Professional Documents
Culture Documents
Management Process3
Management Process3
Management
Process
Madeline N. Gerzon, RN, MM
Clinical Instructor
Davao Doctors College
m_a_y_g@yahoo.com
According to Machiavelli….
“There is nothing more
difficult to take in hand, more
perilous to conduct, or more
uncertain in its success, than to
take the lead in the introduction of
a new order of things”
Management Process
Consists of achieving organizational
objectives through planning, organizing,
directing, and controlling human and
physical resources and technology
Management Process
INPUT OUTPUT
• Planning
• Organizing
• Directing
• Controlling
Planning: a fundamental process
Definition
Planning is having a specific aim or purpose and
mapping out a program or method beforehand
for accomplishment of the goal (Douglas)
b) What is to be done?
c) How it is to be done?
d) When it is to be done?
Change
According to Machiavelli….
“There is nothing more difficult to take in
hand, more perilous to conduct, or more
uncertain in its success, than to take the lead in
the introduction of a new order of things”
What needs to be planned?
Change
• Need for change – profit, improve human
work, satisfy economic goals, individual
satisfaction
• Change theory – Lewin’s theory (unfreezing
change, moving change, refreezing change)
• Resistance to change – plan changes,
manage change
Organizing Process
• Is the grouping of activities for the purpose
of achieving objectives, the assignment of
such groupings to a manager with authority
for supervising each group, and the defined
means of coordinating appropriate activities
with other units (horizontally, vertically)
that are responsible for accomplishing
organization objectives
Organizing Process
• Involves deciding the necessary levels
of organization needed to accomplish
the objectives
• Involves putting people where they
will be most useful
• According to Urwick….. Process of
designing the machine
Organizing
Organizing is the establishment of
relation ship between the
• Activities
• Persons
• Physical factors
Organizing
• or we can say that organizing
includes:
– What tasks are to be done? (Activity)
– Who is to do them? (People)
– What physical resources are required?
(Resources)
– And who reports to whom. (Structure)
Organizing
Principles of Organizing
• The principle of Chain of Command (authority
and accountability)
• The principle of Unity of Command
(1S+1L+plan=meet objectives)
• The principle of Span of Control (supervise in
terms of number, functions, and geography)
• The principle of Specialization (perform single
leading function)
Organizing
Five steps in Organizing process
Division of Labor (assigning amount of task,
time-element, rotation)
Departmentalization (segmentation of work,
kind of activities)
Staff positioning (Staff mix, classification of
patient, staff scheduling)
Assigning authority or Delegation of
power (substitutes, performance of special task)
Equalizing authority and responsibility
Organizing
Staffing
• Placing right people at the right time
• Assigning competent people to fill the
roles designed for the organizational
structure through recruitment,
selection, and development of
personnel
• Matching job with the people
Staffing
Employment procedure
• Recruitment
• Responsibility for selection of nursing
personnel
• Induction and orientation
Staffing
Staff Projection
• Projecting number of nurses needed to provide
care to patients
– Data collection – patient census, ave length of stay,
types of patients, admissions/discharges
– Patient classification –
– Staff mix
– Staff scheduling – work schedule and off meet
organizational goals with fairness and equity
among personnel – centralized or decentralized
PATIENT CLASSIFICATION
Day shift
3 required minimal care 3 x 0.17 = 0.51
14 required partial care 14 x 0.27 = 3.78
5 required total care 5 x 0.36 = 1.80
Total # of nursing personnel 6.09
Needed to staff day shift
Modes of Organizing Patient Care
Functional Nursing
• Evolved because of shortage
• Care through others
• Economical
• Allow care to be provided with min
registered nurses
• May lead to fragmented care and
overlooking patient priority needs
Modes of Organizing Patient Care
Primary Nursing
• Relationship-based nursing
• Brought back nurse to bedside
• Also useful in other health hospices
• Requires high degree of responsibility and
autonomy
• Disadvantage: inadequately prepared nurse
Modes of Organizing Patient Care
Case management
• Latest work design
• Collaborative process
Nurse Scheduling Challenges
• 24/7 coverage needed
• Workload varies by shift by skill level by unit
• Rotation to off-shifts?
• Multiple skill levels (RN, LPN, aide, etc.)
• Covering weekends
• Shortage of personnel
• Dealing with daily fluctuations in supply &
demand
– OT, agency, part-time, float on/off unit, contingent,
send home, call-in
Directing
• Directing is the issuance of assignments,
orders, and instructions that permit the
worker to understand what is expected of
him/her, and the guidance and overseeing of
the worker so that he or she can contribute
effectively and efficiently to the attainment
of organizational objectives
Directing
• Motivation
• Leadership
• Communication
As a nurse manager…..
Delegating
In controlling function
• Principle of uniformity
• Principle of comparison
• Principle of exception
Controlling and Nursing
management
• Major function of nursing management
(Dovovan)
• System of evaluation
• Performance standards
• Nursing rounds
• Nursing audits
6
The First Year Management
Transition
Initial Assumptions Reality
7
Conflict Management
• Relates to feelings, including feelings of neglect,
of being viewed as taken for granted, of treated
like a servant, being ignored, being overloaded…
• Results in overt behavior like brooding, arguing or
fighting
• In itself is neither functional (beneficial) or
dysfunctional (harmful)
Conflict management
• Can threaten harmony and balance in the
organization
• Can also be desirable and useful depending
on how it is managed
Attitudes toward Conflict
Bureaucratic or conservative
• Conflict is unnecessary and harmful
• Reflects failure in planning and control
• Equates it to trouble, fight, unpleasant argument,
pain and tension
• Treat it with repressive and disapproving climate
Attitudes toward Conflict
Top Managers
Middle
Managers
First-line
Managers