MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022
DEFINITION OF MANAGEMENT
- Process by which a cooperative
group directs action towards a
common goal
3 BROAD CONCEPTS OF MGMT
(Harbizon & Myers)
● as an economic resource - one
of the factors of production
● as a system of authority -
develops w/ top individuals
determining the course of action
for the rank & file
● as a class & status system -
managers are the elite group
MANAGEMENT IS A PROCESS
- A series of systematic,
sequential, or instances of
overlapping steps directed
toward achievement of
organizational goals & objectives;
- An effective integration of efforts
of members of a purposeful group
3 IMPORTANT FEATURES
1. A time-dimension reflecting the
dynamic nature of management
2. A recognition that one major task
of mngt is the integration of effort
of members of a group or
organization
3. Inclusion of the phrase
“purposeful group”, implying not
only the requirement of goal
definition and objectives as a part
of the management process, but
together with the assumption that
organizational managers must
work together in the direction and
scope of their purpose
MANAGEMENT
Is a process of setting and achieving
goals through the execution of five
basic management functions also
referred to as the management
process, that utilize human, financial,
and material resources.
5 BASIC MANAGEMENT FUNCTIONS
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
MANAGEMENT IS A PROFESSION
- The evolution of the management
profession concerns the teaching &
learning of the skills involved in
designing, instituting, & controlling
the management process.
MANAGEMENT IS A SCIENCE
- A substantial portion of
management can be achieved
through the scientific method
which employs an empirical
measurement of data, caused
links among phenomena, logical
organization of internal structure,
conclusions that may be validated
through further experimentation,
and more
MANAGEMENT IS AN ART
- It is an art since management
problems are often adaptive to
individual styles based on
creativity, judgment, intuition, &
experience instead of the usual
systematic methods of science.
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MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022
MANAGEMENT IS A CLASS OF PEOPLE
- Management refers to the elite. It
is that group within an organization
that has the legal authority to
direct and control the organization.
- Education and the brain is the
entrance to this position. Managers
expand their horizons to attain the
ultimate in life.
CHARACTERISTICS OF A MANAGER
- Has assigned position within the
formal organization
- Has legitimate source of power
due to delegated authority that
accompanies the position
- Expected to carry out specific
functions, duties, and
responsibilities
- Emphasizes control,
decision-making, decision
analysis & results
- Manipulates people, the
environment, money, time, and
other resources to achieve
organizational goals
- Has a greater formal
responsibility and accountability
for rationality and control
- Direct willing & unwilling
subordinates
ROLE OF A MANAGER (by
Mintsberg)
- Interpersonal role - a symbol of
the organization, signs documents
required by the organization, hires,
trains, encourages, & that is characterized & guided by
remunerates and judges; liaison
between the outside contacts and
the organization
- Informal role - monitors &
disseminates information;
represents subordinates to
superiors & vice versa
- Decision role - innovators,
problem discoverer and designer
to improve projects;
troubleshooter; negotiator in
conflicts
FUNDAMENTAL SKILLS OF A MANAGER
- Technical skills
- Proficient in performing an
activity in the correct
manner with the right
technique
- Human relationship skills
- Dealing w/ people & how to
“get along” w/ them
- Conceptual skills
- Ability to see individual
matters as they relate to
the total picture & to
develop ways of identifying
persistent factors,
responding to the big
problems, & discarding
irrelevant facts
NURSING MANAGEMENT
- Process of coordinating actions
& allocating resources to achieve
organization goals of the
healthcare delivery system
MANAGEMENT THEORIES
SCIENTIFIC MANAGEMENT THEORY
- refers to a type of management
the application of scientific
approaches to solve managerial
problems in business and industry
Frederick W. Taylor
- Father of Scientific Management
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MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022
- Proposed a set of techniques to
increase efficiency & productivity
- Productivity will increase through
careful, systematic design of
workplace conditions, work
methods, and proper training
and instruction of workers
FUNDAMENTAL PRINCIPLES
1. Development of true science of
management (so that the best
method for performing each task
could be determined)
2. Scientific selection of the worker
(so that each worker would be
given responsibility for the task for
which he or she was best suited)
3. Scientific education & organization as a whole
development of the worker
4. Intimate, friendly cooperation b/w
management & labor
Henri Fayol
- Father of Modern Management
Theory
- He believed that w/ scientific
forecasting and proper method of
management, satisfactory results
were inevitable
- “Management was not a personal
talent, but a skill”
14 PRINCIPLES OF MANAGEMENT
1. DIVISION OF WORK - more
people specialize, more efficient
work performed
2. AUTHORITY - managers need to
be able to give orders so that they
can get things done
3. DISCIPLINE - members in an
organization need to respect the
rules & agreements that govern the
organization
4. UNITY OF COMMAND - each
employee must receive his
instructions about a particular
operation from only one person. If
an employee was responsible to
more than one supervisor, conflict
in instructions & confusion of
authority would result
5. UNITY OF DIRECTION - those
operations within the organization
that have the same objective
should be directed by only one
manager using one plan
6. SUBORDINATION OF
INDIVIDUAL INTEREST TO THE
COMMON GOOD - in any
undertaking, the interest of
employees should not take
precedence over the interest of the
7. REMUNERATION - compensation
for work done should be fair to
both employees & employers
8. CENTRALIZATION /
DECENTRALIZATION -
centralization is decreasing the
role of subordinates in
decision-making, increasing their
role is decentralization. Managers,
although retaining final
responsibility, need to give their
subordinates enough authority to
do their jobs properly
9. HIERARCHY - the line of authority
in an organization, often
represented today by the neat
boxes & lines of the organization
chart; runs in order of rank from
top management to the lowest
level of enterprise
10. ORDER - materials & people
should be in the right place at the
right time. People in particular
should be in the jobs or position
most suited for them
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MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022
11. EQUITY - managers should be
both friendly & fair to their
subordinates
12. STABILITY OF STAFF - a high
employee turnover rate is not good
for the efficient functioning of an
organization
13. INITIATIVE - subordinates should
be given the freedom to conceive
& carry out their plans, even when
some mistakes result
14. ESPRIT DE CORPS - promoting
team spirit will give the
organization a sense of unity. One
way to achieve this spirit is to use
verbal communications whenever
possible instead of formal written
communications
BUREAUCRATIC ORGANIZATION
THEORY
- Bureaucracy refers to a highly
structured form of administration
& usually includes no
participation by the government
Max Weber
- Contributed to the development of
a classical approach to
organizational design.
- Organizations with a hierarchical
structure are most efficient and
effective
CHARACTERISTICS OF
BUREAUCRATIC ORGANIZATION
1. Taks are specialized
2. People are appointed by merit
and promotion because of their
ability and not because of
favoritism and whim
3. Career opportunities for the
members are provided
4. Authority and responsibility are
clearly specified
5. Activities are routinized
6. A rational and impersonal climate
exists
ADVANTAGES OF BUREAUCRATIC
MANAGEMENT
1. Competent and responsible
employees are produced
2. Employees perform by uniform
rules and conventions
3. Employees are accountable to one
manager who is an authority
4. They maintain social distance
with supervisors and clients
5. Favoritism is reduced and
impersonality is promoted
6. Rewards and other incentives are
provided to employees based on
technical qualifications,
seniority, and achievement
DISADVANTAGES OF BUREAUCRATIC
MANAGEMENT
1. Complaints about red tape are
frequently heard and experienced
2. Procedural delays are observable
3. General frustrations among
employees and clients are
inevitable
BEHAVIORAL SCHOOL OF THOUGHT
Elton Mayo
- made a study of human behavior
at the Hawthorne Plant of Western
Electric Co.
- Changes in input could not be
attributed to physical changes.
- Mayo & associates introduced a
number of factors like increasing
wages, having coffee breaks,
shortening of workdays and
introducing rest periods.
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MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

- Because of special attention given

to workers, they developed group THEORY X
pride that motivated them to - Average person is inherently lazy.
improve their work performance. - Does not like work.
- Human factors like attention, care - Works to survive.
& recognition and not just physical - Avoids taking more
work environment influence responsibility.
productivity. - Prefers to be directed.
- This phenomenon is known as the - Has little to no ambition.
Hawthorne Effect. - Not too intelligent.
- Wants security.
HUMAN RELATIONS MANAGEMENT - Task of managers is to exercise
strict control over his
Mary Mark Follett subordinates to ensure that the
- Theorist that suggest basic work is carried out properly.
principles of participative
decision-making on a THEORY Y
participative management - Views human nature positively.
- She believed that managers - People do not dislike work, but see
should have authority with, it as a source of satisfaction.
rather than over, employees. This - Work can be motivating &
belief provide a solution that rewarding.
satisfied both sides without having - Average person can learn not only
one side dominate the other to accept responsibility but to seek
it
Chris Argyris - The task of the mgr. Is to provide
- Supported McGregor & Mayo by opportunities for the
saying that managerial subordinates to be creative, and
domination causes the worker to productive, and to encourage
become discouraged & passive. growth and provide guidance
- Believed that if “self-esteem” and
independence needs are not met, Frederick Herzberg
employees will become - Theorized that job factors in
discouraged and troublesome or situations associated w/
leave the organization satisfaction were different from
- He stressed the need for job factors associated w/ job
flexibility within the organization dissatisfaction.
and employee participation in
decision making MOTIVATORS or SATISFIERS
1. Achievement
MOTIVATIONAL THEORY 2. Recognition
3. Work itself
Douglas McGregor 4. Responsibility
- Expressed 2 sets of assumptions 5. Advancement
of human nature: 6. Potential for growth

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MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

outsiders who buy the

HYGIENE FACTORS on JOB - context organization’s product and
factors are those that cannot motivate but services but also internal
can lower performance and cause job customers like accounts payable
dissatisfaction personnel, who interact with and
serve others in the organization
HYGIENE or DISSATISFIERS 2. Continuous improvement - TQM
1. Supervision is a commitment to never being
2. Company policy satisfied. Very good is not
3. Working conditions enough. Quality can always be
4. Status improved
5. Job security 3. Improve the quality of
6. Interpersonal relations w/ everything the organization
supervisors, peers, & subordinates does - TQM uses a very broad
definition of quality. It relates not
THEORY Z only to the final product but also to
- Participative management model how the organization handles
proposed by W.G Ouch in 1978. deliveries, how rapidly it
responds, etc.
CHARACTERISTICS OF TYPE Z 4. Measure accurately - TQM uses
ORGANIZATIONS statistical techniques to measure
1. Long-term (life employment) every critical variable in the
2. Slowed - down rates of evaluation organization’s operations. These
& promotion are compared to standards or
3. More implicit & less formalized benchmarks to identify problems,
control system trace them to their roots, and
4. Personal concern for employees eliminate their causes
5. Cross-functional rotation 5. Involve employees - TQM
6. Some degree of participative involves the people on the line in
consensual decision making the improvement process. Teams
7. Emphasis on individual are widely used in TQM programs
responsibility for finding and solving problems

TQM (TOTAL QUALITY MANAGEMENT)

APPROACHES ON MANAGEMENT

W. Edwards Deming
CONTINGENCY APPROACH
● A well managed organization was
one in which statistical control
- Recommends use of different
reduced variability and resulted in
principles from different sources
uniform quality and predictable
to solve a given problem at hand.
quantity of output
- HELLRIEGEL & SLOCUM
informed that there is no single
FOUNDATIONS OF TQM:
approach which provides
1. Focus on the customer - the
adequate umbrella for the varied
customer includes not only

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MANAGEMENT
NCM 119: NURSING LEADERSHIP AND MANAGEMENT (LECTURE)
BS Nursing | SEM 1 2022

management situations and

BASIC INPUT - OUTPUT SYSTEM
problems. MODEL

SYSTEM APPROACH

- A system is a set of assemblage

of interconnected independent
things that form a complex whole.
These things may be physical,
biological, or theoretical.
- A system is considered open if it
interacts with its environment and
closed if it's completely
independent of others. All
organizations interact with their
environment. They are dependent
on their external environment for
existence.
- Inputs from the external
environment may include people,
capital, and managerial skills,
technical knowledge, and skills.
- The task of the manager is to
transform these inputs into
outputs through the major
functions of management.