PALMR
Professional Ad - Leadership & Management
• Leadership vs. Management
• MANAGEMENT - is an art of getting things done
- With and through the people
- 4 functions (Planning, organizing/sta ng, directing and controlling)
- GOALS can be achieved
Tip: Talks about the “goals” = Management
• LEADERSHIP - use of one’s skills
- To in uence others to perform to the best of their ability
- Di erent in uence tactics
AIRCUBES
1. Assertiveness - sending direct messages standing up for your
own right without stepping the rights of others. (Therapeutic)
2. Ingratiation - making others feel good or look good before
making a request. (Nag uuto)
3. Rationality - relying on a detailed plan, reason or logic.
4. Coalition - backing - up a request together with the co-
members
5. Upward appeal - using the name of superior - formally or
informally (Name-dropping)
6. Blocking/blackmail - threatening somebody to damage his/her
opportunity for advantage or not being friendly to other person
until he/she grants the request.
7. Exchange - Reminding somebody of a previous favor or return
of favors. (Utang na loob)
8. Sanction - is either giving or preventing incentives bene ts or
promotions.
a. Types of Leaders
1. Formal - These are the people hold the position in the organization.
- Three (3) levels
(1) Top levels - Focuses/monitor on the organization
E.g. Chief nurse, Assistant chief nurse, nursing director
(2) Middle levels - Coordinates with the top levels and rst levels.
E.g. Supervisors, Coordinators, Department heads
(3) First levels - Focuses on the operations (Work)
E.g. Head nurses (Unit managers)
2. Informal - These are the people who do not hold position in the
organization but they can motivate members to perform.
- E.g. Senior sta , charge nurse
b. Style of leadership
1. Autocratic - The leader focus
, Best to use: During emergency situation because the members are
incapable decision making (mogul isip nila)
2. Democratic - Members have a voice in decision making and the leader/s
act as a facilitators
Best to use: When you need the compliance of the members
3. Laisserez Faire - Member focused (Leader = decoration and to monitor)
Best to use: when members are matured enough (self-directive)
When the manager is new in the unit
4. Beuchatic- focuses on rules and regulation - Not use
• Contingency theory - A leadership may or may not be e ective depending on a
situation.
• Authority - not all leader have authority
The legitimate right to give a command
O cially sanction of responsibility
• Power - All leaders have power
The ability to obtain, retain and motivate other people to perform.
• Sources of Power (LR C2RIES)
1. Legitimate Power - People who hold position in the organization
2. Reward Power - Ability to give incentives and bene ts
3. Coercive Power - Ability to give fear and punishment
4. Connection Power - Are the people you know
5. Referent Power - Charisma
6. Information Power - Are the people who knows
7. Expert Power - The people with special skills and abilities.
8. Self Power - Emanate from self due to maturity, experience or gender.
• Functions of Management
A. PLANNING Knowing where you are, and where you want to be.
i. 2 types of planning
1. Strategic Planning: Long term planning (Implemented from 3 - 5 years)
- Type of plan that bene ts the organization
- Optimized by TOP LEADERS
2. Operational Planning: Short Term Planning
- Type of plan that bene ts the operations.
- Type of plan that changes annually. ( But can also be changed
weekly, monthly, and quarterly)
- Optimized by FIRST LEADERS
ii. SWOT Analysis (Strength, Weakness, Opportunity, Threats)
1. Planning Formula
- What action is necessary?
- Where will it take place?
- When will it takes place?
- Who will do it?
- How will it be done?
TIP:
Planning is where “meeting” is held.
Professional Ad - Leadership & Management
• Leadership vs. Management
• MANAGEMENT - is an art of getting things done
- With and through the people
- 4 functions (Planning, organizing/sta ng, directing and controlling)
- GOALS can be achieved
Tip: Talks about the “goals” = Management
• LEADERSHIP - use of one’s skills
- To in uence others to perform to the best of their ability
- Di erent in uence tactics
AIRCUBES
1. Assertiveness - sending direct messages standing up for your
own right without stepping the rights of others. (Therapeutic)
2. Ingratiation - making others feel good or look good before
making a request. (Nag uuto)
3. Rationality - relying on a detailed plan, reason or logic.
4. Coalition - backing - up a request together with the co-
members
5. Upward appeal - using the name of superior - formally or
informally (Name-dropping)
6. Blocking/blackmail - threatening somebody to damage his/her
opportunity for advantage or not being friendly to other person
until he/she grants the request.
7. Exchange - Reminding somebody of a previous favor or return
of favors. (Utang na loob)
8. Sanction - is either giving or preventing incentives bene ts or
promotions.
a. Types of Leaders
1. Formal - These are the people hold the position in the organization.
- Three (3) levels
(1) Top levels - Focuses/monitor on the organization
E.g. Chief nurse, Assistant chief nurse, nursing director
(2) Middle levels - Coordinates with the top levels and rst levels.
E.g. Supervisors, Coordinators, Department heads
(3) First levels - Focuses on the operations (Work)
E.g. Head nurses (Unit managers)
2. Informal - These are the people who do not hold position in the
organization but they can motivate members to perform.
- E.g. Senior sta , charge nurse
b. Style of leadership
1. Autocratic - The leader focus
, Best to use: During emergency situation because the members are
incapable decision making (mogul isip nila)
2. Democratic - Members have a voice in decision making and the leader/s
act as a facilitators
Best to use: When you need the compliance of the members
3. Laisserez Faire - Member focused (Leader = decoration and to monitor)
Best to use: when members are matured enough (self-directive)
When the manager is new in the unit
4. Beuchatic- focuses on rules and regulation - Not use
• Contingency theory - A leadership may or may not be e ective depending on a
situation.
• Authority - not all leader have authority
The legitimate right to give a command
O cially sanction of responsibility
• Power - All leaders have power
The ability to obtain, retain and motivate other people to perform.
• Sources of Power (LR C2RIES)
1. Legitimate Power - People who hold position in the organization
2. Reward Power - Ability to give incentives and bene ts
3. Coercive Power - Ability to give fear and punishment
4. Connection Power - Are the people you know
5. Referent Power - Charisma
6. Information Power - Are the people who knows
7. Expert Power - The people with special skills and abilities.
8. Self Power - Emanate from self due to maturity, experience or gender.
• Functions of Management
A. PLANNING Knowing where you are, and where you want to be.
i. 2 types of planning
1. Strategic Planning: Long term planning (Implemented from 3 - 5 years)
- Type of plan that bene ts the organization
- Optimized by TOP LEADERS
2. Operational Planning: Short Term Planning
- Type of plan that bene ts the operations.
- Type of plan that changes annually. ( But can also be changed
weekly, monthly, and quarterly)
- Optimized by FIRST LEADERS
ii. SWOT Analysis (Strength, Weakness, Opportunity, Threats)
1. Planning Formula
- What action is necessary?
- Where will it take place?
- When will it takes place?
- Who will do it?
- How will it be done?
TIP:
Planning is where “meeting” is held.
