Concepts And Issues
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Concepts and Issues Pinning Ceremony - May 15th 6:00pm at Lakeshore Methodist Church-Pinning Ceremony Name of person pinning you, their relationship to you, and why you chose them Management vs. Leadership •
Management is an assigned role carrying the responsibility of organizational goals and tasks
•
Leadership is a selected role and involves the art of mobilizing others to WANT to struggle for shared aspirations o
Ability to cause others to respond
Management Functions •
Planning o
•
Organizing o
•
How it is to be done
Directing o
•
What is to be done
Who is to do it
Controlling o
When and how it is to be done
Managerial Skills and Characteristics •
Interpersonal skills
•
Oral communication and presentation skills
•
Written communication
•
Planning and organizing
•
Information gathering and problem analysis
•
Decision making
•
Delegation and control
•
Self-objectivity (awareness of one’s strengths and limitations)
•
Disposition to lead
Management Styles •
•
•
Autocratic o
Authoritarian approach to direct the activity of others
o
Major focus is on the task that has to be done
o
These type people are good in crisis or when someone is not experienced
o
Not a good management in day to day operations, because allows no input
Democratic o
Employees are informed of things that affect environment and can make decisions, manager more like coach who facilitates, but doesn’t direct everything that has to be done.
o
There is still a leader/ manager who makes the final decision
o
Works well with highly motivated employees
o
Creates trust and teamwork
o
High moral
o
Employees have input
o
Doesn’t work well with people who don’t get along, or with people that don’t know what they’re doing
o
Doesn’t work during crisis situations
Laissez-faire o
Manager is totally HANDS OFF
o
Allow employees to make ALL decisions, they have total control over whatever they are doing
o
The only was this would work is if you had very highly motivated people who knew what they were doing
Leadership •
Contingency Leadership
•
o
Flexible
o
Individualized approach
Leadership abilities relate to two major components of management behavior o
Job centered behavior
o
Employee-centered behavior
Challenges of Management and Leadership: Generational Differences •
•
•
Baby Boomer (1945-1964) o
Sandwich generations-caught caring for parents and children
o
Ambitious – work your way to the top
o
Idealist-have enthusiasm for causes they believe in
o
Most embrace technology
Generation X (1965-1978) o
Latch-key kids
o
Very independent
o
Microwave generation-I want it now
o
Have little loyalty or confidence in leadership
o
Use the “what’s in it for me” principle
o
Use technology and are savvy
o
Unmotivated
Generation Y (1979-1994) o
Millennium generation
o
Demanding
o
Impatient
o
Bad at communication-difficult to work with
o
Also use “what’s in it for me”
o
Independent
o
Need to give explanations to these people
o
Need to tell the truth and give them the bottom line
o
Give rewards
Power and Authority •
Power-ability to influence others to meet a goal
•
Authority-specific position and the responsibility that is associated with it
•
Empowerment-providing individuals more autonomy to function in their roles
•
Types of power o
Ligitimate power-power connect to a position of authority (clinical instructor)
o
Referent power-personal characteristics, have charisma, everyone listens to this person (pastor, Oprah)
o
Reward power-comes about because the individual has the power to provide or withhold rewards. (salary increases)
o
Expert power-based on specialized knowledge, skills, or abilities (IV nurse, PICC team)
o
Information power-possessed by individuals who have knowledge that is needed by others to function. Can be abused.
o
Coercive power- derived from a fear of consequences
Power for the New Graduate •
Power Boosters o
Competency
o
Refine Interpersonal skills
o
Communicate clearly
Delegating appropriately
Willing to give and RECEIVE feedback
Positive attitude
Power Detractors
Disorganization
Engaging in petty criticism or gossip
Being unable to say “NO”
Management, Problem Solving, and Decision Making •
Management is a problem-oriented process
•
Nursing Process
•
•
o
Assessment
o
Analysis/ nursing diagnosis
o
Development of plan
o
Implementation of plan
o
Evaluation/ reassessment
Problem solving o
Data gathering
o
Definition of problem
o
Identification of alternative solutions
o
Implementation of plan
o
Evaluation of solution
Decision making o
Set objective (includes values and beliefs-shapes what your objective is)
o
Identify and evaluate alternative decisions
o
Make decision and implement
o
Evaluate outcome
Group Dynamics •
“The ebb and flow of power and energy within the group.”
•
•
Three phases of group development o
Initiation-storming-ice breaking mode- goal is to build rapport and trust
o
Working-performing-solving problem and achieving the goals of the group
o
Termination – adjourning-getting ready to go out on own-splitting up (want to summarize achievements)
Group Roles o
Opinion giver-state their beliefs, weigh in on the situation
o
Opinion seeker- ask you what you think
o
Information giver-give the facts, personal experience
o
Information seeker- wants the facts
o
Initiator-propose new ideas
o
Elaborator-expands on ideas of another
o
Coordinator- bring together ideas and suggestions
o
Orienter-keeps you focused
o
Evaluator of critic role- examine possible group solutions against standards and goals
o
Clarifier-restates
o
Recorder-acts as groups memory, takes notes
o
Summarizer-pull together related ideas and restates suggestions
Change •
Change is inevitable
•
Individual options to accepting change
•
o
React: move out of the situation (miss opportunities)
o
Don’t react: stand there and withdraw-doing whatever you’re told in order to avoid conflict
o
Jump on board: start to run with change; try to steer it in a positive direction
Resistance to change
o
•
Perceived threat-how will change affect me (job, position)?
Knowledge deficit regarding the change
Cannot emotionally cope with change
Disagreement about benefits of change
Fear of impact on self-confidence and self-esteem
Phases of Change o
o
o
•
Most common factors that cause resistance to change;
Unfreezing
Developing an awareness of the need to change
Identifying sources of resistance (factors and people)
Checking the environment and convincing others to work with you
Moving
Identify what must be done
Identifying individuals who have the power to make change happen
Develop strategies to overcome resistance (WIIFM)
Put plan into place
Refreezing
Publicizing the ongoing assessment of pros and cons of the plan
Identify someone to work on plan so it won’t lose momentum
Make the changes stick-it becomes a part of everyday life and is no longer perceived as “new.”
Who and Why of Change o
System
o
Something no longer works
Management
New perspective
o
Patient
o
You
•
Customers are unhappy
You see the need for it
Management is an assigned role carrying the responsibility of organizational goals and tasks
•
Leadership is a selected role and involves the art of mobilizing others to WANT to struggle for shared aspirations o
Ability to cause others to respond
Management Functions •
Planning o
•
Organizing o
•
How it is to be done
Directing o
•
What is to be done
Who is to do it
Controlling o
When and how it is to be done
Managerial Skills and Characteristics •
Interpersonal skills
•
Oral communication and presentation skills
•
Written communication
•
Planning and organizing
•
Information gathering and problem analysis
•
Decision making
•
Delegation and control
•
Self-objectivity (awareness of one’s strengths and limitations)
•
Disposition to lead
Management Styles •
•
•
Autocratic o
Authoritarian approach to direct the activity of others
o
Major focus is on the task that has to be done
o
These type people are good in crisis or when someone is not experienced
o
Not a good management in day to day operations, because allows no input
Democratic o
Employees are informed of things that affect environment and can make decisions, manager more like coach who facilitates, but doesn’t direct everything that has to be done.
o
There is still a leader/ manager who makes the final decision
o
Works well with highly motivated employees
o
Creates trust and teamwork
o
High moral
o
Employees have input
o
Doesn’t work well with people who don’t get along, or with people that don’t know what they’re doing
o
Doesn’t work during crisis situations
Laissez-faire o
Manager is totally HANDS OFF
o
Allow employees to make ALL decisions, they have total control over whatever they are doing
o
The only was this would work is if you had very highly motivated people who knew what they were doing
Leadership •
Contingency Leadership
•
o
Flexible
o
Individualized approach
Leadership abilities relate to two major components of management behavior o
Job centered behavior
o
Employee-centered behavior
Challenges of Management and Leadership: Generational Differences •
•
•
Baby Boomer (1945-1964) o
Sandwich generations-caught caring for parents and children
o
Ambitious – work your way to the top
o
Idealist-have enthusiasm for causes they believe in
o
Most embrace technology
Generation X (1965-1978) o
Latch-key kids
o
Very independent
o
Microwave generation-I want it now
o
Have little loyalty or confidence in leadership
o
Use the “what’s in it for me” principle
o
Use technology and are savvy
o
Unmotivated
Generation Y (1979-1994) o
Millennium generation
o
Demanding
o
Impatient
o
Bad at communication-difficult to work with
o
Also use “what’s in it for me”
o
Independent
o
Need to give explanations to these people
o
Need to tell the truth and give them the bottom line
o
Give rewards
Power and Authority •
Power-ability to influence others to meet a goal
•
Authority-specific position and the responsibility that is associated with it
•
Empowerment-providing individuals more autonomy to function in their roles
•
Types of power o
Ligitimate power-power connect to a position of authority (clinical instructor)
o
Referent power-personal characteristics, have charisma, everyone listens to this person (pastor, Oprah)
o
Reward power-comes about because the individual has the power to provide or withhold rewards. (salary increases)
o
Expert power-based on specialized knowledge, skills, or abilities (IV nurse, PICC team)
o
Information power-possessed by individuals who have knowledge that is needed by others to function. Can be abused.
o
Coercive power- derived from a fear of consequences
Power for the New Graduate •
Power Boosters o
Competency
o
Refine Interpersonal skills
o
Communicate clearly
Delegating appropriately
Willing to give and RECEIVE feedback
Positive attitude
Power Detractors
Disorganization
Engaging in petty criticism or gossip
Being unable to say “NO”
Management, Problem Solving, and Decision Making •
Management is a problem-oriented process
•
Nursing Process
•
•
o
Assessment
o
Analysis/ nursing diagnosis
o
Development of plan
o
Implementation of plan
o
Evaluation/ reassessment
Problem solving o
Data gathering
o
Definition of problem
o
Identification of alternative solutions
o
Implementation of plan
o
Evaluation of solution
Decision making o
Set objective (includes values and beliefs-shapes what your objective is)
o
Identify and evaluate alternative decisions
o
Make decision and implement
o
Evaluate outcome
Group Dynamics •
“The ebb and flow of power and energy within the group.”
•
•
Three phases of group development o
Initiation-storming-ice breaking mode- goal is to build rapport and trust
o
Working-performing-solving problem and achieving the goals of the group
o
Termination – adjourning-getting ready to go out on own-splitting up (want to summarize achievements)
Group Roles o
Opinion giver-state their beliefs, weigh in on the situation
o
Opinion seeker- ask you what you think
o
Information giver-give the facts, personal experience
o
Information seeker- wants the facts
o
Initiator-propose new ideas
o
Elaborator-expands on ideas of another
o
Coordinator- bring together ideas and suggestions
o
Orienter-keeps you focused
o
Evaluator of critic role- examine possible group solutions against standards and goals
o
Clarifier-restates
o
Recorder-acts as groups memory, takes notes
o
Summarizer-pull together related ideas and restates suggestions
Change •
Change is inevitable
•
Individual options to accepting change
•
o
React: move out of the situation (miss opportunities)
o
Don’t react: stand there and withdraw-doing whatever you’re told in order to avoid conflict
o
Jump on board: start to run with change; try to steer it in a positive direction
Resistance to change
o
•
Perceived threat-how will change affect me (job, position)?
Knowledge deficit regarding the change
Cannot emotionally cope with change
Disagreement about benefits of change
Fear of impact on self-confidence and self-esteem
Phases of Change o
o
o
•
Most common factors that cause resistance to change;
Unfreezing
Developing an awareness of the need to change
Identifying sources of resistance (factors and people)
Checking the environment and convincing others to work with you
Moving
Identify what must be done
Identifying individuals who have the power to make change happen
Develop strategies to overcome resistance (WIIFM)
Put plan into place
Refreezing
Publicizing the ongoing assessment of pros and cons of the plan
Identify someone to work on plan so it won’t lose momentum
Make the changes stick-it becomes a part of everyday life and is no longer perceived as “new.”
Who and Why of Change o
System
o
Something no longer works
Management
New perspective
o
Patient
o
You
•
Customers are unhappy
You see the need for it
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