse, Director, Matron R S Mehta, MSND, CON, BPKIHS 38
  39. 39. 2. MIDDLE MANAGEMENTCoordinator of nursing activities ofseveral unitsSupervisor, Coordinator R S Mehta, MSND, CON, BPKIHS 39
  40. 40. 3. FIRST LEVEL MANAGEMENTResponsible for production ofnursing services; act as linksbetween higher level managersand non-managersWard Incharge, Head nurse,Team leader R S Mehta, MSND, CON, BPKIHS 40
  41. 41. LEADERSHIP ROLESTOP --------------------------------ADMINISTRATORMIDDLE---------------------------SUPERVISORSFIRST LINE-----------------------HEADNURSES/SENIOR NURSESOPERATIONAL LEVEL----------STAFF NURSES/ ANMs R S Mehta, MSND, CON, BPKIHS 41
  42. 42. Three basic competencesLevel of Imanagement II III Technical skills Interpersonal skills Conceptual skills
  43. 43. TYPE OF ORGANIZATIONAL STRUCTURES1. Bureaucratic Commonly called line structures or staff organizations seen in large healthcare facilitiesAdvantage: Clearly defines authority and responsibilityDisadvantages: Transfer workers Produces monotony Restricts upward communication R S Mehta, MSND, CON, BPKIHS 43
  44. 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 completedAdvantage: Serves as a way for professionals to handle the situationsDisadvantages: 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. 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 hierarchyDisadvantage: Slow decision-making can produce confusion and frustration R S Mehta, MSND, CON, BPKIHS 45
  46. 46. Role of Leader:Risk takerInfluencerChange agentGood communicatorMentorCritical thinkerGood listenerForecasterEnergizerVisionaryProblem solver andRole model. R S Mehta, MSND, CON, BPKIHS 46
  47. 47. Nothing is more dangerousthan an idea when it’s theonly one you have. – Emile R S Mehta, MSND, CON, BPKIHS 47
  48. 48. Manage OneselfBe self-aware Types of helpDefine your Technicalleadership style PoliticalGet advice and Personalcounsel Advisor traits Advice is from Competent expert to leader Trustworthy Counsel is insight Enhance your status
  49. 49. How Far Can You Go?
  50. 50. Thank You R S Mehta, MSND, CON, BPKIHS 50