NURSING MANAGEMENT

HERRY SETIAWAN, NERS, M.KEP

Nursing Management Dept.
School of Nursing, Faculty Of Medicine,
Lambung mangkurat University

psik_AJ2015
what this is ??
 NURSE MANAGERS
A manager’s function are vital, complex,
and frequently difficult !!

The needs of patients

The health care organization
Employees
other disciplines Physician
Self
 NURSE MANAGERS

• Today, all nurses are

managers !
 not in the formal organization sense but
in practice
• Nurse managers need a body of knowledge
and skills distinctly different from those
needed for nursing practice
Job Description of a Nurse Manager (Sullivan
and Decker, 1988; Marquis and Huston, 2006)

Position Purpose
Serves as the official supervisor of an
assigned division and functions to: plan,
direct, coordinate, implement, control,
evaluate and improve the quality of patient
care delivered
 SPECIFIC RESPONSIBILITIES
• Plans and executes administrative programs
within the framework of total nursing service
program.
• Interviews, selects, formally evaluates and
terminates nurses in the unit.
• Establishes standards, goals, objectives,
priorities and facilities change based on the
needs of patients and their families, physicians
and staff based on the results of various
recommendations.
 SPECIFIC RESPONSIBILITIES
• Holds regularly scheduled staff meetings,
which provide opportunities for discussion of
division problems, orientation to new projects,
procedures, changes in care approaches, etc.
• Contributes to creating a work climate that
encourages positive staff morale, motivation
and commitment.
 SPECIFIC RESPONSIBILITIES
• Supervises the allocation of division resources
while remaining accountable to an established
budget.
• Controls work time schedules for entire staff
and makes the scheduling adjustments when
necessary.
• Equitably delegates patient care/division
maintenance assignments and authority
according to perceived strengths and
limitations of subordinates and maintaining
accountability.
 SPECIFIC RESPONSIBILITIES
• Advocates for both patient and staff and
convince the administration of the need and
value of individualized care.
• Evaluates the quality of care provided
alongside the standards and policies.
LEVELS OF MANAGEMENT
 LEVELS OF MANAGEMENT

Generally, three levels of management are used in

nursing :

First level management (nurse manager)

Middle level management (director / supervisor)
Upper level management (executive)
MANAGEMENT SKILLS
 Chief
UPPER LEVEL Nurse
Executive

Maternal – Critical Medical –

MIDDLE LEVEL Child care Surgical
director Director director

Post
Pediatrics
Maternity Surgical anesthe
Emergency
intensive department intensive sia Medical Surgical
care
FIRST LEVEL care care operating
room
 LEVELS

• First-line manager
– Oversees employees
– Deals with immediate problems in daily
operations, organizational needs and
employee’s personal needs
– Motivates staff to achieve goals of
organization
– Represents staff to upper administration
 LEVELS

• Middle Manager
– Coordinates with actions of lower hierarchal
employees
– Serves as channel between lower and top-
level managers
– Carries out day to day operations but still
involved in some long-term planning and
establishing unit policies
 LEVELS

• Top Manager
– Looks at organization in broader context,
coordinates internal and external influences
– Determines philosophy of organization
– Sets policies
– Creates goals and policies for resource
allocation
– Less involved in day to day operations
 LEVELS

• Staff Nurse
– Not formally a manager
– Supervises others to ensure safe, quality
patient care
 MANAGEMENT FUNCTIONS
1. Louis A.Allen :
Leading, Planning, Organizing, Controlling
2. Prajudi Atmosudirjo :
Planning, Organizing, Directing atau Actuating,
Controlling
3. John Robert Beishline :
Perencanaan, organisasi, komando, kontrol
4. Henry Fayol :
Planning, Organizing, Commanding,
Coordinating,Controlling
5. Luther Gullich :
Planning, Organizing, Staffing, Directing, Coordinating,
Reporting, Budgeting
 MANAGEMENT FUNCTIONS
6. Koontz dan O’ Donnel :
Organizing, Staffing, Directing, Planning, Controling
7. William H. Newman :
Planning, Organizing, Assembling Resources, Directing,
Controling
8. Dr.S.P.Siagian, MPA :
Planning, Organizing, Motivating, Controling
9. Willim Spriegel :
Planning, organizing, controlling
10. George R. Tery :
Planning, Organizing, Actuating, Controlling
 MANAGEMENT FUNCTIONS
11. Lyndal F. Urwick :
Forecasting, Planning, Organizing, Commanding,
Coordinating, Controllimg
12. Dr.Winasdi, SE :
Planning, Organizing, Coordinating, Actuating, Leading,
Communication, Controlling
13. The Liang Gie :
Planning, Decision making, Directing, Coordinating,
Controlling, Improving.
14. Assa :
Planning, allocating, resources, stimulating, coordinating,
evaluating
 MANAGEMENT FUNCTIONS
15. Greeg :
Decision-making, planning, organizing, communicating,
influencing, coordinating, evaluating
16. Cembell :
Decision-making, promming, stimulating, coordinating,
appraising
17. Jenson :
Deliberating, decision-making, promming, stimulating,
coordinating, appraising
 CORE ACTIVITIES

Planning,
Organization
Action / Leading
Controling
MANAGEMENT PROCESS
 PLANNING

Penentuan serangkaian tindakan untuk

mencapai sesuatu hasil yang diinginkan.
Sesungguhnya fungsi perencanaan bukan saja
menetapkan hal-hal tersebut di atas, tetapi
juga dalam fungsi perencanaan sudah
termasuk di dalamnya penetapan budget.
Rencanakan dengan Perhitungan
yang Rasional
 ORGANIZATION

Pengelompokkan kegiatan yang diperlukan

yaitu penetapan susunan organisasi
serta tugas dan fungsi-fungsi dari setiap
unit yang ada dalam organisasi serta
menetapkan kedudukan dan sifat
hubungan antara masing-masing unit
tersebut
Kelompokkan Secara Tepat
 ACTION
Coordinating : melakukan kegiatan agar tidak
terjadi kekacauan, percekcokan, kekosongan
kegiatan dengan jalan menyelaraskan
pekerjaan masyarakat sehingga terdapat
kerjasama yang terarah dalam usaha
mencapai tujuan bersama
Motivating : pemberian inspirasi, semangat dan
dorongan kepada masyarakat, agar mereka
melakukan kegiatan dengan suka rela sesuai
apa yang kita kehendaki.
 LEADING
 Robbins (1991) mendifinisikan kepemimpinan
sebagai kemampuan untuk mempengaruhi
sekelompok anggota agar bekerja mencapai
tujuan dan sasaran yang ditetapkan
 Schriesheim, et al. (dalam Kreitner dan Kinicki,
1992. p. 516) menyatakan bahwa kepemimpinan
adalah proses pengaruh sosial dimana pemimpin
mengupayakan partisipasi sukarela para
bawahannva dalam usaha mencapai tujuan
organisasi.
 LEADING
 Gibson et al.(1991, p.364) memberikan definisi
kepemimpinan sebagai kemampuan untuk
mempengaruhi motivasi atau kompetensi individu-
individu lainnya dalam suatu kelompok.
 Goetsch dan Davis(1994 p. 192) adalah bahwa
kepemimpinan merupakan kemampuan untuk
membangkitkan semangat orang lain agar bersedia
dan memiliki tanggungjawab total terhadap usaha
mancapai atau melampaui tujuan organisasi
Kurang Koordinasi
 CONTROLING
 Penilaian dan sekaligus koreksi sehingga apa
yang sedang dilakukan bawahan dapat di
arahkan ke jalan yang benar dengan maksud
tercapai tujuan yang sudah digariskan semula
 Evaluasi kegiatan saat berjalan atau setelah
berjalan.
Saat berjalan  langsung perbaikan
Setelah selesai  untuk kegiatan selanjutnya.
Lakukan Evaluasi Secara Seksama
THANK YOU

printed by Setiawan, Herry

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