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1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 9 Developing Management Skills
2 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Leader versus Manager Management and leadership are different
3 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. The manager administers; the leader innovates. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye on the bottom line; the leader has his or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing. (Bennis, 1994, p. 45) Leader versus Manager
4 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Planning Determines what needs to be done This may refer to what needs to be done for a single shift or for a longer period, such as the year
5 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Staffing The selection and assignment of specific people to accomplish the tasks
6 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Organizing The process of coordinating all resources to meet the goals A fluid activity requiring knowledge of the organization and people and the ability to alter the plan, staffing and organization in order to meet the goals
7 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Directing Requires the skills necessary to motivate the staff to accomplish the assigned tasks Requires the ability to provide the proper resources, set clear goals, and foster a work environment that encourages goal achievement
8 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Controlling Accomplished through the setting of professional standards, compliance with standards of performance, and the ability to lead a staff to excellence
9 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Decision Making A result of planning, staffing, organizing, directing and controlling
10 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Decision Making The key steps are: 1. Identification of the problem 2. Establishment of criteria that can evaluate potential solutions to the problem 3. Seeking alternative solutions 4. Selection of the best alternative based on the organizational mission, vision, strategic objectives, and available resources Sullivan and Decker (2001)
11 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Levels of Management Each organization will determine the titles and the span of authority of the different levels of patient care management
12 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
13 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
14 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
15 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
16 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.
17 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Competencies of Client Care Managers Use organizational resources Provide direct client care Use time productively Collaborate with interdisciplinary work group
18 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Entry-Level Nurses Perform the Following Tasks to Manage Client Care: Identify resources and determine when needed Work within various nursing service delivery patterns Use job descriptions to establish the scope of practice of all available care providers Manage time purposefully and productively Prioritize client needs and care Exhibit flexibility in providing care within time constraints Show initiative, flexibility, and creativity as leadership qualities Think critically to solve client care problems Defend your decisions Collaborate with other health team members Resolve conflicts within the work group Delegate appropriately
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650 Leadership and management. Objectives Explain the difference between leadership and management and identify the skills needed for both. Discuss a.
1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 20 Supervising and Evaluating the Work of Others.
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1 Copyright © 2010, Elsevier Inc. All rights Reserved Fig 2.1 Chapter 2.
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1 Copyright © 2010, Elsevier Inc. All rights Reserved Fig 3.1 Chapter 3.
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1 Copyright © 2012 by Mosby, an imprint of Elsevier Inc. Copyright © 2008 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 40 The Nurse Leader in.
1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 15 Management of Human Resources.
Prentice Hall, Inc. © A Human Resource Management Approach STRATEGIC COMPENSATION Prepared by David Oakes Chapter 6 Person-Focused Pay.
Copyright © 2011, Elsevier Inc. All rights reserved. Chapter 7 Author: Julia Richards and R. Scott Hawley.
Module 1: Understanding leadership Module 2: Skills related to leadership functions Module 3: Building and developing teams Module 4: Effective.
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1 CREATING A LEARNING ORGANIZATION AND AN ETHICAL ORGANIZATION STRATEGIC MANAGEMENT BUAD 4980.
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Prepared by Argie Butler, Texas A&M University ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly.
1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 16 Providing Competent Staff.
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