3. GENERAL OBJECTIVE
By the end of the session students should be able
to demonstrate an understanding on concepts of
leadership and management including
organizations and be able to utilize it in the
management of the health care workforce to
improve service.
4. Specific objectives
By the end of this session students should be able to:
Define Leadership and Management
Define Concepts used in Leadership and Management
Outline principles of Management according to Henri
Fayol.
Discuss theories of Management
Describe Organizations
5. INTRODUCTION
Effective management in complex health care systems
requires knowledge and skills related to management
functions, organization environments.
The management process uses both interpersonal and
technical skills to achieve organizational objectives by
utilizing human and material resources and technology
(Longest, 1976).
6. INTRODUCTION
Leadership and management are two
concepts that are often used
interchangeably.
However, these words actually describe
two different concepts.
7. INTRODUCTION
Although your position as a manager, or a
leader gives you the authority to accomplish
certain tasks and objectives in the
organization, this power does not make you a
leader, it simply makes you the boss (Rowe,
2007).
8. TERMS USED IN MANAGEMENT
LEADERSHIP
Leadership is a process where an individual
influences a group of individuals to achieve a
common goal.
9. TERMS USED IN MANAGEMENT
Management
Management is the process of planning,
organizing, leading and controlling the work of
organizational members and of using all available
resources to reach stated organizational goals.
10. TERMS USED IN MANAGEMENT CONT
Planning : is a systematic approach to attaining
explicit objectives for the future through efficient
and appropriate use of resources available now
and in the future.
11. TERMS USED IN MANAGEMENT
Organization: it is a social unit of people that
is structured and managed to meet a need or to
pursue collective goals.
12. TERMS USED IN MANAGEMENT CONT
Directing: means giving instructions, guiding and
counseling, motivating and leading the staff in an
organization in doing work to achieve
Organizational goals.
13. TERMS USED IN MANAGEMENT CONT
Controlling: is determining what is being
accomplished if necessary, applying corrective
measures so that performance takes place
according to plans".
14. TERMS USED IN MANAGEMENT CONT
Staffing: is the process of acquiring, developing,
employing, appraising, remunerating and retaining
people so that the right type of people are
available in right positions and at the right time in
the organization.
15. TERMS USED IN MANAGEMENT
The term top management usually refers to
management above departmental level and is
loosely applied to directors.
The word executive is correctly used when
referring to a person who carries out policy.
16. TERMS USED IN MANAGEMENT
The phrase top executive is used, especially in the
USA, for people of high status, who in fact do no
executive work at all, as they spend their time
formulating policy
18. Why study leadership and management?
Because nursing Leadership and management is an
essential part of every health care professional’s
preparation for practice.
Because Experienced professionals often say that most
of the serious problems they face in their work are not
technical problems but people problems.
19. WHY STUDY LEADERSHIP AND MGT CONT
The primary purpose of studying leadership
and management is to learn how to work
with people, not only as individuals but also
as members of groups, teams, and
organizations.
20. Benefits of studying nursing leadership
and management
1. You learn how to work well with other people.
Nurses rarely work alone. Most often they are part
of a healthcare team composed of other nursing
personnel and members of other health related
disciplines.
21. Benefits of studying nursing leadership
and management
2. It helps to learn how to advocate for one’s patients and
clients. Sometimes nurses find that other members of the
health care team are neglectful of patient needs or rights.
Nurses are often in a position to see that those needs are
met and people’s rights respected.
22. Benefits of studying nursing leadership
and management
3. It helps to understand Nurses position in the
healthcare system.
To function effectively, nurses need to understand
the forces that affect their ability to provide the
highest quality care possible.
23. Benefits of studying nursing leadership
and management
4. It will assist in bringing about change.
Although stability might seem more important than
change in volatile times, improvement of the way in which
we deliver healthcare is an on-going challenge. Gaining
acceptance of needed changes is vital to the improvement
of health care.
24. Benefits of studying nursing leadership
and management
5. It helps nurses to take control of there practice.
When co-workers or employers have a limited view
of what nurses do, assertiveness and negotiation
skills can help you define and expand your practice.
25. Benefits cont
6. It prepares you to assume leadership and
management responsibilities. Once you have
become an experienced nurse, you will be expected
to assume leadership and, sometimes management
responsible.
26. Benefits of studying nursing leadership
and management
7. It gives an opportunity to learn on how to provide
support to the nursing profession. The profession is at
crossroads, facing unprecedented challenges as well as
opportunities to expand and advance as never before.
Which way will we go? The answer depends on us and the
ability to assume leadership.
27. What are the principles of management
according to Henry Fayol
28. PRINCIPLES OF MANAGEMENT
Henri Fayol laid down the 14 principles of Management.
Unity of command: Workers should receive orders
from only one manager.
Unity of direction: The entire organization should be
moving towards a common objective in a common
direction.
Authority: Is the right to give orders and the power to
exert obedience.
29. PRINCIPLES OF MANAGEMENT
Equity: All employees should be treated as equally as
possible.
Scalar chain: The Top Manager possesses the most
authority; the first line supervisor the least. Lower level
managers should always keep upper level managers
informed of their work activities.
Espirit de corps: Management should encourage harmony
and general good feelings among employees
30. PRINCIPLES OF MANAGEMENT
7. Division of Work
Employees are specialized in different areas and they have
different skills.
8. Discipline
This principle is about obedience. It is often a part of the
core values of a mission and vision in the form of good
conduct and respectful interactions.
31. PRINCIPLES OF MANAGEMENT
9.Subordination of Individual Interest-
Personal interests are subordinate to the interests
of the organization (ethics).
10. Remuneration-Motivation and productivity
are close to one another as far as the smooth
running of an organization is concerned.
32. Principles of mgt
11.The Degree of Centralization-Centralization
implies the concentration of decision making authority at
the top management (executive board). Sharing of
authorities for the decision-making process with lower
levels (middle and lower management), is referred to as
decentralization by Henri Fayol.
33. PRINCIPLES OF MANAGEMENT
12. Order-Employees in an organization must have the
right resources at their disposal so that they can function
properly in an organization.
13. Stability of Tenure of Personnel-Management
strives to minimize employee turnover and to have the
right staff in the right place.
34. PRINCIPLES OF MANAGEMENT
14. Initiative-Employees should be allowed to express
new ideas. This encourages interest and involvement and
creates added value for the company. Employee initiatives
are a source of strength for the organization according
to Henri Fayol. This encourages the employees to be
involved and interested.
35. MANAGEMENT THEORIES
A Management Theory is a collection
of ideas which set forth general rules
on how to manage a business or
organization.
36. MANAGEMENT THEORIES CONTINUED
Management theory addresses how managers and
supervisors relate to their organizations in the
knowledge of its goals, the implementation of effective
means to get the goals accomplished and how to
motivate employees to perform to the highest
standard.
37. MANAGEMENT THEORIES
These theories are as follows;
The Scientific Management theory
The Behavioral Theory
The Contingency Management Theory
The Quantitative Management Theory
The System Management Theory.
38. The Scientific Management theory
Frederick Taylor developed the “scientific management
theory” which proposed careful specification and
measurement of all organizational tasks.
Tasks were standardized as much as possible. Workers
were rewarded and punished according to the job
performance to increase production or performance of an
Organization.
39. APPLICATION to NURSING
In Nursing, an in-charge can do task allocation to Nurses on
duty and follow up their task completion afterwards.
Nurses who deliver required services to the patients can be
rewarded in form of formal appraisals and awards.
On the other hand, if a Nurse is not able to carry out the
designated tasks, counseling can be done and Disciplinary
measures instituted according to the Code of Conduct.
40. The Behavioral Management Theory
The Manager who adopts the Behavioral Management theory
believes that the workers conditions affect the quantity and quality
of their works.
Therefore, management must be concerned with the workers
conditions in order to improve the quantity and quality of work
output.
A nurse manager who applies Behavioral Management Theory
takes into consideration workers’ poor performance and tries to find
out the possible causes so that work output is improved.
41. The Contingency Management Theory
Basically, contingency theory asserts that before
Managers make a decision, they must take into account
all aspects of the current situation and act on those
aspects that are key to the situation at hand.
It’s the approach that “it depends.” For example, the
continuing effort to identify the best leadership or
management style might now conclude that the best
style depends on the situation.
42. APPLICATION TO NURSING
In this case, A Nurse Manager who is a leader may
need to employ different Managerial Theories taking
into consideration a prevailing situation, because
there are no two situations which may be exactly
the same.
43. The System Management Theory
The System Management Theory conceptualized a
system that it has interrelated parts.
These parts work or operate as one or a whole in order
to achieve a specific goal.
This theory signifies that the manager of an organization
should be able to understand the various parts or
44. APPLICATION TO NURSING
In this case a Nurse Manager who applies the System
Management Theory should understand that different
workers in different departments at the Hospital lead to
quality Health service delivery, because all departments
contribute to the recovery of a patients (Team work is
encouraged in all Health Care Organizations.
46. ORGANIZATION
An Organization is a social unit of people
that is structured and managed to meet a
need or to pursue collective goals
47. PURPOSE OF AN ORGANIZATION
Helps to achieve organizational goal -An
organization exists to achieve the overall objectives of a
firm.
Optimum use of resources-To make optimum use of
resources such as human resource ,material, money,
machine and methods, it is necessary to design an
organization.
48. Purpose of org cont
To perform managerial functions-
Management functions such as Planning,
Organizing, Staffing, Directing and Controlling
cannot be implemented without a proper
organization.
49. PURPOSE OF AN ORGANISATION
Facilitates growth and diversification
A good organization structure is essential for expanding
business activity. Organization structure determines the
input resources needed for expansion of a business
activity. Similarly organization is essential for product
diversification such as establishing a new product.
51. Pyramids/hierarchies
The hierarchical organization is very effective in a
relatively stable environment, where the efficient and
predictable delivering of products is its main reason of
existence.
Following of rules and procedures is vital.
This type of organization is often characterized by a
machine bureaucracy with a role culture.
53. COMMITTEE / JURY
A Committees/juries consist of a group of peers who decide
collectively, such as by voting.
The difference between a jury and a committee is that
members of a committee usually perform further actions
after the group reaches a decision, while members of a jury
come to a decision and then their work is complete.
In common law countries, an example is how legal juries
render decisions.
55. Matrix
Matrix organizations assign two bosses to each worker,
with each boss representing a different hierarchy.
One hierarchy is "functional" and assures that experts in
the organization are well-trained and assessed by bosses
who are highly-qualified in the same areas of expertise.
The other direction is "executive" and works to have the
experts bring specific projects to completion.
58. Organizational culture includes an
organization's expectations, experiences,
philosophy, and values that hold it together,
and is expressed in its self-image, inner
workings, interactions with the outside world,
and future expectations.
59. SUMMARY
We have defined leadership and management. We have
also discussed concepts of leadership and management.
We also looked at principles and theories of
management.
61. REFERENCES
Booyens, S W (1996) Dimension of Nursing
Management, Cape Town: Juta and Company Limited.
Moloney, M M (1979) Leadership in Nursing : Theory,
Strategies, Action. St Louis: Mosby
