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Chapter 9

Developing Management Skills

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Leader versus Manager

Management and leadership are different

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The manager administers; the leader innovates. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on

people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range

perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye on the bottom line; the leader has his

or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own

person. The manager does things right; the leader does the right thing.

(Bennis, 1994, p. 45)

Leader versus Manager

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Planning

Determines what needs to be done This may refer to what needs to be done for a

single shift or for a longer period, such as the year

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Staffing

The selection and assignment of specific people to accomplish the tasks

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Organizing

The process of coordinating all resources to meet the goals

A fluid activity requiring knowledge of the organization and people and the ability to alter the plan, staffing and organization in order to meet the goals

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Directing

Requires the skills necessary to motivate the staff to accomplish the assigned tasks

Requires the ability to provide the proper resources, set clear goals, and foster a work environment that encourages goal achievement

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Controlling

Accomplished through the setting of professional standards, compliance with standards of performance, and the ability to lead a staff to excellence

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Decision Making

A result of planning, staffing, organizing, directing and controlling

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Decision Making

The key steps are:1. Identification of the problem 2. Establishment of criteria that can evaluate

potential solutions to the problem3. Seeking alternative solutions4. Selection of the best alternative based on the

organizational mission, vision, strategic objectives, and available resources

Sullivan and Decker (2001)

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Levels of Management

Each organization will determine the titles and the span of authority of the different levels of patient care management

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Competencies of Client Care Managers

Use organizational resources Provide direct client care Use time productively Collaborate with interdisciplinary work group

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Entry-Level Nurses Perform the Following Tasks to Manage Client Care:

Identify resources and determine when needed Work within various nursing service delivery patterns Use job descriptions to establish the scope of practice of all

available care providers Manage time purposefully and productively Prioritize client needs and care Exhibit flexibility in providing care within time constraints Show initiative, flexibility, and creativity as leadership qualities Think critically to solve client care problems Defend your decisions Collaborate with other health team members Resolve conflicts within the work group Delegate appropriately