LEADERSHIP AND
MANAGEMENT
(NCM 118)
BY: CHERY LYN D. ALBARICO, MSN
What is Management
Management is the attainment of organizational
goals in an effective & efficient manner through
planning, organizing, staffing, leading, &
controlling organizational resources.
Is the process of leading & directing all or part of
an organization through manipulation of
resources.
Nursing Management
Is the process of working through
nursing members to achieve
organizational objectives.
It is the coordination and integration of nursing
resources by applying the management process
in order to accomplish care and service, goals
and objectives. Successful nursing management
must use managerial functions; planning,
organizing, directing and controlling in an
interrelated form to solve the problem .
Manager
• A manager is someone who plans,
organizes, leads, and controls the
people and the work of the
organization in such a way that the
organization achieve its objectives
Nurse Manager
The nurse manager is neither
genuine, nor hero, but rather
he is persistent, tough-
minded, hard worker,
intelligent and have analytical
ability. He is the key person
who coordinate the work
through management levels.
Mintzberg’s Manager Roles
• Informational
• Monitor
• Disseminator
• Spokesperson
• Interpersonal
• Figurehead
• Leader
• Liaison
• Decisional
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator
MANAGEMENT COMPETENCIES
●Competency - quality of being competent;
adequacy; possession of required skill, knowledge,
qualification or capacity
●Managerial Competencies - skills, motives
attitudes necessary to a job
Managerial Skills •Henry Katz (management theorist)
identified three main managerial skills:
• Conceptual Skill—the ability to see the organization as a whole and the relationship
between its parts.
- understand complexities & where one’s operation fits in the
organization
• Human Skill/ Interpersonal—The ability to work with and through people.
- ability & judgement in working with & through people,
including understanding of motivation & application of
effective leadership
• Technical Skill—Mastery of specific functions and specialized knowledge.
- use knowledge, methods, techniques & equipment for specific
tasks acquired from experience, education & training
Management
Skills
The Skill Approach
Skills are learned, not inherited
• Diagnostic skills
• to define problems correctly and find correct solutions
• Decision making skills
• competence to understand the organization
• competence to make decisions when all information is not available
• Time management skills
Seven Habits of Highly Effective People
By: Stephen Covey’s
• Be proactive
• Begin with the end in mind
• Put first things first
• Think win-win
• Seek to understand and then to be understood
• Synergize
• Sharpen the saw
The 7 Habits remind nurse managers to
be responsible, plan with vision, prioritize
wisely, aim for win-win, listen deeply,
value teamwork, and keep improving
themselves.”
Management process
• It is called a process because the work of attaining
objectives through a series of interrelated and
interdependent activities and these activities each one is
considered a process in itself.
• The management process always begins by planning and
ends by controlling. Traditionally management process
consisted of four elements: Planning, Organizing, leading
(Directing), and controlling.
Functions of Management
Management Functions
Planning
The process of selecting and developing
the best course of action to accomplish
an objective
Keystone of all other management
functions
Organizing
Follows planning and reflects how the
organization tries to accomplish the plan.
Involves the assignment of tasks, grouping of
tasks into departments, and allocation of
resources.
● Authority - legitimate right to give commands to act in the interest of the
org; an officially sanctioned activity
● Power - organized human, informational & material resources to
accomplish a task, demonstrated ability to get results
Leading / Directing
The use of influence to motivate employees to
achieve the organization's goals.
Creating a shared culture and values,
communicating goals to employees throughout
the organization, and infusing employees to
perform at a high level.
Elements of Directing:
a. Supervision - overseeing the work of subordinates by their superior.
Acts of watching & directing work & workers
b. Motivation - inspiring, stimulating, or encouraging the subordinated
w/ zeal to work. Use of positive, negative, monetary, non-monetary
incentives
c. Leadership - manager guides & influences the work in desired
direction. Use interpersonal skills to encourage, inspire, motivate
d. Communication - passing information, experience, opinions. Bridge
of understanding
By: Sherlyn D. Platon, MAN
Controlling
Monitoring employees' activities, determining if
the organization is on target toward its goals,
and making corrections as necessary.
Functions of Management Versus
Leadership
• Leadership produces • Management produces Order
Change and Movement and Consistency
• Establishing Direction • Planning / Budgeting
• Create a vision • Establish agendas
• Clarify big picture • Set time tables
• Set strategies • Allocate resources
• Aligning People • Organizing / Staffing
• Provide structure
• Communicate goals
• Make job placements
• Seek commitment • Establish rules and procedures
• Build teams and
coalitions
INTEGRATING LEADERSHIP ROLES &
MANAGEMENT FUNCTIONS
●Gardner (199) asserted that integrated leader managers
possess (6) distinguishing traits:
1.They think longer term.
2.They look outwards, toward the larger organization
3.They influence others beyond their own group
4.They emphasize vision, values & motivation
5.They are politically astute
6.They think in terms of change & renewal
How Far Can You Go?
Case Scenario:
• Leadership and management is needed to keep any situation from
deteriorating further.
• Divide into FOUR groups.
• Develop a plan of action for solving this problem.
• First select desired objectives for solving the problem, and then proceed to
determine what you would do that would enable you to meet your
objectives.
Case: In a mid-sized urban hospital, the nursing staff in the emergency department (ED) has reported
increasing levels of burnout and job dissatisfaction. This has resulted in higher absenteeism and
turnover rates, ultimately impacting patient care quality and staff morale. As a nurse manager, you
have been tasked with developing a plan of action to address these issues.
In a mid-sized urban hospital, the nursing staff
in the emergency department (ED) has reported
increasing levels of burnout and job
dissatisfaction. This has resulted in higher
absenteeism and turnover rates, ultimately
impacting patient care quality and staff morale.
As a nurse manager, you have been tasked with
developing a plan of action to address these
issues.
