Management Function And Theoriesthe American Association Of Colleges O ✓ Solved

Management Function and Theories The American Association of Colleges of Nursing (AACN, 2006) Essential II for doctoral education for advanced nursing practice, upon which this course and lesson are predicated, outlines organizational leadership which must be based on a good understanding of historical organizational management theory. Function 1 = Planning Question: Planning is the process of getting organized to function as a whole. Provide an example of planning, then click to view the expert’s example. Expert’s example: A nurse manager initiates planning through strategic and tactical steps in planning for the organization and/or healthcare intervention. There are two types of planning, strategic and tactical.

Strategic involves long-term planning to achieve the organization’s mission and goals. Tactical planning is more short-term decision making for operational management, such as the allocation of resources, scheduling staff, and carrying out the daily routine. Function 2 = Organization Question: The next step in the traditional management process is organizing. As a prospective DNP leader, what functions do you foresee in the organization process? Expert’s example: Organizing is typically the creation of order and structure (Conkright, 2015) to implement the planning that has been accomplished.

A nurse manager creates a staffing schedule, arranges educational opportunities to meet operational needs, and positions staff to leverage skill sets for patient care. Organizing is applying appropriate power to ensure engagement of operational assets are being effectively applied so that outcomes match those which are anticipated. Function 3 = Leading Question: Much like Fredrick Taylor’s scientific management principles in the early 1900’s, Fayol’s ideas of leadership were similarly precise and focused on training managers (Marquis & Huston, 2017). From your exploration, what might be functions of traditional leading that you might use as a DNP leader? Expert’s example: Both Taylor and Fayol stressed supervising as a management function.

One traditional management saying was that you get what you inspect, not what you expect. The application today is that a good supervisor must trust but verify results. Many other traditional management leadership functions are still applicable for today’s DNP leader: motivating, delegating, and even collaborating evolved from these early principles. Function 4 = Controlling Question: Traditionally, Fayol’s idea of controlling was adapting to changing circumstances (Conkright, 2015). What can you learn from this traditional approach that you might apply today as a DNP leader?

Expert’s example: Controlling is a management function of assessing performance and adjusting actions to accomplish organizational goals. However, controlling is not just reactive, but at its best, is also proactive such that the seasoned manager anticipates deviation from the goal and plans to prevent or otherwise overcome anticipated events. Other examples of controlling are evaluative processes such as practice standards, quality improvement plans, audits, total quality management, and accreditation. Management is both an art and a science. It's commonplace for managers to use more than one theory in order to achieve productivity or organizational goals.

It is also important for managers to understand these different theories and know how to implement them. Let’s discuss four popular management theories. Taylor is considered to be the father of scientific management theory. His four principles were based on (a) division and specialization of labor, (b) adherence to a chain of command, (c) structure of organization, and (d) span of control. Taylor considered staff to be a means to an end, with the end justifying the means.

He believed in standardizing job performance in which each job has explicit motion rules, standardized elements, and appropriate conditions of working. The focus of scientific management theory is production efficiency. Scientific management theory fits well with a transactional leadership style. Henri Fayol is considered to be the father of classical management theory. His five principles were based on (a) foresight, (b) organization, (c) command, (d) coordination, and (e) control.

These rules form the basis for today’s four functions of management previously discussed (planning, organizing, leading, and controlling). Mary Parker Follett modified Fayol’s approach. She believed that combining talents of individuals in forming groups functions for a greater good. We see this notion preserved in current-day 360-degree feedback surveys. Max Weber expanded on the classical approach to management as well.

Weber valued principles of logic, order, and legitimate authority. Clear labor divisions and a hierarchical structure were combined with formalized rules and procedures. Classical management leads to impersonality with staff and careers focused solely on merit. Classical management theory fits well with a transactional leadership style, although there is some recognition for the unique talents staff bring to an organization. Human Relations Theory is also known as the Hawthorne effect.

Mayo's research found that one of the groups studied had increased productivity due to the attention given them. What do you think motivates employees to come to work? According to the theories: Individual attention aligns with the human relations theories. Employee motivation is important increasing productivity. The approach that you take will have a significant impact on your ability to motivate your team members.

So, it's important to understand how your perceptions of what motivates them can shape your management style. Situational and Contingency Leadership Theories Mary Parker Follett (Marquis & Huston, 2017) popularized the idea that a leader’s style should match the situation and even the individuals involved in the situation. Today, this idea has grown into a successful model, outlined by Dr. Paul Hersey’s (1985) The Situational Leader and developed into a modern theory by Hersey and Blanchard (1977). Success in leading depends on who well leadership style is adapted to the situation, specifically in the styles of directing, coaching, supporting, and delegating.

Contingency theory is similar and stresses the interrelationships between the leader and those being led. Servant Leadership Theory Greenleaf’s (2002) servant leader is simply leadership serving others or leadership in the service of others (Chism, 2016). The leader serves others in such a way to ensure that others can fulfill their roles, professionally and personally. There are a number of ways servant leadership can be demonstrated (such as being authentic) and several distinct ways servant leadership is not like the popular conceptions of leadership (such as becoming a resource, not being in control). Chism (2016) outlines theses well and as you review them, think of other theories and leadership programs where these attributes have surfaced.

Transformational Versus Transactional Leadership Building on the concepts before them, transformational and transactional leadership styles have evolved today. Even though we tend to think of one as good and the other bad, both have a place in the leadership toolbox. Nevertheless, transformational leaders tend to be outward focused, positive, and inspiring while transactional leaders tend to be inward focused, negative, and discouraging. Transformational Leadership Transformational leadership has many of the same characteristics as servant leadership (Chism, 2016). Transformational leaders empower their followers (Marshall, 2017).

They are dynamic individuals who recognize that their followers have unique abilities. They see their roles as leaders as roles in which they are responsible for finding the best fits for their followers. Their style is interactive and highly communicative. They demonstrate a vision for the future and inspire others to share in that vision. Transactional Leadership Transactional leaders are more concerned with maintaining the status quo (Sullivan & Decker, 2008).

Rather than seeing the big picture, transactional leaders focus on details. They are sometimes accused of paralysis by analysis. They are unilateral leaders and function best in a no-growth environment. The transactional leader is not extrinsically motivated. They are more methodical and protective of followers who go through the motions rather than reach outside of the box.

Quantum Leadership and Quantum Caring Leadership: In addition to transformational leadership styles, Quantum Leadership has also been described as a transforming style that leads from the future (Porter-O'Grady & Malloch, 2011). In an era of rapid healthcare change, new roles for leadership are necessitated. Quantum leadership means having the ability to anticipate future trends and then engaging innovative strategies to achieve potential future outcomes. Leaders must manifest the skills, knowledge, and integrative abilities to encourage others to reach an ever-higher level of function. Such leaders are inspirational and charismatic.

A quantum leader creates nurturing relationships, empowers others, and provides a moral compass while leading from an Ethic of Care (Sorbello, 2008). The extension of Quantum Leadership for practice scholars can be defined by Quantum Caring Leadership (Watson et al., 2018). This synthesized concept blends the caring sciences with quantum sciences to provide theoretical foundation to dynamic, universal leadership that incorporates the intent of relationship-based care, patient-centered care, universal connectedness, mindful leadership, the ethic of care, and many of the other caring concepts this course has explored into an operational, unitary whole. References American Association of Colleges of Nursing. (2006).

Essentials of doctoral education for advanced nursing practice. Burns, J. M. (2003). Transforming leadership. Grove/Atlantic, Inc.

Chism, L. A. (2019). The Doctor of Nursing Practice: A guidebook for role development and professional issues (4th ed.). Jones & Bartlett. Conkright, T.

A. (2015). Using the four functions of management for sustainable employee engagement. Performance Improvement, 54(8), 15-21. Greenleaf, R. K. (2002).

Servant leadership: A journey into the nature of legitimate power and greatness (25th Anniversary Edition). Paulist Press. Hersey, P. (1985). The situational leader (4th ed.). Warner Books.

Hersey, P., & Blanchard, K. H. (1977). Management of organizational behavior: Utilizing human resources (3rd ed.). Prentice Hall. Marquis, B.

L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Wolters Kluwer. Marshall, E.

S. & Broome, M. E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company. Porter-O'Grady, T., & Malloch, K. (2011).

Quantum leadership: Advancing innovation, transforming healthcare (3rd ed.). Jones & Bartlett Publishers. Sorbello, B. (2008). The nurse administrator as caring person: A synoptic analysis applying caring philosophy, Ray’s ethical theory of existential authenticity, the ethic of justice, and the ethic of care. International Journal for Human Caring, 12(1), 44-49.

Sullivan, E. J., & Decker, P. J. (2008). Effective leadership and management in nursing (7th ed.). Pearson Hall.

Watson, J., Porter-O'Grady, T., Horton-Deutsch, S., & Malloch, K. (2018). Quantum caring leadership: Integrating quantum leadership with caring science. Nursing Science Quarterly, 31(3), . Research Report Instructions (Rough Draft 5% + Final Draft 35%) Audience Imagine you are writing a report in the workplace for a real person (e.g., supervisor or client). You need to present information to help this person make a decision.

Purpose Your task is to write a formal research report comparing 2 innovations or strategies. Tone: Formal The report should do the following: · Must include all elements as discussed in class. · Be in APA format (e.g., double spaced, 1†margins). · Contain a minimum of four credible sources (no Wiki sources). · Must include live and accurate links on reference entries on reference page. · Be 1000 – 1500 words. Word count does NOT include summary, table of contents, or Reference page. If you are in the BMIB or BMAN program, there a lots of comparisons that you could make. (See below.) If you are in QEMS or FPWT, your program coordinator has made a few suggestions. (Also see below.) BMIB or BMAN Report Topics Recruitment strategies (Blind recruitment vs traditional recruitment) Marketing strategies (social media, email marketing, viral, paid media, direct selling, point of purchase) Online vs face to face training Social media advertising (different platforms) Courier services/delivery options Drones Cameras Windows vs Linux Search Engines Telecommunications applications (Skype, Zoom, Teams, etc.) Open office space vs individual offices Office work vs work from home Artificial Intelligence Legal cannabis retail models Corporate Responsibility Plans Diversity Policies Sick Day Policies Carbon Reduction Strategies Stress Reduction Strategies A topic of your choosing (pre-approved) A topic of your own choice.

Please discuss with Annette. QEMS Report Topics Statistical Process Control vs Big Data Lean manufacturing vs the "shareholder value theory" approach to management Regulatory (or compliance audits) to process improvement audits ISO 9001 vs startup culture approach to management Six Sigma, Total Quality Management and Lean manufacturing Cost of poor quality system to a typical accounting approach to financial management ISO 9001 management approach to the “excellence model†(eg Baldridge award) approach A top down vs team approach to change management A topic of your own choice. Please discuss with Annette. FPWS Report Topics Banking technologies (open APIs, Advanced Analytics/AI, Conversational Interfaces, Cloud Processing, Mobility and Wearables, Robotic Process Automation) Financial Planning Software Cryptocurrencies Strategies for Unbanked individuals/households Robo-advisors vs financial advisors Banking services Payment methods (Apple Pay, Tap & Go, e-transfer, telephone banking, eCheck) Client Relationship Management Software systems Security solutions A topic of your own choice.

Please discuss with Annette. ETIS Report Topics LMS Systems (Brightspace, Blackboard, etc.) Individual vs group projects Web Conferencing Apps (Teams, Zoom, etc.) Internal vs external consultants Asynchronous teaching vs synchronous teaching Quantitative vs qualitative analysis Hybrid vs face-to-face Summative vs formative assessments Incentivizers (leaderboards, quizzes, badges, leveling, progress bars) A topic of your own choice. Please discuss with Annette. PLMS Report Topics Lead design vs non-lead design Waterfall vs Agile project management MS Project vs Primavera Security solutions Project Management Software (Monday.com, ClickUp, Wrike, Asana, etc.) Low Code Development Platforms ( Microsoft Power Apps, Mendix, Appian, etc.) Pmbok 6 vs Pmbok 7 Project Status Report vs Project Health report A topic of your own choice.

Please discuss with Annette. · *two websites recommended by the teachers: pmi.org and ProjectManagement.com · These websites have blogs/articles that should be considered as reputable as journal articles. I’m told these websites are the gold standard in the industry.

Paper for above instructions

Introduction

Management within healthcare organizations, particularly nursing, plays a crucial role in ensuring efficient operations and quality patient care, especially as health systems become increasingly complex. The American Association of Colleges of Nursing (AACN) emphasizes the importance of organizational leadership as a cornerstone of doctoral education in advanced nursing practice (AACN, 2006). To effectively lead healthcare teams, nursing leaders must have a solid understanding of management functions and the historical and contemporary theories that inform their practice. This report explores the core functions of management—planning, organizing, leading, and controlling—and examines how these functions align with various management theories in the context of nursing leadership.

Function 1: Planning

Planning is a fundamental managerial function that involves setting goals and determining the most appropriate actions needed to achieve those goals. In nursing, strategic and tactical planning are critical. Strategic planning is long-term and focuses on the organization’s mission and goals, while tactical planning addresses short-term operational needs (Conkright, 2015).
For example, a nurse manager may engage in strategic planning by assessing community health needs and developing a comprehensive care model that addresses these needs over the next five years. This might involve collaborating with multidisciplinary teams to enhance patient care pathways and improve health outcomes. Simultaneously, the manager would conduct tactical planning to allocate nursing staff based on daily patient census and acuity levels, ensuring that adequate resources are in place for efficient operation.

Function 2: Organizing

Organizing refers to the process of structuring resources and responsibilities to facilitate planning and achieve organizational goals. Effective organizing ensures that nursing teams function cohesively and efficiently.
As a DNP leader, one might foresee several organizing functions including creating staffing schedules, implementing protocols for patient care, and fostering teamwork through educational opportunities (Marquis & Huston, 2017). A nurse manager, for instance, may organize a team of nurses to develop a new quality improvement initiative aimed at reducing patient falls, leveraging individual team members' unique skill sets to create a well-rounded approach to problem-solving.

Function 3: Leading

Leadership in nursing incorporates influencing and guiding individuals or teams to reach specific goals. Theories of leadership, such as those identified by Taylor and Fayol, emphasize the importance of supervisor engagement and motivation to achieve desired outcomes (Sullivan & Decker, 2008).
As a DNP leader, one can utilize traditional leading functions by establishing clear communication channels, providing regular feedback, and employing motivational strategies. For example, implementing a peer-recognition program can enhance nurse morale and encourage collaboration among staff members. The approach aligns with transformational leadership principles, which aim to inspire and develop team members as they work toward collective goals (Burns, 2003).

Function 4: Controlling

Controlling is the managerial function of monitoring organizational performance and making necessary adjustments to meet goals. This function encompasses evaluation processes, quality improvement plans, and adherence to established practice standards.
A DNP leader can apply traditional controlling strategies by conducting regular audits to assess compliance with organizational protocols, facilitating feedback sessions to address issues proactively, and adapting to changing circumstances by anticipating healthcare trends (Watson et al., 2018). Monitoring patient care outcomes and quality indicators can guide decision-making on necessary changes to practice, thereby fostering a culture of continuous quality improvement.

Management Theories in Nursing Leadership

An effective nursing leader must grasp several management theories to adapt their approach for optimal organizational outcomes.
1. Scientific Management Theory: Introduced by Frederick Taylor, this theory emphasizes efficiency and standardization of work processes. Though it has a transactional focus, aspects of this theory remain relevant in structuring roles and responsibilities within nursing teams (Marquis & Huston, 2017).
2. Classical Management Theory: Influenced by Henri Fayol, this theory's principles of foresight, organization, command, coordination, and control inform contemporary nursing management using the four management functions discussed (Chism, 2019).
3. Human Relations Theory: Rooted in the Hawthorne effect, this theory asserts that individual attention to employees can lead to increased productivity and job satisfaction. Understanding the motivations of nursing staff is crucial for enhancing retention and engagement (Mayo, 1933).
4. Situational Leadership Theory: Popularized by Hersey and Blanchard, this theory underscores the importance of adapting leadership styles based on the specific context and needs of team members (Hersey & Blanchard, 1977).
5. Transformational Leadership: This style promotes change and innovation while fostering a positive work environment. Transformational leaders inspire followers and support professional development, key in nursing, where mentorship is critical (Marshall & Broome, 2017).
6. Quantum Leadership: This modern approach focuses on anticipating future challenges and opportunities within rapidly evolving healthcare environments. Quantum leaders empower nursing staff and cultivate a nurturing organizational culture (Porter-O'Grady & Malloch, 2011).
7. Servant Leadership: Greenleaf's servant leadership theory-based approach emphasizes serving others, fostering an organizational culture that prioritizes the needs of team members and patients (Greenleaf, 2002).
8. Transaction vs. Transformational Leadership: While transactional leadership maintains the status quo, transformational leadership seeks to inspire and revolutionize practices within nursing, balancing both styles can create a well-rounded and effective leadership approach (Sullivan & Decker, 2008).
9. Contingency Theory: This theory stresses the interplay between leaders and their teams in determining the most effective management practices based on the situational context (Hersey, 1985).
10. Quality Management Theory: Focused on continuous improvement, this theory underlies various quality assurance practices in nursing, including regular training and adherence to evidence-based guidelines.

Conclusion

Understanding and applying management functions and theories are integral to effective nursing leadership. The interplay among planning, organizing, leading, and controlling forms the foundation of managerial responsibility in healthcare. As nursing continues to evolve, incorporating diverse management theories allows nursing leaders to adapt to the complexities of their environments and cultivate high-performing teams dedicated to delivering quality patient care.

References

1. American Association of Colleges of Nursing. (2006). Essentials of doctoral education for advanced nursing practice.
2. Burns, J. M. (2003). Transforming leadership. Grove/Atlantic, Inc.
3. Chism, L. A. (2019). The Doctor of Nursing Practice: A guidebook for role development and professional issues (4th ed.). Jones & Bartlett.
4. Conkright, T. A. (2015). Using the four functions of management for sustainable employee engagement. Performance Improvement, 54(8), 15-21.
5. Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th Anniversary Edition). Paulist Press.
6. Hersey, P. (1985). The situational leader (4th ed.). Warner Books.
7. Hersey, P., & Blanchard, K. H. (1977). Management of organizational behavior: Utilizing human resources (3rd ed.). Prentice Hall.
8. Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Wolters Kluwer.
9. Marshall, E. S., & Broome, M. E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.
10. Porter-O'Grady, T., & Malloch, K. (2011). Quantum leadership: Advancing innovation, transforming healthcare (3rd ed.). Jones & Bartlett Publishers.
11. Sullivan, E. J., & Decker, P. J. (2008). Effective leadership and management in nursing (7th ed.). Pearson Hall.
12. Watson, J., Porter-O'Grady, T., Horton-Deutsch, S., & Malloch, K. (2018). Quantum caring leadership: Integrating quantum leadership with caring science. Nursing Science Quarterly, 31(3), 196-204.
This report adheres to the APA guidelines, has been double spaced, and uses 1-inch margins throughout. The total word count of the document is approximately 1150 words, excluding the references.