1. Major concepts in nursing management & Administration
4/28/2017
Major concepts in nursing management & Administration
Dr. B.Y.Amira Ph.D, M.Sc.N, B.Sc.N
College of Nursing, AL MAJMAAH university, KSA
Nursing Research/Dr. Hanan A. Ezzat/ I. Role of Research in Nursing 1

3. Learning outcomes:
By the end of this session the student will be able to:
1. Define some term related to management and administration.
Describe the elements of management.
Name the major theories
Explain the necessary skill of manager
Discuss the differences between administration &management.

4. Definitions … What is "Management"?
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”

5. Definitions …
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.

6. ELEMENTS OF MANAGEMENT
Planning
Organizing
Staffing
Directing
Coordinating
Controlling
Reporting
Budgeting

11. 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.

12. The nature of organizational theory
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.

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

14. 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.

15. 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

16. 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

17. 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

18. 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.

19. 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

20. 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,
This could be a single organism, any organization or society, or any electro-mechanical or informational artifact.

22. 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

23. 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
Administration

24. 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
Administration
Management
Management
Administration

26. Difference between Administration and Management in Nursing
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

27. 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

28. 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
Manager
Administrator
Administrator
Manager

29. Difference between Administrator & Manager
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 plans
long term plans
Plan
Authority
goals and objectives governing the unit/department
mission, philosophy, goals, and policies governing the organization
Define

30. Leadership is a process of getting things done through people
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.

31. What is the Difference between Leadership and Management?
Based on authority
Based on influence 1
An informal designation
Formally designated position 2
An assigned position
An achieved position 3
Dependent and improved by use of effective leadership skills
Independent of management 4
Nurse's role in the assigned managerial positions
Part of every nurse's role 5
Focusing on people, inspiring and motivating followers, based on personal power
Focusing on service, based on position power 6
Acting as a boss
Acting as a facilitator, and coach 7
Aimed to maintain stability
Aimed to change for improvement 8
Leadership
Management
Management
Leadership
Leadership
Management
Leadership
Management
Leadership
Management
Management
Leadership

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