1. Prepared &
presented by;
Zahra Qudsei&
Zeinab Al-Safar

2. Management.

3. Out line; Definition of Management Categories of Management
Management Objectives
Function of Management.
Management Processes
Principle of Management
Management Level
Management Vs leadership.
Qualities for a good manager.
Style of Management.
Nursing management.
References .

4. Objectives; Define the management Know the categories of management
Determine the management objective
Describe the Function of management
Explain the principle of management
Distinguish the level of management
Compare between the management & leadership
Identify the Qualities for a good manager.
Recognize the manager style .

5. Introduction;
Management are essential to any organization, manager function are vital, complex, and frequent difficult.

6. Definition; The Management;
In which a work is operated, supervision and execution of management policies.
Accomplishment of objectives through efforts of other people

7. Definition;
Process that involves the coordination of human and material resources towards the accomplishment of certain objectives
Process by which the execution of a given purpose is put into operations and supervised(Terry)

8. Management categories :
Management as a Process
Management as an Activity
Management as a Discipline
Management as a Group
Management as a Science
Management as an Art
Management as a Profession

9. Management objectives;
Getting Maximum Results with Minimum Efforts . Management is basically concerned with thinking & utilizing human, material & financial resources in such a manner that would result in best combination
Increasing the Efficiency of factors of Production .

10. Management objectives;
Maximum Prosperity for Employer & Employees - Management ensures smooth and coordinated functioning of the enterprise
Human betterment & Social Justice - Management serves as a tool for the upliftment as well as betterment of the society.

11. Management both art and science;
While certain aspects of management make it a science, certain others which involve application of skills make it an art.
Every discipline of art is always backed by science which is basic knowledge of that art.

12. calls for innovativeness and creativity.
Management as an art;
Just like other arts it has practical application. The knowledge of management should be learned and practiced by managers.
gains experience by continuous application of management knowledge. helps them to develop more skills and abilities for translating management knowledge into practice.
calls for innovativeness and creativity.

13. Management As a science;
Its principles, generalizations
and concepts are systematically .
Its principles, generalizations and concepts are formulated on the basis of observation, research, analysis and experimentation.
Like other sciences, management principles are also based on relationship of cause and effect.
Management principles are universally applicable to all types of organizations.

14. Level of management;

15. Top Level of Management
It consists of board of directors, chief executive or managing director.
The top management is the ultimate source of authority and it manages goals and policies for an enterprise.

16. Level of management;
The role of the top management can be summarized as follows -
Top management lays down the objectives and broad policies of the enterprise.
It issues necessary instructions for preparation of department budgets, procedures, schedules etc.

17. Level of management;
The role of the top management can be summarized as follows -
It controls & coordinates the activities of all the departments.
It is also responsible for maintaining a contact with the outside world.
It provides guidance and direction.

18. Middle Level of Management
The branch managers and departmental managers constitute middle level.. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management.

19. Level of management; Their role can be emphasized as -
They execute the plans of the organization in accordance with the policies and directives of the top management.
They make plans for the sub-units of the organization.
They participate in employment & training of lower level management.
They interpret and explain policies from top level management to lower level.

20. Level of management;
They interpret and explain policies from top level management to lower level.
They are responsible for coordinating the activities within the division or department.
They evaluate performance of junior managers.
They are also responsible for inspiring lower level managers towards better performance.

21. Lower Level of Management
Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. ,they are concerned with direction and controlling function of management

22. Level of management; Their activities include -
Assigning of jobs and tasks to various workers.
They guide and instruct workers for day to day activities.
They are responsible for the quality as well as quantity of production.
They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers.

23. Level of management; Their activities include -
They help to solve the grievances of the workers.
They are responsible for providing training to the workers.
They arrange necessary materials, machines, tools etc for getting the things done.
They ensure discipline in the enterprise.
They motivate workers.
They are the image builders of the enterprise because they are in direct contact with the worker

24. Leading Versus Managing;
 Leading is Part of the Overall Management Picture
Along with planning, organizing and controlling, leading serves as one of the four major management functions.

25. Leading Versus Managing;
Leading and Managing are Two Different Things
Many employees follow a manager’s direction because they must do so. The power of influence comes directly from the status and position held
A leader is someone who inspires. This person is a person that an employee wants to follow and is excited to follow.

26. Leading Versus Managing;
The Best Supervisor is a Combination Manager and Leader
In a perfect work setting, the manager himself or herself also serves as a leader. Employees follow this person because they are the manager and they need to, but also because they want to do so.

27. Leading Versus Managing;
The Best Supervisor is a Combination Manager and Leader
This is the ideal combination; employees respect the position the manager holds but also respect the manager as a person. The power of personal persuasion always outweighs the power that the position itself offers.

28. Leading Versus Managing;
The Best Supervisor is a Combination Manager and Leader
Managers must remember that it is not enough to use the position power they hold. The must cultivate their leadership skills and learn how to inspire their employees. Leading employees will take the company much further than simply managing them.

29. Leading Versus Managing;
Because rapid, dramatic change will continue in nursing and the health care industry, it has grown increasingly important for nurses to develop skill in both leadership roles and management functions. For managers and leaders to function at their greatest potential, the two must be integrated.

30. Leading Versus Managing;

31. The Four Functions of Management
Planning
Dynamic
Continuous
Process
Directing
Organizing
Controlling

32. Planning Functions Manager Planning Budgeting Sets targets
Establishes detailed steps
Allocates resources

33. The Organizing Function
Development of an organizational scheme that can accomplish the firm’s purpose and objective efficiently and effectively

34. Manager Creates structure Job descriptions Staffing Hierarchy
Delegates
Training
ZAINAB AL-SAFFAR

35. The Controlling Function
Concerned with giving management feedback on the firm’s progress toward the goals set in planning
include performance appraisals, quality control legal and ethical control.

36. The Directing Function
Implementation of the other three management functions (planning, organizing, and controlling)
Successful directing relies strongly on good leadership skills to accomplish its mission
The success of the directing function depends on the managers’ ability to motivate their employees

37. The 14 Principles of Management;

38. The 14 Principles of Management;
Division of Work. Specialization allows the individual to build up experience, and to continuously improve his skills. Thereby he can be more productive.
Authority. The right to issue commands, along with which must go the balanced responsibility for its function.
Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their part by providing good leadership.

39. The 14 Principles of Management
Unity of Command. Each worker should have only one boss with no other conflicting lines of command.
Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise.
Subordination of individual interest (to the general interest). Management must see that the goals of the firms are always paramount.

40. The 14 Principles of Management
Remuneration. Payment is an important motivator although by analyzing a number of possibilities.
Centralization (or Decentralization). This is a matter of degree depending on the condition of the business and the quality of its personnel.
Scalar chain (Line of Authority). Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-stretched and consist of too-many levels.

41. The 14 Principles of Management
Order. Both material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieved through organization and selection.
Equity. In running a business a ‘combination of kindliness and justice’ is needed. Treating employees well is important to achieve equity.
Stability of Tenure of Personnel. Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.

42. The 14 Principles of Management
Initiative. Allowing all personnel to show their initiative in some way is a source of strength for the organization. Even though it may well involve a sacrifice of ‘personal vanity’ on the part of many managers.
Esprit de Corps. Management must foster the morale of its employees

43. Management for nursing future
ZAINAB AL-SAFFAR

44. Good management and leadership by nurses is essential for the achievement of health for all. Well-prepared nurses are required locally and nationally who can identify problems and needs, work on interdisciplinary teams to formulate development plans for human resources, improve working conditions, and raise the quality of care at reasonable cost
ZAINAB AL-SAFFAR

45. Integrating leadership &management:
Because rapid, dramatic change will continue in nursing and the health care industry, it has grown increasingly important for nurses to develop skill in both leadership roles and management functions. For managers and leaders to function at their greatest potential, the two must be integrated.

46. Definition
ZAINAB AL-SAFFAR

47. Decision : is a solution chosen from among alternatives .
Decision-making process : is the process of selecting an alternative course of action that will solve a problem.
Problem solving: is the process of taking corrective action in order to meet objectives.

48. The Six Steps in Decision Making
Identifying
the Problem
Following Up
Determining Alternative
Courses of Action
Analyzing
the Alternatives
Implementing
the Decision
Selecting
the Best Alternatives

49. Problem Solving &Decision Making
The Relationship among the Management Functions, Decision Making, and Problem Solving
Managers need to make proficient decisions while performing the functions of management.

50. Problem Solving Decision Making Model - Nursing
Nursing Specific

51. LEVELS OF DECISION MAKING
STRATEGIC: Long-term objectives; resources; policies
MANAGEMENT CONTROL: Monitor use of resources; performance
KNOWLEDGE-BASED: Evaluate potential innovations; knowledge
OPERATIONAL: How to carry out specific day-to-day tasks

52. Conclusion
Management is largely concerned with leadership, because managers need to establish a sense of direction and to motivate people to move in that direction.
ZAINAB AL-SAFFAR

53. FOR YOUR KNOWLEDGE

54. What are the Qualities of a Good Manager;
A good manager is like a lens which focuses the sunlight at a target. He or she is the one who imparts strength to his or her team and functions as a backbone of the team. Let see some of the good manager qualities.

55. What are the Qualities of a Good Manager;
Good Manager Qualities - Communication The success of every work depends on the teamwork of it's employees. Effective communication is the key to make the goals or the targets of the organization, clear to each and every employee

56. What are the Qualities of a Good Manager;
Good Manager Qualities - Knowledge As a good manager, you must put extra efforts to know all about the work you are involved in. You must have specific information about the business activities and practices of your organization.

57. What are the Qualities of a Good Manager;
Good Manager Qualities - Employee Knowing how to handle employees is of considerable importance. Each man is different from the other and needs different approach to cultivate, motivate and inspire. A good manager recognizes the need for self fulfillment and recognition of each employee.

58. What are the Qualities of a Good Manager;
Good Manager Qualities - Reliability How reliable are you as a manager decides the level of your relations with your employees and ultimately, your success.

59. What are the Qualities of a Good Manager;
Good Manager Qualities - Delegation Even though, you are the decision making authority and your decision is the last word, as far as the functioning of your team is concerned. You cannot do all the work yourself. It is important to choose safe hands and a sound mind to take up a part of the work load off you.

60. What makes a Good Manager?
A good manager is a solution minded person trying to put together a self-directed and motivated team.

61. What are the Qualities of a Good Manager;
Bureaucratic – manages by the book
Idiosyncratic – adapts his management style to each employee

62. What is Nursing management?
Is a branch of the nursing field which focuses on managing nurses and patient care standards.

63. Nursing Management;
An effective nursing management program is critical for most facilities which use nurses, such as hospitals, clinics, and residential care facilities.
People in this field often have both nursing and management experience, and they have typically received special training to prepare them for employment as managers and supervisors.

64. Nursing Management;
People in the field of nursing management can supervise nurses and nursing programs in a variety of ways. Some supervise entire facilities, delegating duties to individual departmental supervisors. When a manager looks after the nursing staff at an entire hospital, issues like consistency, standardized procedures, transfer protocols, and cooperation are often an important part of the job.

65. Nursing Management;
Individual supervisors handle specific departments.
These nursing managers are responsible for maintaining staff in their departments, assigning nurses to specific cases, and overseeing patient care to ensure that it remains at a high standard. They may also be involved in the creation of nursing plans for specific patients, coordinating the efforts of the nursing team to keep everyone abreast of developments in the patient's condition and medical care.

66. Nursing Management;
Pursuing a career in nursing management usually starts with going to nursing school to acquire clinical skills before attending additional management training.
Being able to understand the work of nursing is extremely important for a nursing manager, and many people in this field have experience as working nurses which they utilize when they make management decisions.

67. Nursing Management;
Management training addresses specific issues such as dealing with employees, setting behavioral standards, and handling the legal issues associated with supervising people at work in a hospital environment.

68. Nursing Management;
It is extremely helpful to have a good idea for detail and an ability to work well with others for a career in nursing management.
Nursing managers are responsible for the activities of the nurses under their supervision, and they must be able to interact with patients, families, and other hospital staff in a wide variety of situations.
Having an eye for detail is also very valuable, as is the patience to do a great deal of routine paperwork.

69. Purpose of the Nursing Management;
To achieve scientifically – based, holistic, individualized care for the patient
To achieve the opportunity to work collaboratively with patients and others
To achieve continuity of care

70. Characteristics of Nursing Management process;
Systematic
Dynamic
Interpersonal
Goal Directed
Universally Applicable

71. Characteristics of “Great” Nurse Managers;
Welcomes suggestions and is flexible. Exhibits approachability.
Gives clear expectations.
Enforces policies and procedures consistently.
Deals with the problems of patients and staff members swiftly.
Makes the tough decisions that others are afraid to make.
Delegates easily and effectively

72. Characteristics of “Great” Nurse Managers;
Balances power between the head and the heart.
Sets positive examples for others to follow.
Looks at the glass half full versus half empty.
Listens to and considers the concerns of staff members.
Practices shared decision making.

73. Characteristics of “Great” Nurse Managers;
Advocates for the implementation of evidence-based practice.
Embraces change and helps staff members to do the same.
Gets “dirty” by working side-by-side with staff members when necessary. Treats everyone equally and respectfully.
Champions for nurses and nursing practice.

74. Characteristics of “Great” Nurse Managers;
Good management and leadership by nurses is essential for the achievement of health for all. Well-prepared nurses are required locally and nationally who can identify problems and needs, work on interdisciplinary teams to formulate development plans for human resources, improve working conditions, and raise the quality of care at reasonable cost.

75. Refrences; http://managementstudyguide.com/management_objectives.htm
Levine, Marvin. Effective problem solving. Englewood Cliffs, New Jersey: Prentice Hall, c 1988.
Quinlivan-Hall, David and Peter Renner. In search of solutions: sixty ways to guide your problem-solving group.
Vancouver, Canada: Training Associates Limited, 1990

76. Thank you