TOPRANK REVIEW CENTER

Professor: Mr. Aaron Aranas

November 2024

• Transactional Theory
OUTLINE ◦ Negotiation
◦ Punishment or reward; motivation here is fear
I. Theories in Leadership and Management ◦ Accomplish a pre determine goal (gawa na agad goal;
II. Blake Mouton Managerial Grid authocratic type of leadership)
III. Elements of Management ◦ Leads the people (he or she lead; don’t ask for opinions)
a.
b. • Transformational Theory/ Relationship
c. ◦ Have vision in company, others
IV. ◦ People have self-growth or self - improvement
V. ◦ People transform in their better self
◦ Communication is the base for goal achievement; give
emphasis
◦ Highly visible; always seen and help; leader is hands on
◦ Utilizes the chain of command; hierarchy; proper leveling of
position
◦ example: president - supervisor / not president - to staff
◦ Motivational; admire; pinupuri; inspire to improve on your
own

• Participative Theory
◦ The leader ask for opinions; suggestions and
recommendations like democratic; end of the day he still
decides but ask for other people opinions
◦ voting system = majority rule

• Path Goal Theory

BLAKE MOUTON MANAGERIAL GRID
◦ The leader inspires the members to achieve the goals
◦ Motivate you to finish the work; for their benefit; kind of
manipulator

Y AXIS

MANAGEMENT OF PATIENTS WITH GASTROINTESTINAL

Staff / Employee
AND HEPATOBILIARY DISORDERS
•

X AXIS
Great Man Theory
◦ Leaders are born, not made
◦ Leadership cannot be learn Output Performance
◦ Leadership skills are innate/ inherent (natural)
5 TYPES OF MANAGEMENT
• Trait Theory
◦ Leadership traits are inherited • Impoverished Management
◦ from parents to offsprings ◦ Low results, low people; burnout; work longer hours; no
◦ political dynasties additional salary; low income; not well taken care of
◦ Ineffective people
• Situational Theory/ Contingency
◦ Leaders adapt to situation (adjust) • Produce or Perish Management
◦ Flexible ◦ High results, but low regard on people; no bonus; no
additional income; not well taken care of; but output is good
• Behavioral Theory and high; if your outcome is not good you’ll be fired so it
◦ Opposite of Great Man Theory really depends on the outcome
◦ Leadership are made not born
◦ Leadership can be learned • Middle of the Road Management
◦ Politicians - elderly ◦ Medium result, medium people; average

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 LEADERSHIP AND MANAGEMENT

• Country Club Management TYPES OF BUDGET

◦ High regards on people, but low results; concern on staff is
high; give request, give promotion; concern on • Revenue
output/performance is low; don’t care ◦ Expected generated income of the organization within 1
year; kita; income
• Team Management
• Expense
ELEMENTS OF MANAGEMENT ◦ Expected activity in operational and financial term in 1 year
◦ Alloted for the primary function of organization
1. PLANNING ◦ Routinary gastos; expected
◦ example: Salary of workers; bills (water, electricity,
◦ High regards on people, high quality produced output
internet), and rent
• pre - determining a course of action in order to arrive at a
• Capital
desired result
◦ Outlines programmed acquisition, disposals, and
improvement in institutions physical capacity
TYPES OF PLANNING
◦ Alloted for the expansion of the organization
◦ non routinary; gastos
• a. Strategic Planning
◦ use for improvement; for expansion only
◦ Long range planning
◦ example: repainting of walls, new doors or windows,
◦ Extends from 3-5 years in the future; for the future
equipment (ecg machine), new building
◦ Strategic planner - Ceo, President, Admin, Medical
Director, Chief Nurse (top level manager)
• Cash
◦ Money on hand of the organization
• b. Operational Planning
◦ use for emergency
◦ Short range planning
◦ Day to day span 2. ORGANIZING
◦ Operational planner - Head nurse, Charge Nurse, Team
Leader (first level manager)
• Establishing formal authority
ELEMENTS OF PLANNING LEVELS OF MANAGERS

• Vision
◦ Desired future condition (what state for the future; what • Top Level
they envision) ◦ 3-5 years in the future
◦ 3-5 years in the future ◦ Creates strategic planning
◦ example: “Filipinos are among the healthiest people in ◦ Creates rules, regulations, and policies
Southeast Asia by 2022, Asia by 2040.” ◦ Establishes the mission, vision, philosophy
◦ Makes the final decision
• Mission ◦ Strategic planner - Ceo, President, Admin, Medical
◦ Target clients - x in practice Director, Chief Nurse (top level manager)
◦ Reason for existence - x in practice
◦ Services provided • Middle Level
◦ example: “To lead the country in the development of a ◦ Creates both strategic and operational planning
productive, resilient, equitable and people-centered health ◦ Responsible for implementation of rules and regulations
system for Universal Health Care.” ◦ Responsible for coordinating the effort of first level towards
the top level
• Goal ◦ Supervisor; Coordinator
◦ Future roles and function of the organization with specific
timeframe • First Level
◦ Desired condition should be achieved within 1 year ◦ creates only operational planning
◦ deals with immediate problem of the organization
• Objectives ◦ first line of defense of the organization
◦ Specific actions in order to achieve the other elements of ◦ day to day planning
planning (to reach the goal, mission, vision) ◦ Head nurse, Charge nurse, Team Leader, Senior Staff
◦ Should be specific, measurable, attainable, realistic and Nurse, Primary Nurse
time-bounded (SMART) CONCEPTS AND PRINCIPLES ON ORGANIZING
• Philosophy
◦ Beliefs and values that directs practice COMMUNICATION

BUDGET
LINES OF COMMUNICATION
◦ Manifest in the organization
• Upward Communication
• Financial Roadmap; Kita and Gastos ◦ staff going to manager
• Annual Operating Plan; per year; ahead of time plan not a ◦ example: reporting, resignation, incident report,
shotgun way or just for this month plan suggestions, request
• Plan for estimate future cost; need to be ready because of
inflation • Downward Communication
◦ Manager going to staff

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 LEADERSHIP AND MANAGEMENT

◦ example: termination (force), memo, disciplinary action,

schedule, bonus/ incentives • Referent Power
◦ Ability to persuade using charm/ charisma
• Horizontal Communication
◦ same level - staff to staff; manager to manager • Status
◦ example: endorsement, referral, conference/ meetings, ◦ Refers to ranks or positions depending on the
peer evaluation competence; experience, education, certifications

• Outward Communication • CHAIN OF COMMAND

◦ staff going to patient ◦ Links all person in the organization and who reports to
◦ patient not part of organization; that’s why outward com. whom
◦ example: health teaching, discharge planning, informed
consent, diagnosis • a. Scalar Principle
◦ manager delegates to a subordinate;
AUTHORITY
◦ accountability cannot be delegated - should be supervise

• Right to make decisions PRINCIPLES OF ORGANIZING

• b. Unity of Command
TYPES OF AUTHORITY ◦ subordinate should only report to one superior; one master
◦ to avoid confusion; misunderstanding; overlapping of duties
• Line Authority
◦ Those in higher positions have authority over those in lower • HOMOGENOUS ASSIGNMENT
positions ◦ employee who perform similar task should be group
together

• EXCEPTION PRINCIPLE
◦ First level managers can only decide on routinary decision
making situations
◦ except: non routinary situation

• DECENTRALIZATION
◦ Decision making can be delegated to first level managers

• SPAN OF CONTROL
• Staff Authority ◦ Number of workers that a supervisor can effectively
◦ pure advising, suggesting and recommending manage is limited
◦ cannot make decisions ◦ Limited of subordinate
◦ only over services ; taga sunod lang; alalay lang ◦ Teach, Guide, Assist
• Functional Authority
The authority given to a person or department over a specific • Centralization - top levels are the one who decide
task

Role • Staffing
◦ Set of behaviors (job description) expected to each • Directing
individuals • Controlling
• right to practice your authority; power is needed for people
to follow you

TYPES OF POWER

• Coercive Power
◦ Punitive power; ability to give punishment
POWER
◦ Autocratic Leaders

• Legitimate Power
◦ Power based on positions

• Expert Power
◦ Power based on knowledge, skills and abilities; people
follow because they know your capabilities.

• Reward Power
◦ Ability to give incentive; because of money
◦ weak type of leader; if you don’t give money people are not
going to follow you anymore.
PAR, RN 2024
LEADERSHIP AND MANAGEMENT

PAR, RN 2024