A. Definition of Terms No. Item 01 Leadership
Description as the process of envisioning a new and better world, communicating that vision to others, motivating others and enticing them to join in efforts to realize the vision, thinking in a different way, challenging the status quo, taking risks, and facilitating change. One of the responsibilities of leadership, is a five-step process that comprises planning, organizing, directing, coordinating, and controlling. A serious disagreement or argument, typically a protracted one. Concerned with defining goals for company's future direction and determining on the missions and resources to achieve those targets.
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Management
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Conflict Planning
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Directing
A basic management function that includes building an effective work climate and creating opportunity for motivation, supervising, scheduling, and disciplining.
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Organizing
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Authority
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Responsibility
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Accountability Incident Report
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Staffing
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Patient Classification System Benchmarking
It is a form of identifying roles and relationships of each staff on order to delineate specific tasks or functions that will carry out organizational plan s and objectives. The power or right to give orders, make decisions, and enforce obedience. The state or fact of having a duty to deal with something or of having control over someone. The fact or condition of being accountable. is a form that is filled out in order to record details of an unusual event that occurs at the facility, such as an injury to a patient Process of assigning competent people to fulfil the roles designated for the organizational structure through recruitment, selection and development, induction and orientation of the new staff of the goals, vision, mission, philosophy etc. Measuring tool used to articulate the nursing workload for specific patient or group of patients over a specific time.
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Patient Acuity Organizational Chart
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Staffing Pattern
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Mission Vision
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Budgeting
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Discipline
Management tool for seeking out the best practice in one’s industry so as to improve one’s performance. Measure of nursing workload that is generated for each patient. Drawing that shows how the parts of the organizations are link. It depicts the formal organizational relationship, areas of responsibility and accountability and channel of communication. Plan that articulates how many and what kind of staff are needed/shift or per day in a unit or in a department. Defines the present state or purpose of an organization the optimal desired future state - the mental picture - of what an organization wants to achieve over time Defined as a systematic financial translation of a plan, the allocation of scarce resources on the basis of forecasted needs for proposed activities over a specified period of time. The process of generating employee compliance to institutional rules and regulation
B. Philippine Laws affecting Nursing No. Item Description 21 Milk Code EO51 Products involved by milk code consist of breast milk substitutes, including infant formula and food and beverages. 22 The Rooming-In Requires both public and private health institutions to promote and Breastfeeding rooming-in and to encourage, protect, and support the practice of Act of 1992 breastfeeding. 23 Republic Act A law that requires a mandatory food fortification of staple foods such 8976 (Food as rice, flour, edible oil and sugar. This applies to all food Fortification manufacturers. Law) 24 RA 9255 Provides illegitimate children to use the surname of their fathers. 25 RA 9288 Newborn Screening Act. 26 RA 1082 Is the first rural health act. Implemented in 1953 which called for the employment of more health care providers. 27 RA 4226 Also known as the Hospital Licensure Act. Requires hospitals in the Philippines to be licensed before it can offer to serve to the community 28 Presidential Requires the compulsory immunization of all children below 8 years Decree 996 of age against the childhood immunizable diseases. 29 RA 6425 Dangerous Drug Act. States that the sale, administration, delivery, distribution and transportation of prohibited drugs is punishable by law. 30 RA 6675 Also known as the generics act of 1988. Promotes, requires and ensures the production of an adequate supply, distribution, use and acceptance of drugs and medicines identified by their generics name. 31 RA 7432 Maximizes the contribution of senior citizens to nation building, grant benefits, and special privileges. 32 Presidential Requires Penalty for improper disposal of garbage and other forms of Decree 825 uncleanliness. 33 E.O. No. 2009 The Family Code of the Philippines. C. Theorists and Theories No. Item Description 34 Kurt Lewin He is the one who categorised the types of leadership styles like laissez fairs, authoritarian, and democratic. He also developed the Friday thirty of human behavior. 35 Chris Argyris He developed the concepts ladder of inference and double loop learning. 36 Alvin toddler He is known for his works in discussing the digital revolution, communications revolution, corporate revolution, and technological singularity. 37 Rensis Likert He is the one who developed the Likert Scale and the linking path model. 38 Robert Blake He is the one show developed the managerial grid model. 39 Theory X Suggests that, without active intervention by management, workers would be passive and non-productive in their roles in the organization. 40 Theory Y Theory Y assumes that the desire to work is just as natural as the desire to play or rest, that external control and threat or punishment are not required to achieve organizational objectives because workers are self-motivated, and that the capacity to work creatively to solve problems is widely distributed in the workforce. 41 "Great man" This theory assumes that the capacity for leadership is inherent, that theory great leaders are born, not made.
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Trait theory
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Max Weber
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Douglas McGregor Henri Fayol
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He was a Frenchman who is remembered for the development of general administrative theory. Hawthorne Effect A term referring to the tendency of some people to work harder and perform better when they are participants in an experiment. The Relationship Between Fayol’s Concepts and Principles of Management Subordination The goals of the organization are of paramount importance and take precedence over the individual’s particular needs. Esprit de corps Development of high morale is important, and it is the responsibility of the manager at the top to have a vision and to communicate it to the employees in a way that motivates them to achieve it. Initiative Employees should be able to develop and implement plans on their own. Division of work Division of work was emphasized to increase workers’ efficiency levels. Order Both employees and materials need to be at the right place at the right time. Unity of Fayol advocated having only one manager, with no conflicting line of command command. Unity of direction There must be one agreed-upon plan both up and down the hierarchy. Centralization/ This decision should be made based on organizational needs. decentralization Stability of tenure The more stable the personnel and the managerial structures, the more of personnel successful the business. Authority Authority gives the “right” to issue commands and includes responsibility for the consequences. Discipline Employees must obey and respect the rules that govern the organization. Good discipline involves the judicious use of penalties for breaking the rules. Scalar chain The line of authority is drawn from highest management to lowest ranks, and communication moves up and down this line. Remuneration Money is an important motivator, and a fair wage is to be paid for work performed. Equity Justice and understanding are important to developing a fair and equitable system.
D. Types of leaders No. Item 61 Formal leader 62
Assumes that people inherit extraordinary qualities and tears that makes them better suited to leadership. They believe that leaders were born. Was a German sociologist who developed what was known as the “ideal bureaucracy.” developed Theory X and Theory Y.
Informal leader
Description It is appointed, elected or designated, deliberately chosen by the administration and given the authority to act. Does not have the official sanction to direct the activities of others. He may be chosen because of age, seniority, or special competence.
E. Common traits of leaders No. Item Description 63 Positive traits Bring people to progress. Examples are being cheerful, forgiving, intelligent and good looking men and women among others
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Negative traits
F. Behaviours of leaders No. Item 65 Passive 66
Aggressive
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Assertive
Bring people to destruction. Examples are being bitter, aggressive, loud mouthed, and sullen.
Description These leaders feel keep pity and is lacking self-worth, acts apologetically, and is easily dominated by others These leaders talk loudly on every subject. They often depreciates others' remarks and has shown insensitivity to the feelings of other people. Usually honest, direct, expressive, spontaneous, and self-enhancing. Assertive persons make their own choices, are confident, and feel good about themselves while being assertive and afterward.
G. Types of Leadership Styles No. Item Description 68 Autocratic Characterized by decision making solely by the manager; Leadership style subordinates are excluded from the process. 69 Bureaucratic A style of leadership that emphasizes procedures and Leadership Style historical methods regardless of their usefulness in changing environments. 70 Democratic Style that forges consensus through participation and requires highly Leadership Style developed and competent constituents to respond appropriately to open-ended questions and requests for opinions. 71 Laissez-Faire A non-authoritarian leadership style. Laissez faire leaders try to give Leadership Style the least possible guidance to subordinates, and try to achieve control through less obvious means. H. Three forms of authority No. Item 72 Line authority 73 Staff Authority 74
Team Authority
I. Managerial Levels No. Item 75 Top Level Managers 76 Middle Level Managers 77 First Level Managers
Description It is a direct supervisory authority from supervisor to subordinates Authority that is based on the expertise and which usually involves advising the line managers. It is granted to committees or work teams involved in an organization’s daily operations.
Description Generally make decisions with the help of a few guidelines or structure. Coordinates internal and external influences. They conduct day-day operations with some involvement, long term planning and policy making. Concerned with specific unit workflows. Deals with immediate dayday problems.
J. Types of Organizational Structures No. Item 78 Line Organization
Description There is clearly defined superior-subordinate relationship. ARA and power are concentrated at the top
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Flat/Horizontal Organization
Decentralized type. Applicable in small organization. Nurses become productive and directly involved in the decision making skills. Workers become satisfied Functional Permits a specialist to aid line position within a limited and clearly Organization defined scope of authority Ad Hoc Modification of bureaucratic structure Organization Matrix structure Focus on both product and functions. Most complex. Has both vertical and horizontal chain of command and line of communication
K. Patient care Classifications No. Item Description 83 Self-care patients They are capable of carrying ADL. 84 Intermediate or Requires some help from the nursing staff with special treatments or moderate care certain aspects of personal care. 85 Total care patients These are those who are bedridden and who lack strength and mobility to do average daily living. 86 Intensive care These are those who are critically ill and in constant danger of death patients or serious injury. L. Roles and Competencies of Nurse Managers No. Item 87 Self-management 88 89 90 91 92
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Description Values clarification; lifestyle management; goal setting; alignment with organizational mission, goals, and objectives. Collaborator Nurtures relationships with organizational leadership and other key personnel within the organization. Networking Develops strong liaisons with health-care leaders in the community. Advocate Recognizes needs of clients in area of responsibility. Provider of care Maintains evidence-based practice behaviors. Coordinator of Assesses and recognizes the needs of the client population and care applies appropriate principles of delegation, interdisciplinary team care, education, and evaluation of outcomes. Member of the Represents the organization to the community, serves as a mentor to profession new nurses, encourages professional behavior in others, role-models professional nursing, holds membership in professional organizations, and supports continuing education. Communicator Communicates the organization’s mission, goals, and objectives to the staff and community; facilitates communication and negotiation among members of the organization.
M. Conflict Resolution No. 95 96 97 98 99 100
Item A lose-lose strategy Negotiation Majority role Avoidance behaviour Simpson strategy Restriction
Description Is one which neither side wins; the settlement reached unsatisfactory to both sides to the other side. is a technique where give and take on various issues Resolves conflict by majority vote. Creates a situation in which there are no differences.
is
Focuses on goals and attempts to meet the needs of both parties. is an autocratic, coercive style that often leads to an indirect and destructive expression of conflict
