CH.5 The Nurse as Manager of Care

qualities of an effective manager

leadership, clinical expertise, business sense

bad management styles

Know-it-all Emotionally remote Purely mean Overly nice Afraid to decide

Theory X

Reflects a common attitude among managers that most people do not want to work very hard and that the manager's job is to make sure that they do. -To accomplish this, according to theory X, a manager needs to employ strict rules, constant supervision, and the threat of punishment (reprimands, withheld raises, and threats of job loss) to create industrious, conscientious workers.

information activities

-spokesperson -monitoring -reporting

Behaviors of an effective manager

interpersonal activities decisional activities informational activities

Management Theories

-Scientific Management -Human Relations-Based Management

Servant Leadership

-Has a special appeal to nurses and other health-care professionals -Servant leader style manager believes that people have value as people, not just as workers -The attitude is "employee first" not "manager first"

interpersonal activities

-Networking -Conflict negotiation & resolution -Employee development -Coaching -Rewards & punishment

Scientific Management

-emphasizes the task aspects -work is analyzed to improve efficiency -Managers who use the principles of this management will pay particular attention to the types of assessments and treatments done on the unit, the equipment needed to do them efficiently, and the strategies that would facilitate more efficient accomplishment of these tasks. -efficiency and effectiveness

decisional activities

-employee evaluation -resource allocation -hiring/firing employees -planning for the future -job analysis and redesign

The knowledge and skills needed by a nurse manager:

-leadership -professionalism -advanced clinical expertise -human resource management expertise -financial management -coordination of patient care

Management

-the essence of management is getting work done through others -Fayol's: list of managerial tasks: planning, organizing, commanding, coordinating, and controlling the work of a group of employees. -Mintzberg: argued that managers really do whatever is needed to make sure that employees do their work and do it well. -Lombardi: added that 2/3 of a manager's time is spent on people problems. The rest is taken up by budget work, going to meetings, preparing reports, and other administrative tasks.

Theory Y

Managers believe that the work itself can be motivating and that people will work hard if their managers provide a supportive environment. -A theory Y manager emphasizes guidance rather than control, development rather than close supervision, and reward rather than punishment. -A theory Y manager is concerned with keeping employee morale as high as possible, assuming that satisfied, motivated employees will do the best work.

Human Relations-Based Management

Theory X & Theory Y