1. NURSING 105 NURSING MANAGEMENT Madeline N. Gerzon, RN, MM Clinical Instructor

2. WELCOME AGAIN TO NCM 105 NURSING MANAGEMENT!!! Madeline N. Gerzon, RN, MM Instructor

5. What comes into mind when you talk about management?

6. What comes into mind when you talk about management? People Processes Structure Function Policies Authority Organization Procedures Responsibility VMG Communication Resources

9. A theory is a coherent group of assumption put forth to explain the relationship between two or more observable facts and to provide a sound basis for predicting future events.

11. TRADITIONAL THEORIES MODIFICATION CONTEMPORARY 1900s 1940s 1970s EVOLUTION OF ORGANISATION AND MANAGEMENT THEORIES

12. Traditional/ Classical Theories Modifications Contemporary Approaches Scientific Management Efficient Task Performance Bureaucratic Model Administrative Theory Universal Management Principles Management Science Economic Technical Rationality System Approach Contingency View No Best Method -Situational Factors. Authority & Structure Human Relation Subsystem & Environment Behavourial Science Psychology, Sociology, etc.

38. Human Relations

61. TRADITIONAL THEORIES MODIFICATION CONTEMPORARY 1900s 1940s 1970s EVOLUTION OF ORGANIZATION AND MANAGEMENT THEORIES

62. Traditional/ Classical Theories Modifications Contemporary Approaches Scientific Management Efficient Task Performance Bureaucratic Model Administrative Theory Universal Management Principles Management Science Economic Technical Rationality System Approach Contingency View No Best Method -Situational Factors. Authority & Structure Human Relation Subsystem & Environment Behavourial Science Psychology, Sociology, etc.

63. History of Management Thought 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 Traditional Viewpoint Quality Viewpoint Contingency Viewpoint Systems Viewpoint Behavioral Viewpoint Adapted from Figure 2.1 2.2

68. Basic Systems View of Organization Environment Adapted from Figure 2.4 INPUTS Human, physical, financial, and information resources OUTPUTS Products and Services TRANS-FORMATION PROCESS Feedback loops 2.7

70. Blending Components into a Contingency Perspective

80. UNDERSTANDING MANAGEMENT

85. Goals of Managers? Surplus Profit org Non-profit org Money Time Materials Personal dissatisfaction e. g. VS I & O Bedmaking

87. Hospital Process Inputs Processing Outputs Employees, Staff Examination Healthy patients Hospital Surgery Medical Supplies Monitoring Equipment Medication Laboratories Therapy

88. Management: An Art or a Science? Managing as practice is an ART Organized knowledge underlying the practice is the SCIENCE

93. Span of Control

97. Organizational Charts Authority Accountability Vertical line represents responsibility of Individuals to supervise others officially

98. Organizational Charts

99. Organizational Charts Horizontal solid lines connect individuals at the same level in the organization and have official relationship

100. Organizational Charts

101. Organizational Charts Dotted lines represent communication relationships in which neither individual has direct authority or accountability to the other and they do not have the same supervisor

102. Organizational Charts