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Management and Leadership in Nursing

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Management and Leadership in Nursing NUR 211 Spring 2003 Ginny Rogers To be good is noble. To teach others to be good is nobler, and no trouble. – PowerPoint PPT presentation

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Title: Management and Leadership in Nursing


1
Management and Leadership in Nursing
  • NUR 211
  • Spring 2003
  • Ginny Rogers

2
  • To be good is noble. To teach others to be good
    is nobler, and no trouble.
  • Mark Twain

3
NUR 211
  • Syllabus and PowerPoints available on the web
  • Final exam Room May 7th 1100 AM 100PM
  • Weekly exams
  • Project- see grading criteria page in Student
    Assignments

4
NUR 211
  • Paper see grading criteria page
  • Journal
  • See journal assignment eval. page
  • ATI comprehensive exam
  • passing rate
  • Failure requires taking review class and retake
    Seminars required, info will be included on
    exams

5
  • Clinical information
  • Read role definitions
  • Weekly evals must be filled in by preceptor and
    signed, student must return to instructor with
    journal.
  • Students must inform instructor of ANY problems
    immediately.
  • Final evaluation- critical behaviors must be
    achieved independently by the completion of
    clinical work
  • Please spend time looking over the final
    evaluation tool, if you feel you are unable to
    achieve any objectives in your facility, let your
    instructor know. This is your responsibility.

6
Unit 1
7
  • Health Care Delivery Systems
  • Reforms began ½ century ago
  • DRGS first federally organized incentive to
    keep health care costs down
  • 1992 Clintons task force looked at including
    the 40 M Americans w/o insurance (part of
    P.Bushs agenda post war)
  • Managed Care
  • Refers to the assumption of responsibility and
    accountability for the health of a defined
    population and the simultaneous acceptance of
    financial risk.
  • Care is population based ( imp. Change of
    approach)

8
Changes in Health Care
  • MANAGED CARE
  • COST CONTAINMENT
  • CONTROL OF RESOURCES
  • RESTRUCTURING OF HEALTH CARE ENVIRONMENT
  • NURSING CASE MANAGEMENT

9
Managed Care
  • Care is population based
  • All participants are held accountable\
  • Information to assess value will be necessary
  • Primary care is of central importance
  • Interdependence is very important
  • Contracts are used to detail finances and
    delivery of care

10
Nursing Shortage
  • Aging work force
  • Image
  • Retention
  • Emigration of internationally trained
    (controversial)
  • Nurses need to be politically active

11
Leadership Theories
  • Great Man theory
  • Charismatic theory
  • Trait theory
  • Behavioral school
  • Autocratic
  • Democratic
  • Laissez-faire
  • Eclectic
  • Situational theory
  • Contingency Model

12
  • Life-Cycle theory
  • New theory of leadership
  • Transformational leadership
  • Connective leadership

13
Leadership Style and Leader Behaviors Leader
centered Group-centered Use of Authority
by Leader abdicrat autocrat
Freedom of the
group Tells Sells Tests Consults Joins
14
TRAITS OF A MANAGER
  • HAVE AN ASSIGNED POSITION WITHIN THE FORMAL
    ORGANIZATION
  • HAVE A LEGITIMATE SOURCE OF POWER DUE TO THE
    DELEGATED AUTHORITY THAT ACCOMPANIES THEIR
    POSITION
  • ARE EXPECTED TO CARRY OUT SPECIFIC FUNCTIONS,
    DUTIES, AND RESPONSIBILITIES
  • EMPHASIZE CONTROL, DECISION MAKING, DECISION
    ANALYSIS, AND RESULTS
  • MANIPULATE INDIVIDUALS, THE ENVIRONMENT, MONEY,
    TIME, AND OTHER RESOURCES TO ACHIEVE ORGANIZED
    GOALS
  • HAVE A GREATER FORMAL RESPONSIBILITY AND
    ACCOUNTABILITY FOR RATIONALITY AND CONTROL THAT
    LEADERS
  • DIRECT WILLING AND UNWILLING SUBORDINATES

15
TRAITS OF A LEADER
  • OTHERS OFTEN DO NOT HAVE DELEGATED AUTHORITY BUT
    OBTAIN THEIR POWER THROUGH OTHER MEANS, SUCH AS
    INFLUENCE
  • HAVE A WIDER VARIETY OF ROLES THAN DO MANAGERS
  • ARE FREQUENTLY NOT PART OF THE FORMAL
    ORGANIZATION
  • FOCUS ON GROUP PROCESS, INFORMATION GATHERING,
    FEEDBACK, AND EMPOWERING

16
Traits of a Leader
  • EMPHASIZE INTERPERSONAL RELATIONSHIPS
  • DIRECT WILLING FOLLOWERS
  • HAVE GOALS THAT MAY OR MAY NOT REFLECT THOSE OF
    THE ORGANIZATION

17
ETHICS IN LEADERSHIP
  • MANAGEMENT WITHOUT VALUES, COMMITMENT, AND
    CONVICTIONS CAN ONLY DO HARM
  • WITHOUT INTEGRITY TRUST IS IMPOSSIBLE

18
Tnansformational vs. Transactional Leader
  • Transactional is traditional, one person steps
    up, leader and follower/s have separate but
    related purpose
  • Transformational leader mobilizes others, has a
    vision, and is values oriented

19
Contingency Theories
  • Fiedlers theory
  • Match the leadership style to the situation
  • Situational leadership theory
  • Expansion of above theory looked at four
    leadership behaviors matching four types of
    followers
  • Roles and Functions of Nursing Manager
  • Read through the roles not on test

20
Characteristics of Organizations
  • All organizations resemble one another
  • Organizations are a cluster of suborganizations
  • Organizations have similar problems
  • Organizations have cylces
  • Organizations have crises
  • Some organizational goals are easier to meet than
    others

21
Organizations - Theory
  • Classical Theory
  • Division and specialization of labor
  • Chain of command
  • Organizational structure
  • Span of control
  • Bureaucracy
  • Neoclassical
  • Humanistic
  • Systems theory
  • Closed or open

22
Types of power
  • Coercive
  • Reward
  • Legitimate
  • Expert
  • Referent
  • Information
  • connection

23
Power and Leadership
  • Image as power
  • Power and professional influence
  • Power plus vision
  • How can nurses become more powerful?
  • As individuals?
  • As a group?

24
Political Influence
  • Allocation of scarce resources
  • Interpersonal endeavors
  • Collective activity
  • Analysis and planning
  • Image

25
Political Action Framework
  • Politics in the workplace
  • Politics in government
  • Financing
  • Organizational politics

26
  • Contingency
  • Matches structure to environment
  • Chaos
  • Based on continuous change
  • Health care organizations
  • Types of Ownership
  • Types of organizations
  • Organizational Structure
  • Horizontal
  • Vertical
  • Hybrid
  • Matrix
  • Parallel
  • Shared governance

27
  • Strategic Planning
  • Values
  • Vision
  • Mission Statement
  • Philosophy
  • Goals
  • Writing Mission Statements
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