1. Dr. Nazik M. Zakari. Ph.D, M.Sc.N, B.Sc.N Dr. Olfat Salem. Ph.D, M.Sc.N, B.Sc.N L. Nada El-Khamis. M.Sc.N, B.Sc.N Nursing Administration & Education Dept. College of Nursing. KSU Module (1) Major concepts in nursing management theory

2. MANAGEMENT:“ The process concerned with the implementation of plans through direction and guidance of personnel, and the optimum use of the required resources to attain the predetermined objectives". ADMINISTRATION: “ The process concerned with determining goals, objectives, policies and plans for operation of health organization” What is "Management"?

3. NURSING MANAGEMENT: Is the body of knowledge related to performing the functions of planning, organizing, staffing, directing and controlling (evaluating) the activities of a nursing in departmental subunits.

4. NURSE MANAGER: person who is responsible for translating the administration's vision into operating plans and acting in the middle and first-line levels of hierarchy.

5. An organization is a collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal. The nature of organizational theory organizational theory is the process of creating knowledge to understand organizational structure so that we can predict and control organizational effectiveness or productivity by designing organizations.

6. The Three major theories of organizational and management, namely: 1.Classical Theory. 2.Contingency/decision theory 3.Modern systems Theory.

7. 1.Classical Theory: (Scientific management theory) It is a theory of management that analyzes and synthesizes workflows, with the objective of improving labor productivity. Scientific management has been thought of broadly as the application of the scientific method of study, analysis, and problem solving to the organizational problems. analyzes synthesizesworkflowslabor productivityanalyzes synthesizesworkflowslabor productivity

8. General approach   Shift in decision making from employees to managers   Develop a standard method for performing each job   Select workers with appropriate abilities for each job   Train workers in the standard method previously developed   Support workers by planning their work and eliminating interruptions

9. Contributions  Scientific approach to business management and process improvement  Importance of compensation for performance  Began the careful study of tasks and jobs  Importance of selection criteria by management

10. Elements  Labor is defined and authority is legitimized  Positions placed in hierarchy  Selection is based upon technical competence  Managers follow rules/procedures to enable reliable/predictable behavior

11. Criticisms  Did not appreciate the social context of work and higher needs of workers.  Did not acknowledge variance among individuals.  Tended to regard workers as uninformed and ignored their ideas and suggestions.

12. Contingency Theory  Basically, contingency theory asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are the key to the situation at hand.  Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions.  The optimal course of action is contingent (dependent) upon the internal and external situation

13. Systems Theory  A system can be looked at as having inputs, processes, outputs and outcomes.  S.t is an interdisciplinary theory about the nature of complex systems in nature, society, and science, interdisciplinarycomplex systemsnaturesocietyscienceinterdisciplinarycomplex systemsnaturesocietyscience  This could be a single organism, any organization or society, or any electro- mechanical or informational artifact.

14. Nature of work  It is concerned about the determination of objectives and major policies of an organization.  It puts into action the policies and plans laid down by the administration Administration Management

15. Type of function  It is an executive function.  It is a determinative function. Scope  It takes decisions within the framework set by the administration.  It takes major decisions of an enterprise as a whole. Management Administration Management

16. Level of authority  It is a top-level activity  It is a middle level activity. Nature of status  It is a group of managerial personnel who use their specialized knowledge to fulfill the objectives of an enterprise  It consists of owners who invest capital in and receive profits from an enterprise Management Administration Management

17. Difference between Administration and Management in Nursing ManagementAdministration Basis of difference It puts into action the policies and plans laid down by the administration. It is concerned about the determination of objectives and major policies of an organization. Nature of work It is an executive function.It is a determinative function.Type of function It takes decisions within the framework set by the administration. It takes major decisions of an enterprise as a whole.Scope It is a middle level activity.It is a top-level activity. Level of authority It is a group of managerial personnel who use their specialized knowledge to fulfill the objectives of an enterprise. It consists of owners who invest capital in and receive profits from an enterprise. Nature of status It is used in business enterprises. It is popular with government, military, educational, and religious organizations. Nature of usage Its decisions are influenced by the values, opinions, and beliefs of the managers. Its decisions are influenced by public opinion, government policies, social, and religious factors. Decision making Motivating and controlling functions are involved in it. Planning and organizing functions are involved in it.Main functions It requires technical activities.It needs administrative rather than technical abilities.Abilities

18. Difference between Administrator & Manager Definition  is the person who is responsible for forming the strategic vision of the organization (top-level of hierarchy).  is the person who is responsible for translating the administration's vision into operating plans and acting in the middle and first-line levels of hierarchy Administrator Manager

19. Activities  Concerned with forming a strategy of the organization  Concerned with forming the operation of the unit(s). Events  Inside the unit(s)  Inside and outside the organization and how it affect work. Plan  long term plans  short term plans Administrator Manager Administrator Manager Administrator

20. Difference between Administrator & Manager ManagerAdministrator Basis of difference Manager is the person who is responsible for translating the administration's vision into operating plans and acting in the middle and first-line levels of hierarchy Administrator is the person who is responsible for forming the strategic vision of the organization (top-level of hierarchy). Definition To direct, supervise personnel working in the formulated organizational structure. To formulate organizational structure. Activities Inside the unit (s) Inside and outside the organization and how it affect work. Events short term planslong term plansPlan To direct, supervise personnel working in the formulated organizational structure. To formulate organizational structure. Authority goals and objectives governing the unit/department mission, philosophy, goals, and policies governing the organization Define

21.  Leadership is a process of getting things done through people. Leadership is not a science. Leadership means responsibility. The leader is look to get the job done.  Leadership is guiding a person or group toward the best results. It is having sound understanding to determine and ability to articulate visions and goals.

22. What is the Difference between Leadership and Management? Based on authorityBased on influence1 An informal designationFormally designated position 2 An assigned positionAn achieved position3 Dependent and improved by use of effective leadership skills Independent of management4 Nurse's role in the assigned managerial positions Part of every nurse's role5 Focusing on people, inspiring and motivating followers, based on personal power Focusing on service, based on position power 6 Acting as a bossActing as a facilitator, and coach7 Aimed to maintain stabilityAimed to change for improvement8 Management Leadership Management LeadershipManagement Leadership Management Leadership Management

23. References  Rigolosi, E. (2005). Management and leadership in nursing and health care: An experiential approach. (2 nd ed.). New York: Springer Publishing Company, Inc.  Whetten, D. A. & Cameron, K. S. (2005). Developing management skills. Upper Saddle River,NJ: Pearson Prentice Hall. 