✰ THEORIES IN LEADERSHIP & MANAGEMENT ELEMENTS OF MANAGEMENT

A
cannot be learned
(natural
Planning Organizing
skills innate inherent
Leadership are

1. GREAT MAN
-

→ Leaders are born, not made >

Staffing Directing
Control
2. TRAIT THEORY inherited (namamana)
→ The leadership traits of parents are transferred PLANNING
to their offspring → Pre-determining a course of action in order to
ex ·
Polictal dynasty arrive at a desired result For the future
-

3. SITUATIONAL THEORY/ CONTINGENCY

→ Leaders can adapt to the situation TYPES OF PLANNING
Flexible (can switch to autocratic to democratic
a. Strategic Planning CEO President Cheif Nurse Med - , , ,
Director , Admin

4. BEHAVIORAL THEORY → Long range planning

→ Leadership can be learned (made), not born → Extends from 3-5 years in the future
Senators elderly
opposite to GMT < ex .

-
can be learned

Negotation
-
5. TRANSACTIONAL/ MANAGEMENT THEORY b. Operational Planning >
-
Head Nurse ,
Charge Nurse ,
Senior Staff Nurse

Mnemonic: PAL → Short range planning ex am/pm swift

→ Day to day span
.

L: Leads the people .

A: Accomplished pre determined goal.

P: overed by punishmentfreward Motivation Fear :
ELEMENTS OF PLANNING
DOH Vision : Filipinos are Healthiest

6. TRANSFORMATIONAL/ RELATIONSHIP VISION SEA : 2022

ASIA : 2024
Gust magawa no company
THEORY Very motivational >
-
leaders
→ Desired future condition >
-

→ Has a vision (has a long-term goal) 3-5 years in the Future

Mnemonic: CHUM GOAL (BROAD) -

C ommunication is the for goal-achievement base → Future roles and function of the organization with
H Highly visible hands
-
-
on
specific timeframe
U utilizes the chain of command

DOH Mission
MISSION
:

M Motivational (self growth self improvement) ,

Mnemonic: TR Service B-roductive

R-esilience
T: arget Clients (ex client wh heart ose)
·

E-quatable
7. PARTICIPATIVE THEORY /Consultative type R easonfor existence
P-peopleCentered Health care .
system

→ Leader asks for suggestions and opinions of the SERVICE provided s

-

member before arriving on a final decision

Leader ask for opinion and suggestions
Evident in Organization
8. PATH GOAL THEORY PHILOSOPHY
→ Leader inspires the members towards the → Beliefs and values that directs practice
achievement of their goal
-

Motivates just to finish your task. OBJECTIVE (SMART)

9. BLAKE MOUTON MANAGERIAL GRID → Specific actions in order to achieve the other
elemenets of planning (to reach the goal, mission,
# >
enjoy a
lang vision)

employee ↑
-
concern ,
I salary , ul vacation employee -
↑ concern
BUDGET
Output) performance quality -
low
Output/ performance - ↑ quality Mnemonic: FAP
Common : Kamac-anak and employers
F: inancial Road Map income expenses>
-
and

Y
A: nnual operating plans yearly of
-> income and
expenses .

C
staff Employee -
1 concern

employee
Output /performance -

↓ employee ↓
output) production
- Concern
- ↑ quality
P:lan for estimate future proximate
cost >
-
cost

ex .
sikat nga organization inflation

TYPES OF BUDGET
Output) performance 1. Revenue Budget
X
→ expected generated income of the organization
. work life balance
within 1 year from the patient. >
-

to the
Average concern
people

2. Expense Budget
 → Expected activity in operational and financial term 3. Community Diagnosis
in 1 year Rotinary Gasto (ex Salary employees
>
-
bills rent ·
of
, ,

every month expected G it building wate ,

AUTHORITY
internet. rent

3. Capital Budget → Right to make decisions without approval of

→ Outlines programmed acquisition, disposals, and higher administrators
improvement in institutions' physical capacity
Non-rotinary gastos (ex expansion ·
or improvement
windows new building (no rooms equipments Types of Authority
door and ,

repainting of walls , change of ,

4. Cash Budget a. Line Authority Those in higher positions have authority those in
>
-
over lower
position

→ Money on hand of the organization FOR EMERGENCY .

→ starts from top to subordinates (delegate)

Cash on hand

ORGANIZING b. Staff Authority they only offer services decisions - can ,

can't make

→ establishing formal authority → Pure advise, recommendations, suggestions,

CGiving of position (Top Middle ,
support and offering services
LEVELS OF MANAGERS
c. Functional Authority
a. TOP LEVEL MANAGERS → Authority given to a person or department over a
→ creates strategic planning specific task
→ creates rules, regulations, and policies → Delegates task to a committee.
→ establishes the mission, vision, philosophy ex :
Dermatologist , will not ask for permission for the CEO
.

→ makes the final decision ROLE

1. CEO 3 . Admin 3 .
Cheif Nurse → Set of behaviors expected to an individual
.
2 President . Director
4 Med
.

> Roles ,
Job description

b. MIDDLE LEVEL MANAGERS VERSATILE-inorder for promotion POWER

→ creates both strategic and operational planning → Right to "practice" your authority
→ responsible for implementation of rules and
regulations (middle man) Types of Power
leaders
→ responsible for coordinating the effort of first level Coercive Power Commo in Autocratic >
:

towards the top level → AKA: Punitive power Ability to give punishment >
-

1
.

.
2
Supervisor
Coordinator
3 .
Manager → Ability to give punishment
c. FIRST LEVEL MANAGERS Legitimate Power
→ creates only operational planning every day plans -

→ Power that comes from a position ( from

→ deals with immediate problem of the organization administrative position)
→ first line of defense of the organization Expert Power - > Ex Dr Leni
Robredo :
.

1. Head Nuru 3 .
Senior Staff Nurse s . Team Leader
→ Power based on knowledge/ skills of an individual
2. Charge Nurse 4
. Primary Nurse Reward Power
CONCEPTS OF ORGANIZING → Opposite of coercive power
→ Ability to give reward/ incentive everytime there is
COMMUNICATION (INTERPERSONAL) a good output or performance ex use of money :

→ exchange of ideas and information R: Referent Power

→ Starts with staff nurse → Ability to persuade people using charm/ charisma
ex : dili sya guapo pero gentlemen
, .,
pretty previlage.
Lines of Communication STATUS
a. Upward Communication → Refers on ranks/position depending on the
→ staff nurse to manager competence (skills and abilities) of an individual.
suggestion and recommendations
ex. resignation ,
incident report , budget proposal report ,
,

b. Downward Communication PRINCIPLES OF ORGANIZING

→ From managers to staff
incentives deciplinary action
extermination ,
memo ,
schedules ,
notice , bonus or ,

CHAIN OF COMMAND AKA AlERACHY :

c. Horizontal communication → Links all person in the organization and who

→ staff to staff same level >
reports to whom
ex .
endorsement , referral , conference meeting ,
→ Starts from top to subordinate
d. Outward Communication
→ staff to patient outside organization >
-
Two types of Chain of Command:
Examples: 1. Scalar Principle or hierarchy
1. Discharge plan → Manager delegates to a subordinate
2. Health teaching delegated
Accountability cannot be

task can be delegated , but not accountability

Ce Rights of delegation
task
3 .
Right supervision
.
1 Right
Right Feedback
Right circumstance Hamang Yanahons
a.
.
2

Right communication or direction

.
3
Person (competent person
4
. Right
 ⑪ M
so
· D

j j
7

2. Unity of Command
→ Employee should only report to one superior 5. Arrow
G to avid confusion misunderstanding overlapping of
, ,
duties.
→ Represents flow of communication
HOMOGENOUS ASSIGNMENT → Starts at Staff Nurse
→ Employees who perform similar task should be
grouped together to accomplish one goal Types of Organizational Chart
Ex :
Derma department 1. Tall or vertical > Decentralization is not effective
EXCEPTION PRINCIPLE → Limited number of personnel per manager
→ First level managers has the right to make a → Limited span of control
decision, but only in routinary and common situation → AKA pyramid

DECENTRALIZATION 2. Flat/ Departmentalization Decentralization is effective ~

® A process of giving specified decision making to → Wider span of control

the lower levels of the organization First feel manager -
can decide → Seen on the org chart of the entire hospital
Centralization top -
leve of managers will decide
. except non-rotinary situation structure
SPAN OF CONTROL
→ Number of workers that a supervisor can STAFFING
effectively manage is limited. Only you teach guide assist. can ,
,
→ Assigning competent people to fill the roles
Depends on the number which one supervisor can designed in the hierarchy.
teach, assist, and help to reach the objective
Scheduling
→ A timetable showing the number of off duties, on
ELEMENTS OF ORGANIZING duty, and relievers needed on that day
PROS :
expected OFF

JOB DESCRIPTION Types of Scheduling

> CONS Can't request (bus
lisual ereach out.

-
syn :

→ Set of duties and responsibilities that are specific 1. Centralized

for each job Identifying position /title department
.
1

job
data :

the
→ Chief nurse is the one who writes/ creates the
features
.
2 Job summary Essential of
schedule for the whole month
:

.
3 Qualifications reg : years of experience/ education) certification

ORGANIZATIONAL STRUCTURE 2. Decentralized

→ It is a process of: → HN or managers are the one who creates the PROs : V request/adjust

a. Forming groups schedule for every cut off every 15 to 30 every was CONS
or 2 : No expected off since
every
2 week

b. Chain of command delegation/report >

-

3. Cyclical
c. Span of control limited but long you > as as can control them → A schedule that shifts every week (now AM, next
d. Lines of communication PM, then AM)
Patient Care Delivery System
= Entire organizational chart patient 4
1 .
No· of .

FACTORS OF SCHEDULING : 2 .
No ·

of Personnel
3 .

Classification of Pt .

CLASSIFICATION OF PATIENTS
ORGANIZATIONAL CHART
→ Backbone/ skeleton of the organization LEVEL 1: Self- Care or Minimal Care I can take care for them
selves

Patient types: Who can perform ADL's makaligo makakaon ex. ,

Components of an Organizational Chart Ratio: 1 5 7 Stable pt .

For discharge

1. Broken Line NCH: 1 5 hrs y8 =

. Outpatient Department 3 his

30 mim charting/endorsement
→ Informal or advisory position No accountability
=

-
.
Its not part of organization

→ Not part of the organization LEVEL 2: Moderate Care/ Intermediate >

-

Pt .
Can perform
ADL's
ul some

assistance
→ not accountable sa baba Patient types: Semi-paralized wh cast ul fracture , ,

Ratio: 1 3 :

2. Box NCH: 3hrs-sobra 1hr 3x3 A = =

→ Indicates authority level of position the bigger the box the bigger
,

authority.
→ Mas malaki ang box ng may authority LEVEL 3: Total, Complete, or Intensive Care > Nurse performs all ADL's
XS every
Patient types: Eyedridden Post-op pt ulchest tube) wh O2 therapy ,
,
.
> 30 mins-Ihr

3. Straight Line Ratio: 1 2 :

→ "formal" or "direct" relationship

L
NCH: 4 his . 5 .

→ indicates that you are a part of the organization

It organizational culture
. Predi making istorya ,
but dili mo
report.
de corps harmony
LEVEL 4: Highly specialized Critical Care Nurse perform ADLs >
-

> esprit
-
=

4. Rectangle Unity of direction

= one goal Patient type: Comatose pt w/ several contraption (ex tubings USS is every 15-30 mins
.
,
.
w >
-

→ Indicates the person, departments, and positions Ratio: 1 1 .

I10 every hour >

-

NCH : C his
 NCH: AUTOCRATIC/ THEORY X/ CENTRIC
LEADERSHIP
PATIENT CARE DELIVERY SYSTEM → Leader makes decision without input from
# 1. FUNCTIONAL NURSING
member
→ Effective during emergency cases
Medication
→ Task- oriented
nurse
ex .

uJs nurse
Common : Emergency , incompetent staffs
7 Uses mostly it short-staffed .

<Talk will be divided and the nurse will only perform the task
assigned to him/her
.

2. CASE NURSING/ TOTAL CARE NURSING DEMOCRATIC/ PARTICIPATIVE/ CONSULTATIVE

→ One (1) nurse is responsible for total care if one : Both the leader and the members make the
(1) patient ex IU .
decision for the organization.
> Highest accountability wri
Private Num
3. TEAM NURSING SITUATIONAL/CONTINGENCY LEADERSHIP
→ One (1) RN + two (2) or more personnel in * → Flexibility of leadership style
handling1patient ex Kris Aquino & of Team
Nursing TeamConference . :

Focus Nursing
> Common in High profile pt -

(IRN .
1CN , INA
of Team : Patient Centered Care
CHARISMATIC LEADERSHIP
# 4. ✰ PRIMARY NURSING → Uses charm to motivate the people
→ One (1) RN is to small group of patient (3-5 or 4-6
patients) SERVANT LEADERSHIP
many : N Nurse Creates
W) 24hrs Nursing Accountability
unfinished intervention of Primary Near
→ Leadership by example
5. MODULAR METHOD SHARED LEADERSHIP -

Hindi Isa on any Leader .

→ Combination of primary and team nursing CONTROLLING

I RN + 2 or more personnel for a small
group of Pt (b-5 4-6)
.
, >
-

Group of personal of group of pet. → Evaluation of performance of personnel

6. CASE MANAGEMENT : The process of assessing the performance of the
→ Like functional, pero ang dinidivide ay case ng employees
patient case/diagnoses and
assigned to him/her
only case/diagnosis > will be divided the nurse will care for the

Basis: standard developed during the planning

.
>
-
to prevent cross
infection
DIRECTING phase
→ Heart of management
→ Process of overseeing and directing the
performance of personnel ELEMENTS
BARE MINIMUM
1. Performance Apprasial -

DECISION MAKING STYLE → Evaluation of performance based on the

1. Authoritative standard As long you do the standard regardless of outcome
-
as , .

→ Leader makes decision Evaluators :

Of ,
or Dr .

process

2. Consultative 2. Quality Assurance

→ Consults the team Democratic -
→ Evaluation of the degree of excellence (of
>
Majority rule :"wed magpa vote services) based on the health outcome base -

on outcomes

DELEGATION
→ Transferring of responsibility from higher to lower 3. Control of Resources >
Resources
-
authority : Periodic review of the utilization of all the materials
and supplies used by each unit
Scalar Principle >
-

accountability Cant be delegated ex : AN will count the resources ex .

micropore
.

L supervision >
-
Feedback (Nurse Station) 4. Discipline
: Obedience to rules/ policies of the organization
What can be delegated to NA :
: Making the employees responsible for their actions
1. ADL'I
6.
collectingurinesimplestoolspecimen -
dont involve invasive procedure
sputum. >
Steps deciplinary action EX : 1st 2nd 3rd 4th Offense

!
ex on
-
1 .
, , . , , , .
Restocking supplies Collecting data from stable pt c doesnt involve critical thinking and
nursing
NURSING AUDIT
.
2 7
.

.
3
Transporting pt .

Lex Hig I
skills .

: Evaluation of the medical and clinical records in

.
ht
by
procedur
<
blood
placement and Non-invasive
ex
ECG Demographic data
.

4
-

.
.

.
3 Clevical computer job
-
.
Name of Pt.
Age
order to determine the effectiveness of nursing
C .
Housekeeping duties
-
interventions
LEADERSHIP STYLE > Binabasa nalang
-

TYPES OF NURSING AUDIT (SOP)

PERMISSIVE, ULTRALIBERAL OR LAISSEZ- 1. Structure Audit
FAIRE STYLE : Evaluation of the setting where the nursing care is
Let- alone type of leadership
* given Ganysical
Common bright
:
, competent, Steps of Desciplinary -

employee
Action .

1st offense Oval

:

Warning
and offense Written
Warning (Memo
:

3rd offense :
Suspension
4thOffense : Termination (can't change
behavior )
.
: Includes the qualifications of personnel, their
financial composition, and other information about
the hospital itself

2. Outcome Audit
: Evaluation of the nursing intervention provided to
the patient
>
-
FRAR -

Response >
-

Quality Assurance

3. Process Audit
: Evaluation of the intervention itself (not the
outcome).
: Evaluation on how the care is given.
>
-

FDAR-action
>
personal Appraisal effect
-