CHARACTERISTICS OF A LEADER

 Often do not have delegated authority but obtain

their power through other means such as
influence
 Have wider variety of roles than do managers
 May not be part of formal organization
 Focus on process, information gathering,
feedback and empowering others
 Emphasize interpersonal relationships
 Direct willing followers
 Have goals that may or may not reflect those of
the organization
CHARACTERISTICS OF MANAGER
With assigned position within the formal
organization
With legitimate source of power due to the
delegated authority that accompanies their position
Able to manipulate people, environment, money
time and other resources to achieve organizational
goals
Expected to carry out specific functions, duties and
responsibilities
Emphasize control, decision making, analysis and
results
Have greater formal responsibility and
accountability for rationality and control than leaders
Direct willing and unwilling subordinates
 MANAGEMENT THEORIES
• Frederick Taylor- Father of “Scientific Management”
• Max Weber – Bureaucratic organization
• Henry Fayol – Management process/functions
• Luther Gulick – Expanded Fayol’s management theory
• Mary Parker Follet – Participative Management
• Elton Mayo – Hawthorne Effects
• Douglas McGregor – X-Y Theory
• Chris Argyris – Flexibility within the organization
• Rensis Likert – Trust and communication facilitate
effectiveness in an organization
• Alvin Toffler – Workers are disoriented by too rapid
change
 LEADERSHIP THEORIES
• Aristotle – Great Man Theory
• Lewin & White – Leadership Styles
• Mary Parker Follet – Law of Situation
• Fiedler – Contingency Leadership
• Blake & Mouton – Task versus Relationship
• Hersey & Blanchard – Situational Leadership Theory
• Tannenbaum & Schmidt – Style of leadership is based
on manager’s ability and abilities of members
• Burns – Transactional & Transformational
• Gardner – Integrating leadership and management skills
 CONTEMPORARY LEADERSHIP
THEORIES
• Ouchi – Theory Z- expanded
McGregor’s X-Y theory and supports
democratic leadership
• Schein – Open System Theory - man
should be open to changing
environment
• Hollander – Two Way Process
Theory- with 3 basic elements
 DYNAMICS
OF
LEADERSHIP
AND
MANAGEMENT
 PROBLEM SOLVING
• Systematic process that focuses on analyzing a difficult
situation
• Steps in problem solving:
- problem identification
- data collection
- generation of possible solutions
- selection of one best solution
- implement the selected solution
- evaluate the problem’s solution
 DECISION MAKING
• Types of management decision styles:
> AI, AII, CI, CII And GII
• Individual Variations in Decision Making
> Values > Individual preferences
> Experiences > Individual ways of thinking
• Choosing a particular course of action
• To judge or settle
• Decision making tools:
> Decision Grid
> Pay Off Tables
> Decision Tree
> Brainstorming
> Nominal Group
> Delphi survey
 DECISION GRID

Alternative Financial Political Department Time Decision

Effect Effect Effect
 DECISION TREE
• POSSIBLE EVENTS ALTERNATIVE ACTIONS

Increased demand for procedure

Hire regular staff
Decreased demand for procedure
Decision

Increased demand for staff

Pay overtime & on call wages
Decreased demand for staff
 CRITICAL THINKING
• Sometimes referred to as reflective thinking
• Broader and more complex than decision
making & problem solving
• Components:
> Critical Analysis
> Involves higher order of reasoning and
evaluation
> Has both cognitive and affective components
 TIME MANAGEMENT
• Get more done in less time
• Inventory of activities
• Prioritize goals or things to be accomplished
• Assess one’s peak and low time
• Delegate minor activities
• Use of listening and memory technique
• Use of verbal and mental technique
• Learn how to say “no”
• Avoid procrastination
• Be in control and yet flexible to shift priorities to make
room for urgent task
• Write down weekly goals & objectives
• Prioritize tasks according to importance
• Plan schedules in an organized manner
• Schedule demanding task during high energy
periods
• Eliminate time wasting activities
• Delegate responsibilities
• Leave some of your schedules open
• Develop and keep deadlines
• Develop effective reminders system
• Improve writing and reading skills
 COMMUNICATION
• Means of exchanging & sharing of ideas,
attitudes, values, beliefs and facts
• Functions- Control, Motivation, Emotional
expression and Information
• Networks – Formal & Informal
• Killers – Semantics, Noise, Stereotyping &
Jargon
• Active listeners- Appreciative, Emphatic,
Discerning, Comprehensive and Evaluative
• Organizational barriers – Authority,
Specialization, Different goals and Status
relationship
MANAGEMENT
PROCESS
BY
FAYOL
 PLANNING
• Deciding in advance what to do, who to do, how to do it
and where to do it
• Characteristics of good planning
• Indication of poor planning
• Components of planning – Vision, mission, philosophy,
goals, objectives, rules, policy and procedures
• Types of plans – Standing plans and single use plans
• Phases of planning – Strategic, operational and
contingency
• Things to consider in strategic planning- product, goals,
organizational set-up, facilities, demand/supply, threat,
opportunities, strength & weaknesses
 PLANNED CHANGE
• Is a collaborative process that results from a well deliberate effort
to make something happen
• Stages – Unfreezing, Movement and Refreezing
• Emotional phases – Disequilibrium, Denial, Anger, Bargaining,
Chaos, Depression, Resignation, Openness, Readiness and
Reemergence
• Types of Forces- Driving and Restraining
• Strategies- Rational-Empirical, Normative-Reeducative and
Power-Coercive
• Behavioral patterns – Innovators, Early adopters, Early majority,
Late majority, Laggards and Rejectors

•
 BUDGETING
• Planning through the use of numerical
values
• Sections- Capital, Operational and
Personnel or Manpower
• Expenses – Fixed, Variable, Controllable
and non Controllable
• Types of HMO- Staff, IPA, Group &
Network
• HMO Plans- POS, EPO & PPO
TYPES TOOLS
• Line –Item > Trend Analysis
• Fixed –Ceiling > Cost-Benefit
• Performance Ratio
• Program > Marginal Analysis
• Flexible > Work Sampling
• Roll-Over > Variance Analysis
• Zero-Based
• Incremental
 ORGANIZING
• Organizational structure/chart- depicts roles, authority,
lines of communication, and position
• Lines – Vertical, Horizontal, Straight/scalar,
Dotted/broken
• Characteristics- Span of control, Unity of command,
Continuing responsibility, Responsibility, Accountability,
Centrality, Delegation and Status
• Power – Reward, Coercive, Legitimate, Referent, Expert,
• Types – Bureaucratic/line, Line & Staff, Functional Line &
Staff, Matrix and Shared Governance
• Modes of Patient Care- Total, Team, Functional,
Primary, DNP, Case Management
 ORGANIZATIONAL CULTURE
• System of symbols and interaction unique
in each organization
• Types – Constructive, Passive Defensive,
Aggressive Defensive and Consonance
• Categories – Academy, Club, Baseball
Team and Fortress
• Transmitting Tools – Symbols, Stories,
Jargon, Ceremonies and Principles
 STAFFING
• Process of developing and maintaining staffing
patterns and assigning competent people
• Process – Recruiting, Selection, Placement,
Indoctrination and Staff Development
• Factors – Patient Census, Patient Classification,
Categories of Care and Types of Hospitals and
NCH
• Scheduling – is a timetable showing planned
workdays and shifts for the nursing personnel
• Types – Centralized, Decentralized and Cyclical
 DIRECTING
• Is the use of assignments, orders, policies, procedures, rules &
regulations, standards to direct subordinates
• Supervision – oversee the work of other person
• Motivation – force within the individual that influences direction or
strength of behavior
• Theories of motivation – Need, Operant, Expectancy, Equity and
Competence
• Delegation – getting work done through others
• Conflict – internal or external discord that results from differences in
ideas, values or feelings between 2 parties
• Managing conflict- Compromise, Competing, Avoiding,
Accommodating and Collaboration
• Nature of Conflict – Latent, Perceived, Felt, Overt and Aftermath
• Union- organization of employees for purpose of negotiating with
employer about grievances, wages, work conditions and others
• Collective bargaining – method use by unions
 EVALUATION/CONTROL
• Performance Appraisal –how well employees perform
their jobs as delineated in the description
• Norm- is a current level of performance of a selected work
group with reference to a given criterion
• Evaluation – is a subjective judgment based on objective
measurement
• Quality Assurance – the process of establishing a target
degree of excellence and takes action to ensure that each
client receives the agreed degree of excellence
• Standard – is predetermined level of excellence that
serves as guide for practice
• Audit- systematic examination of records, process,
structure & environment to evaluate performance
KEY AREAS OF RESPONSIBILITY
1. Safe & quality nursing care
2. Management of resources and environment
3. Health education
4. Legal responsibility
5. Ethico – moral responsibility
6. Personal & professional development
7. Quality improvement
8. Research
9. Record management
10. Communication
11. Collaboration & team work