UNIT II LEADERSHIP IN NURSING

A. Nurse in the Organization

OBJECTIVES
That after 4 hrs of session students will be able to: 1. Define an organization 2. Explain the elements of the organization 3. Identify the characteristics of an effective organization 4. Describe the nurses role in the organization 5. Illustrate the changing concepts of the nurse manager

External Task Environment

STRUCTURE

INPUTS:

Resources used by the organization

TASK

TECHNOLO GY

OUTPUT: Product/ Services

PEOPLE

Organizational Boundary

TASK/CHARACTER
Refers to the mission, purpose or goals of organization These should be clear and shared

PEOPLE
Human Resources of the organization The most important among the elements Knowledge, skills and competence of the people in the organization can affect its effectivity and efficiency Motivation is important to organizational success

STRUCTURE
Describes how work is defined or designed

TECHNOLOGY
Refers to the following: - knowledge - skills - equipment - tools

Organization as a Social System

External Environment Boundary
Hierarchy of Authority Rules and Regulations Specialization Informal group climate

Bureaucracy

Expectations

Input
Formal Organization

Output
Intentions

Social Behaviors

Individual

Personality

Need

Boundary Cultural Values External Feedback loop

Personality
Sum total of the qualities and characteristics of a person It refers to all the factors within the person that influences his ways of behaving, thinking and feeling

Components of the Nurses Personality

PHYSICAL INTELLECTUAL SOCIAL EMOTIONAL VALUE SYSTEM

The Twenty First Century: A Different Age for Management and Leadership
For the first time in decades, there are four separate distinct Generations potentially working together in a stressful and competitive nursing work place (Boychuk-Duchscher and Cowin, 2004)

Generations in the Workplace

Silent/Veterans Generation 10 %

Baby Boomers 45%

Generation X 30%

Generation Y 10%

SILENT/VETERANS GENERATION
Born between 1925-1942 account the 10% of todays workforce Oldest generation, retiring group of nurses Were taught to rely on tried, true and tested ways of doing things Place value on loyalty, teamwork and respect on authority

Baby Boomers
Born between 1943-1960 Account the 45% of the current workforce Make-up the largest group of nurse employees working today Most of management positions are filled up by them Sandwich generation Very ambitious Put in long hours of work Strong sense of idealism-family and work Embrace technology as a method of being productive and to have more free time

 Born between 1961-1977 Account for the 30% of the current workforce Grew up in an information age Energetic and innovative generation Gen x employees have little loyalty or confidence in leaders and institutions Change job frequently and stay in position as long as it is good for them Their independence and reliance grew out of experience Latch -Key generation no aspiration for retirement Learning style are shaped by technologyThey want an immediate answer from variety of sources

Generation X

Cont.
They want different employment standards-they want opportunities for self building and responsibilities for work outcomes Value free time- therefore flexible scheduling and benefits are important They claim to be motivated by work that agrees with their values and demands

Generation Y
Born between 1978-1995 Account the 10% of the workforce Generation Net or Millennium Generation Largest group -3x the size of the Gen X Many of them are still children and adolescent Have a formidable impact on the employment market They are smart and believe that education is the key to success Optimistic and interactive Traits in this group includes: individuality and uniqueness

 They can multitask, think fast, and extremely creative They are not team player, they are in the drivers seat Work for them is there when they want it Managing this group requires different set of skills than what is in the market today. Best handled by: Focusing on understanding their capabilities, treating them as colleagues and putting them in roles to push their limits will help manager to recognize the potentials of this group to become the highest producing workforce in history

cont.

MOTIVATIONAL STRATEGIES FOR GENERATION X AND Y

1. 2. 3. 4. 5. 6. Let them know what they do matters Tell the truth Explain why you are asking them to do it Learn their language Be on the look out for rewarding opportunities Praise them in front of their peers and other staff 7. Make the workplace fun 8. Model behavior 9. Give them tools to do the job

The Changing Managerial Process

What is driving this change?
Changing employee expectations as to how they should be managed. The global economy. The shift from an industrially-based economy to an information-based economy. Accelerated rates of change. Increased levels of competition.

 The impact of changing technology, especially computers. Finding a more creative approach to improve problem solving. Emphasis on managing organizational culture. The increasing demands of constituents. Changing demographics: The cultural diversity of the work force.

The Nursing Management Challenge

What Nurses Do?

Caregive Care provider Comforter Teacher Patient Educator Counselor Advocate Interpreter Learner Manager Administrat or Coordinator Colleague Expert Collaborator Academicia n Communica tor Historian

Handmaiden
Nurturer Healer Practitioner Rehabilitator

Patient Teacher

Protector
Risk-taker Change Agent

Decision maker
Evaluator Initiator Leader Planner

Facilitator
Peer Reviewer

Nursing Instructor
Professional Educator

Professional Researcher Specialist Research Consumer Theorist

The future is not the result of choices among Alternative paths offered; It is a place that is created, Created first in the mind and will, Created next in activity. The future is not some place we are going to, But one we are creating. The paths to it are not found, but made. And the activity of making them Changes both the maker and the destiny -Anonymous, 1987

Thank you!