This document discusses principles of nursing management. It outlines 14 principles of management put forth in 1916 including division of work, authority and responsibility, discipline, and unity of command. It also describes the key functions of management - planning, organizing, directing, controlling, staffing, delegation, and budgeting. Different levels of nurse managers are described from unit managers to executive managers. Competencies for nurse managers include communication, leadership, professionalism, and business skills. The roles of staff nurses, charge nurses, and clinical nurse leaders are also summarized.

1. Principles of Nursing
Management
By
Anyier Simon

2. Introduction
• In the last century organization had to deal
with management in practice,
• These first concepts, also called principle of
management are underlying factors for
successful management

3. 1. Division in work
2. Authority and responsibility
3. Disciple
4. Unity of command
5. Unity of direction

4. 6. Subordination of individual interest
7. Remuneration
8. The degree of centralization
9. Scalar chain
10. Order

5. • 11. Equity
• 12. Stability of tenure of personnel
• 13. Initiative

6. • In 1916, French industrialist Henri Fayol first
describe the function of management as:
Planning is a four stage process to:
• Establish objective
• Evaluate the present situation and predict
future trends and events

7. Cont.
• Formulate a planning statement
• Convert the plan into an action statement
• Planning can be:
a. Contingent
b. Strategic

8. Organizing:
Is the process of coordinating the work to
be done.
• Formally, It involve the work of organization
dividing the labor, developing the chain of

9. Cont.
• command and assigning authority and job
descriptions in health care.
• Directing:
• Is the process getting the organization’s work
done.

10. Cont.
• Power, authority and leadership style are
intimately related to a manager's ability to direct
• Controlling:
Involve comparing actual result with projected
results

11. Staffing:
Staffing and scheduling is an important
responsibility of the nurse manager and
critical aspect of providing effective and
efficient nursing care.
Delegation:
• is the process by which responsibility and

12. Cont.
authority for performing a task is transferred to
another individual who accepts that authority
and responsibility.
Budgeting:
Is process of planning and controlling future

13. Cont.
operations by comparing actual results with
planned expectation.
• Coordinating:
• The process of organizing people or groups so
that they work together properly and well

14. • Nurse manager in practice
1. Frist level manager or unit manager
2. Middle manager might be deemed department
manager
3. Top level nursing administrator could be named
executive manager, chief nursing officer or vice
president of patient care

15. Cont.
• Clinical titles might include professional
practice leader who are clinical nurse
specialist or nurse practitioners
• Regardless of their titles, all nurses managers
must hold certain competencies

16. • Nurse manager competencies
• Nurse manger must skilled communicate ,
exhibit leadership skills, displayed
professionalism, and demonstrate business
skills
• Characteristic of leadership competencies

17. • a. Personal competencies
• Self-awareness
• Self-management
• b. Social competencies
• Social awareness
• Relationship management

18. Conts.
• Staff nurse
• Supervises LPNs other professional and
assistive personal, So is also a manger who
need management and leadership skill

19. Cont.
• First-level management
• Is responsible for supervising the work of non
managerial personal and the day-to-day
activities of a specific work unit or units

20. Cont.
• Assisting in shift –by-shift coordination and
promotion of quality patient care as well as
efficient use of resources

21. Cont.
• Charge nurse
• Is an expanded staff nurse role with increased
responsibility
• Charge nurse function as:
• Liaison (contact) to the nurse manager

22. Cont.
• Troubleshoots problems and assist other staff
member in decision making
• Role modeling
• Monitoring
• Educating

23. • The charge nurse usually has extensive experience,
skills and knowledge in clinical practice
• Has 24-hour responsibility and accountability for all unit
activities
• Clinical nurse leader
• Is not a manager, but instead is a lateral integrator of
care, responsible for a specified group of clients
within microsystem of the health care setting

24. • Role of clinical nurse leader
• Is designed to response more effectively to challenges in today’s
rapidly changing
• Complex technological environment
• Coordinate care at bedside and supervises the health care team

25. Thank you