Leadership
- act of influencing and motivating a group
of people to act in the same direction
towards achieving a common goal
- Do not have delegated authority but
obtain their power through other means,
such as influence
- focus on group process, information
gathering feedback, and empowering
others
-have goals that may or may not reflect
those of the organization
Management
- process of leading and directing an
organization to meet its goals through the
use of appropriate resources
-legitimate source of power due to the
delegated authority
- emphasize control, decision making,
decision analysis, and results
-greater formal responsibility and
accountability for rationality and control
than leaders
LEADERSHIP THEORIES
 The Great Man Theory, from
Aristotelian philosophy, asserts that
some people are born to lead, whereas
others are born to be led.
- Great leaders will arise when the situation
demands it.
 TRAIT THEORY
- that certain inborn or innate qualities and
characteristics makes someone a leader.
- These qualities might be personality
factors, physical factors, intelligence factors
and so on.
- Assertiveness · Capacity to motivate
people · Courage and resolution ..
- assume that some people have certain
characteristics or personality traits that
make them better leaders than others.
 CONTINGENCY THEORY
- A contingency theory by Fiedler’s is an
organizational theory that claims that there
is no best way to organize a corporation, to
lead a company, or to make decisions.
- Instead, the optimal course of action is
contingent (dependent) upon the internal
and external situation.
 Situational theory
- HERSEY and BLANCHARD (1977)
- Situational theories of leadership work on
the assumption that the most effective style
of leadership changes from situation to
situation.
- As people mature, leadership style
becomes less task focused and more
relationship oriented
 Behavioral theory
- Behavioral leadership theory is a
management philosophy that evaluates
leaders according to the actions they
display in the workplace
- Supporters of this theory believe that all
you need to do to be an effective leader is  Bureaucracy
to learn a certain set of behaviors - max weber (1922): theory of social and
economic organization advocated
- The behavioral leadership theory focuses bureaucracy
on how leaders behave, and assumes that
these traits can be copied by other leaders. - need for legalized formal authority and
consistent rules and regulations for personnel
- Sometimes called the style theory, it in different positions
suggests that leaders aren't born successful, Management functions
but can be created based on learnable
behavior. Henri Fayol (1925), first identified the
management functions of planning,
 Scientific Management organization, command, coordination, and
control.
- Frederick w. taylor (father of scientific
management)

- work should be studied scientifically to

determine the method of task performance
that would yield maximum work output
with minimum work expenditure

- Its main objective is improving economic

efficiency, especially labor productivity. ...

- Taylor began the theory's development in

the United States during the 1880s and
1890s within manufacturing industries,
especially steel.
Four overriding principles of scientific
management:
1. Traditional “rule of thumb” means of
organizing work must be replaced with
scientific methods.
2. A scientific personnel system must be
established so that workers can be hired,
trained, and promoted based on their
technical competence and abilities.
3. Workers should be able to view how they
“fit” into the organization and how they
contribute to overall organizational
productivity.
4. The relationship between managers and
workers should be cooperative and
interdependent, and the work should be
shared equally.
In simple words, scientific management
implies the art of knowing exactly what is to be
done and how it is to be done. Under this
approach, scientific techniques are applied in
the recruitment, selection and training of
workers and are also used in tackling various
industrial problems.
NURSING LEADERSHIP
- INFLUENCING others to IMPROVE the
QUALITY of CARE along with the DIRECT
PARTICIPATION in clinical care .
- They also added that nurse leaders must
have skills, such as self-confidence, valuing
others, and being able to build teams
effectively
- one of the single most important factors in
motivating and inspiring nurses (who make up
the clear majority of the healthcare workforce)
to practice at the top of their licensure.
- been linked to improved patient outcomes,
reduced medical errors, and improved staff
retention, benefiting the healthcare workplace
as whole.
Nurse Leader Role
solve problem for issues related to:
1. bedside care

2. patient safety
3. budget constraints PURPOSE OF PATIENT CLASSIFICATION

4. staffing shortages. 1. STAFFING

Being able to perform well under pressure 2. PROGRAM COST AND FORMULATION
and balance the myriad of daily challenges OF THE NURSING BUDGET.
is no small endeavor for even the most
experienced nurse leader. 3. TRACKING CHANGES IN PATIENT - CARE
NEEDS
Patient Care delivery system
MODALITIES of CARE

1. CASE METHOD

- TOTAL NSG CARE

- Oldest

- Nurse provide all patients needs in his/her

entire time of duty (8hours)

2. PRIMARY NURSING

NURSING PROCESS IN THE DELIVERY OF

NURSING CARE

- Responsible and accountable for total pt.

care, nurse plans, delivers and monitors
care under 24hours responsibility,
admission - discharge

- Provides pre discharged planning

3. TEAM NURSING

- Uses a group of people led by a

knowledgeable Nurse.

- Provides care to a group of clients by a

coordinating a team composed of RN’s
PATIENT CLASSIFICATION
- Patient assignments.. Ex. 18pts. Divide into 2
- A MEASUREMENT TOOL USED TO
so 9 each RN
ARTICULATE THE NURSING WORKLOAD FOR
A SPECIFIC PATIENT OR GROUP OF
PATIENTS OVER A SPECIFIC PERIOD OF
TIME.

PATIENT ACUITY

- Measure of Nursing workload that is

generated for each patient.
 Evidence-based Practices in Nursing
Management

Ethico-Legal and Moral Considerations in

NLM

ETHICS

concerned with what is morally good and

bad and morally right and wrong

LEGAL

relating to the law · based on the law ·

allowed by the law or by the rules in a
4. MODULAR NURSING
game.

Ethical dilemmas facing nurses

5. FUNCTIONAL NURSING

Nursing code of ethics

Ethical codes- systematic guidelines

6. NURSING CASE MANAGEMENT

- a dynamic and systematic collaborative

approach to provide and coordinate health care
services to a defined population.

7. INNOVATIVE/ CONTEMPORARY It is a set of ethical principles that

- new approaches, technologies, and ways

of working is described as process of
development.

- Vital in improving quality quality of care

and it’s sustainability
HISTORY Code of good governance

1899 – INTERNATIONAL COUNCIL OF

NURSES (ICN) which ha been a pioneer in
developing code of nursing ethics.

1900 – Nursing Ethics : Hospital and Private

Use The first book by Hampton Robb an
American Writer Leader

Nursing codes of ethics have the following

purposes
This code is adopted

General Principles of the Code of good

governance include the following:

 Service to others
 Integrity and objectivity
 Professional competency
 Solidarity and teamwork
 Social and Civic Responsibility
 Global competitiveness
 Equality of all professions

Primary value consideration in nursing

ethics
Code of ethics for filipino nurses

 PHILIPPINE NURSING ACT

OF 2020

- Republic Act No. 9173

October 21, 2002

The Nursing Act of 2002 (RA 9173)

- This Act shall be known as the “Philippine

Nursing Act of 2002.” ... The State hereby
guarantees the delivery of quality basic
health services through an adequate
nursing personnel system throughout the
country.

Article VI Nursing Practice

Nursing Practice
 HARBIZON AND MYERS 3 fold CONCEPTS

1. ECONOMIC RESOURCE

- Production factors, Land, labor and

capital

2. SYSTEM of AUTHORITY

- Course of action for the rank and

file.

- - policies and procedures

3. ELITE CLASS

- Sociologist viewpoint - class and status

system

Managers become the elite group of brains

and education. Based on education and
knowledge

ROLE OF MANAGERS

MINTZBERG

1. Interpersonal role

a. symbol

b. Leader

c. liason
MIDTERMS
2. Informational role
NURSING MANAGEMENT PROCESS
a. Monitors
MANAGEMENT
b. Disseminates
- MGT PROCESS IS UNIVERSAL
c. Spokeperson/Representative
- COOPERATIVE GROUP DIRECTS ACTION
TOWARDS COMMON GOALS. 3. Decisional Role

- IT INVOLVES TECHNIQUES BY W/C A a. Interprenuer/innovator

- DISTINGUISHED GROUP OF PEOPLE b. Trouble - shooter

COORDINATES THE SERVICES OF PEOPLE
c. negotiator
VENZON

– IT NOW INCLUDES MORAL and ETHICAL

STADARDS IN THE SELECTION OF RIGHT
ENDS TOWARD W/C MANAGERS STRIVE.
Developing future managers
A. KATZ FUNDAMENTAL SKILLS
1. Technical
- proficiency in performing an activity in
the correct manner with the right technique
2. Human
– relationship skills pertains to dealing with
people and how to get along with them.
3. Conceptual
– skills in deal with the ability to see
individual matters as they relate to the total
picture and develop creative ways of
identifying pertinent factors, responding to
the big problems, and discarding irrelevant
facts.
B. SUMMER
1. KNOWLEDGE
2. ATTITUDE
3. SKILLS
MANAGEMENT PROCESS
1. PLANNING
- Setting objectives/goals to determine and
achieved results.
- Developing and scheduling programs.
- Prepares budget, tools, resources
allocation, while establishing policies
and procedures that will define the
course of action and standards
2. ORGANIZING
- Establishes formal authority
- Sets up organization structure
identifying groupings, roles, and
relationships within the agency.
- Organizational chart
- Job descriptions
- Staffing
- Recruiting, selecting, orienting and
developing personnel to accomplish the
goals of organization
- Job description – qualifications and
scope of responsibilities, relationships
and authorities of personnel.
- Staffing- det staff needed, yhus
developing staffing patterns , schedules
are made to meet the needs of clients,
personnel and agency
3. DIRECTING/LEADING
- Actuates efforts to the accomplishment
of goals.
- Utilization of various modalities of
nursing care through nursing process
- Updating policies and procedures
- Supervising personnel to harmonize
work through adequate guidance and
leadership
- Coordinating personnel and services
toward a common goal
- Communicating via various routes to
ensure common understanding.
- Developing people(SDP)
- Making Sound decisions
4. CONTROLLING
- Assessment and regulation of
workers/personnel performance.
- Attainment of objectives
- Standards are utilized to measure
performance
- Monitor and evaluate nursing care
- Utilization of resources.
- It promptly reveals deviations from set
plans and standards necessitating
immediate corrective measures, actions
or discipline.

WHO – integral part of a social and medical
organization’
To provide for the population we serves,
complete health care, both curative and
preventive and whose out patient services
reach out to the family and in its home
envt.
Training for health workers and bio-social
research.
Hospital licensure Law RA 4226
A place devoted primarily to the
maintenance and operation of facilities for
the diagnosis, treatment and care of
individuals suffering from illness, disease or
deformity or in the need of obstetrical or
other medical and nursing care.
Classification of Hospitals & other Health
Facilities
Administrative order No. 2005-0029 of dec
12, 2005 amended Administrative order no.
704 series of 2004 re: REVISED RULES and
REGULATIONS GOVERNING the
REGISTRATION, LICENSING and OPERATION
of HOSPITALS and other HEALTH FACILITIES
in the PHILIPPINES.
CLASSIFICATION
1. GENERAL OR SPECIAL
A. GENERAL – PROVIDES SERVICES FOR ALL
TYPES OF DISEASE, ILLNESS OR INJURY
AND DEFORMITY
B. SPECIAL - PRIMARILY ENGAGED IN THE
PROVISION OF SPECIFIC CLINICAL CARE
AND MANAGEMENT.
2. Service capability
a. Hospital
1. Level 1 (primary level)
a. Emergency hospital
b. b. Clinical services
c. General Administrative services and
ancillary services.
d. Provides nursing care.
EH - that provides Initial care and
management, as well as primary care on
prevalent diseases In the locality.
CS - services include general medicine,
pediatrics, oby-gyne, and minor surgery.
NS- patients who requires minimal
category of supervised care for 24hours or
longer
1. Level 2 (secondary level)
a. Non-departmentalized hospital
b. b. Clinical services
c. General Administrative services and
ancillary services.
d. Provides nursing care.
1. Level 3 (secondary level)
a. departmentalized hospital
b. Clinical services + specialty clinical care
c. Appropriate administrative and services
9tertiary clinical lab .
d. Provides nursing care with highly
specialized critical care.
Other health facility
Birthing clinics
- A healthy facility that provides maternity
service on pre-natal and post natal care,
NSVD and care of newborn babies.
2. Psychiatric Care Facility
- A healthy facility engaged in the care of
mentally ill patients
3. Ownership and control
Government hospitals
- Operated and controlled either partially
and wholly by the national, provincial,
municipal or city government or other
political subdivisions, board or other agency
National – under the office of the president
like PGH
REGIONAL – batangas regional hospital
PROVINCIAL – Roxas Memorial provincial
Hospital
City – Ospital ng Maynila
Municipal – Bailan District Hospital
Private hospitals
Privately owned-owned
- Established and operated with funds,
raised capital, or other means by private
individuals, associates, corporations,
religious Org. etc.
Missionary – Lourdes Hospital, Iloilo Mission
,SACH
Civic Organization – Quezon Institute run by
Philippine Tuberculosis Society
Community – Tumbukon Hospital
Private – St.Lukes hospital, Capital Medical
Center
Training and Non-training Hospitals
a. Training hospitals
- Departmentalized hospital with accredited
Residency Training program in one or more
specified specialty or discipline
b. Non-training hospitals
- May be Departmentalized but without an
accredited Residency Training Program in
one or more specialty disciplines.
PLANNING FOR THE NURSING SERVICE
PLANNING
- PRE-DETERMINED COURSE OF ACTION
IN ORDER TO ARRIVE AT A DESIRED
RESULT.
- CONT. PROCESS OF ASSESSING,
ESTABLISHING GOALS AND
OBJECTIVES,IMPLEMENTIG AND
EVALUATING THEM.
- SUBJECT FOR CHANGE
- CONCEPTUAL AND RESULTS ARE
CLEARLY VISIBLE
PLANNING FOR THE NURSING SERVICE
PRINCIPLES OF PLANNING
1. based and focused on the vision, mission,
philosophy and clearly defined objectives of
the organization
2. continuous process, provision for proper
analysis would indicate a revision or
flexibility to be done to make it more
effective
3. pervasive within the entire organization
covering the various departments, services
and the various levels of management to
provide maximal cooperation and harmony
4. utilizes all available resources
5. PRECISE IN ITS SCOPE AND NATURE. IT
SHOULD BE REALISTIC AND FOCUSED ON
ITS EXPECTED OUTCOME
6. SHOULD BE TIME – BOUND
(short or Long term plans)
7. Projected plans must be documented for
proper dissemination to all concerned for
implementation and evaluation as to the
extent of its achievement.
IMPORTANCE OF PLANNING
1. Leads to the achievement of goals and
objectives.
2. Gives meaning to work
3. Provides for effective use of available
resources and facilities
4. Helps in coping with crises . Hospital
provides disaster plans
5. Cost effective
6. Based on past and future activities
7. Leads to realization of the need for
change
8. Provides the basis for control
9. Necessary for effective control
Why managers fail to plan effectively
1. lack of knowledge of the philosophy,
goals and objectives of the agency
2. lack understanding of the significance of
the planning process.
3. not know how to manage their time to
devote for planning.
4. lack confidence in formulating plans
- Fear that it may bring unwanted
changes(unwillingness to undertake or
unable to cope with).
Scope of planning
Top management – ND,Chief Nurses and
their assistants set the over all goals and
policies of the organization, responsible for
management of the nursing service division
Middle management or Nursing supervisors
- Direct activities to actually implement the
broad operating policies of the organization
(staffing and delivery of services to the
units)
Formulation of policies, rules and
regulations, methods and procedures for
intermediate level planning for on-going
activities and projects is done in
coordination with top management and
those in the lower level
Lower or 1st level of management,
(headnurs, charge nurse, team Leaders
-do the daily and weekly plans for the
administration of direct patient care in their
respective units.
4 Major aspects of Planning
1. contribute to objectives
2. precedes all other processes of mgt.
3. pervades all level
4. should be efficient
Characteristics of a Good Plan
- Be precise with clearly-worded
objectives, including desired results and
methods for evaluation.
- Be guided with policies or procedures
affecting the planned action.
- Indicate priorities
- Develop actions that are flexible and
realistic in terms of available personnel,
equipment, facilities and time
- Develop a logical sequence of activities
- . Include the most practical methods for
achieving each objective.
- Pervade the whole organization.
The effectiveness of a plan enhanced by the
environment in which the nursing personnel
work. A positive climate promotes good
working relationships and leads toward
achievement of identified goals.

Barriers to Planning
1. Inability to plan or inadequate planning
2. Lack of commitment to the planning
process.
3. Inferior information
4. Focusing on the present at the expense of
the future
5. Too much reliance on the organization's
planning department.
6. Concentrating on controllable variables.
Developing and scheduling programs
Programs are determined developed and
targeted within a time frame to reach the
set goals and objectives
KRON develop a planning formula which
may be used in daily duties.
Planning formula
1. WHAT
2. WHEN
3. WHERE
4. HOW
5. WHO
6. WHY
7. CAN
TIME MANAGEMENT
TECHNIQUE FOR ALLOCATING ONE’S TIME
THROUGH THE SETTING OF GOALS,
assigning priorities, identifying and
eliminating wasted time and using
managerial techniques to reach goals.
TYPES OF PLANNING
1. Strategic Planning
- concerned with what nursing should be
doing. Its purpose is to improve allocation
of scarce resources, including time and
money, and to manage the agency for
performance
- involve top nurse managers and
representatives of all levels of nursing
management and practice.
- involve top nurse managers and
representatives of all levels of nursing
management and practice.
It will include analysis of such factors as
projected technological advances, the
internal and external environments, the
nursing and health-care market and
industry, the economics of nursing and
health care, availability of human and
material resources, and judgments of top
management.
2. Operational Planning
organization and directing of the delivery of
nursing care.
Operational managers develop goals,
objectives, strategies, and targets to set the
strategic plan in motion
Elements of Planning
1. Forecasting:
- refers to the practice of predicting what
will happen in the future by taking into
consideration events in the past and
present.
- the managerial process of mapping out
corporate actions based on past and
present data trends.
GANTT CHART
 - Written statement explains the beliefs
that shape how the mission or purpose
2. SETTING: will be achieved.

VISION – MISSION - Gives direction toward the attainment of

the set goals and objectives.
VISION
GOALS AND OBJECTIVES
- STATEMENT THAT OUTLINES THE
ORGANIZATION’S FUTURE ROLE AND FUNCTION Goals- ARE MORE GENERAL AND THEY
COVER A BROAD AREA
- SOMETHING TO STRIVE FOR
Objectives

- MORE SPECIFIC

- CONCRETE

- Stated in terms of results to be achieved

and should focus on the production of
healthcare services to the patients

- Measurable goal to be accomplished.

- MISSION
STATEMENT OUTLINES THE AGENCY’S
(HEALTH CARE /HOSPITAL) REASON FOR
EXISTING, WHO TARGET CLIENTS ARE WHAT
SERVICES WILL BE PROVIDED
BUDGET
- a forecast of the resources required to
deliver the services offered by the
organization
- a plan for coordinating the financial goals
of an organization

- A formal, quantitative expression of

management’s plan, intentions,
expectations and actions to control results

A BUDGET is the annual operating plan, a

financial “road map” and plan which serves
as an estimate of future cost and a plan for
utilization of manpower, material and other
resources to cover capital projects in the
operating programs

NURSING BUDGET

PHILOSOPHY - Allocation of resources based on

DESCRIBES THE VISION.
- STATEMENT OF BELIEFS AND VALUES
THAT DIRECT ONE’S LIFE OR ONE’S
PRACTICE
- ORGANIZATION – sense of purpose and
the reason behind its structure and
goals.
preconcieved needs for a proposed series of
programs to deliver patient care during one
fiscal year.
HOSPITAL BUDGET
-Financial plan to meet to meet future
service expectation as to the needs of the
community
Translates to Manpower, equipment, and
supplies.

4 components of BUDGET

1. Revenue

2. Expense

3. Capital

4. Cash

BENEFITS derived from the budgetary

process

1. planning

2. coordination

3. Control

Factors in Budget planning

1. Type of patient, length of stay, illness

acuteness

2. Bed capacity

3. Physical lay out

4. Personnel policies

5. Grouping of pt’s

6. Standards of Nursing care

7. Method of performing nsg care

(simple/complex)

8. Method of documentation

9. Proportional nursing care provided given

by prof and non prof

10. Amt and quality of supervision

11. Effeciency of job development and job

classification

12. Method of pt assgn using modalities

13. Amt and kind of labor-saving devices &

equip.