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Management and Leadership in Nursing

Management and Leadership in Nursing. NUR 211 Spring 2003 Ginny Rogers. “To be good is noble. To teach others to be good is nobler, and no trouble.” Mark Twain. NUR 211. Syllabus and PowerPoints available on the web Final exam Room May 7 th 11:00 AM – 1:00PM Weekly exams

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Management and Leadership in Nursing

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  1. Management and Leadership in Nursing NUR 211 Spring 2003 Ginny Rogers Ginny Rogers NUR211 2003

  2. “To be good is noble. To teach others to be good is nobler, and no trouble.” Mark Twain Ginny Rogers NUR211 2003

  3. NUR 211 • Syllabus and PowerPoints available on the web • Final exam Room May 7th 11:00 AM – 1:00PM • Weekly exams • Project- see grading criteria page in Student Assignments Ginny Rogers NUR211 2003

  4. NUR 211 • Paper – see grading criteria page • Journal • See journal assignment eval. page • ATI comprehensive exam • passing rate • Failure requires taking review class and retake Seminars – required, info will be included on exams Ginny Rogers NUR211 2003

  5. Clinical information • Read role definitions • Weekly evals must be filled in by preceptor and signed, student must return to instructor with journal. • Students must inform instructor of ANY problems immediately. • Final evaluation- critical behaviors must be achieved independently by the completion of clinical work • Please spend time looking over the final evaluation tool, if you feel you are unable to achieve any objectives in your facility, let your instructor know. This is your responsibility. Ginny Rogers NUR211 2003

  6. Unit 1 Ginny Rogers NUR211 2003

  7. Health Care Delivery Systems • Reforms began ½ century ago • DRGS – first federally organized incentive to keep health care costs down • 1992 – Clinton’s task force looked at including the 40 M Americans w/o insurance (part of P.Bush’s agenda post war) • Managed Care • Refers to the assumption of responsibility and accountability for the health of a defined population and the simultaneous acceptance of financial risk. • Care is population based ( imp. Change of approach) Ginny Rogers NUR211 2003

  8. Changes in Health Care • MANAGED CARE • COST CONTAINMENT • CONTROL OF RESOURCES • RESTRUCTURING OF HEALTH CARE ENVIRONMENT • NURSING CASE MANAGEMENT Ginny Rogers NUR211 2003

  9. Managed Care • Care is population based • All participants are held accountable\ • Information to assess value will be necessary • Primary care is of central importance • Interdependence is very important • Contracts are used to detail finances and delivery of care Ginny Rogers NUR211 2003

  10. Nursing Shortage • Aging work force • Image • Retention • Emigration of internationally trained (controversial) • Nurses need to be politically active Ginny Rogers NUR211 2003

  11. Leadership Theories • Great Man theory • Charismatic theory • Trait theory • Behavioral school • Autocratic • Democratic • Laissez-faire • Eclectic • Situational theory • Contingency Model Ginny Rogers NUR211 2003

  12. Life-Cycle theory • New theory of leadership • Transformational leadership • Connective leadership Ginny Rogers NUR211 2003

  13. Leadership Style and Leader Behaviors Leader –centered Group-centered Use of Authority by Leader abdicrat autocrat Freedom of the group Tells Sells Tests Consults Joins Ginny Rogers NUR211 2003

  14. TRAITS OF A MANAGER • HAVE AN ASSIGNED POSITION WITHIN THE FORMAL ORGANIZATION • HAVE A LEGITIMATE SOURCE OF POWER DUE TO THE DELEGATED AUTHORITY THAT ACCOMPANIES THEIR POSITION • ARE EXPECTED TO CARRY OUT SPECIFIC FUNCTIONS, DUTIES, AND RESPONSIBILITIES • EMPHASIZE CONTROL, DECISION MAKING, DECISION ANALYSIS, AND RESULTS • MANIPULATE INDIVIDUALS, THE ENVIRONMENT, MONEY, TIME, AND OTHER RESOURCES TO ACHIEVE ORGANIZED GOALS • HAVE A GREATER FORMAL RESPONSIBILITY AND ACCOUNTABILITY FOR RATIONALITY AND CONTROL THAT LEADERS • DIRECT WILLING AND UNWILLING SUBORDINATES Ginny Rogers NUR211 2003

  15. TRAITS OF A LEADER • OTHERS OFTEN DO NOT HAVE DELEGATED AUTHORITY BUT OBTAIN THEIR POWER THROUGH OTHER MEANS, SUCH AS INFLUENCE • HAVE A WIDER VARIETY OF ROLES THAN DO MANAGERS • ARE FREQUENTLY NOT PART OF THE FORMAL ORGANIZATION • FOCUS ON GROUP PROCESS, INFORMATION GATHERING, FEEDBACK, AND EMPOWERING Ginny Rogers NUR211 2003

  16. Traits of a Leader • EMPHASIZE INTERPERSONAL RELATIONSHIPS • DIRECT WILLING FOLLOWERS • HAVE GOALS THAT MAY OR MAY NOT REFLECT THOSE OF THE ORGANIZATION Ginny Rogers NUR211 2003

  17. ETHICS IN LEADERSHIP • MANAGEMENT WITHOUT VALUES, COMMITMENT, AND CONVICTIONS CAN ONLY DO HARM” • “WITHOUT INTEGRITY TRUST IS IMPOSSIBLE” Ginny Rogers NUR211 2003

  18. Tnansformational vs. Transactional Leader • Transactional is traditional, one person steps up, leader and follower/s have separate but related purpose • Transformational leader mobilizes others, has a vision, and is values oriented Ginny Rogers NUR211 2003

  19. Contingency Theories • Fiedler’s theory • Match the leadership style to the situation • Situational leadership theory • Expansion of above theory – looked at four leadership behaviors matching four types of followers • Roles and Functions of Nursing Manager • Read through the roles – not on test Ginny Rogers NUR211 2003

  20. Characteristics of Organizations • All organizations resemble one another • Organizations are a cluster of suborganizations • Organizations have similar problems • Organizations have cylces • Organizations have crises • Some organizational goals are easier to meet than others Ginny Rogers NUR211 2003

  21. Organizations - Theory • Classical Theory • Division and specialization of labor • Chain of command • Organizational structure • Span of control • Bureaucracy • Neoclassical • Humanistic • Systems theory • Closed or open Ginny Rogers NUR211 2003

  22. Types of power • Coercive • Reward • Legitimate • Expert • Referent • Information • connection Ginny Rogers NUR211 2003

  23. Power and Leadership • Image as power • Power and professional influence • Power plus vision • How can nurses become more powerful? • As individuals? • As a group? Ginny Rogers NUR211 2003

  24. Political Influence • Allocation of scarce resources • Interpersonal endeavors • Collective activity • Analysis and planning • Image Ginny Rogers NUR211 2003

  25. Political Action Framework • Politics in the workplace • Politics in government • Financing • Organizational politics Ginny Rogers NUR211 2003

  26. Contingency • Matches structure to environment • Chaos • Based on continuous change • Health care organizations • Types of Ownership • Types of organizations • Organizational Structure • Horizontal • Vertical • Hybrid • Matrix • Parallel • Shared governance Ginny Rogers NUR211 2003

  27. Strategic Planning • Values • Vision • Mission Statement • Philosophy • Goals • Writing Mission Statements Ginny Rogers NUR211 2003

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