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1. Nursing Service administration&
Leadership
Introduction to Nursing Service
Management
3/19/2024 Tamiru T. 1

2. Definition of nursing service administration&leadrship
Mgt
• Management is the operational part of
administration.
• It is defined as:
“ It is a set of interactive processes through which
the utilization of resources results in the
accomplishment of organization objectives.”
• It is a “conversion mechanism”.
3/19/2024 Tamiru T. 2

3. Mgt…
• Managers influence all phases of our modern
organizations. Our society simply could not
exist as we know it today or improve its
present status without a steady stream of
managers to guide its organizations
3/19/2024 Tamiru T. 3

4. Definition of Administration
• We can define as:
“ The process of achieving defined goals at a
defined time through the guidance,
leadership, and control of the efforts of a
group of individuals and the efficient
utilization of non-human resources bearing in
mind adequacy, speed, and economy to the
utmost possible level.”
3/19/2024 Tamiru T. 4

5. Administration…
Another definition
“Administration is the art and science of
guidance, leadership, and control of the
efforts of a group of individuals towards some
common goal.”
3/19/2024 Tamiru T. 5

6. 3/19/2024 Tamiru T. 6

7. Process
Inputs Outputs
A systems view of management:
Human resources
Non-human resources
Conversion
mechanism Objectives
achievement
3/19/2024 Tamiru T. 7

8. Mgt…
• It is through “management” that the
objectives of the health care organization are
achieved by gathering and positioning of
resources.
3/19/2024 Tamiru T. 8

9. Nursing service administration
• is a coordinated activity, which provides all of the
facilities rendering of nursing service to clients.
• cooperative efforts of all members of the staff,
coordinating the service with other
departments of the institution
• Nursing service administration is the marshaling
of resources to accomplish a purpose.
3/19/2024 Tamiru T. 9

10. Basic principles of leadership and managements
Leadership concept
 Comes first ,before
management
 Request the ability to
develop vision and goals
 Doing the right thing
 Efficiency in climbing the
ladder of success
Management concept
• Follows the vision and goals of
the leadership
• Requires the ability to plan,
organize, motivate and manage
• Doing things right
• Determining that the ladder is
leaning against the right wall
3/19/2024 Tamiru T. 10

11. Types of managers,
• Top level–such as board of directors,
Presidents and vice presidents
• Middle level–such as directors of nursing,
supervisory staffs and department heads
• First line/front line/ or supervisory
management–such as head nurses and staffs.
3/19/2024 Tamiru T. 11

12. managerial skill
• All health service managers engage in
 planning
 organizing
Staffing
Directing
Controlling
decision making
3/19/2024 Tamiru T. 12

13. Managerial roles
• Defined as the behavior or activities
associated with a management position
because of its authority and status.
Mintzberg's
• classification identifies:
- Interpersonal
-Informational and
- Decisional roles
3/19/2024 Tamiru T. 13

14. Interpersonal role
• The three interpersonal roles are
 Figurehead: senior managers, because they
engage in ceremonial and symbolic activities
such , making speeches at organizational
events.
3/19/2024 Tamiru T. 14

15. Liaison: involves formal and informal internal
and external contacts.
Influencer: includes activities inherent in the
directing function, the purpose of which is to
motivate and lead.
3/19/2024 Tamiru T. 15

16. Informational role
• The three informational roles of a manager
are
Monitor
Disseminator and
Spokesperson
3/19/2024 Tamiru T. 16

17. Decisional Roles
The four decisional roles of a manager are
o Entrepreneur
o Disturbance handler
o Resource allocator and
o Negotiator
3/19/2024 Tamiru T. 17

18. Function of mgt:
• Planning
• Organization
• Staffing
• Directing
• Coordinating
• Reporting
• Budgeting
• Supervising
• Evaluation
3/19/2024 Tamiru T. 18

19. Levels of Administration
Central
level
Intermediate
level
Local Level
Ministry of health
directorates of health
e.g. health office,
Hospital, health
care unit
3/19/2024 Tamiru T. 19

20. Every program must have an overall (general)
goal which confirms with that of the nation’s
policy, and various objectives to be achieved
according to a definite plan.
3/19/2024 Tamiru T. 20

21. Goals versus Objectives
• A GOAL: is a long range specified state of
accomplishment towards the activity it is directed.
Goals are not constrained by time or existing
resources.
• AN OBJECTIVE: is a measurable state of
accomplishment aimed towards the goal. The
objective should include a description of “what”
outcome is desired, “when” it is expected, and
“where” it will take place.
3/19/2024 Tamiru T. 21

22. Planning
• Planning is considered the most important
element of the administrative process. The
higher the level of administration, the more
the involvement and time devoting to
planning. A good plan is the basis of any
successful program. Sufficient time should be
given to the process of planning. More than
one plan should be available to choose from
to meet the existing plan.
3/19/2024 Tamiru T. 22

23. Definition of Planning
• “Planning is a projected or predetermined
course of action designed to achieve a specific
goal or objective.”
• Planning determines What? When? Where?
How? Why? And by whom? Things will be
done.
• It involves “decision making for future events”.
3/19/2024 Tamiru T. 23

24. Process of systemic planning
1. Establishing goals and objectives
2. Designing alternative courses of action
3. Analysing and predicting the consequences
4. Selecting the best course of action
5. Implementing the selected plan and performing periodic
evaluation to assure success of plan
3/19/2024 Tamiru T. 24

25. Principles of planning
• Being an intellectual activity it needs
knowledge, experience, foresight, reasoning
and the mastering of special skills and
techniques. Examples of different techniques of
planning are:
– PPBS: Planning/Programming/Budgeting system
– PERT: Performance/Evaluation/Review technique
– CPM: Critical Path Method
3/19/2024 Tamiru T. 25

26. • Planning is a dynamic (non-static) process
• It is a continuous circular process
Planning
Execution
(implementation)
Evaluation
• Futuristic
• Decision making process
• Dynamic
• Flexible
3/19/2024 Tamiru T. 26

27. • Participative planning is sharing the program
planning with other people, staff and agencies
concerned with the program.
• Participative planning have advantages and
disadvantages.
3/19/2024 Tamiru T. 27

28. • Planning of a program is based on:
– Needs and demands of the public
– Available resources
– Attitude of the public
3/19/2024 Tamiru T. 28

29. • Constraints (intervening factors) to a plan may
be social, economical or political, and they may
be related to either:
– External environment (community)
– Internal environment (the organization)
• Establishing priorities are essential in planning
(What are these priorities???)
3/19/2024 Tamiru T. 29

30. Organization
• Definitions:
“ Organization is any collection of persons, materials,
procedures, ideas or facts arranged and ordered that
the combination of parts makes a meaningful whole
that works towards achieving organizational
objectives.”
“The process of organization implies to the
arrangement of human and non-human resources in
an orderly fashion to make a meaningful whole that
accomplishes organizational objectives.”
3/19/2024 Tamiru T. 30

31. • The organizational process is classified into:
–Structural organization
–Functional organization
3/19/2024 Tamiru T. 31

32. • Principles of organization:
– Departmentation
– Acquisition of human and non-human resources
– Specialization and division of labor
– Coordination
– Authority and responsibility
– Centralization and de-centralization
– Unity of command
– Line and staff
3/19/2024 Tamiru T. 32

33. Staffing
• It is the process of “personalizing” the organization, by
hiring the right type and adequate number of workers
to each unit for the time required for the program,
through the following steps:
– Identifying the type and number of personnel
– Recruitment
– Selection and appointment
– Orientation
• Job analysis
• Job description
• Job specification
3/19/2024 Tamiru T. 33

34. Budgeting
• Financial administration consists of a series
activities were funds are made available for
certain people in the organization under
procedures that will ensure their efficient use.
• The main activities are:
– Budgeting
– Accounting
– Auditing
– Purchasing
3/19/2024 Tamiru T. 34

35. Definitions
• Budgeting:
It is the allocation of financial resources in
support for programs or projects for a special
period of time. A budget is defined as “a
balanced estimate of expenditures and
receipts for a given period of time”.
3/19/2024 Tamiru T. 35

36. • Accounting:
“It is recording assembly and summarization
of financial effects of executive action. a
harmonious relationship between budget and
account is important to current comparisons,
between goals set in and accomplished.”
3/19/2024 Tamiru T. 36

37. • Auditing:
“It is the investigation and report on the
fidelity and legality of all financial
transactions”.
3/19/2024 Tamiru T. 37

38. • Purchasing:
“It is the acquisition of the property and
materials needed in administration”.
3/19/2024 Tamiru T. 38

39. Supervision
• Supervision refers to the day-to-day
relationship between an executive and his
immediate subordinates.
• Supervision aims at satisfying both:
– Work
– Workers
3/19/2024 Tamiru T. 39

40. Supervision
• Motivation is defined as: “an externally
induced behaviour which occurs in order to
bring about or maintain need fulfillment”.
• The following conditions if present build high
levels of motivation:
•Achievement
•Recognition
•Advancement
•Working conditions
•Responsibility
•Organizational policy
•Technical supervision
•Interpersonal relations
•Salary and compansations
•Job security
3/19/2024 Tamiru T. 40

41. Supervision
• Styles of leader authority:
– Autocratic
– Consultative
– Participative
– Democratic
– Free rein
3/19/2024 Tamiru T. 41

42. Supervision
• Factors affecting style of supervision:
– Condition present
– Type of work
– Subordinates characteristics
– Personal characteristic of manager
3/19/2024 Tamiru T. 42

43. Evaluation
• Definition:
“systemic collection of information about the
activities, characteristics and outcomes of
programs, personnel, and products use by
specific people to reduce uncertainties,
improve effectiveness and make decision with
regard to what those programs, personnel or
products are doing and affecting.”
3/19/2024 Tamiru T. 43

44. Types of Evaluation
Process Outcom
e
/impact
Structure
3/19/2024 Tamiru T. 44

45. Types of Evaluation
Program
Implementation
Program
planning
Program
impact
Structure
evaluation
Process or
Formative evaluation
Impact or summative
Evaluation
Facilities/
Equipment/
Manpower/
organization
Performance
of staff/ way
procedures
are done
Measurable
Indicators +
Health related
impacts
3/19/2024 Tamiru T. 45

46. Elements of Evaluation
• Relevance
• Adequacy
• Accessibility
• Acceptability
• Effectiveness
• Efficiency
• Impact
3/19/2024 Tamiru T. 46

47. Steps of Evaluation
• Describe the program in terms of objectives expected.
Objectives can be either outcome or process
objectives.
• Outcome objectives: “a statement of the amount of
change expected for a given health problem for a
specified population within a given time frame”
• Process objectives: “a statement of the amount of
change expected in the performance and utilization of
interventions that impact on the outcome.”
3/19/2024 Tamiru T. 47

48. Thank you !
3/19/2024 Tamiru T. 48