1. WEL-COME
1R S Mehta, MSND, CON, BPKIHS
Concept, Role, Skill, Approach,
conflict, level, Organization

2. Coordinate the individual efforts to
common goal: e.g.: Dharhara,
Singhdarbar,Tajmahal, Great wall of
chinaetc.
Concepts:
china
Approach of management:
productivity, process, decision
making, human relation, and
system approach.
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3. 3R S Mehta, MSND, CON, BPKIHS

4. Nursing Management
This is defined as the coordination
and integration of nursing resources by
applying the management processapplying the management process
to accomplish nursing care and
service goals and objectives
4R S Mehta, MSND, CON, BPKIHS

5. What is the Difference
between a MANAGEMENT
AND LEADERSHIP?
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6. LEADERSHIP
To Guide, to go before and
show the way
Leadership is the art of
developing people
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7. MANAGEMENT
Is a process by which cooperative
group directs actions towards
common goals.
It involves techniques by which
distinguished group of people
coordinates the services of people
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8. 8
R S Mehta, MSND, CON, BPKIHS

9. Why do we have to study MANAGEMENT AND
LEADERSHIP?
nurses must realize that
they have to keep up with
the many changes in thethe many changes in the
health care system and its
delivery of services to the
people
Nurses believe that leaders
are made and not born!!!!
9R S Mehta, MSND, CON, BPKIHS

10. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

11. Types of Leaders
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish
things

12. ROLE OF MANAGERS
The basic roles performed by
managers as
1. INTERPERSONAL,1. INTERPERSONAL,
2. INFORMATIONAL,
3. DECISIONAL
12R S Mehta, MSND, CON, BPKIHS

13. 1.INTERPERSONAL ROLE
As a leader who:
Hires
TrainsTrains
Encourages
Fires
Remunerates
Judges
13R S Mehta, MSND, CON, BPKIHS

14. As a LIASON officer between
outside contracts such as the
community, suppliers and the
organizationorganization
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15. 2.INFORMATIONAL ROLE
One who monitors information
Disseminates information from both
external and internal sources
As a spokesperson or representativeAs a spokesperson or representative
of the organization.
She represents the subordinates to
superiors and the upper management
to the subordinates
15R S Mehta, MSND, CON, BPKIHS

16. 3.DECISIONAL ROLE
Problem discoverer, a designer to
improve projects that direct and
control change in the organization
As a Negotiator when conflicts arise
1. PROBLEM SOLVER
2. TROUBLE SHOOTER
3. NEGOTIATOR
16R S Mehta, MSND, CON, BPKIHS

17. DEVELOPING FUTURE MANAGERS
Managerial development programs are very
useful means of getting qualified managers.
The necessary fundamental skills of a
manager are:manager are:
17R S Mehta, MSND, CON, BPKIHS

18. a.TECHNICAL SKILLS
Relate to the proficiency in performing an
activity in the correct manner with the right
technique
b. HUMAN RELATIONSHIP SKILLS
Pertains to dealing with people and how to “Get
Along with them”Along with them”
c. CONCEPTUAL SKILLS
Deal with the ability to see individual matters as
they relate to the total picture and to develop
creative ways of identifying pertinent factors,
responding to the big problems, and discarding
irrelevant facts
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19. Approach in developing managers
emphasizes:
1.ATTITUDE FACTORS
2. KNOWLEDGE FACTORS
3. ABILITY FACTORS
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20. a. ATTITUDE FACTORS
Interest in one’s work
Confidence in one’s mental competence
Desire to accept one’s responsibility
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21. b. KNOWLEDGE FACTORS
> Refers to ideas, concepts or principles
that can be expressed and are accepted
because they have logical proofs
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22. c. ABILITY FACTORS
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23. Include skills, art, judgment and
wisdom
Nursing Service Administrators are
required to be academically prepared
Prior to promotion or holding of
managerial positions, nurses who havemanagerial positions, nurses who have
the potential to become administrators
are asked to participate in managerial
staff development programs
(e.g. Singapore CGH, 2 weeks training)
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24. LEVELS OF MANAGEMENT
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25. 1. TOP MANAGEMENT
Overall operations of nursing
services, establishes goals,
objectives, policies andobjectives, policies and
strategies
Chief nurse, Director, Matron
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26. 2. MIDDLE MANAGEMENT
Coordinator of nursing activities of
several units
Supervisor, Coordinator
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27. 3. FIRST LEVEL MANAGEMENT
Responsible for production of
nursing services; act as links
between higher level managersbetween higher level managers
and non-managers
Ward Incharge, Head nurse,
Team leader
27R S Mehta, MSND, CON, BPKIHS

28. LEADERSHIP ROLES
TOP --------------------------------ADMINISTRATOR
MIDDLE---------------------------SUPERVISORS
FIRST LINE-----------------------HEADNURSES/SENIOR
NURSESNURSES
OPERATIONAL LEVEL----------STAFF NURSES/ ANMs
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29. Three basic competences
Level of
management
I
management
Technical skills Interpersonal skills Conceptual skills
II
III

30. TYPE OF ORGANIZATIONAL STRUCTURES
1. Bureaucratic
Commonly called line structures or staff
organizations seen in large healthcare facilities
Advantage:
Clearly defines authority and responsibilityClearly defines authority and responsibility
Disadvantages:
Transfer workers
Produces monotony
Restricts upward communication
30R S Mehta, MSND, CON, BPKIHS

31. 2. Ad hoc
Used on a temporary basis to complete a
particular project (e.g. Kala-azar Project)
Usually disbanded after a project is completed
Advantage:
Serves as a way for professionals to handleServes as a way for professionals to handle
the situations
Disadvantages:
1. Decreases strength in the formal chain of command
2.Decreases employees' loyalty to the parent
organization
31R S Mehta, MSND, CON, BPKIHS

32. 3. Matrix
Focuses on both product and function, with
emphasis on the required task and the end-
result of the function (e.g. Car Factory)
Advantages:
1.Centralizes expertise1.Centralizes expertise
2. Less formal rules
3. Fewer levels of hierarchy
Disadvantage:
Slow decision-making can produce confusion
and frustration 32R S Mehta, MSND, CON, BPKIHS

33. Conflict
Why it is important?
(No two individual has SameThoughts)
How to manage it?
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34. TYPES OF CONFLICT IN THE
ORGANIZATION
1. Leader and worker
2. Among leaders
3. Among workers3. Among workers
4. Between worker and client
5. Between organization and client
6. The third party
7. Between law and process
8. Between process and objectives

35. Conflict resolution:
Avoidance: powerful party, unimportant issues.
Deforsing: calm down, compromising
behaviour.
Containment: discuss issues, equal power.
Confrontation: tactic (Clarify Issues)Confrontation: tactic (Clarify Issues)
Lose-lose approach: both party lose.
Win-loss approach: one gain, other loss, bitter
and revengeful.
Win-win approach: focus on goal rather that
person
35R S Mehta, MSND, CON, BPKIHS

36. 5 ways to manage conflict
Avoidance
Competition (A)
Accommodation (B)
36
Accommodation (B)
Compromise (C)
Collaboration (D)
R S Mehta, MSND, CON, BPKIHS

37. Conflict Continuum
I win, you lose (competition—A)
I lose or give in (accommodate—B)
We both get something
(compromise—C)
37
(compromise—C)
We both “win”(collaborate—D)
A B C D
R S Mehta, MSND, CON, BPKIHS

38. Tips for Managing Workplace
Conflict
Build good relationships before
conflict occurs
Do not let small problems
38
Do not let small problems
escalate; deal with them as they
arise
Respect differences
R S Mehta, MSND, CON, BPKIHS

39. Listen to others’ perspectives on the
conflict situation
Acknowledge about feelings before
focussing on facts
Focus on solving problems, not
changing peoplechanging people
If you can’t resolve the problem, turn
to someone who can help
Remember to adapt your style to the
situation and persons involved
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40. Role of Leader:
Risk taker
Influencer
Change agent
Good communicator
Mentor
Critical thinker
Good listener
Forecaster
Energizer
Visionary
Problem solver and
Role model.
40R S Mehta, MSND, CON, BPKIHS

41. Nothing is more dangerous
than an idea when it’s the
only one you have.
– Emile
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42. LEADERSHIP IN THE 21ST CENTURY
42

43. Some global & national trends are:
Globalization.
Competition.
Workforce diversity.
Explosion of information & technology.Explosion of information & technology.
Economic & social upheaval.

44. So, we are “living on the edge”
World wise changes:
Collapse =if not adopt change
Message: “if survival is the aim,
change is the game”.

45. HENCE: -
• Re-think & re-structure health
system.
• Priorities must be defined.
• Give best value to available
resources.resources.
• Leaders must develop new strength
& skills.
• Perceptions of leaders must be
change.

46. Leadership
Dynamic leadership
influences the attitudes of
the people being led!
46
Leaders must be charismatic,
inspirational, respectful, and
stimulating when leading!

47. Leadership
Leadership is defined as influencing others to work
diligently toward achieving their goals.
1.1. Clearly stating your vision!Clearly stating your vision!
2.2. Explaining your plan forExplaining your plan for
47
2.2. Explaining your plan forExplaining your plan for
attaining your vision!attaining your vision!
3.3. Instilling confidence andInstilling confidence and
optimism!optimism!
4.4. Expressing confidence inExpressing confidence in
those you lead!!!those you lead!!!

48. CustomerCustomer--FocusedFocused
LifeLife--Long LearningLong Learning LifeLife--Long LearningLong Learning
Organizational Factors:
ProcessProcess
ImprovementImprovement
TeamsTeams
Valuing Diversity
Communication
Process-Focused
Quality-Focused
Competency-Focused
Outcome-Focused
LifeLife--Long LearningLong Learning
(Individual Skills)(Individual Skills)
LifeLife--Long LearningLong Learning
(Organizational(Organizational Skills)Skills)

49. Leadership is . . .
49
. . . A new way of being.

50. 12 Unique Insights on Leadership,
according to Bob Danzig
1. Become a “destiny architect” (best art)
2. Encourage “elasticity of thinking”: big thought
3. Identify, assess, and engage the very best talent
50
3. Identify, assess, and engage the very best talent
4. Become “strategic” rather than “operational”

51. 5. Create a “climate or spirit of celebration”.
6. Be committed every day to putting the pickax
(instrument for mountain climbing) to the mountain,
find new ways to lift yourself and others higher
7. Be the source of “possibility thinking”7. Be the source of “possibility thinking”
8. Let your co-workers know they are
“worthwhile” and full of promise.
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52. 12 Unique Insights On Leadership
9. Find disciplined, organized ways to focus on integrity,
trust, credibility, and the commitment to do the right
thing
10. Know that management is about today -- and
leadership is about tomorrow!
52
leadership is about tomorrow!
11. Know that management is about process --
leadership is about purpose
12. Recognize “success” is not about perfection, it's
about “progress”

53. Share the Power & Recognition...
. . . Lead by making
others powerful.
53

54. Control The Negative Self-Talk...
. . . Quiet the voice in the head that says,
54
. . . Quiet the voice in the head that says,
“I can’t do it!”

55. Speak Possibility . . .
. . . Recognize the
55
. . . Recognize the
downward spiral . .
.

56. Shining Eyes...
. . . Look for “shining eyes” in others.
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. . . Look for “shining eyes” in others.

57. Create A Spirit-Filled,
Motivating Environment
Speak the right things
Influence their attitudes
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Influence their attitudes
Develop effective
listening skills

58. Use The High Performance
Development Model:
The High Performance Development ModelThe High Performance Development Model
(HPDM) is the framework for developing(HPDM) is the framework for developing
highlyhighly--skilled leadersskilled leaders for the 21st Century.for the 21st Century.
58
By focusing onBy focusing on eight core competencieseight core competencies,,
HPDM provides the foundation forHPDM provides the foundation for
leadingleading--byby--example and creating aexample and creating a
motivating workplace.motivating workplace.

59. 8 HPDM Core Competencies
1. Personal Mastery
2. Technical Skills
3. Interpersonal Effectiveness
4. Customer Service
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4. Customer Service
5. Flexibility/Adaptability
6. CreativeThinking
7. SystemsThinking
8. Organizational Stewardship (own duty)

60. Overall, Others Must . . .
. . .Trust you!
. . . Have faith in you!
60
. . . Have faith in you!
. . . Believe in you!

61. Be a Hero!
• Interestingly, the original
meaning of the word hero
comes from the Greek
root servos and heros,
which means ‘to servewhich means ‘to serve
and protect’
• Self-sacrifice for the
higher good and
betterment of humanity
is at the heart of being a
Hero or Leader. Thank you

62. Thank YouThank You
62R S Mehta, MSND, CON, BPKIHS