Tiêu đề NCM 119 LEC MIDTERMS ✅

NCM 119 LEC Midterms by TMJ (Temporomandibular Joint) MIDTERMS BOOK: Marquis, B.L., & Huston, C. J. (2021). Leadership Roles & Management Functions in Nursing (11th ed.). Wolters Kluwer MIDTERMS 1 Week 6 - 8: NURSING MANAGEMENT FUNCTIONS 2
NCM 119 LEC Midterms by TMJ (Temporomandibular Joint) Week 6 - 8: NURSING MANAGEMENT FUNCTIONS ❖ Planning ➢ Deciding in advance ■ WHAT ■ WHO ■ HOW ■ WHEN ■ WHERE it is to be done ➢ Planning involves a choice: A necessity to choose among alternatives ➢ Principles ■ Contribution to objectives: Every plan should contribute positivity towards the accomplishment of the objectives. ■ Efficiency of plans: Stresses the economical use of individual efforts to achieve group goals. ■ Primacy planning: Emphasizes that a manager cant perform managerial functions without a road map of plans to guide him. ■ Policy framework: A consistent and effective framework of plans can be developed only if the basic policies that guide decisions are expressed clearly and understand by the manager who prepares the plans. ■ Timing: Plans are structured in a time frame ■ Alternatives: Planner should focus in choosing factors critical to the attainment of the goal ■ Commitment: Ensuring that the plan involved in a decision can be fulfilled ■ Flexibility: Deals with the ability to change what is built into the plans and reduce the risk of loss due to unexpected events. ■ Competitive strategies: Deals with the ability to change what is built into the plans and reduce the risk of loss due to unexpected events. ➢ Characteristics ■ Planning is goal oriented: Plans are made in order to seek certain predetermined goals. ■ Planning is a primary function: Planning provides the basic foundation from which all future management functions arise ■ Planning is a thinking process: Involves imagination, foresight and sound judgment. ■ Planning is flexible: Deals with the ability to change what is built into the plans and reduce the risk of loss due to unexpected events. ■ Planning is all-pervasive: Planning is an on-going activity at all levels of an organizational hierarchy. ■ Planning is a continuous process: It involves continuous assessment and reassessment of the resources, directions, opportunities and problems ■ Planning involves choice: Planning is choosing the best among various alternatives ■ Planning is rational: Planners should be objective and unemotional in their approach to planning ■ Planning is an integrated process: Plans are interrelated and structured in a logical way that every lower level plan serves as a means to accomplish higher level plans. ■ Planning is futuristic: Planning attempts to peep into the future, analyze it and prepare for it. ➢ Process ■ STEP 1- Determination of Objectives. The objectives determined decide the course of action ■ STEP 2- Establishment of Planning Premises. Planning premises are the assumptions for future which provide a framework for the planning process ■ STEP 3- Selection of the Best Plan from the Alternatives Available. Choosing the best coarse of action ■ STEP 4- Timing and Sequence of Operation. Alternatives are found out, studied and evaluated ■ Sequence of operation is identified and arranged carefully ■ STEP 5- Estimation of future events. Trend studies indicate possible future events. Experience, judgment and discretion also help in estimating future events ■ STEP 6- Follow Up Action. Plans prepared are to be carried out ➢ Types ■ Strategic: A tool for organizing the present on the basis of the projections of the future A road map to lead an organization from where it is now to where it would like to be in five or ten years ■ Operational: A detailed plan used to provide a clear picture of the day-to-day tasks Also known as a work plan, is an outline of what the department will focus in the near future Lays out how you’ll get there on a daily to weekly basis. ➢ Reasons ■ Provides direction ■ Reduces uncertainty ■ Minimizes waste and redundancy ■ Sets the standards for control ➢ Resistance ■ Resistance is natural and expected response to change ■ Encourage subordinates to speak openly to identify options and overcome objectives ➢ Scope ■ ➢ Models ■ ➢ Elements ■ Vision. Used to describe future goals or aims of ■ organization ■ Mission. Identify the reason that an organization ■ exists ■ Philosophy. Flows from the mission statement ● Organizational philosophy ● Nursing service philosophy ● Unit philosophy ● Individual philosophy can be in conflict with the ● organization ■ Goals and Values. Goals take the organization to its destination. Values help provide guidance ■ Policies. A broad plan of rules, guidelines principles for the organization and employees to follow.
NCM 119 LEC Midterms by TMJ (Temporomandibular Joint) ■ Procedures. Set of steps necessary to carry out a specific activity ■ Rules and Regulations. A specific plan indicating what is to be done or not done to guide behavior in a given situation. ➢ Decision Making ■ The process by which managers respond to opportunities and threats by analyzing options, and making decisions about goals and courses of action ■ Types: ● Programmed Decisions: routine, almost automatic process. (e.g. deciding to reorder supplies) ● Non- programmed Decisions: unusual situations that have not been often addressed decisions are made based on information, and a manager’s intuition, and judgment (e.g. should the hospital invest in a new technology) ■ Models ● 1.The Classical Model ◆ Assumes managers have access to all the information needed to reach a decision. ◆ Managers can then make the optimum decision by easily ranking their own preferences among alternatives. ● 2. The Administrative Model ◆ Challenges the classical assumptions that managers have and process all the information ◆ Believes that decisions are limited by people’s cognitive abilities and if theres vast information, the managers cant consider it all. ● Tools ◆ Decision matrix. This tool can help you evaluate the varying options of a decision comprehensively. These tools are essentially tables with multiple columns, including one that contains each option and others that contain all other factors that play into a decision. All factors can be ranked by importance and score each option to identify which is best suited for your needs ◆ Pro/con lists. Allow you to compare all the advantages and disadvantages of individual options. To use this, you can create a list of all the potential impacts of a decision and weigh their significance to better understand you choices.. ◆ Decision tree. Use statistical analysis and can help you better comprehend problems that require a multistage decision- making process. ◆ Cost- benefit analysis. Useful when making decisions that have financial ramifications. This method can help you assess the various costs of an option and the benefits that may result from it. ◆ Multivoting Technique. Helpful in making collaborative decisions within a group of stakeholders. This exercise allows groups to narrow their options down by voting. ◆ Influence diagram. Weighs all the potential variables involved in a decision such as uncertainties and objectives and their interconnectivity mathematically. This is an alternative to decision trees when inferring and assessing the potential influence of options and their outcomes. ◆ Trial and error. Allows individuals to test various options and assess their outcomes. This method involves piloting different options and evaluating their benefits in real-time. This method is suitable when approaching small, low- impact and reversible decisions. ◆ Pareto Analysis. A method of examining the options of largeimpact multistep decision- making processes. You can rank options by priority by determining which may have most impact ◆ SWOT analysis. Strengths, weaknesses, oppotunities and threats (SWOT) analysis helps individuals evaluate the varying situational outcomes of options when making a decision. ◆ PEST analysis. Political, economic, social, and technological (PEST) analysis can allow you to examine the many external factors that may influence the outcome of a decision. Useful when faced with problem that require you to pay attention to current trends and predict futures. ◆ FEASIBILITY STUDY. Involves the imagination of potential outcomesof a decision making process. ➢ Critical Thinking Process in Problem Solving and Decision Making ➢ Forecasting ■ Estimate how a condition will be in the future ■ Common mistake: failure to complete proactive planning. ■ Gantt Chart ● is one of the most popular and useful ways of showing activities (tasks or events) displayed against time. ➢ Budgeting
NCM 119 LEC Midterms by TMJ (Temporomandibular Joint) ■ A budget is a financial plan that includes estimated expenses as wee as income for a set period of time ■ A forecast of the resources required to deliver the services offered by the organization. ■ Types of Budgets ● 1.Personnel Budget ◆ Largest of the budget expenditures ◆ A manager must monitor the personnel budget closely to prevent understaffing or overstaffing ● 2. Operating Budget ◆ is the second area of expenditure that involves all managers. ◆ the operating budget reflects expenses that change in response to the volume of service. (e.g. electricity, supplies, maintenance) ● 3. Capital Budget ◆ plans for the purchase if buildings or major equipment ■ Costing of Nursing Care Services ● Process of estimating the monetary value of providing nursing care to patients. ● It is important to acquire a cost allocation system that can define and measure the consumed time of providing nursing care by different personal categories per patient and its cost ■ Barriers in Planning ❖ Organizing / ORGANIZATION ➢ is the form of every human association for the attainment of a common purpose (Mooney, 1939). ➢ it is also an act of putting into systematic relationships those elements and activities essential to the satisfaction of the purpose ➢ Categories ■ Formal Organization - is a sytem of well defined jobs each with a measure of authority and responsibility and accountability ■ Informal Organization - refers largely to what people do because they are human personalities, and to their actions in terms of needs, emotions and attitudes and not in terms of procedures and regulations ➢ Characterstics - make organizations separated from other types of associations ■ Division of Work where each box represents an individual or sub-unit responsible for a given task ■ Chain of Command with lines indicating who reports to whom and by what authority ■ Different Ty p es of Work Segm ent s, shown by clusters of work groups. ■ Different Levels of Management indicating hierarchical relationships ➢ Organizational theories - These organizational theories discuss different ways that managers and supervisors may address their leadership responsibilities in order to yield the most productive and efficient results. ■ CLASSICAL THEORY: can address the primary aspects of a business's formal organizational structure. This theory discusses how to divide up professional tasks in the most efficient and effective way. 4 principles of classical throery: ● Division of labor: This principle argues that the production of a commodity splits into various divisions of manufacturing, and the people work within each division according to their area of specialization. This process results in maximum product output with minimum expenses. their ● Sc alar and f unc t ional p roc esses: The scalar process deals with a company's vertical growth, meaning the relationships between business leaders and their employees. This means that professionals in management instruct their employees, and employees carry out the actions. ● St ruc t ure: The principle of structure describes patterns of professional behavior that lead to the accomplishment of the organization's goals. Structure is a tool that may facilitate relationships between all aspects of the company or business. ● Sp an of c ont rol: The span of control means attributing the appropriate numbers of employees to a supervisor so they can implement the principles of coordination, planning, motivation and leadership. This is about assigning the maximum number of employees to a manager while also allowing them enough time and support to lead their staff. ■ NEOCLASSICAL THEORY: This theory argues that a sense of belonging and social acceptance is an important aspect of positive performance in the workplace. This means that effective leaders understand how the group dynamics may contribute to the success of the organization overall. ■ MODERN THEORY: includes multiple management development approaches. This theory considers interactions between people within an organization and the surrounding environment, as well as the interpersonal interactions between members of the organization. ■ CONTINGENCY THEORY: This theory argues that the ideal decision or choice may differ from one organization to another, so choices are dependent on various internal and external factors. ■ MOTIVATION THEORY: includes the study of what drives and inspires members of an organization to work toward their professional goals. ■ OPEN SYSTEMS THEORY: is a concept that argues that an organization's environment influences it, and understanding the impact of this influence may help managers develop more effective leadership strategies. ➢ Organizational Design - is a process used to improve the probability that an organization will be successful. It is a formal, guided process for integrating the people, information and technology of an organization ➢ Organizational Structure and Culture ■ STRUCTURE: ● LINE ORGANIZATION there is clearly defined superior subordinate relationship