NURSING LEADERSHIP & MANAGEMENT

1ST SEMESTER SY 2020-2021

HANDOUT # 1 PRELIMS

MANAGEMENT:
◦ the act of planning, organizing, directing (leading), controlling (evaluating).
◦ is a process by which a cooperative group directs actions towards common goals
◦ is a process of coordinating and allocating resources to achieve organizational goals
KEY POINTS:
1. Management uses delegated authority within a formal organization to organize, direct and control
subordinates so nursing services are coordinated.
2. It refers to middle and lower levels of hierarchy and is often the implementing body.
Is a process of getting things done through people. It involves techniques by which a distinguished group of
people coordinates the services of people. (Venzon, Lydia, 2012)
3. It supervises people and uses resources in doing the tasks.
4. Is responsible for initiating steps by which organizational goals and objectives are accomplished.
5. It necessarily exerts influence over its subordinates.
6. Influence therefore implies a host of managerial actions such as motivation, power and leadership.
7. Exercises leadership to be both efficient and effective as it aims to be successful in attaining its goals and
objectives.

NURSING MANAGEMENT
 is the process of working through staff members to be able to provide comprehensive care to the patient.
This includes planning, organizing, directing and controlling.

PARTICULAR TASKS:
NURSING MANAGEMENT Deals with a systematic and wide array of activities in assuming a managerial position that
is responsible to:
1. Efficiently accomplishing the goals of the health care facility.
2. Efficiently using the organization’s resources.
3. Ensuring effective client care.
4. Ensuring compliance with institutional, professional, regulatory, and governmental standards of care.
5. Development of licensed personnel in their group.

MANAGERIAL LEADERSHIP
 Is a process of directing and influencing a task related activity of group members.
 It involves people and unequal distribution of power among leaders and group of people.
 It involves influencing subordinates in a variety of ways.

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Adapted from Ms. April Anne D. Balanon-Bocato
 NURSING LEADERSHIP & MANAGEMENT

1ST SEMESTER SY 2020-2021

HANDOUT # 1 PRELIMS

NURSING LEADERSHIP: It is a vital function in guiding and developing nursing personnel to:
1. Improve the health status of individuals or families. (fourfold responsibilities of the nurse)
2. Increase the effectiveness and level of satisfaction among professional colleagues (thru continuing
education-formal/informal)
3. Improves the attitudes of citizens and legislators toward the nursing profession and their expectations of
it.(BON-TCNE/ Linkages to organizations of the community)

UNIVERSAL PRINCIPLES OF MANAGEMENT: by Henry Fayol

1. Division of Work
❖ In practice, employees are specialized in different areas and they have different skills. Different levels of
expertise can be distinguished within the knowledge areas (from generalist to specialist). Personal and
professional developments support this.
❖ According to Henri Fayol specialization promotes efficiency of the workforce and increases productivity.
❖ In addition, the specialization of the workforce increases their accuracy and speed.

2. Authority and Responsibility

❖ In order to get things done in an organization, management has the authority to give orders to the
employees. Of course with this authority comes responsibility.
❖ According to Henri Fayol, the accompanying power or authority gives the management the right to give
orders to the subordinates. In other words, authority and responsibility go together and they are two sides
of the same coin.

3. Discipline
❖ This third principle of the 14 principles of management is about obedience. It is often a part of the core
values of a mission and vision in the form of good conduct and respectful interactions.
❖ This management principle is essential and is seen as the oil to make the engine of an organization run
smoothly.

4. Unity of Command
❖ The management principle ‘Unity of command’ means that an individual employee should receive orders
from one manager and that the employee is answerable to that manager.
❖ If tasks and related responsibilities are given to the employee by more than one manager, this may lead to
confusion which may lead to possible conflicts for employees.
❖ By using this principle, the responsibility for mistakes can be established more easily.

5. Unity of Direction
❖ This management principle of the 14 principles of management is all about focus and unity. All employees
deliver the same activities that can be linked to the same objectives.
❖ All activities must be carried out by one group that forms a team. These activities must be described in a plan
of action. The manager is ultimately responsible for this plan and he monitors the progress of the defined
and planned activities.

6. Subordination of Individual Interest

❖ There are always all kinds of interests in an organization. In order to have an organization that functions
well, Henri Fayol indicated that personal interests are subordinate to the interests of the organization
(ethics).
❖ The primary focus is on the organizational objectives and not on those of the individual. This applies to all
levels of the entire organization, including the managers.

7. Remuneration
❖ Motivation and productivity are close to one another as far as the smooth running of an organization is
concerned. The remuneration should be sufficient to keep employees motivated and productive.
❖ There are two types of remuneration namely non-monetary (a compliment, more responsibilities, credits)
and monetary (compensation, bonus or other financial compensation). Ultimately, it is about rewarding the
efforts that have been made.

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Adapted from Ms. April Anne D. Balanon-Bocato
 NURSING LEADERSHIP & MANAGEMENT

1ST SEMESTER SY 2020-2021

HANDOUT # 1 PRELIMS

8. The Degree of Centralization

❖ Management and authority for decision-making process must be properly balanced in an organization.
❖ Centralization implies the concentration of decision making authority at the top management (executive
board).
❖ Sharing of authorities for the decision-making process with lower levels (middle and lower management), is
referred to as decentralization by Fayol.
❖ Henri Fayol indicated that an organization should strive for a good balance in this.

9. Scalar Chain
❖ Hierarchy presents itself in any given organization. This varies from senior management (executive board) to
the lowest levels in the organization. Henri Fayol ’s “hierarchy” management principle states that there
should be a clear line in the area of authority (from top to bottom and all managers at all levels).
❖ This can be seen as a type of management structure. Each employee can contact a manager or a superior in
an emergency situation without challenging the hierarchy. Especially, when it concerns reports about
calamities to the immediate managers/superiors

10. Order
❖ According to this principle of the 14 principles of management, employees in an organization must have the
right resources at their disposal so that they can function properly in an organization.
❖ In addition to social order (responsibility of the managers) the work environment must be safe, clean and
tidy.

11. Equity
❖ The management principle of equity often occurs in the core values of an organization. According to Henri
Fayol, employees must be treated kindly and equally.
❖ Employees must be in the right place in the organization to do things right. No “ Kumpadre System”
Managers should supervise and monitor this process and they should treat employees fairly and impartially.

12. Stability of Tenure of Personnel

❖ This management principle of the 14 principles of management represents deployment and managing of
personnel and this should be in balance with the service that is provided by the organization.
❖ Management strives to minimize employee turnover and to have the right staff in the right place.

13. Initiative
❖ Henri Fayol argued that with this management principle employees should be allowed to express new ideas.
❖ This encourages interest and involvement and creates added value for the company. Employee initiatives are
a source of strength for the organization according to Henri Fayol.
❖ This encourages the employees to be involved and interested.

14. Esprit de Corps

❖ The management principle ‘esprit de corps’ of the 14 principles of management stands for striving for the
involvement and unity of the employees. It is the common spirit existing in the members of a group
and inspiring enthusiasm, devotion, and strong regard for the honor of the group
❖ Managers are responsible for the development of morale in the workplace; individually and in the area of
communication.
❖ Esprit de corps contributes to the development of the culture and creates an atmosphere of mutual trust
and understanding.

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Adapted from Ms. April Anne D. Balanon-Bocato