NRG 402 LEC Midterms - Lesson Outline PDF

TRANSES Subject Code: NRG 402 Mode of Class: LEC Semester: 1st Term: Midterms LESSON OUTLINE 1. Business Writing & Resume a. Business Letter i. Writing Objectives ii. Planning iii. Putting your ideas...

TRANSES Subject Code: NRG 402 Mode of Class: LEC Semester: 1st Term: Midterms LESSON OUTLINE 1. Business Writing & Resume a. Business Letter i. Writing Objectives ii. Planning iii. Putting your ideas into paragraphs iv. Writing your Letter b. Emails i. Difference between Letters and Emails ii. Email Lay-Out c. Resume i. Developing a Resume ii. Difference between a Resume and a Curriculum Vitae iii. Elements iv. Types v. Electronic d. Cover Letter i. Types 2. Planning a. Importance b. Four Stage Process c. Characteristics of a Good Plan d. Principles e. Types i. Strategic or Long-Range ii. Operational or Short-Range f. Modes g. Elements dfd  Go Back to Lesson Outline 5. To explain or clarify (I am writing to explain the company's LESSON 1: new procedure concerning.......) Business Writing & Resume 6. To suggest or advise (In response to your letter, we feel that it is advisable to...) 7. To make an announcement (We are happy to announce...) When you enter a profession, you will have to write dozens of letters every 8. To ask someone to do something (I would greatly appreciate day as part of your routine work. Many of these will be written to persons you it if you would....) have never met and perhaps you can never hope to meet. You will be writing 9. To reply to someone's request (In answer to your inquiry, I letters to other firms and companies, customers, suppliers, associate...) organizations, government ocers, credit agencies, employees, etc. Such 10. To thank (I greatly appreciate your assistance during...) letters are called business letters. 11. To enclose something (Please find enclosed the brochure you requested.) Business Letter 12. To attach something (Attached please find this month's order.) A successful business letter is characterized by courtesy, clarity, and 13. To complain (I am writing to complain about...) conciseness. 14. To apologize (On behalf of the company, I would like to A necessity for business transactions extend our sincerest apologies for...) The reader’s interest should be kept in mind 15. To give good news (We are delighted to inform you that...) Ensure quick transmission of message and evoke the desired 16. To give bad news (We are sorry to inform you that...) response 17. Condolence (I was very sad to hear the news of John' s Each letter has one main idea or point, and this should be death.) communicated in plain and easy-to-understand language 18. To make a threat (It appears from our records that payment is overdue. We have no option but to refer this matter to our How to get Started? legal team.) 1. Writing Objectives 2. Planning 3. Putting your ideas into paragraphs 4. Writing your Letter 2. Planning Help you to structure your ideas, making it easier for your reader to 1. Writing Objectives follow you Make a detailed paragraph plan (where you decide what you will Make it easy for your reader to understand why you are writing include in each paragraph) Putting your objective at the beginning of your letter Aim: Common Objectives: 1. Group ideas logically 1. To confirm (I am writing to confirm our appointment on...) 2. Keep text relevant & focus on objectives 2. To ask for confirmation (Following our meeting yesterday, I 3. Avoid repetition would be grateful if you could confirm the...) How to plan: 3. To inform (I am writing to inform you that...) 1. Decide Your Objective 4. To ask for information or advice (I would be interested to find a. why are you writing? What information does the out more about... or I would appreciate your advice reader need to know? concerning...) dfd  Go Back to Lesson Outline 2. Consider your Reader e. Paragraphs are not normally indented in modern business a. Is your reader an expert in the subject, or will you correspondence. Instead, all new paragraphs are double have to simplify technical language or concepts? spaced. 3. List everything you want to write a. jot down your ideas as you think of them. Then, decide which ideas are relevant and which ideas you can leave out. 4. Make a paragraph plan a. order your ideas into logical paragraphs and decide what linking words / phrases you'll need such as "Firstly, secondly, finally" or "However", or "In addition". 5. Write, following your plan, and then check what you have written against your plan. a. Have you included everything? Will the reader know what the next step is? 3. Putting your ideas into paragraphs If ideas fit together, they can be put together in one paragraph. However, if many ideas fit together, think about how you can separate them. 4. Writing your Letter Making sure your letters look and sound professional STRUCTURES OF LETTERS 1. LAY-OUT a. Most companies use headed notepaper, so you do not have to write your company name and address. b. The reader's name and addresses generally come under your company details on the left-hand side of the paper. Underneath this (or above the reader’s name) put the date of the letter. Reference details go under the date of the letter. c. Not all letters need references, although large companies tend to use them for correspondence. d. Some formal letters have a subject heading. If a heading is necessary, this comes under the opening (Dear X) and it is normally in bold. dfd  Go Back to Lesson Outline f. Some formal letters have a subject heading. If a heading is ii. THE COMPLETE-BLOCK STYLE necessary, this comes under the opening (Dear X) and it is 1. All parts of the letter, except the printed normally in bold. letterhead, are aligned with the left margin. g. Paragraphs are not normally indented in modern business A letter in this form saves more time correspondence. Instead, all new paragraphs are double because indentation is not required for any spaced. part. But some correspondents do not like it because it appears imbalanced and heavy 2. STYLES OF PRESENTATION on the left side. a. There are two styles which are commonly used for writing business letters. Choosing a particular style is a matter of individual taste and preference. If your firm or company has already chosen a style, use that. But in case you get an opportunity to select the style of your choice, choose the complete-block style. i. THE INDENTED STYLE 1. This is perhaps the oldest form of a business letter. In it each new element is indented two to four spaces. Generally, closed punctuation is used in this style. It requires more time to type, but those who advocate this style say that the pleasing form it presents more than compensates for the extra time and energy spent. 3. CONTENTS Letters often contain: a. An opening b. Reference to previous contact or reason for writing c. (The background to the letter - optional) d. Main point or idea e. (Development of the main point - optional) f. (Additional points - optional) g. Asking for action / reference to the future h. Closing remarks dfd  Go Back to Lesson Outline name. Avoid using 'Miss' unless you know that you're writing to a young girl (under the age of 16) or to a much older woman who never married. To be on the safe side, most writers use 'Ms', the female equivalent of 'Mr'. ii. Academic 1. Other titles commonly used are 'Dr' if you are writing to either a medical doctor, or someone who has a doctorate. Bachelor or master degree holders are normally addressed as either 'Mr' or 'Ms'. iii. Esq 1. British English writers sometimes use 'Esq.' in place of 'Mr'. For 4. HOW TO ADDRESS 2. Example: a. Friends (first-name basis) a. an envelope could be addressed: i. Dear Sarah John Smith, Esq. ii. Best wishes (or Kind regards) iv. Military Titles b. Semi-formal business relationships 1. Maj. (Major) i. Dear Mr. Brown 2. Col. (Colonel) 1. Yours sincerely 3. Lt. (Lieutenant) ii. Dear Ms. Smith 1. Yours sincerely v. Religious titles: 1. Rev. (Reverend) c. Formal letters, where the name of the reader is unknown 2. Fr. (Father) i. Dear Sir (or Dear Sirs) 3. Sr. (Sister) 1. Yours faithfully ii. Dear Madam 1. Yours faithfully Emails iii. Dear Sir / Madam 1. Yours faithfully How to make sure your email is read and acted on Guidelines for email structure, language and conciseness. d. Titles: Emails are by far the most common method of communication for i. Women internal office correspondence, and they are fast replacing letters in 1. Women are generally addressed as 'Ms'. all but the most formal business situations. Only use 'Mrs' if you're sure that the woman is married and that she uses her married dfd  Go Back to Lesson Outline 3. Plan Differences a. For longer emails, a plan helps you focus on the objective of your email and keeps your ideas linked and concise. 4. Be accurate LETTERS EMAILS a. Use your spell check to eliminate spelling or typing errors. can be formal tend to be less formal in b. Delete previous emails use conventions for tone and style c. Delete original emails if they are long or unconnected to your opening and closing a letter few standard conventions. present email. start with "Dear (name)". Often start without a name, d. Instead, refer to parts of the previous email with angle provide a permanent, or with "Hello" or "Hi". bracket keys: < and > or > written record can be easily deleted i. Example: tend to be longer are better for brief tend to have a clear responses or notices From: Support Team paragraph structure the paragraphs tend to be Subject: Glitches used more for external shorter Thanks for your email highlighting the glitches in the correspondence suitable for internal memos system. > In fact, you can alter any field by clicking on "field" and then… 5. Use a plain background a. It is better to use black text on white background to be sure Email Lay-out that your email is easy to read. Emails are generally shorter and more informal than letters. 6. Be polite Unlike letters, emails don't have conventional openings and closings a. Avoid writing sarcastic or angry comments. and a variety of salutations can be used. Because emails are often written quickly - sometimes as an EMAIL MAY CONTAIN: immediate response to a request or query - they can often look like 1. Subject line notes, with short one-sentence paragraphs and abbreviations. 2. (Salutation - optional) 3. Reason for writing GUIDELINES FOR WRITING EMAILS 4. Main point 1. Be brief 5. (Development of point - optional) a. Get straight to the point with your reason for writing. Edit 6. (Additional points - optional) carefully so that your email contains only the most important 7. (Closing - optional) information. 2. Be clear Resume a. Use a descriptive subject line that tells your reader what your email is about. If necessary, change the original subject line Document Stating Your Professional Credentials if it's too vague or if the conversation has moved on to other PURPOSE: to obtain an interview areas. A résumé should be a good reflection of who you are b. Don't write your email in dense paragraphs. Shorter It brings together your education, work experience, interests, and paragraphs (even if only one line long) help your reader to skills into one comprehensive but brief outline for the employer to easily scan for information. read dfd  Go Back to Lesson Outline 3. EDUCATION a. lists all the colleges you have graduated from (begin with the latest), Developing a Resume along with their addresses, and PROCESS: b. any degrees you have earned with the date you obtained them 1. Gather information – names, places, & dates of employment, c. Do not list your high school education i. unless it is of importance to the employer that you are 2. Assess your skills & experiences related to the type of position you applying (ALUMNI) are seeking 3. Outline your resume & organize effectively 4. EXPERIENCE 4. Review and edit – ask for feedback a. can refer to paid or unpaid jobs and should include: 5. Continue to revisit your resume & revise throughout academic and i. your job title, professional career ii. the name of your employer, iii. city and country, iv. dates of employment Difference between a Resume and a Curriculum Vitae b. summarize your contribution to the position, achievements, and/or responsibility assumed RESUME CURRICULUM VITAE OPTIONAL ADD-ONS: LENGTH brief summary (1-2 pages) more detailed & more than 2 pages 5. HONORS & AWARDS a. Like scholarship, awards (include the date) PURPOSE tailored to each position will stay put and any changes will be in the cover letter 6. SKILLS/HIGHLIGHTS LAYOUT information can be shuffled clear chronological order listing the a. any unique, relevant or necessary skills that you have but are not around to best suit the applicant whole career reflected in the other sections of your résumé Elements of a Resume 7. REFERENCES a. should be on a separate sheet of paper that matches the font/format 1. HEADING of your resume a. Name b. Good references might include professors, advisors or employers. i. Make sure it STAND OUT by using bold and larger font size Never use relatives for references. b. Address, i. Give a copy of your resume to these references so they can c. Email address speak highly of your when your potential employers speak i. Use a PROFESSIONAL email address, and not with [email protected] d. Phone number 2. OBJECTIVE (optional) a. is a one‐sentence declaration of the type of job that you are seeking b. appears beneath the heading c. is as specific as possible dfd  Go Back to Lesson Outline Electronic Resume Types of Resume still need to introduce yourself by way of a cover note (an abridged version of the cover letter). 1. CHRONOLOGICAL RESUME The same rules apply and you need to follow them to get noticed a. Lists your work experience from the most recent backwards b. The simplest of resumes c. Works bests when you’ve had a long, steady work history and promotions that you want to showcase Cover Letter purpose of a cover letter is to introduce you to an employer, give 2. FUNCTIONAL RESUME them a frame of reference, and provide a sample of your writing a. is arranged around your skills and abilities ability b. Sometimes used by those with little or no work experience, or those who are career changers i. For example, if you are strong in communication skills, under Types of Cover Letter that major heading you would list variety of supportive experiences 1. LETTER OF APPLICATION is written when applying for a specific position that has been 3. COMBINATION RESUME advertised or referred. a. combines elements of chronological and functional resume to Make sure to state the source of the position (name of referral or improve the clarity or presentation posting source; ex: HotJobs). i. EXAMPLE: good work history that supports your current job objective, you could start with a skills section that supports 2. LETTER OF INQUIRY the skills needed in the job is written to gain an understanding about the employer and the availability of positions within the organization. dfd  Go Back to Lesson Outline This type of cover letter is used when you do not have background information on the employer and/or possible positions or programs that currently exist in the organization. dfd  Go Back to Lesson Outline 4. Develop actions that are flexible and realistic in terms of available LESSON 2: personnel, equipment, facilities, and time Planning 5. Develop a logical sequence of activities 6. Select the most practical methods for each objective Charting the Future Doing the right thing at the right time to accomplish organization Principles goals (VMG) Encompasses determining philosophy, goals, objectives, policies, Requires specific thinking, and it should spell out in clear terms the definition procedures, and rules; carrying out long - and short-range of the purpose, analyze the problem and make a careful and diligent search projections; determining a fiscal course of action; and managing for all the facts bearing upon it. The task of planning will be planned change well-accomplished if some fundamental principles are followed in the Deciding in advance what to do; who is to do it; and how, when, and process. where it is to be done 1. COMMITMENT Importance a. Certain resources must be committed or pledged for the purpose of planning It leads to success in the achievements of goals and objectives 2. LIMITING FACTOR It provides meaning to work a. Involves varied factors of different importance. It provides for the eective use of available personnel and facilities i. implies that more emphasis has to be put on that It helps nurses cope with crises and problems calmly and eciently factor which is scarce or limited in supply or and managing planned change extremely costly. This will help in selecting the most It is cost eective favorable alternative It is based on past and future activities 3. REFLECTIVE THINKING It reduces the element of change a. Based on the rational consideration It is necessary for eective control b. Involve reflective thinking which signifies problem-solving thought process Four Stage Process i. a process by which past experiences are superimposed on the fact of the present situation 1. Establish Objectives and possible future trends. 2. Evaluate the Present Situation & Predict future trends & event ii. None can be a planner whose mind is not active, 3. Formulate a Planning Statement who does not possess any deliberate power and 4. Convert the Plan into an action statement whose sense of judgment is not strong 4. FLEXIBILITY Characteristics of a Good Plan a. The plan should be so prepared that there is sucient scope for changing it from time-to-time 1. It should have a clearly worded objectives, including results and b. Changes must necessarily be made in the plan, taking into methods for evaluation account new developments that may take place in the 2. Be guided by policies and/or procedures affecting the planned action course of the operation of the plan 3. Indicate Priorities dfd  Go Back to Lesson Outline 5. CONTRIBUTION TO ENTERPRISE OBJECTIVES 13. INNOVATION a. A major plan is prepared, and it is supported by many a. A good system of planning should be responsive to the derivative plans opportunities for innovation b. All plans must contribute in a positive way towards the b. Consists in creating something new for increasing achievement of the enterprise objectives satisfaction of the consumers 6. EFFICIENCY 14. FOLLOW-UP a. Attain the objectives of the enterprise at the minimum cost a. In the course of execution of a plan, certain obstacles may and least effort crop up in midway and planning may require revision, b. It must also achieve better results with the minimum of alteration or correction. unexpected happenings 7. SELECTION OF ALTERNATIVE a. Planning is basically of choosing. The essence of planning is Types of Planning the choice among alternative courses of action 8. PLANNING PREMISES a. Premises are the assumption the environmental forces b. There must be complete agreement among the managers in 1. Strategic or Long-Range Planning respect of planning premises over which the structure of plan is to be framed “What are the things to do” 9. TIMING AND SEQUENCE OF OPERATION Usually extending 3 to 10 years into the future a. Timing and sequence of operation the starting and finishing Focuses on VMG, Philosophy of the Organization time for each piece of work according to some definite May be done once or twice a year schedule and give practical and concrete shape and form to A systematic step-by-step process by which an organization charts work performance its course of action towards a chosen destinations 10. SECURING PARTICIPATION Includes a high-level overview of the entire business a. To secure participation of the employees with whole-hearted Foundational basis of the organization and will dictate long-term cooperation in execution of the plan, it is necessary that the decisions plan must be communicated and explained to them for their May utilize tools such as: full understanding 11. PERVASIVENESS a. Balanced Scorecard a. Though major planning function is entrusted to the top developed by Robert Kaplan and David Norton in the management, it is not restricted to the top level only early 1990’s 12. STRATEGIC PLANNING Used to develop metrics (performance a. Strategic planning is essential where there is competition. measurements indicators), collect data, and analyze Planners must take into account the strategies of the rival that data from four organizational perspectives: organizations, otherwise the planning projection may land Financial them into trouble Customers Internal business processes (or simply processes), and Learning and Growth dfd  Go Back to Lesson Outline These measure align individuals, departmental, and Strategic Planning organizational goals and identify entirely new a. SWOT & Balanced Scorecard are different, but also similar - processes for meeting customer and shareholder they help organizations assess what they do well & what objectives they need to continue to be effective b. Help planners to identify issues most likely to impact a particular organization and situation in the future and then to b. SWOT analysis develop an appropriate plan of action One of the most commonly used in health-care c. Steps: organization Clearly define the purpose of the organization Known as “TOWS” Analysis Establish realistic goals and objectives with the Was developed by Albert Humphrey at Stanford mission of the organizations University in the 1960s and 1970s Identify the organization’s external constituencies or Steps: stakeholders and then determine their assessment Define the desired objective of the organization’s purpose and operations SWOTs are discovered and listed Clearly communicate the goals and objectives to the Then decide if the objective can be achieved organization’s constituents in view of the SWOTs Develop a sense of ownership of the plan Strength: Develop strategies to achieve the goals Internal resources organization that enhance Ensure that the most eective use is made of the its ability to achieve its objectives organization’s resources Weakness: Provide a base from which progress can be Internal deficiencies that tend to inhibit the measured organizations’ ability its objectives Provide a mechanism for informed change as Opportunities needed External developments that could Build a consensus about where the organization is significantly benefit the organization going Threats: External trends and events that are potentially harmful to an organization’s 2. Operational or Short-Range Plan position “How does one do things right” Deals with day-to-day maintenance activities Strengths Weaknesses Plans involve a period of 1 hour to 3 years and are usually less complex than strategic or long range plans Opportunities Strategies that use Strategies that overcome Strengths to take advantage of Weaknesses to take advantage of Short-term planning may be done annually, quarterly, monthly, Opportunities Opportunities weekly, daily, or even hourly Threats Strategies that use Strengths to Strategies that minimize Weaknesses Focuses policies for approaching rules for regulations procedures avoid Threats to avoid Threats step-by-step process for accomplishing particular objectives. Made by 1st level managers dfd  Go Back to Lesson Outline Critical Thinking: Sometimes referred to as reflective thinking Is related to evaluation and has a broader scope than decision-making and problem-solving Defined as: the process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion Traditional problem solving process: Identify the problem Gather data to analyze the cause and consequences of the problem Explore alternatives solutions Evaluate the alternatives Select the appropriate solution Implement the solution DECISION MAKING: Evaluate the results Has a pervasive influence upon planning and it is a part of the planning process Weaknesses Often thought to be synonymous with management Amount of time needed for proper implementation Both an innermost leadership activity and the core of management Less eective when time constraints are a consideration One of the criteria on which management expertise is judged Lack of initial objective-setting step ○ quality of the decisions that leader-managers make is the ○ to be guided & prevent from being side-tracked factor that often weighs most heavily in their success or failure Nursing Process: Developed by Ida Jean Orlando in the late 1950s Definition: Decision making model A complex, cognitive process often defined as choosing a Greatest strength of the nursing process may be its multiple venues particular course of action for feedback The thought process of selecting a logical choice from the available options Modes of Planning Part of decision making and is a systematic process that focuses on analyzing a dicult situation Always includes a decision-making step 1. REACTIVE PLANNING a. Occurs after a problem exist Though decision making is the last step in the problem-solving b. Planning efforts are directed at returning the organization to process, it is possible for decision-making to occur without the full a previous, more comfortable state analysis required in problem solving c. Done in response to a crisis Is usually triggered by the problem but is often handled in a manner d. Can lead to hasty decisions and mistakes that does not focus on eliminating the problem underlying dfd  Go Back to Lesson Outline 2. INACTIVISM 1. Individual Goals: Personal goals; based on a. Seek the status quo, and spend energy preventing change one’s desired in life and maintaining conformity 2. Group Goals: May refer also to b. When changes do occur, they occur slowly and organizational goals through a smaller scale incrementally 3. Organizational Goals: Management goals of 3. PRE-ACTIVISM an organization that are established to justify a. Future Oriented its existence b. Utilized technology to accelerate change 4. Short-term and Long-term Goals c. Do not value experience and believe that the future is always b. Objectives: preferable to the present i. Similar to Goals 4. INTERACTIVE ii. Motivate people to a specific end a. Consider the past, present and future plans of the iii. More specific and measurable organization iv. Identify HOW & WHEN the goal is to be b. Requires adaptability accomplished i. Proactive, anticipating needs created by change v. SMARTER: Specific, Measurable, Achievable, Relevant, Time-Bounded, Exciting, Recorded c. Mission or Purpose Elements of Planning i. agency’s reason of existing, who the target clients 1. FORECASTING THE FUTURE are, and what services will be provided a. Looking into the future ii. reason for the existence of the organization b. Estimation of time series, cross sectional or longitudinal data d. Vision c. 3 things should be considered: i. described future goals of the organization i. Agency ii. “The organization will never be greater than the ii. Community Aected VISION that guides it” iii. Goals of Care e. Philosophy d. Supported by facts, reasonable estimates and accurate i. Flows from the Mission Statement & delineates the reflection of policies and plans set of values & beliefs that guide all action of the organization 2. SET OBJECTIVES/GOALS AND DETERMINE DESIRED RESULT ii. sense of purpose of the organization and the reason a. Goals behind its structure and goals i. broad statements of intent derived from the iii. states the beliefs that influence nursing practice and purposes of the organization beliefs about healthcare ii. is a desired aim or condition toward which one is iv. Must be translated into specific goals and objective willing to work > it change with time & requires f. Policies periodic reevolution i. are guidelines to help in the safe and efficient iii. have multiple objectives that each accompanied by achievement of organizational objectives target dates iv. long-term aims that you want to accomplish v. global in nature, AMBITIOUS BUT REALISTIC dfd  Go Back to Lesson Outline g. Procedures d. Multitasking i. are specific directions from implementing written i. trying to get more things done in less time policies e. Budget ii. provide guidelines to thinking and action, but i. is a process of planning procedures are definite and specific steps to thinking ii. may be developed in various formats depending on and actions how the organization is structured iii. is the annual operating plan, a financial “road map” 3. DEVELOP AND SCHEDULE STRATEGIES, PROGRAMS/ and plan which serves as an estimate for future PROJECT costs and a plan for utilization of manpower, material a. Strategy and other resources to cover capital projects in the i. techniques, methods, or procedure by which the operating programs overall plan of the higher management achieve iv. Approaches may be considered as: desired objectives 1. Cost centers b. Programs 2. Revenue centers i. are activities put together to facilitate attainment of 3. Profit centers some desired goals 4. Investment centers 1. Predetermined, developed and targeted v. Categories within a time frame to reach the set goals 1. Incremental and objectives 2. Zero-based 2. The Planning Formula 3. Fixed or Variable a. WHAT, WHEN, WHERE, HOW, vi. Operating Budget WHO, WHY, CAN 1. Revenue c. Time Management 2. Expense i. a techniques for allocation of one’s time through the vii. Nursing Budget setting of goals, assigning priorities, identifying and 1. A plan for allocation of resources based on eliminating time wastes and use of managerial preconceived needs for a proposed series of techniques to reach goals eciently programs to deliver patient care during one ii. Principles of Time Management: fiscal year 1. Planning for contingencies - planning viii. Hospital Budget anticipates the problem that will arise from 1. A financial plan to meet future service actions expectations 2. Listing of task - task to be accomplished ix. Factors in Budget Planning: should be done in sequence which are 1. Type of patient, length of stay in the hospital prioritized according to importance and acuteness of illness 3. Inventory 2. Size of hospital and bed occupancy 4. Sequencing 3. Physical layout of the hospital, size and plan 5. Setting and Keeping deadlines - and of the wards, units, nurse’s station, adhering to deadline is an excellent exercise treatment rooms, etc. in self-discipline 6. Deciding on how time will be spent dfd  Go Back to Lesson Outline 4. Personnel Policies 4. ESTABLISHING NURSING STANDARDS, POLICIES, AND a. salaries paid to various type of PROCEDURES nursing personnel including OT pay a. Standard or shift dierential i. a practice that enjoys general recognition and b. Extent of VL, SL, Holidays > conformity among professionals or an authoritative Provision for sta development statement by which quality of practice or education programs can be judged 5. Grouping of patient such as those in b. Nursing care Standards specialized areas i. a description statement desired quality against which 6. Standard of nursing care: to evaluate nursing care a. kind and amount of care to be given c. Improved quality of care as it aects the number of hours of d. Decrease the cost of nursing care bedside care e. Determine nursing negligence 7. The method of performing nursing care f. DOH, BON, Professional Organization, Nursing Programs a. whether simple or complex; the g. Policies: method of documentation i. are guidelines to help in safe and ecient 8. Proportion of nursing provided achievement of organization objectives a. by the professional nurses and ii. 3 General areas in nursing which requires policy those given by non-professionals formulation: 9. Amount and quality of supervision available 1. Areas in which confusion about the venue of and provided responsibility might result in neglect or a. the eciency of the job description malperformance of an act necessary to a and job classification patient’s welfare 10. Method of patient assignment 2. Areas pertaining to the protection of a. whether functional, case, team or patients’ and families’ rights as right to primary privacy and right to property 11. Amount and kind of labor 3. Areas involving matters of personnel a. saving devices and equipment management and welfare 12. Amount of centralized service provided a. sterile supply, central o2 supply, linen supply 13. Nursing services requirements of ancillary departments a. clinics, admitting oce, ER 14. Reports required by administration 15. Affiliation of nursing students or medical students dfd