Southwestern University
Cebu City
Graduate School of Health Science,
Management and Pedagogy
Course Outline
I. Course Code : NSA 502
II. Course Title : Nursing Leadership and Management
III. Course Unit : 3 Units
IV. Course Pre-requisites : None
V. Course Description:
This course is a major subject of the Master of Arts in Nursing Program which presents the functions, concepts, theories, principles, and processes of management in the health care setting. The aspect of theory expands the knowledge base of the learner as he/she assumes the role of a clinical nurse manager in meeting the changing demands of the health care delivery system. The aspect of practice hones his/her skills as he/she performs the functions of planning, organizing, leading, and controlling. This course also intends to inculcate among students the desirable attitudes of a leader and a nurse practitioner as they deal with patients, co-workers, the organization they work with, and the society.
VI. General Objectives
At the end of the semester, the students will be able to acquire knowledge, enhance skills, and develop desirable attitudes as they synthesize the nature of management functions as applied in the health care delivery system.
Specifically, the learners will be able to:
1. Discuss the VMG of SWU, school policies, course requirements, and expectations.
2. Describe what is an organization and the nature of management.
3. Explain the value of studying management history.
4. Discuss the components of the internal and external environment of Nursing organizations.
5. Relate the importance of viewing management from a global perspective.
6. Illustrate the relationship between social responsibility and managerial ethics.
7. Enumerate the steps of the decision making process.
8. Discuss the basic hierarchy of plans in the organization.
9. Differentiate corporate, business, and functional strategies.
10. Identify the different planning tools and techniques.
11. Draw the organizational structure and design of their workplaces.
12. Expound on the diverse responsibilities of a Human Resource Management.
13. Explain how managers introduce change and innovation in organizations.
14. Explicate the focus and goals of organizational behavior.
15. Contrast groups and teams in the organization.
16. Appreciate the importance of motivating employees.
17. Distinguish differences among the six assemblages of leadership theories.
18. Be acquainted with the foundations of control.
19. Articulate the processes of a customer-driven operations.
20. List down the various control tools and techniques.
21. Provide concrete management applications in different work settings.
VII. Course Outline
I. ORIENTATION
1. SWU VMG and Policies
2. Graduate School’s VMG and Policies
3. Course requirements, grading system and expectations.
II. (Course content proper)
1. Introduction to Organizations and Management
1.1. What is an organization?
1.2. Who are managers?
1.3. What is management?
1.4. What do manager’s do?
1.5. Is the manager’s job universal?
1.6. Why study management?
2. Management Yesterday and Today
2.1. Historical Background
2.2. Scientific Management
2.3. General Administrative Theorists
2.4. Quantitative Approach
2.5. Current Trends and Issues
3. Organizational Culture and Environment: The Constraints
3.1. The Manager: Omnipotent or Symbolic?
3.2. The Organization’s Culture
3.3. The Environment
4. Managing in a Global Environment
4.1. Global Perspective
4.2. The Changing Global Environment
4.3. How Organizations Go International
4.4. Managing in a Foreign Environment
4.5. Is a Global Environment for You?
5. Social Responsibility and Managerial Ethics
5.1. What is social responsibility?
5.2. Social responsibility and economic performance
5.3. Values-based management
5.4. The “Greening” of Management
5.5. Managerial ethics
6. Decision Making: The Essence of the Manager’s Job
6.1. The Decision Making Process
6.2. The Pervasiveness of Decision Making
6.3. The Manager as Decision Maker
7. Foundations of Planning
7.1. The Definition of Planning
7.2. Purposes of Planning
7.3. Planning and Performance
7.4. Misconceptions about Planning
7.5. Types of Planning
7.6. Contingency Factors in Planning
7.7. Criticisms of Planning
7.8. Objectives: The Foundation of Planning
8. Strategic Management
8.1. Increasing Importance of Strategic Management
8.2. Levels of Strategy
8.3. Corporate-level strategic frameworks
8.4. Business-level strategic frameworks
8.5. Functional level strategy
9. Planning Tools and Techniques
9.1. Techniques for Assessing the Environment
9.2. Budgets
9.3. Operational Planning Tools
9.4. Project Management
10. Organizing Structure and Design
10.1. Defining Organizational Structure and Design
10.2. The Contingency Approach to Organizational Design
10.3. Applications of Organizational Design
10.4. Technology, Communications, and Organizational Design
11. Human Resource Management
11.1. Managers and Human Resource Departments
11.2. Strategic Human Resource Management
11.3. The Human Resource Management Process
11.4. Important Environmental Considerations
11.5. Human Resource Planning
11.6. Recruitment and Decruitment
11.7. Selection
11.8. Orientation
11.9. Employee Training
11.10. Career Development
11.11. Compensation and Benefits
11.12. Current Issues
12. Managing Change and Innovation
12.1. What is Change?
12.2. Forces for Change
12.3. Two views of the change process
12.4. Organizational inertia and resistance to change
12.5. Techniques for managing change
12.6. Contemporary Issues and Managing Change
12.7. Simulating Innovation
13. Foundations of Behavior
13.1. Toward Explaining and Predicting Behavior
13.2. Attitudes
13.3. Personality
13.4. Perception
13.5. Learning
14. Understanding Groups and Teams
14.1. Understanding Group Behavior
14.2. Group Decision Making
14.3. Turning Groups into effective teams
14.4. Developing and Managing Effective teams
15. Motivating Employees
15.1. What is Motivation
15.2. Conceptual framework for understanding motivation
15.3. Current Issues in Motivation
15.4. From Theory to Practice: How to Motivate Employees
16. Leadership
16.1. Managers versus Leaders
16.2. Contemporary Theories of Leadership
16.3. Contemporary Issues in Leadership
17. Foundations of Control
17.1. What is Control?
17.2. The Importance of Control
17.3. The Control Process
17.4. Types of Control
17.5. Qualities of an effective control system
17.6. The dysfunctional side of control
17.7. Adjusting controls for National differences
17.8. Ethical Issues in Control
18. Operations Management
18.1. Operations Management and the Transformation Process
18.2. Managing Productivity
18.3. Operations Management in Manufacturing and Services
18.4. Customer-driven operations
18.5. Reengineering Work Processes
18.6. Strategic Operations Management
18.7. Planning Management and Operations
18.8. Controlling Operations
18.9. Current Issues
19. Control Tools and Techniques
19.1. Information Controls
19.2. Financial Controls
19.3. Operations Controls
19.4. Behavioral Controls
VIII. Course Requirements
a. Minor Quizzes
b. Reflection Report/Written Report
c. Case Analysis/ Studies
d. Annotated Reading
e. Assignments
f. Major Exams
g. Seminar-workshop at the end of the semester
IX. Grading Criteria
a. Minor Examination - 30%
b. Major Examination - 30%
c. Researches/Feasibility Study - 40%
Case Study/Essays/Reaction Paper
and other Requirements
Total 100%
note: - 1/3 mid term grade + 2/3 final grade = Final Final Grade
- 1.0 is the highest grade and 2.0 is the lowest passing grade
X. Instructional References
Boddy, David. Management. 2nd edition. Harlow, England: Pearson
Education Limited, 2002.
Ciulla, Joanne B. The Ethics of Leadership. California: Thomson
Wadsworth, 2003.
Cook, Curtis W. Management and Organizational Behavior. 3rd edition.
Boston: Mc-Graw Hill, 2001.
Daft, Richard L. Management. 5th edition. US: South Western, 2002.
Desler, Gary. Human Resources Management. 8th edition. Philippines:
Person Education, 2001.
Donnelly, James Jr. H. Fundamentals of Management. 8th edition.
Boston: Richard D. Irwin, 1992.
Gomez-Mejia, Luis R. Management. 2nd edition. Boston: Mc-Graw
Hill, 2005.
Grohar-Murray, Mary. Leadership and Management in Nursing. 2nd
edition. USA: Appleton and Lange, 1997.
Ivancevich, John M. Organizational Behavior and Management. 6th
edition. Boston: Irwin Mc Graw-Hill, 2002.
Jones, Gareth R. Essentials of Contemporary Management. Boston:
Irwin Mc-Graw Hill, 2004.
Kaplan, Robert. The Strategy Focused Organization. USA: Harvard
Business School Publishing Corporation, 2001.
Kreitner, Robert. Organizational Behavior. 5th edition. Boston:
Mc – Graw Hill Companies Inc., 2001.
Manning, George. The Art of Leadership. New York:
Mc Graw Hill Company, 2003.
Neider, Linda. Leadership. USA: Information Age Publishing, 2002.
Robbins, Stephen P. Management. 6th edition. Singapore: Pearson
Education Asia Pte. Ltd., 2001.
Schermerhorn, John R. Jr. Management. 6th edition. New York: John
Wiley and Sons, 2001.
Slocum, John W. Jr. Management. 6th edition. New York: Addison- Wesley Publishing Co., 1992.
Stoner, James. Management. 6th edition. USA: Prentice Hall, 2001.
Date Revised: July 23, 2013
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Assignment:
1. Relate the concepts of courage, conviction, coping and creativity to a situation in your practice. To what extent does your personal leadership style influence the operation of these concepts?
2. Select an organization with which you are familiar and analyze it according to a comic perspective. How can organization use comic framework and techniques to accomplish organizational work or goals?
3. Describe how integrated quality management relates to trends in nursing research, nursing ethics, information systems, marketing.
Instructions:
1. Computerized; short bond paper
2. Font style and size: verdana 10
3. Enclosed in a short brown envelope
4. Mail to:
Prof. Randolph L. Alburo
Part time Faculty
Graduate School
Southwestern University
Urgello St., Villa Aznar Road
Cebu City
6000
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