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PROCESS
PREPARED BY:
AILYN B.PINEDA, RN
NURSING MANAGEMENT
MANAGEMENT FUNCTION
NURSING MANAGEMENT PROCESS
PLANNING
PLANNING:
PREDETERMINED
ACTION
PRINCIPLES OF PLANNING
1. Planning is always based and focused on the vision, mission,
philosophy, and clearly defined objectives of the organization.
2. Planning is a continuous process.
3. Planning should be pervasive within the entire organization
covering the various departments, services and the various levels of
management to provide maximal cooperation and harmony.
4. Planning utilizes all available resources.
5. Planning must be precise in its scope and nature.
6. Planning should be time bounded.
7. Projected plans must be documented for proper dissemination to
all concerned for implementation and implementation as to the
extent of its achievement.
PLANNING
TYPES OF PLANNING:
MISSION OR PURPOSE
PHILOSOPHY
PROCEDURES
Multitasking
Trying to get more things done in less time
Examples: answering phone calls while driving, sending e-
mails while in the meeting
Nursing management
PLANNING
PRINCIPLES OF ORGANIZATION:
Communication: effective and open communication in all
forms; thread that binds the organization together
Directions of communication:
Downward
Upward
Lateral/Horizontal
Grapevine
Unity of Command
Span of Control
Delegation of authority
Similar Assignments
Unity of Purpose
ORGANIZATIONAL DESIGN
Organizational design is a
formal, guided process for
integrating the people,
information and technology
of an organization.
PRINCIPLES OF ORGANIZATIONAL
DESIGN
1. Division of labor
2. Unity of command
3. Authority and responsibility
4. Span of Control
5. Contingency Factors
Nursing management
- ORGANIZING -
ELEMENTS OF ORGANIZING
2. Organizational Structure
3. Staffing
4. Scheduling
5. Developing job descriptions
Importance of organizational structure
ORGANIZATIONAL STRUCTURE
Refers to an organizational
structure with few or no
levels of intervention
between management and
staff.
Flat or Decentralized Structure
Advantages Disadvantages
Lower likelihood of Supervisor spend less
messages being distorted time with each worker
Workers develop own Supervisors may lack
abilities and autonomy expertise in the variety of
and able to see the operations and may end
organization as up making inappropriate
humanistic resulting in decisions
greater job satisfaction
The principle of “shared
governance” produces
maximum potential for
professional growth
Nursing management
- ORGANIZING -
1) Line Organization/
Bureaucratic/ Pyramidal
- shows that each position
has general authority over
the lower position of the
hierarchy.
- ARA and power are
concentrated at the top.
TYPES OF ORGANIZATIONAL STRUCTURE
2. Flat Organization
- refers to an
organizational structure
with few or no levels of
intervention between
management and staff.
TYPES OF ORGANIZATIONAL STRUCTURE
3. Staff Organization
- purely advisory to the
line structure with no
authority to place
recommendations into
action.
TYPES OF ORGANIZATIONAL STRUCTURE
4. Functional Organization
- permits a specialist to
aid line position within a
limited and clearly
defined scope authority.
ORGANIZATIONAL RELATIONSHIP
1. FORMAL
RELATIONS
2. INFORMAL
RELATIONS
ORGANIZATIONAL RELATIONSHIP
1. FORMAL
RELATIONS
- represents by
uninterrupted lines
between units, showing
who reports to whom.
ORGANIZATIONAL RELATIONSHIP
2. INFORMAL
RELATIONS
- represented by a
broken or dotted line,
where power
relationships are
coordinated.
Nursing management
- ORGANIZING -
• ORGANIZATIONAL CHART
3)Division of Work
4)Chain of Command
5) Type of Work to be performed
6)Grouping of Work Segment
7) Levels of Management
Nursing management
- ORGANIZING -
STAFFING
Communicability of ailment
Steps in Staffing
FUNCTIONAL Nursing
Task-oriented
Particular nursing function is assigned to
each nurse
Time saving
Worker learns w/ mastery
-Medication nurse
-Charge nurse
-Nursing attendant
Nursing Care Modalities
PRIMARY Nursing
Nurse is responsible for the total
care of a small group of clients from
admission to discharge
Nursing Care Modalities
TEAM Nursing
The team leader assigns patients &
tasks according to job descriptions
PATIENT CLASSIFICATION SYSTEM
STAFFING FORMULA
Requirements:
STANDARD VALUE OF NURSING CARE
SHIFT PERCENTAGE
AM 45 %
PM 37%
NIGHT 18%
Nursing management
- STAFFING -
CATEGORIES OF PATIENT
Levels of Care NCH Needed /pt./ Prof: Non Prof
day
Level I 1.50 55:45
Self-Care or Minimal
Care
Level II
Moderate or 3.0 60:40
Intermediate Care
Primary Hospital 70 25 5 -
Secondary Hospital 65 30 5 -
Tertiary Hospital 30 45 15 10
Special Tertiary 10 25 45 20
Hospital
Nursing management
- STAFFING -
PM (37%) 46 24
NIGHT (18%) 22 12
Nursing management
- STAFFING -
Placement of Staff
proper placement:
a. fosters personal growth
b. provides a motivating climate for the employee
c. maximizes productivity
d. organizational goals have better chances of being met
inappropriate placement:
a. frustration
b. poor quality of work
c. reduced organizational efficiency
d. rapid turn-over
e. poor image for the agency
RA 9173 nurses with Master’s degree in Nursing are easily placed in position
Nursing management
- STAFFING -
SCHEDULING
A schedule is a timetable showing planned work
days and shifts for nursing personnel.
Types of Scheduling
3. Centralized Schedule
4. Decentralized Schedule
5. Cyclical Schedule
Nursing management
- STAFFING -
SCHEDULING VARIABLES
b. Length of scheduling period whether 2 or 4 weeks
c. Shift rotation
d. Week-ends off
e. Holiday off
f. Vacation leave
g. Special days
h. Scheduled events in the hospital , training programs, or
meetings
i. Job categories
j. Continuing professional education (CPE) programs
Nursing management
- STAFFING -
DIRECTING
Plan put into action
Activities
Delegation – transferring responsibility
Updating policy
Utilize the policy updates
Supervision
Roles in Supervision
• Guides
• Direct
• Facilitates
• Motivates
• Teaches
Nursing management
- DIRECTING -
Principles of Delegation
2. Select the right person to whom the job is to be
delegated.
3. Delegate both interesting and uninteresting tasks.
4. Provide subordinates with enough time to learn.
5. Delegate gradually.
6. Delegate in advance.
7. Consult before delegating.
8. Avoid gaps and overlaps.
Nursing management
- DIRECTING -
• Aspects of Delegation
1. Responsibility – denotes obligation
2. Authority – the power to make final decisions and
give commands.
3. Accountability – refers to liability
Nursing management
- DIRECTING -
COMMUNICATION
Communication is the transmission of information,
opinions, and intentions between among individuals.
Purpose of communication
1. facilitates work
2. increases motivation
3. effects change
4. optimizes patient care
5. increases workers’ satisfaction
6. facilitates coordination
Nursing management
- DIRECTING -
Types of Communication
1. Verbal Communication
2. Written Communication
3. Non-verbal Communication
e. Personal appearance
f. Intonation of the voice
g. Facial expression
h. Posture and gait
i. Touch
Nursing management
- DIRECTING -
Lines of Communication
UPWARD
to superior
HORIZONTAL OUTWARD
NURSES
to peers and to patient, family
members of the and community
Health Team to workers’ family
and friends
DOWNWARD
to subordinates
Nursing management
- DIRECTING -
DECISION MAKING
Decision is a course of action that is consciously chosen from
available alternatives for the purpose of achieving a desired
result.
5 Steps in Decision Making
1. definition of the problem
“ why the problem occur”
2. analysis of the problem
“getting to the cause of the problem”
3. development of an alternative solution
“search for and analysis of alternatives and their possible
consequences”
4. selection of the solution
weighing of facts and exploring alternative solutions
5. implementation and follow-up
Nursing management
- DIRECTING -
CONFLICT MANAGEMENT
Types of Conflict
1. Intrasender
- conflict originates in the sender who gives conflicting
instructions.
2. Intersender
- conflict arises when an individual receives conflicting
messages from two or more sources.
3. Interrole
- conflict can occur when an individual belongs to more than
one group.
4. Person-role
- conflict is the result of disparity between internal and
external roles.
Nursing management
- DIRECTING -
5. Interperson
- conflict is common among people whose positions require
interaction with other persons who fill various roles in the same
organization or other organizations.
6. Intragroup
- conflict occurs when the group faces a new problem.
7. Intergroup
- conflict is common where 2 groups have different goals and can
achieve their goals only at the others’ expense.
8. Role Ambiguity
- a condition in which individuals do not know what is expected on
them.
9. Role Overload
- the person is simply unable to accomplish so much within a
limited time period.
Nursing management
- DIRECTING -
Conflict Resolution
1. Avoidance
- used by groups who do not want to do something that
may interfere with their relationship
2. Accommodation
- self-sacrifice
3. Collaboration
- inspires mutual attention to the problem and utilizes
the talents of all parties
4. Compromise
- in this method, accommodation and adjustment lead to
workable situations rather than to the best solution.
Nursing management
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5. Competition
- it is an assertive position that fosters conflict resolution
on the part of the subordinate.
6. Smoothing
- disagreements are ignored so that surface harmony is
maintained in a state of peaceful co-existence.
7. Withdrawing
- one party is resolved thereby making it possible to
resolve the issue.
8. Forcing
- yields an immediate end to the conflict but leaves the
cause of the conflict unresolved.
Nursing management
- DIRECTING -
• Staff Development
Staff development is geared ultimately to
organizational development.
• Orientation
Orientation is a planned and guided activities of
an employee in the organization, the work
environment , and in his job.
Nursing management
- CONTROLLING -
CONTROLLING
Controlling or evaluating is an on-going function
of management which occurs during planning,
organizing, and directing activities.
The controlling process opens opportunities for
improvement and comparing performance against
set standard.
Nursing management
- CONTROLLING -
Principles of Evaluation.
2. The evaluation must be based on the behavioral standards of performance
which the position requires.
3. The evaluation should have enough time to observe employee’s behavior.
4. The employee should be given a copy of the job description, performance
standards, and evaluation conference.
5. The employee’s performance appraisal should include both satisfactory and
unsatisfactory results with specific behavioral instances to exemplify these
evaluative comments.
6. Areas needing improvement must be prioritized to help the worker upgrade
his/her performance.
7. The evaluation conference should be scheduled and conducted at a
convenient time for the rater and the employee.
8. The evaluation report and conference should be structured in such a way
that is perceived and accepted positively as a means of improving job
description.
Nursing management
- CONTROLLING -
PERFORMANCE APPRAISAL
Performance appraisal is a control process in which
employee’s performance is evaluated against standards.