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Nursing Leadership and Management

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Nursing Leadership and Management LET HIM THAT WOULD MOVE THE WORLD, FIRST MOVE HIMSESF. - Socrates CONTENTS ... – PowerPoint PPT presentation

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Title: Nursing Leadership and Management


1
Nursing Leadership and Management
2
  • LET HIM THAT WOULD MOVE
  • THE WORLD,
  • FIRST MOVE
  • HIMSESF.
  • -
    Socrates

3
CONTENTS
  • Leadership and Management Defined
  • and Distinguished
  • Leadership and Management Theory
  • Management Functions
  • Roles of the Nurse Manager
  • Creating a Caring Environment
  • Leadership and Management Skills and Behaviors

4
Leadership Defined and Distinguished
  • Leadership Defined
  • Management Defined
  • Leadership and Management concepts
  • Power and Authority
  • Formal and Informal Leadership

5
Leadership Defined
  • Leadership combines
  • intrinsic personality traits,
  • learned leadership skills,
  • characteristics of the situation.
  • Leader -
  • guides people and groups to accomplish common
    goals,
  • influences the beliefs, opinions, or behaviors of
    a person, group, or groups of people.

6
  • Nurse leader
  • is able to inspire others on the health care team
    to make patient education an important aspect of
    all care activities.
  • Leadership qualities
  • unique personality characteristics,
  • exceptional clinical expertise,
  • relationships with others in the organization.

7
  • Management Defined
  • Management -
  • coordinates people, time, and supplies to achieve
    desired outcomes,
  • involves problem-solving and decision-making
    processes.
  • Managers responsibility
  • maintain control of the day-to-day operations,
  • achieve established goals and objectives.

8
Manager Manager
plans organizes
what is to be done who is to do it
how it is to be done how it is to be done
9
  • Nurse manager
  • will have
  • an appointed management position within the
    organization with responsibilities to perform
    administrative tasks
  • planning staffing requirements,
  • performing employee performance appraisals,
  • controlling use of supplies and time,
  • meeting budget and productivity goals.

10
Leadership and Management
  • are intertwined concepts,
  • are different,
  • difficult to discuss one without the other .

11
A good manager also should be a good leader
  • Leadership, management skills
  • - complementary
  • - can be learned and developed
  • through experience,
  • improving skills in one area will enhance
    abilities in the other.

12
Power and Authority
  • Nurse manager has
  • authority - formal right to direct others granted
    by the organization,
  • power - ability to motivate people to get things
    done with or without the formal right granted by
    the organization,
  • ability to influence others to accomplish goals.

13
Formal and Informal Leadership
  • Formal leadership practices by
  • nurse manager,
  • supervisor,
  • charge nurse,
  • coordinator and gives the authority to act by
    the organization.

14
  • Informal Leadership
  • is exercised by the person who
  • has no official or appointed authority to act,
  • is able to persuade,
  • is able to influence others in the work group,
  • strategies the nurse manager can use to work with
    informal leaders.

15
Leadership and Management Theory
  • Leadership Trait Theory
  • Interactional Leadership Theories
  • Transformational Leadership
  • Management Theory
  • Organizational Theory

16
Leadership, management, and organizational
theories
  • provide the building blocks on which to build
    effective nursing management practices and skills.

17
  • Contemporary theories of leadership
  • depends on several variables, including (Marquis
    and Huston, 2000)
  • 1. Organizational culture.
  • 2. Values of the leader.
  • 3. Values of the followers.
  • 4. Influence of the leader/manager.
  • 5. Complexities of the situation.
  • 6. Work to be accomplished.
  • 7. Environment.

18
  • Transformational leaders
  • Identify and clearly communicate vision and
    direction.
  • Empower the work group to accomplish goals and
    achieve the vision.
  • Impart meaning and challenge to work.
  • Are admired and emulated.
  • Provide mentoring to individual staff members
    based on need.

19
  • Transactional leaders
  • Focus on day-to-day operations and are
    comfortable with the status quo (the existing
    state of affairs).
  • Reward staff for desired work ("I'll do x in
    exchange for you doing y").
  • Monitor work performance and correct as needed
    or
  • Wait until problems occur and then deal with the
    problem.

20
  • Management Theory
  • Behavioral theories explain aspects of management
    and leadership based on behaviors of
    managers/leaders and followers. Organizational
    Theory
  • provides a framework for understanding complex
    organizations,
  • helps to understand the management process.

21
  • Management Functions
  • Planning
  • Organizing
  • Staffing
  • Directing
  • Controlling

22
  • Planning includes defining goals and objectives,
    developing policies and procedures determining
    resource allocation and developing evaluation
    methods.
  • Organizing includes identifying the management
    structure to accomplish work, determining
    communication processes, and coordinating people,
    time and work.
  • Staffing includes those activities required to
    have qualified people accomplish work such as
    recruiting, hiring, training, scheduling and
    ongoing staff development.

23
  • Directing encourages employees to accomplish
    goals and objectives and involves communicating,
    delegating, motivating, and managing conflict.
  • Controlling analyzes results to evaluate
    accomplishments and includes evaluating employee
    performance, analyzing financial activities, and
    monitoring quality of care.

24
Roles of the Nurse Manager
  • Customer Service Provider
  • Team Builder
  • Resource Manager
  • Decision Maker and
  • Problem Solver
  • Change Agent

25
  • Customer Service Provider
  • Providing service or care to customers (patient
    or clients).
  • Nurse must keep customer service first and
    foremost as the motivator of all plans and
    activities.
  • Without customers, the organization will go out
    of business.

26
Team Builder
  • A team is a group of people organized to
    accomplish the necessary work of an organization.

27
  • Teams have become important in the changing
    health care environment.
  • Teams bring together a range of people with
    different knowledge, skills, and experiences to
    meet customer.

28
  • Resource Manager
  • Resources include the personnel, time, and
    supplies needed to accomplish the goals of the
    organization.
  • Nurse manager has the responsibility -
    effectively manage resources in providing safe,
    effective patient care in an economic manner.

29
  • Three Types of Budgets
  • 1. Personnel
  • Allocates funds for salaries, overtime, benefits,
    staff development and training, and employee
    turnover costs
  • 2. Operating budget
  • Allocates funds for daily expenses such as
    utilities, repairs, maintenance, and patient care
    supplies
  • 3. Capital budget
  • Allocates funds for construction projects and/or
    long-life equipment such as cardiac monitors,
    defibrillators, and
  • computer hardware capital budget items are
    generally more expensive than operating supplies.

30
  • Decision Maker and Problem Solver
  • components of effective leadership and management
    in clinical patient care.
  • Problem solving is focused on solving an
    immediate problem and
  • decision maker includes a decision-making step.

31
  • Nursing process problem-solving process
    includes
  • assessment,
  • analysis and diagnosis,
  • planning,
  • implementation,
  • evaluation
  • has proven to be effective to manage the complex
    decisions.

32
  • ASSESSMENT
  • Gather information about the situation
  • Identify the problem separate the symptoms
  • Identify people and groups involved
  • Identify cultural and environmental factors
  • Encourage input from involved parties

33
  • ANALYSIS AND DIAGNOSIS
  • Analyze results of information gathered
  • Identify, clarify, and prioritize the actual
    problem (s)
  • Determine if intervention is appropriate

34
  • PLANNING
  • Identify as many solutions as possible
  • Elicit participation from people or groups
    affected
  • Review options and consider safety, efficiency,
    costs, quality, and legal issues
  • Consider positive and negative outcomes
  • Remain open-minded and flexible when considering
    options

35
  • IMPLEMENTING
  • Communicate plans to everyone affected
  • Be sure plans, goals, and objectives are clearly
    identified
  • Maintain open, two-way communication with staff
  • Support and encourage compliance among all staff

36
  • EVALUATION
  • Identify evaluation criteria in the planning
  • Identify who is responsible for evaluation, what
    will be measured, and when it will take place
  • Maintain open communication with all involved
  • Was the decision successful?
  • What might have made it better?

37
  • The nurse - change agent
  • is responsible for guiding people
  • through the change process and needs
  • to develop an understanding about the nature of
    change and effective change strategies.

38
  • 1. Change should be implemented only for good
    reason.
  • 2. Change should always be planned and
    implemented gradually.
  • 3. Change should never be unexpected or abrupt.
  • 4. All people who may be affected by the change
    should be involved in planning for the change.

39
  • The most important responsibility for the nurse
    in any leadership or management
  • role is to create an environment of caring -
    caring for staff members as well as for patients
    and families. Staff members who believe that
    their manager sincerely cares about them and the
    work they do are able to pass that feeling of
    caring on to their patients and other customers.

40
  • Caring for the staff members can be demonstrated
    through (McNeese-Smith, 1997)
  • Offering sincere positive recognition for both
    individuals and teams.
  • Praising and giving thanks for a job well done.
  • Spending time with staff members to reinforce
    positive work behaviors.

41
  • Meeting the staff member's personal needs
    whenever possible, such as accommodating
    scheduling needs for family events and being
    flexible in times of illness.
  • Providing guidance and support for professional
    and personal growth.
  • Maintaining a positive, confident attitude and a
    pleasant work environment.

42
  • LEADERSHIP AND MANAGEMENT SKILLS AND BEHAVIORS
  • Hersey and Blanchard (1988) have identified that
    effective leadership and management requires
    skills in three major areas
  • Technical skillssuch as clinical expertise and
    nursing knowledge.
  • Human skillsthe ability and judgment to work
    with people in an effective leadership role.

43
  • Conceptual skillsthe ability to understand the
    complexities of the overall organization
  • and where one's own area of management fits into
    the overall organization.

44
THANK YOU!
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