NCM 119: Management Concepts

Management Efficiently
Are You Ready to Be a Manager? Ø To complete a task with minimum cost.
Ø For most new nurses, the answer is no, you should not Ø For example: – ‘A’ got a task of construction of the Flyover.
accept managerial responsibility. The breadth and depth The estimated target for the same is 10 Million Pesos and
of your experience are still undeveloped. You need to ‘A’ completed the construction of flyover at 9 Million
direct your energies to building your own skills before you Pesos.
begin supervising other people. Ø In this case, A worked efficiently.
Ø Definition: Process of coordinating and allocating
resources to achieve organizational goals Plenary Discussion
Ø “Management is the process of designing and maintaining Interactive Discussion:
an environment in which individuals working together in a) Sharing of experiences
groups, efficiently accomplish selected item.” b) Feeling, Discovery, Realization
Ø It is a process of coordinating actions and allocating
resources to achieve organizational goals. Qualities of a Manager:
Ø It is about making sure the day-to-day operations are ü Self confidence
being performed as expected. ü Initiative
Ø The art of getting things done through people (Mary ü Drive
Parker Follet) ü Decisiveness
Ø Is the process of planning, organizing, leading and ü Judgment
controlling the efforts of organizational resources in order ü Adaptability
to achieve the organizational goals. ü Stamina
Ø It is defined as the process of getting things done from ü Emotional Maturity
others to achieve goals effectively and efficiently. ü Human Understanding
ü Adequate Education Standard
Features of Management
Ø The essence of management is getting work done through Main Managerial Roles:
others. Ø Interpersonal Roles
Ø The managerial tasks include planning, organizing, Ø Informational Roles
commanding, coordinating, and controlling the work of a Ø Decisional Roles
group of employees (Wren, 1972).
Ø Managers really do whatever is needed to make sure that Interpersonal Role
employees do their work and do it well (Mintzberg1989).
Ø Two-thirds of a manager’s time is spent on people
problems. The rest is taken up by budget work, going to
meetings, preparing reports, and other administrative
tasks. (Lombardi 2001).
Ø Managerial responsibilities are often outlined in a job
description, with subordinates following because of the
professional title or classification.
Ø A manager's primary focus is on meeting organizational
goals
Ø Unlike, the leadership, management’s title or position
comes the authority and the privilege to promote, hire, or
reward employees based on their performance and
behavior.

Effectively
Ø It is basically completion of the task on time.
Ø For example: – ‘A’ got two years’ time period for the
construction of flyover.
Ø If ‘A’ completes his task within the span of two years. Here,
in this case, we can say A’s management is effective.
 NCM 119: Management Concepts
skills that will be required to increase sales, design
Informational Role different types of products and services, market the
products and services, etc.
Ø Technical skills are most important for first-level
managers. Whet it comes to the top managers, these skills
are not something with high significance level. As we go
through a hierarchy from the bottom to higher levels, the
technical skills lose their importance.

B. Conceptual skills
Ø Conceptual skills present knowledge or ability of a
manager for more abstract thinking.
Ø That means he can easily see the whole through analysis
and diagnosis of different states. In such a way they can
predict the future of the business or department as a
whole.
Ø Conceptual skills are vital for top managers, less critical for
mid-level managers and not required for first-level
managers. As we go from the bottom of the managerial
Decisional Role hierarchy to the top, the importance of these skills will
rise.

C. Human or interpersonal management skills

Ø Human or interpersonal management skills present a
manager’s knowledge and ability to work with people.
Ø One of the most critical management tasks is to work with
people. Without people, there will not be a need for the
existence of management and managers.
Ø These skills enable managers to become leaders and
motivate employees for better accomplishments.
Additionally, they help them to make more effective use
of human potential in the company.
Ø Simply, they are essential skills for all hierarchical levels in
the company.

Management Performance
Ø Performance Measures:
ü Effectiveness or the ability to choose appropriate
goals and achieve them.
ü Efficiency or the ability to make the best use of
available resources in the process of achieving goals.
Managerial Skills Ø Performance management is an ongoing process of
Ø Managerial skills are the knowledge and ability of the communication between a supervisor and an employee
individuals in a managerial position to fulfil some that occurs throughout the year, in support of
specific management activities or tasks. accomplishing the strategic objectives of the organization.
Ø Types of managerial skills:
a) Technical skills Managerial Job Hierarchy
b) Conceptual skills ü Top Level Management
c) Human or interpersonal management skills ü Middle Level of Management
ü Low Level Management
A. Technical Skills
Ø Technical skills give the manager knowledge and ability to 1. Top Level Management
use different techniques to achieve what they want to Ø Administrative, Managerial, or Top level of
achieve. Management
Ø Technical skills are not related only for machines,
production tools or other equipment, but also they are
 NCM 119: Management Concepts
Ø This level of management consists of an ü Arranging the necessary materials, machines,
organization's board of directors and the chief tools, and resources, etc. necessary for
executive or managing director. accomplishing organizational tasks.
Ø It is the ultimate source of power and authority, ü Preparing periodical reports regarding the
since it oversees the goals, policies, and procedures performance of the workers.
of a company. ü Upholding discipline, decorum, and harmony
Ø Their main priority is on the strategic planning and within the workplace.
execution of the overall business success. ü Improving the enterprise’s image as a whole,
Ø Top-level managers are responsible for controlling due to their direct contact with the workers.
and overseeing the entire organization.
2. Executive or Middle Level of Management Differences between LEADERSHIP and MANAGEMENT
Ø Middle Level of Management: Executive or Middle
Managers.
Ø The branch and departmental managers form this
middle management level.
Ø These people are directly accountable to top
management for the functioning of their respective
departments, devoting more time to organizational
and directional functions.
Ø For smaller organizations, there is often only one
layer of middle management, but larger enterprises
can see senior and junior levels within this middle
section.
3. Low Level Management
Ø Supervisory, Operative, or Lower Level of
Management :
ü This level of management consists
of supervisors, foremen, section officers,
superintendents, and all other executives
whose work must do largely with HR oversight
and the direction of operative employees.
ü Managers at the lower level are primarily
concerned with the execution and coordination
of day-to-day workflow that ensure completion
of projects and that deliverables are met.
Ø The roles and responsibilities of the lower level of
management:
ü Assigning jobs and tasks to various workers.
ü Guiding and instructing workers in day-to-day
activities.
ü Overseeing both the quality and quantity of
production.
ü Maintaining good relations within
lower levels of the organization.
ü Acting as mediators by communicating the
problems, suggestions, and recommendatory
appeals, etc. of workers to the higher level of
management, and in turn elucidating higher-
level goals and objectives to workers.
ü Helping to address and resolve the grievances
of workers.
ü Supervising and guiding their subordinates.
ü Taking part in the hiring and training processes
of their workers.
 NCM 119: Management Concepts
Ø They consist of individuals and groups
Ø Groups:
ü Large vs small
ü Formal vs informal ones
ü Dynamic – they form, change, disband
B. Structure
Ø Structure defines the formal relationship of people in
organizations.
Ø Different jobs are required to accomplish all of an
organization’s activities – ex. managers, technical
employees, accountants, utility workers, security, etc.
Ø Those people have to be related in some structural
way so that their work can be effectively coordinated.
Ø Those relationships create complex problems of
The importance of understanding the difference.. cooperation, negotiation, and decision making.
Importance of understanding the difference between C. Technology
management and leadership Ø Technology provides the resources with which
Ø Understanding the difference between management and people work and affects the task they perform.
leadership is important because this mindset can affect Ø People cannot accomplish much with their bare
leadership strategy, relationships with subordinates, and hands so they build buildings, design machines,
the long term health of the organization. create work processes, and assemble resources.
Ø Without realizing the differences between these two Ø Technology allows people to do more and better
terms, supervisors may wonder why teams do not act as work although it restricts people in various ways.
expected or achieve prescribed results. Worse still, these D. Environment
supervisors may believe that they are already doing Ø All organizations operate within internal and an
everything within their own power, and blame the team external environment.
for the failure as a result. Ø This means that a single organization does not exist
Ø Realizing that management and leadership are two alone. It is part of a larger system that contains
separate concepts opens the mind up to different many other elements such as government, the family,
approaches and possible courses of correction. This and other organization.
understanding helps people in positions of power take Ø All of these mutually influence one another in a
ownership and accountability over their parts in the complex system that creates a context of a group of
process. people.
Ø It influences the attitudes of people, affects working
ORGANIZATION conditions, and provides competition for resources
and power.
Organization
Ø Thus, human behavior in organizations has to studied
Ø An organization, or organization, is an entity—such as a
company, an institution, or an association—comprising by managers as well.
one or more people and having a particular purpose.
Ø The word is derived from the Greek word organon, which Organization Management
means tool or instrument, musical instrument, and organ. Ø Organization management refers to the art of getting
people together on a common platform to make
them work towards a common predefined goal.
Elements of Organization
Ø It refers to efficient handling of the organization as
ü People
ü Structure well as its employees.
ü Technology Benefits of OM:
ü Environment Ø It enables the optimum use of resources through
meticulous planning and control at the workplace.
A. People Ø It gives a sense of direction to the employees. The
Ø People make up the internal system of the individuals are well aware of their roles and
organization. responsibilities and know what they are supposed to
Ø People are the living, thinking, feeling beings who do in the organization.
work in the organization to achieve their objectives. Ø IT ensures profitability for the organization.
Ø Organization exist to serve people, rather than
people exist to serve organization.
 NCM 119: Management Concepts
Leadership in Nursing Ø Overseeing community health nursing initiatives that
Ø Leadership in nursing is a personal and intimate address public health problems such as obesity,
form of leadership because of the vulnerability of diabetes, and infectious disease prevention
the patient brings to the relationship.
Ø With patients who are dying or in terrible What are the responsibilities of a Nurse Manager?
situations, the nurse provides them with two vital The key responsibilities of a nurse manager include:
leadership characteristics: optimism and courage. Ø Overseeing day-to-day operations
Ø With patients who have lost their courage, it is the Ø Supervising and providing training to team members
nurse who shows courage and strength that Ø Working with various stakeholders to optimize care
supports the patient and his family. and meet budget requirements
Ø The nurse have the courage to care in the face of Ø Handling escalating situations between patients and
fear and uncertainty, and in the face of death or healthcare providers
disability. Ø Designing and managing a budget
Ø Caring, hope and support are sources of optimism Ø Overseeing insurance and other reimbursements
that nurses provides. Ø Overseeing electronic health record systems
Ø As nurse manager, she relies on her ability to Ø Hiring and evaluating nursing staff
motivate and inspire nursing teams and staff in the Ø Collaborating with other managers to achieve optimal
development of high-quality practices and patient patient outcomes
care methodologies.
Ø For instance, a nurse leader responsible for
overseeing and executing new care policies will
focus on strategic planning and collaborating with
nursing staff, while a nurse manager will focus on
carrying out the initiative and managing nursing
teams and departments in implementing care
strategies with patients.

Essential Qualities for Nurses in Leadership Roles

Both nurse leaders and nurse managers should be proficient at:
Ø Communicating with staff and motivating them
Ø Thinking creatively and critically
Ø Innovating new workflows
Ø Delegating tasks
Ø Showing compassion for others
Ø Making decisions
Ø Mentoring and teaching others
Ø Solving problems and overcoming difficult situations

What Are the Responsibilities of a Nurse Leader?

Key responsibilities of a nurse leader include:
Ø Staying up to date on the latest healthcare research
Ø Promoting and protecting patient health and safety
Ø Working to shorten the average length of patient
hospital stays and reduce readmission rates
Ø Aiming to reduce healthcare costs by improving
efficiency
Ø Providing team members with the knowledge and
tools they need to deliver top-quality care
Ø Ordering and reviewing diagnostic tests
Ø Developing treatment plans to improve care and
patient outcomes
Ø Overseeing teams that provide direct patient care
Ø Overseeing patient advocacy and education initiatives
Ø Reducing the turnover rate of registered nurses