Nurses work at every level of the healthcare system, have different roles and are in constant contact with people. The target audiences for this teaching material are student nurses at BSc level and nurses working at every level of the healthcare system.
CHAPTER ONE
INTRODUCTION TO NURSING SERVICE MANAGEMENT
Objectives
Definition of management and nursing service administration
- Definition of management
- Nursing service administration
- Types of managers, managerial skill and roles Nursing service managers are people who appointed to
Nursing service administration is the system of activities directed towards the nursing care of clients and includes. The primary objective of the nursing service administration role is to provide a continuum of individual, group and community service, including whatever is necessary.
Health care, health services and health service organizational models
The Benefit of good Management in Health Service organizations
CHAPTER TWO
PHILOSOPHY OF NURSING SERVICE MANAGEMENT
Institutional objectives undoubtedly influence those of the nursing service, which must support and complement institutional objectives. The group member must feel that they are the creators of the goals and objectives of the unit.
CHAPTER THREE ORGANIZATION AND
ORGANIZATIONAL STRUCTURE
Span of control - refers to the number of employees a manager can effectively oversee. Mostly top executive
The head nurse is responsible for the overall guidance, supervision and education of the nursing staff. The head nurse decentralizes authority to the team leader to direct the activities of the team members.
CHAPTER FOUR
FUNCTIONS OF MANAGEMENT
Standing use plans- are those that are used on a continuous basis to achieve consistently repeated
Policies: A fixed plan that provides broad guidelines to channel management thinking to take action consistent with the achievement of organizational goals. Procedures: a standing plan that sets out a series of related actions to be taken to a. It is an explicit set of actions, often sequential in nature, required to achieve a well-defined result.
Good procedures provide a series of actions that, when completed, meet specific goals, reinforce policies, and help employees achieve results efficiently and safely. It is a statement that tends to limit actions or prescribe specific activities without discretion. Rules usually have a single purpose and are written to guarantee a certain way of behaving in a certain way.
Disposable plans are those that are used once to achieve unique goals or objectives that.
Single use plans-are those that are used once to achieve unique objectives or objectives that
For example, organizing is considered a step in the nursing process; however, planning is second. In management, planning is the determination of what is to be achieved, and organizing is the determination of how it will be achieved. Organizing can therefore be considered part of the planning, even if it is not specifically identified.
Group the activities in light of the human and material resources available and the best way to use them under the circumstances. All members of the group must see the goals as related to the goal of the group. When the nurse leader collaborates with group members to set goals, members' ideas must be included so that they will feel part of the goal.
Another part of the second step in the organizing process is the recognition of existing policies, procedures and rules that affect the task and objectives. The fourth step in the process of organizing is to group activities according to the human and material resources available. Giving directions is the first activity and suggests that directions should be clear, concise and consistent and should confirm to the requirements of the situation.
CHAPTER FIVE DECISION MAKING
- Administrative-Operational
- Programmed-Non -programmed
- Decision makers attribute
- Environmental Constraints
May refer to authority and take decisions based on suggestions from expert/higher level management. The activities of the problem solver, the nature of the situation, and the environmental constraints influence how a decision is made; the resources spent on its implementation and the quality of the final decision. Convergent thinking - a problem is broken down into smaller and smaller parts to find a more manageable perspective.
Probability theory: is the probability that an event or outcome will actually occur and allows decision makers to calculate the expected value for each alternative. Decision trees = are graphical decision tools used to evaluate decisions that contain a series of steps. Relaxed Avoidance: A leader chooses not to make a decision or act after realizing that the consequences of inaction will not be serious.
Defensive Avoidance: Faced with a problem and unable to find a good solution based on past experience, it.
CHAPTER SIX
THEORIES OF LEADERSHIP AND MANAGEMENT
Trait Theories – If you have ever heard the statement that “leaders are born, not made”, then
Great Man Theory – According to the “Great man” theory of leadership tremendous influence
- Contingency Theory (Fred Fiedler) -
- Path -Goal Theory (Robert House)
- Contemporary Leader-Manager Theories Theories X and Y (Douglas McGregor)
- Theory Z (Ouchi) /participative approach to management/
Authoritarian-democratic and laissez-faire styles The classic research done by Lewin, Lippitt and White (White, Lippitt, 1960) on the interaction between leaders and group members showed that the leader's behavior can significantly influence the climate and the results of the group. The authoritarian leader clearly dominates the group, making the leader's status separate and superior to the status of the group members. Rather than issuing commands, the democratic leader provides information, asks stimulating questions, and makes suggestions to guide the group's work.
Democratic leadership is especially appropriate for groups of people who will work together for a long time, when interpersonal relationships can significantly affect the work of the group. The laissez-faire leader leaves virtually all control and decision-making to the group and provides little or no direction, guidance or encouragement. Positional power can be strong or weak; it does not reflect the strength of the individual leader's personality; rather, it measures the leader's status in the organization.
A person well versed in these characteristics of the organization does not need to be told what to do or what decision to make as often as a new, unassimilated employee. When the environment is humanized and people are empowered, they feel part of the team and believe that they are contributing to the success of the organization. For example, a new graduate may seek the advice of the nurse manager on career planning.
CHAPTER SEVEN MANAGING RESOURCES
Acquiring Human Resource 1. Human resources planning
- Recruitment
- Selection
The workforce must be considered in the context of a changing environment: current staff must be retained and new employees recruited to meet changing needs. Planning - Assumptions made following steps 1-4 to ensure adequate number of personnel with appropriate prerequisite knowledge and skills. External sources - new employees can be recruited from the outside through advertising job vacancies, visiting colleges and universities, contacting public and private employment agencies, and participating in professional organizations.
It involves finding and attracting prospective employees inside or outside the organization. You can only choose from those people who apply for the job, the likelihood of finding a strong candidate is less than if you had many applicants to choose from. The essence of the selection is to determine whether the candidate is suitable for the job in terms of qualifications, experience and abilities.
Analysis of the vacant position(s) - Using job analysis procedures, the vacant position(s) are studied to determine the.
Analysis of the vacant job(s)-Using job analysis procedures the vacant job(s) are studied to find the
Measuring performance-After the criterion and predictor have been chosen, the worker's performance
Assessing the predictor's Validity-determine if differences in predictor scores correspond with
Determining the predictor's Utility-is to determine how useful it will be in improving the quality of
Reanalysis-Any personnel selection program should be periodically reevaluated to see if changing
- Retaining Employees
- Budgeting
- Material management
- Managing Time
Provide information to the organization that will help identify employee training and development needs. Thus, the assessor generally has a positive or unfavorable attitude towards the employee, which permeates all assessments of the person. Typically, the rater has strong feelings about at least one important aspect of the employee's performance.
The critical incident technique - the supervisor observes, collects, and records instances of the employee performing job-critical responsibilities. The nurse manager decides what type of nursing care is necessary to meet the nursing needs of the estimated patient population. The business plan states the project's goals and links them to the organization's strategic plan.
Some used nursing workload data to calculate the cost of the nursing component of the room rate. Accurate records save time and contribute to the economy, efficiency and smooth operation of the health service. What are the processes and procedures to be followed in forecasting the budget of the nursing department.
CHAPTER EIGHT
EVALUATING HEALTH ACTIVITIES
Efficiency - the degree to which the program achieved its result at the lowest possible cost. Work progress is evaluated to measure the effectiveness of the nursing/midwifery team, i.e., process evaluation - measurements taken during the implementation of program activities to control or ensure or improve the quality of performance or delivery.
Impact evaluation- focuses on the immediate observable effects of a program that lead to the intended outcomes of a program.
CHAPTER NINE COMMUNICATION
Each of the components of the communication process can enhance or hinder understanding of the message. Fig.9.1 The essential elements of communication components: the message and the communication in which the message is delivered. The circle is used to indicate the dynamic and reciprocal properties of the communication process.
Analyze your thoughts carefully and keep in mind the goal you want to achieve as well as the uniqueness of the individual or group. The worst mistake a leader can make is communicating incorrect information to the group members. It is important to remember that communication does not necessarily mean agreement or harmony on every issue, but rather an attempt to achieve understanding of the message between leader and followers.
An intense reaction to a communicated message will most likely cause a temporary blocking of the rest of the message. The leader should try to be aware of the choice of words or phrases used in conveying a message to avoid misinterpretations or sending the wrong message to the group. The actual pattern of the communication network can be as varied as the number of existing groups.
CHAPTER TEN GROUP DYNAMICS
The leader who increases cohesion and cooperation will move the group towards achieving its goals. Some of the available behaviors that participants in the group can exhibit are broadly grouped as task or maintenance behaviors. Gate keeping- enables fair and equal participation of all members of the group by such comments as."
The third and final category of group roles are those that are non-functional and unhelpful to the group. Playboy-Playgirl: Plays around and exhibits other behaviors that indicate he/she is not involved in the group process. During this phase, individuals spend time assessing their purpose for joining the group and figuring out where they fit in the group.
Members of the therapeutic group can become more understanding of each other's differences and more able to accept those differences in the group. Leadership in this phase is less difficult than in other phases due to positive feelings and a unified sense of direction in the group at this time. Team spirit and a sense of unity among members are often high during the work phase.
