NCM 119 PRELIM Management & Leadership Theory PDF

NCM-119| PRELIM term WHAT IS MANAGEMENT? - Better work environment Management is a universal phenomenon. F.W Taylor Henri Fayol Management is the art of g...

NCM-119| PRELIM term WHAT IS MANAGEMENT? - Better work environment Management is a universal phenomenon. F.W Taylor Henri Fayol Management is the art of getting things done through and with the people in formally organized groups. It is an art of creating He is known as the father of He is known as the father of an environment in which people can perform and individuals can scientific management. functional/modern management. co-operate towards attainment of group goals. ○ "Management is the process involving planning, He worked from bottom to top He worked from top to bottom organizing, staffing, directing and controlling human level. level. efforts to objectives in an organization.’’ ○ Henri Fayol said that, "To manage is to forecast and plan, He gave more emphasis to shop He gave more emphasis to the to control, to organize, to coordinate and to command." and factory management. office and the management eg. Time Motion Study process as a whole. Management is a process of planning, decision making, organizing, leading, motivation and controlling the human His main concern was to increase His main concern was to develop resources, financial, physical, and information resources of an the efficiency of workers and universal principles of general organization to reach its goals efficiently and effectively. managers through scientific management and the functions of WHAT IS LEADERSHIP? observations and measurements. managers, developing a systematic theory of management. Leadership The ability to influence a group toward the achievement of goals HENRI FAYOL Management Use of authority inherent in designated formal rank to obtain compliance from organizational members UNIVERSAL PRINCIPLES of MANAGEMENT ➔ Both are necessary for organizational success Henri Fayol’s 14 Principles of Management Leadership is the process of encouraging and helping others to work 1. Division of work enthusiastically towards objectives. It is the behavior of an individual 2. Authority when he is directing the activities of a group 3. Discipline towards a shared goal. It is the relationship in 4. Unity of command which one person influences others to work 5. Unity of direction together willingly on related tasks to attain 6. Interests goals desired by the leader and/or group. 7. Remuneration THE DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT 8. Centralization 9. Scalar chain Leadership is about… Management is about… 10. Order Coping with change Coping with complexity 11. Equity 12. Stability What are we Establishing Direction Planning and Budgeting 13. Initiative setting out Developing a vision and Establishing detailed to do? strategies to achieve that steps and timetables and 14. Esprit de corps vision; setting high but allocating resources ADMINISTRATIVE MANAGEMENT THEORY reasonable standards Administrative Management The study of how to create an organizational structure that leads to high efficiency and How do we Aligning People Organizing and Staffing deliver Communicating direction Establishing a structure to effectiveness. results? to influence the creation of achieve the plan; Henri Fayol, a French industrialist, published General Industrial teams and coalitions that delegating authority and Management in 1916. understand vision and providing policies and - Unlike Taylor, who tended to view workers as extensions of strategy processes factory machinery, Fayol focused his attention on the manager rather than on the worker. How do we Motivating, Mentoring, Controlling and Problem - He clearly separated the processes of administration from make it Inspiring Solving other operations in the organization, such as production. happen? Energizing people to Monitoring and organizing - He emphasized the common elements of the process of develop and overcome administration in different organizations. barriers to change - Believed a trained administrative group was essential to What are Producing Change Producing Predictability improving the operations of an organization. the Often to a dramatic and Order outcomes? degree, such as cultivating Consistently achieving FREDERICK WINSLOW TAYLOR new services and new budgets and targets approaches SCIENTIFIC MANAGEMENT THEORY Scientific Management is an art of knowing exactly what you want MANAGEMENT THEORIES your men to do and seeing that they do it in the best and cheapest GENERAL MANAGEMENT THEORIES way. Science, Not Rule of Thumb 1. Frederick Winslow Taylor Harmony, Not Discord Theory of Scientific Management Cooperation, Not Individualism - Time and motion study Development of Each and Every Person to His / Her Greatest - Differential Piece Rate Plan Efficiency and Prosperity 2. Henri Fayol Taylorism Administrative Theory Father of Scientific Management - Frederick Winslow Taylor - 14 principles Published "The Principles of Scientific Management" in 1911. - Planning, Organizing, Commanding, Coordinating, Four Principles: Controlling 1. Replaced rule of thumb work methods with scientific study 3. Max Weber of tasks; Bureaucratic Theory 2. Scientifically select, train, teach and develop the employee - Division of Labor vs. the employee choosing their own work and training - Formal Structure methods; - Management by Rules 3. Provide detailed instructions, supervision of performance, 4. Elton Mayo and cooperation with employees to ensure methods are Behavioral Theory of Management followed; - Psychological stimulus AREJOLA, A.K | 1  NCM-119| PRELIM term 4. Equal distribution of work between management and labor 3. Contingency Theory where management assumes the role of planning using scientific methods. 4. Situational Theory Rule of thumb in scientific management 5. Behavioral Theory Rule of thumb refers to the decisions taken by the manager based on his personal judgments. Taylor suggested that EARLY LEADERSHIP THEORIES managers should not take any decisions based on rule of thumb rather follow scientific management principles for GREAT MAN THEORY taking such decisions Leaders are born, not made. The definition of a rule of thumb is a generally accepted This approach emphasized that a person is born without the guideline, policy or method of doing something based on necessary traits of leadership. practice rather than facts. An example of a rule of thumb is Early explanations of leadership studied the “traits” of great leaders the general guideline that you don't wear white after Labor ○ “Great man” theories (Gandhi, Lincoln, Napoleon) Day. ○ A belief that people were born with these traits and only the Taylor’s Scientific Management great people possessed them Assumes that the capacity for leadership is inherent - that great leaders are born, not made. Portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because at the time, leadership MAX WEBER was thought of primarily as a male quality, especially in terms of military leadership. MAX WEBER’S THEORY The great man theory of leadership states that some people are Features of Bureaucracy Structure born with the necessary attributes that set them apart from others and that these traits are responsible for their assuming 1. Division of Labor Complex work is broken down into simple jobs positions of power and authority. A leader is a hero who accomplishes goals against all odds for his followers. 2. Hierarchy of Accepted chain if command to direct TRAIT THEORIES (1920s-1930s) Authority individual’s effort towards organizational goal accomplishment Research focused on identifying personal characteristics that differentiate leaders from non-leaders was unsuccessful. 3. Frameworks of Efforts directed and coordinated by rules Later research on the leadership process identified seven traits Rules associated with successful leadership: 4. Impersonality Hiring and promoting people on the basis of ○ Drive, the desire to lead, honesty and integrity, objective merit rather than favoritism (on the self-confidence, intelligence, job-relevant knowledge, and basis of what they know, and not who they extraversion know) Trait theory in psychology rests on the idea that people differ 5. Formal Selection Technical competence members are selected from one another based on the strength and intensity of basic accordingly on the basis of training, trait dimensions. qualification education etc. There are three criteria that characterize personality traits: - (1) consistency BUREAUCRACY - (2) stability, and We have chosen to discuss bureaucratic theory of management - (3) individual differences because it plays a vital role in the development of every major CONTINGENCY THEORY business and organization Bureaucracy is an administrative or social system that relies on Fred Fiedler's Contingency Theory states that, for a leader to be a set of rules and procedures, separation of functions and a effective, their leadership style must fit the situation. Using this hierarchical structure in implementing controls over an model, you'll identify your own leadership style, assess the organization, government or social system situation that requires leadership, and determine whether you're Bureaucracy is the basis for the systematic formation of any the right leader. organization and is designed to ensure efficiency and The contingency theory of leadership supposes that a leader's economic effectiveness effectiveness is contingent on whether or not their leadership style suits a particular situation. According to this theory, an ELTON MAYO individual can be an effective leader in one circumstance and an BEHAVIORAL THEORY OF MANAGEMENT ineffective leader in another one. Elton Mayo’s experiments showed an increase in worker BEHAVIORAL THEORY productivity was produced by the psychological stimulus of being handed out, involved, and made to feel important. Behaviorism focuses on the idea that all behaviors are learned Hawthorne Effect, can be summarized as "Employees will through interaction with the environment. This learning theory states respond positively to any novel change in work environment like that behaviors are learned from the environment, and says that better illumination, clean work stations, relocating workstations innate or inherited factors have very little influence on behavior. etc. Employees are more productive because they know they The 3 behavioral theories: are being studied. The most-often used theories of health behavior are: 1. Social Cognitive Theory Early leadership theories focused on what qualities distinguish 2. The Transtheoretical Model/Stages of Change between leaders and followers, while subsequent theories looked at 3. Health Belief Model, and other variables such as situational factors and skill levels. 4. The Theory of Planned Behavior 5 EARLY THEORIES OF LEADERSHIP Behavioral theories believe that: Behaviorism emphasizes the role of environmental factors in KEY LEADERSHIP THEORIES influencing behavior, to the near exclusion of innate or inherited 1. Great Man Theory factors. This amounts essentially to a focus on learning. We learn new behavior through classical or operant conditioning 2. Trait Theory (collectively known as 'learning theory'). AREJOLA, A.K | 2  NCM-119| PRELIM term Social cognitive theory, used in psychology, education, and The five stages of the process are: communication, holds that portions of an individual's knowledge 1. goal-setting acquisition can be directly related to observing others within the 2. analysis context of social interactions, experiences, and outside media 3. strategy formation influences. 4. strategy implementation and The transtheoretical model posits (assume as a fact) that health 5. strategy monitoring behavior change involves progress through six stages of Seven steps of a strategic planning process: change: precontemplation, contemplation, preparation, action, 1. Understand the need for a strategic plan. maintenance, and termination. 2. Set goals. 3. Develop assumptions or premises. 4. Research different ways to achieve objectives. 5. Choose your plan of action. 6. Develop a supporting plan. 7. Implement the strategic plan. Value-based payment, an increased need for cost cutting, quality mandates, and the need for increased operational The Health Belief Model is a theoretical model that can be used efficiencies will require a reconfiguration of how strategic to guide health promotion and disease prevention programs. It is planning is done in most health-care organizations. used to explain and predict individual changes in health Instead of focusing on the external environment and the behaviors. It is one of the most widely used models for marketplace, health-care organizations will need to look closely understanding health behaviors. at their competencies and weaknesses, examine their readiness for change, and identify those factors critical to achieving future goals and objectives. This assessment should begin with gathering data related to financial performance, human resources, strategy, and service offerings as well as outcomes and results. Feedback from senior leadership, the medical staff, and the board is then needed so that consensus can be obtained from stakeholders regarding the organization’s strengths and weaknesses. MANAGEMENT PROCESS Then an action plan can be created that strengthens the ROLES OF THAT MANAGERS FULFILL IN AN ORGANIZATION organization's infrastructure. The assessment concludes with an evaluation of how well the organization is achieving its goals and objectives and the process begins once again. SWOT Analysis There are many effective tools that assist organizations in strategic STRATEGIC PLANNING planning. One of the most commonly used in health-care Strategic planning is a key function of an organization’s organizations is SWOT analysis (identification of strengths, management that helps to set priorities, allocate resources, and weaknesses, opportunities, and threats). ensure that everyone is working towards common goals and SWOT analysis, also known as TOWS analysis, was developed by objectives. However, for strategic planning to be effective, there are Albert Humphrey at Stanford University in the 1960s and 1970s. two important tools that are needed – a vision and a mission SWOT Definitions statement. These serve as a guide for creating objectives and goals Strengths are those internal attributes that help an organization in the organization, thus providing a road-map that is to be followed to achieve its objectives. by everyone. Weaknesses are those internal attributes that challenge an Planning also has many dimensions. Two of these dimensions organization in achieving its objectives. are time span and complexity or comprehensiveness. Opportunities are external conditions that promote Strategic planning forecasts the future success of an achievement of organizational objectives. organization by matching and aligning an organization’s Threats are external conditions that challenge or threaten the capabilities with its external opportunities achievement of organizational objectives. ○ For instance, an organization could develop a strategic ○ The first step in SWOT analysis is to define the desired end plan for dealing with a nursing shortage, preparing state or objective. After the desired objective is defined, the succession managers in the organization, developing a SWOTs are discovered and listed. Decision makers must marketing plan, redesigning workload, developing then decide if the objective can be achieved in view of the partnerships, or simply planning for organizational success. SWOTs. Strategic planning typically examines an ○ If the decision is no, a different objective is selected and organization’s purpose, mission, philosophy, the process repeats and goals in the context of its external Simple Rules for SWOT Analysis environment. ➔ Be realistic about the strengths and weaknesses of your Strategic Planning Process organization. The strategic planning process are the steps that you go through as ➔ Be clear about how the present organization differs from an organization to determine: the direction of your organization what might be possible in the future. (Vision). How to Start the Vision Planning Process. what you're going ➔ Be specific about what you want to accomplish. to do and for whom (Mission) how to measure it and guide your ➔ Always apply SWOT in relation to your competitors. strategy to get to where you want to be (Goals) ➔ Keep SWOT short and simple. AREJOLA, A.K | 3  NCM-119| PRELIM term ➔ Remember that SWOT is subjective. about what the organization does, how it does it, and who it does it Strategic Planning as a Management Process for. Unlike the vision statement, it is short-term in nature. However, it Strategic planning as a management process generally includes is related to the vision statement in that it outlines the primary goals the following steps: that will help to achieve the future the organization desires (i.e, the 1. Clearly define the purpose of the organization. vision). 2. Establish realistic goals and objectives consistent with the Mission and vision statements play three critical roles: mission of the organization. 1. communicate the purpose of the organization to 3. Identify the organization’s external constituencies or stakeholders stakeholders and then determine their assessment of the 2. inform strategy development, and organization’s purposes and operations. 3. develop the measurable goals and objectives by which to 4. Clearly communicate the goals and objectives to the gauge the success of the organization's strategy organization’s constituents. 5. Develop a sense of ownership of the plan. 6. Develop strategies to achieve the goals. 7. Ensure that the most effective use is made of the organization’s resources. 8. Provide a base from which progress can be measured. The Importance of Mission and Vision of an Organization 9. Provide a mechanism for informed change as needed. Both the vision and mission statements play an important role in the 10. Build a consensus about where the organization is going. organization. The mission statement provides the organization with a Having a new strategic plan means new priorities and new activities clear and effective guide for making decisions, while the vision across the organization. Every activity (other than the most statement ensures that all the decisions made are properly aligned functional) then must be reviewed against its relevance to the new with what the organization hopes to achieve. strategy. 1. The vision and mission statements define the purpose of Who Should Be Involved in Strategic Planning the organization and instill a sense of belonging and Long-range planning for health-care organizations historically identity to the employees. This motivates them to work has been accomplished by top-level managers, and the board of harder in order to achieve success. directors, with limited input from middle-level managers. 2. The mission statement acts as a “North Star”, where it The first-level manager is generally more involved in long-range provides the direction that is to be followed by the planning at the unit level. Because the organization’s strategic organization while the vision statement provides the goal plans affect unit planning, managers at all levels must be (or the destination) to be reached by following this informed of organizational long-range plans so that all planning direction. is coordinated. 3. The vision and mission statements help to properly align All organizations should establish annual strategic planning the resources of an organization towards achieving a conferences, involving all departments and levels of the successful future. hierarchy. 4. The mission statement provides the organization with a clear and effective guide for making decisions, while the VISION AND MISSION STATEMENTS vision statement ensures that all the decisions made are Vision statements are used to describe future goals or aims properly aligned with what the organization hopes to of an organization. It is a description in words that conjures achieve. up a picture for all group members of what they want to 5. The vision and mission statements provide a focal point accomplish together. It is critical, then, leaders recognize that helps to align everyone with the organization, thus that the organization will never be greater than the vision ensuring that everyone is working towards a single that guides it. purpose. This helps to increase efficiency and productivity The purpose or mission statement is a brief statement in the organization. identifying the reason that an organization exists. 6. The vision and mission statements are important tools of The mission statement identifies the organization’s strategic planning, and thus they help to shape the strategy constituency and addresses its position regarding ethics, that will be used by an organization to achieve the desired principles, and standards of practice. future. The mission statement is of highest priority in the planning The vision and mission statements are important tools of hierarchy because it influences the development of an strategic planning, and thus they help to shape the strategy that organization’s philosophy, goals, objectives, policies, will be used by an organization to achieve the desired future. procedures, and rules. The mission and vision statements are very important and they Mission statements then have value, only if they truly guide can best be described as a compass and destination of the the organization. Indeed, actions taken at all levels of the organization respectively. Therefore, every organization should organization should be congruent with the stated develop clear vision and mission statements, as not doing so organization mission. would be like going on a journey without knowing the direction This is why involving individuals from all levels of the you are to follow or the destination. organization in crafting mission statements is so important. ORGANIZATIONAL PHILOSOPHY WHAT IS A VISION STATEMENT? The philosophy flows from the purpose or mission statement A vision statement is used to describe the future state of the and delineates the set of values and beliefs that guide all organization, i.e., what the organization hopes to become in the actions of the organization. It is the future. It is, therefore, a long-term goal that provides direction for the basic foundation that directs all organization. It also communicates the purpose of the organization to further planning toward that mission. the employees and other stakeholders and provides them with the The organizational philosophy inspiration to achieve that purpose. provides the basis for developing nursing philosophies at the WHAT IS A MISSION STATEMENT? unit level and for nursing service as a whole. The nursing A mission statement describes the current state of an organization service philosophy should address fundamental beliefs about and its primary goals or objectives. It provides detailed information nursing and nursing care; the quality, quantity, and scope of AREJOLA, A.K | 4  NCM-119| PRELIM term nursing services; and how nursing specifically will meet Core values are traits or qualities that are not just worthwhile, organizational goals. they represent an individual's or an organization's highest Frequently, the nursing service philosophy draws on the priorities, deeply held beliefs, and core, fundamental driving concepts of holistic care, education, and research. forces. They are the heart of what your organization and its An organizational philosophy describes how you operate, what employees stand for in the world. you offer and how you are organized to meet your goals. How do you define core values? A philosophy of an organization Core values are the fundamental beliefs of a person or Why is philosophy in an organization important? organization. These guiding principles dictate behavior and can A philosophy can serve as a roadmap for organizations, helping the help people understand the difference between right and wrong. executives and employees understand the goals and values they are Core values also help companies to determine if they are on the continually working towards. It helps employees work as effectively right path and fulfilling their goals by creating an unwavering as possible. guide. The difference between philosophy and mission statement A school's core values are terms of practice that clearly define Statement of philosophy defines the values and beliefs of an how everyone will work together to achieve the school's vision organization, a statement of mission defines its current and future and carry out its mission. business activities. This statement should provide a unifying force, a Why are values important in school? sense of direction, and a guide to decision making for all levels of School values can help students understand right from wrong and management. they can also help to shape the mindsets and behavior of future GOALS AND OBJECTIVES adults. What are your values in life? Goals and objectives are the ends toward which the organization is working. All philosophies must be translated into specific goals and Your values are the things that you believe are important in the way objectives if they are to result in action. you live and work.... When the things that you do and the way you Thus, goals and objectives“operationalize” the philosophy. behave match your values, life is usually good – you're satisfied and A goal may be defined as the desired result toward which effort content. But when these don't align with your personal values, that's is directed; it is the aim of the philosophy. when things feel... wrong. Goals, although somewhat global in nature, should be Reasons Why Core Value is Important measurable and ambitious but realistic. Goals also should ➔ They determine your company distinctive clearly delineate the desired end product. ➔ They dedicate the personal involvement and alignment Organizations usually set long- and short-term goals for services ➔ They influence the overall behavior rendered; economics; use of resources, including people, funds, ➔ To inspire the people to action and facilities; innovations; and social responsibilities. ➔ They shape the organization culture GOALS vs. OBJECTIVES STANDARDS OF NURSING PRACTICE Goals are where you want to be DEFINITION OF STANDARD Objectives are the steps needed to get there It can be defined as a benchmark of achievement, which is based on Goals: broad, lofty ideas that are intangible, abstract and may not be desired level of excellence. As such standards become models to be measurable; long-term initiated and may serve, in turn, as basis of comparisons. (The Objectives: SMART; short-term Oxford Dictionary) S-Specific WHAT IS A STANDARD OF PRACTICE? M-Measurable Standards of practice are the “how-to” of the discipline or clinical A-Attainable specialty.... Most other practice standards include documents that R-Relevant describe how a process is done, including the principles governing T-Time-Bound performance and specific psychomotor steps to be taken. Goals + Objectives = SUCCESS DEFINITION OF PROFESSIONAL STANDARDS Organizational Objectives: It ensures the highest level of quality of nursing care is promoted. Short-term and medium-term goals that an organization seeks to Standard of nursing practice accomplish As defined by the American Nurses' Association (ANA), standards of The Importance of Objectives nursing practice consist of three components: Professional standards of care define diagnostic, intervention, and evaluation competencies. They serve to give businesses a sense of direction, purpose and Professional performance standards identify role functions in direct unity. This can help to unify and motivate management and care, consultation, and quality assurance workers. Primary purpose of standards of nursing practice They form the foundation for business and decision-making. Organizations can create strategies to achieve these goals. The main purpose of professional standards is to direct and They can help to encourage strategic thinking (i.e. planning for maintain safe and clinically competent nursing practice. These the long-term) standards are important to our profession because they promote They provide the basis for measuring and controlling the and guide our clinical practice. performance of the workforce, the management and the Set of guidelines for providing high quality care and criteria for business as a whole. evaluating care. - Authoritative statements that describe the level of care or CORE VALUES performance common to the profession by which the core value n. Belief that guides a firm’s actions, unites its quality of practice can be judged. employees, and defines its brand. Nursing Standards Direct the behavior and decision-making of a company's employees. Broad statements of QUALITY Core values are a set of fundamental beliefs, ideals or practices Provide exact criteria with which clients, nurses and employers that inform how you conduct your life, both personally and can evaluate care for effectiveness and excellence. professionally. Businesses can also have and maintain core Used for measurement tools and hence should be objective, values. These can help an organization determine how to measurable and achievable. allocate resources, make important decisions and grow. AREJOLA, A.K | 5  NCM-119| PRELIM term Why are Standards Important? Nurses work with ethical issues every day 1. Provides nurses with a framework for developing Nurses must understand their own values before making ethical components. decisions 2. Guides and directs professional nursing practice. Values Personal beliefs about the worth of an idea, object, or 3. To compare and improve the existing nursing practice. behavior 4. To evaluate the quality of nursing practice. - Affect how the world is interpreted 5. To provide legal protection for nurses. COMPETENCY STANDARDS of NURSING 6. Define the profession’s accountability which nurses are PRACTICE IN THE PHILIPPINES (PNLE 2007) responsible for. 1. Safe and quality nursing care STANDARDS OF PRACTICE 2. Management of resources and environment Nursing standards provide the guidelines for implementing and 3. Health education evaluating nursing care. 4. Legal responsibility Six Standards of Practice 5. Ethico-moral responsibility 1. Assessment 6. Personal and professional development 2. Diagnosis 7. Quality improvement 3. Outcome Identification 8. Research 4. Planning 9. Record management 5. Implementing 10. Communication 6. Evaluation 11. Collaboration and teamwork Characteristics of Standards 2005 CORE COMPETENCY STANDARDS for Objective, acceptable and flexible NURSING PRACTICE in the PHILIPPINES Must be framed by the members in nursing profession Significance of Core Competency Standards Must be clear Unifying framework for nursing practice, education, Must be based on current knowledge and scientific practice regulation Must be reviewed and revised periodically Guide in nursing curriculum development Basic Principle of Standards Framework in developing test syllabus for nursing STANDARDS should be: profession entrants ✔ Designed to achieve a stated purpose. Tool for nurses’ performance evaluation ✔ Based upon clear definition of professional scope and Basis for advanced nursing practice, specialization accountability. Framework for developing nursing training curriculum ✔ Promote the fullest development of the profession in accordance Public protection form incompetent practitioners with its potential social contribution. Yardstick for unethical , unprofessional nursing practice ✔ Sufficiently broad and flexible to achieve their objective and at the same time permit freedom for innovation, growth and change. ✔ Promote universal levels of performance and encourage professional identity and mobility. ✔ Recognize the equality and interdependence of professions offering essential services. ✔ Formulated according to requirement which facilitates their applicability and use by the profession. Nurse managers must know the accurate standards of clinical competency for safe care of the unit’s patients Nurse managers ensure that care delivery aligns with the highest quality of care: - Understand key quality and safe improvement measures - Lead staff training to ensure the safest care for patients - Ensure staff access to necessary equipment ETHICAL PRINCIPLES IN NURSING Autonomy Respect for an individuals right to make their own decision Beneficence The quality of doing good Fidelity Loyalty and promise to an individual Justice Fair and equal treatment for all Non-maleficence Never doing harm to any individual Veracity Honesty when dealing with an individual Why are Nursing Ethics Important? Having a code of ethics helps guide nurses through tricky situations and serves as a common reference point for everyone on the health care team. The primary goal of nursing ethics is to protect patients. Veering from the code of ethics can lead to a breakdown in team communication and physical consequences for a patient. A nurse in any setting must rely on and refer back to the nursing code of ethics throughout his or her career. ETHICS IN NURSING Ethics is the science related to moral principles or standards that govern conduct AREJOLA, A.K | 6