Republic of the Philippines

Mindanao State University- Sulu

In consortium with
Mindanao State University-Marawi City
Graduate School Studies

N-211 Nursing Administration I (Organization and Management)

NURSING MANAGEMENT

Organizing

Determine what task are to be done, who is to do these, how the tasks are
to be grouped, who reports to whom and what decisions are to be made.

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 plans
and objectives.

Process of identifying and grouping the work to be performed, defining and

delegating responsibility and authority and establishing relationships for
the purpose of enabling the people to work more effectively together in
accomplishing objectives.

As a process, it refers to the building of a structure that will provide for the
separation of activities to be

performed and for the arrangement of these activities in a framework

which indicates their hierarchal importance and functional association.
ORGANIZING PROCESS INCLUDES

Identifying and defining basic tasks.

 Delegation of authority and assigning responsibility

Establishing relationships

THREE FORMS OF AUTHORITY

Line authority – is a direct supervisory authority from supervisor to

subordinates.
Chain of Command – unbroken line of reporting relationships that extends
through the entire organization. The line defines the chain of command and
the formal decision making structure.

Unity of Command – states that, each person in the organization should

take orders and reports only to one person.

Span of Control – refers to the number of employees that should be placed

under the direction of one leader-manager.

STAFF AUTHORITY- authority that is based on the expertise and which

usually involves advising the line managers.

TEAM AUTHORITY- is granted to committees or work teams involved in an

organization’s daily operations. Work teams are group of operating
employees who shared a common vision, goals and objectives.

PATTERNS OF ORGANIZATIONAL STRUCTURE

TALL/ CENTRALIZED STRUCTURE

Responsible for only few subordinates so there is narrow span of control

Because of the vertical in nature, there are many levels of communication

Communication is difficult and messages do not get to the top.

Workers are boss-oriented because of close contact with their supervisor.

 FLAT/ DECENTRALIZED STRUCTURE

Characterized by few levels and a broad span of control

Communication is easy and direct

TYPES OF ORGANIZATIONAL STRUCTURE

Line/ Organization/ Bureaucratic/ Pyramidal

Flat/ Horizontal Organization

Functional Organization

Ad Hoc Organization

Matrix Structure

SCHEDULING AND STAFFING SYSTEMS

Once the variables of health-care setting, care delivery models, patient acuity, and
nursing staff have been determined, the staffing process continues into the
development of the schedule.

STAFFING

Process of assigning competent people to fulfill 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.

STAFFING PROCESS

Preparing to Recruit – types and number of personnel

Attracting a Staff – formal advertisement

Recruiting and Selecting a Staff – interview ►induction ►orientation ►job

order ►pre-employment testing ►signing of contract
Staffing Pattern – plan that articulates how many and what kind of staff are
needed/shift or per day in ►unit or in ►department.

Two Ways of Developing a Staffing Pattern

Determine the number of nursing care hours needed/patient

Generating the full time equivalents of an employee

Determine the nurse-patient ratio in providing nursing care

Considerations in Staffing Pattern

1. Benchmarking

Management tool for seeking out the best practice in one’s industry so as
to improve one’s performance.

Process of measuring products, practices and services against best

performing organization as atool for identifying desired standards of
organizational performance.

2. Regulatory Requirements – mandated by RA

3. Skill Mix – percent or ratio of professionals to non-professional

Ex: 40 FTE (20 RN + 20 non RN) = 50% RN mix

4. Staff Support – staff support in place for the operations of the units or
department.

5. Historical Information – review of any data on quality or staff perception

regarding the effectiveness of the previous staffing pattern
SCHEDULING

Timetable showing planned work days and shifts for nursing personnel.

Issues to consider in scheduling staff:

Patient type and acuity

Number of patients

Experience of Staff

Support available to the staff

Shifting Variations

Traditional Shifting Patterns

3 shift (8 hr shift)

12 hr shift

10 hr shift

Weekend option

Rotating work shift

Self-scheduling – staff makes their own schedule

Permanent work shift

Floaters – “on-call”

Forty Hour Week Law – based on RA5901

No work, no pay

Entitled to 2-week sick leave and off duty for 2 days

Special Holidays – with pay

DIRECTING

Explaining what is to be done, to whom, at what time, how and why

Is the issuance of assignments, orders and instructions that permit the

worker to understand what is expected of him

Scope of Directing

1. Delegation

2. Supervision

Guiding and directing the work to be done, helping the individual do his
work better

Assess the capability of the individual if he needs supervision

Coordination

Develop linkages/network

Interdepartmental coordination

Principles:

o Responsbilities of each dept./ service should be clearly defined and

understood by all

o Policies, guidelines, SOPs on interdepartmental relationships should be

made available to all

o Schedules of different dept. should be synchronized and adhered to

 Communication – exchange of ideas, thoughts or information through
verbal speech, writing and signals.

Barriers in Effective Communication

Physical barriers

Social- Psychologic

Interpretation of meaning and Semantics

5.Conflict Management

Conflict – internal and external discord that results in from differences in

ideas, values or feelings between 2 or more people. It arises because of
differences in economic and professional values.

Two Main Types

Competitive Conflict – 2 or more group the same goal and only one group
can attain them

Management: Set Goals

Disruptive Conflict – takes place in environment filled with anger, fear and
stress. There is no mutually acceptable set of rules and the goal of each
party is the elimination of each opponent.

Conflict Resolution Strategies

Use of dominance and Suppression

Win lose strategy

Loses feels angry

Restriction – autocratic coercive style that uses indirect and obstructive

expression of conflict.

Smoothing Behavior – persuades the opponent in a diplomatic way

Avoidance Behavior – 2 parties are aware of the conflict but choose not to
acknowledge or attempt to resolve it.

Majority rule – unanimous decision

Compromising – consensus strategy where each side agrees solutions

Interactive Problem Solving – constructive process in which the parties

involve recognized that conflict, assist and openly try to solve the problems

Win-Win Strategy – focuses on goals and attempts to meet the needs of

both parties.

Lose-Lose Strategy – neither side wins

Confrontation – most effective means of resolving the conflict. Resolves

through knowledge and reason brought out in an open.

Negotiation – “give and take”

References:

University of Santo Tomas – College of Nursing / JSV

Nurseslabs.com

Prepared by:

MAHDIA H. ALIBASA, RN

TANK YOU!!!