Nursing Management

Front 1

What is management

Back 1

manipulation of people, environment, money, time

forecasting ,planning, organizing, commanding, coordinating, controling

creating an internal environment in an enterprise in which individuals work together as a group

Front 2

Taylor

Back 2

Scientific management

Front 3

Weber

Back 3

Bureaucratic functions

Front 4

Fayol

Back 4

Management functions

Front 5

Gulick

Back 5

activities of management

Front 6

Follett

Back 6

Participative management

Front 7

Mayo

Back 7

Hawthorne affect

Front 8

McGregor

Back 8

Theroy x/y

Front 9

Argyris

Back 9

emlployee participation

Front 10

What is the management process?

Back 10

Planning, Organizing, Staffing, Directing, Controlling

Front 11

Planning

Back 11

determining philospophy, goals, objectives, policies, procedures and rules, carrying out long/short range projections, fiscal course of action, managing planned change

Front 12

Organizing

Back 12

establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, grouping activities to meet unit goals. Other functions involve working within the structure of the organization, and understanding and using power and authority appropriately.

Front 13

Staffing

Back 13

recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building are also often included as staffing functions.

Front 14

Directing

Back 14

human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration.

Front 15

Controling

Back 15

performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control.

Front 16

AI

Back 16

You solve the problem yourself

Front 17

AII

Back 17

You solve the problem after getting necessary information from subordinates but
subordinates may be unaware of problem.

Front 18

CI

Back 18

You openly share the problem with subordinates and get feedback, but make the
decision yourself.

Front 19

CII

Back 19

Problem is shared with subordinates as a group. They give feedback but you make
the final decision.

Front 20

GII

Back 20

Problem is shared with subordinates as a group and the group makes the decision.

Front 21

AI

Back 21

You solve the problem yourself

Front 22

Managerial Characeristics

Back 22

•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 people, the environment, money, time, and other resources to achieve organizational goals.
•Have a greater formal responsibility and accountability for rationality
and control than leaders.
•Direct willing and unwilling subordinates.

Front 23

AII

Back 23

You solve the problem after getting necessary information from subordinates but
subordinates may be unaware of problem.

Front 24

Leadership Characteristics

Back 24

•Often do not have delegated authority, but obtain their power through other means.
•Have a wider variety of roles than managers.
•Are frequently not part of the formal organization.
•Focus on group process, information gathering, feedback, and empowering others.
•Emphasize interpersonal relationships
•Have goals that may or may not reflect those of the organization

Front 25

Major differrence between Mangers and Leaders

Back 25

Whereas management emphasizes control—control of hours, costs, salaries, overtime, use of sick leave, inventory, and supplies—
Leadership increases productivity by maximizing workforce effectiveness

Front 26

CI

Back 26

You openly share the problem with subordinates and get feedback, but make the
decision yourself.

Front 27

CII

Back 27

Problem is shared with subordinates as a group. They give feedback but you make
the final decision.

Front 28

GII

Back 28

Problem is shared with subordinates as a group and the group makes the decision.

Front 29

Managerial Characeristics

Back 29

•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 people, the environment, money, time, and other resources to achieve organizational goals.
•Have a greater formal responsibility and accountability for rationality
and control than leaders.
•Direct willing and unwilling subordinates.

Front 30

Leadership Characteristics

Back 30

•Often do not have delegated authority, but obtain their power through other means.
•Have a wider variety of roles than managers.
•Are frequently not part of the formal organization.
•Focus on group process, information gathering, feedback, and empowering others.
•Emphasize interpersonal relationships
•Have goals that may or may not reflect those of the organization

Front 31

Major differrence between Mangers and Leaders

Back 31

Whereas management emphasizes control—control of hours, costs, salaries, overtime, use of sick leave, inventory, and supplies—
Leadership increases productivity by maximizing workforce effectiveness