Читать книгу Kelly Vana's Nursing Leadership and Management - Группа авторов - Страница 57

In the early 1900s, an emphasis on management as a discipline emerged with a focus on the science of management and a view that management is the art of accomplishing things through people (Follet, 1924). Henri Fayol, a manager, wrote a book in 1917 called General and Industrial Management. He described the functions of planning, organizing, coordinating, and controlling as the management process (Fayol, 1917/1949). His work has become a classic in the way that we define the process of managing. Two other individuals, Gulick and Urwick, in some part resulting from their esteemed status as informal advisers to President Franklin D. Roosevelt, defined the management process further according to seven principles (Fayol, 1917/1949). Their principles form the acronym POSDCORB, which stands for Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting (Fayol, 1917/1949; Gulick & Urwick, 1937). Their work is also considered to be a classic description of management and is still a relevant description of how the management process is carried out today.

More recently, Yukl (2013) and colleagues (Kim & Yukl, 1995; Yukl, Wall, & Lepsinger, 1990) followed this classic work by describing 13 management functions that address two broad aspects of the management process: managing the work and managing relationships. The management functions for managing the work are planning and organizing, problem solving, clarifying roles and objectives, informing, monitoring, consulting, and delegating. The management functions for managing relationships are networking, supporting, developing and mentoring, managing conflict and team building, motivating and inspiring, and recognizing and rewarding.

The amount of time managers spend on particular roles or functions varies by the level of their positions in organizations, ranging from the first‐level management positions, to the middle‐level management positions, to the executive‐level management positions. A first‐level managerial role or function in health care organizations is the nurse manager at the clinical bedside. First‐level nurse managers spend the majority of time directly managing patient care and supervising others as they deliver care. The next highest percentage of their time is spent in planning. The rest of first‐level nurse managers' functions typically take fewer than 10% or less of their time: planning and organizing, problem solving, clarifying roles and objectives, informing, monitoring, consulting, and delegating.