The focus of this lecture is on developing the role of the manager. Manager may refer to the first-level manager or to someone who is functioning in that role in a service, a unit, or a department.
Scientific management introduced by Frederick Taylor—based on idea that one best way exists to accomplish a task. Production of work = financial reward
Participative management – evolved to ….
Role theory is grounded in management theories that date back to the 1930s. Role theory explains that there are socially desired behavioral norms and there are three central components that are modeled after certain social behaviors and these include: role expectations, the assumption of social roles, and the subsequent enactment of those roles.
Maslow’s hierarchy of needs reflects on the needs of human beings that must be satisfied at their most basic level (physiologic, safety) before reaching higher levels (love and self-esteem) in order to achieve self-actualization.
Path-Goal theory, focused on the environment, clarifying the relationship between the pathway employees take and the outcome or goal they wish to attain.
More recently, many managers are utilizing quantum theory because it addresses unstable, unpredictable environments, as are often seen in healthcare systems.
Chaos and complexity of quantum theory leadership qualities for nurse leaders include self-awareness, vision, empathy, being a team player (knowing the greatest outcome is achieved from the sum of small acts/parts), analytical approach, view problems as opportunities and importantly, does not micromanage and remains flexible.
The management role should focus on the person, allowing the person to develop strengths and abilities that lead to excellence.
The manager should help the person develop realistic goals and foster an environment that promotes goal attainment.
Peter Drucker, who is considered the founder of modern management and is considered by some to be the greatest thinker about management, describes seven foundational concepts of management today.
A manager must not only be able to work within these concepts, but must also be able to rise to new demands in order to excel. For example, the managers must not just manage personnel but lead people and view them as resources in accomplishing today’s work. Another example of the role of the manager is in understanding and leveraging the work of people as knowledge workers who use concepts, theories, and thoughts rather than merely relying on everyday skills to complete a task.
Establishing goals with the person allows the manager to analyze needed activities, determine the decisions to be made, and divide tasks so that they can be managed. The manager creates a team to foster teamwork. The manager also communicates performance results to the worker. This is done with the goal of improving work processes and, more important, developing self and the team to do the best possible work.
Managers are described as “chief culture builders” who are able to establish a positive work environment and culture, where staff are able to work at their best in delivering outstanding patient care.
Duffield, Roch, Blay, & Stasa (2011) studied 2488 nurses across Australia and results also confirmed that staff job satisfaction and satisfaction with nursing was integrally related to their perception of their nurse manager.
Common behavioral characteristics included high visibility, consultation with staff, recognition and praise, and overall perception of the manager as a good leader.
Examples of managing different generations:
maintaining an open door policy for employees (especially younger generations who desire to be heard)
focusing on each individual
being mindful of inclusion of all
individual goals/advancement
work/life balance, benefits
recognition and respect
opportunities for growth and development as well as,
providing motivational opportunities for all generational groups.
The nurse manager should astutely evaluate the work culture and how it can support the workers, taking into account the mission of the unit.
What is the organizational culture of your institution? Is it conducive to worker satisfaction? [Discuss]
The nurse manager has a critical role in ensuring that the environment is balanced and staff has the tools they need to practice safely and at their best, especially in terms of staffing and workload.
Management in healthcare settings is a huge challenge for the nurse manager. Why? Because ever present changes must be addressed, especially in light of various aspects of the workplace such as regulatory requirements (HIPPA) and changing societal mores (workplace violence), management of shrinking resources, and the need to adapt to technologic changes that affect nursing practice.
Developing courage has never been more needed in health care than today. Having courage and the ability to own one’s opinion and to stand up when it is more popular not to, is a hallmark of great leadership and a trait of a quantum leader.
First and foremost, the nurse manager must be ever vigilant that quality of care remain constant. In addition, the professional nurse manager must model behavior that fosters autonomy, accountability, and self-regulation for the team.
A humanistic philosophy that reflects regard for self-determination, independence, and choice in decision making prevails for the staff, as well as for the consumer of care—the patient.
If you want to read more, this study by Laschinger (lash ing er), et al (2012) is an excellent example. You can discuss the examples based on your own experiences and observations. Laschinger analyzes the effect of an intervention in promoting respect, teamwork, and trust.
We are going to turn now to a case study: [Read slide]
So here are the questions. Let’s discuss them. [Be sure that someone points out during the discussion how staff morale can be affected and how important it is for the manager to sit down with her friend and clarify roles.]
Now, to be sure you have learned the key content, please write a brief evaluation as described here.
