Nursing Reviewer PDF

NURSING REVIEWER FRANCES’ TRANSES NOT SELL DO NOT SELL DO NOT SE  ABOUT HI! I’M GABBY These are my nursing notes and reviewers that I’m willing to share with everyone....

NURSING REVIEWER FRANCES’ TRANSES NOT SELL DO NOT SELL DO NOT SE  ABOUT HI! I’M GABBY These are my nursing notes and reviewers that I’m willing to share with everyone. Inside, you’ll find summaries, practice questions (if available), and notes straight from our lectures. Whether you're prepping for exams or just brushing up, I hope these help you out on your nursing journey! THIS IS FOR FREE! PLEASE DON’T SELL. NOT SELL DO NOT SELL DO NOT SE.......OUR.. LADY...OF..... UNIVERSITY FATIMA....... NCMB... 419... S.Y 2. 4.- 2 5.................................... CLASS AND STATUS SYSTEM. NURSING.....LEADERSHIP....... Class and status system this is from sociologist’s......... point of view that managers have become an... AND.. MANAGEMENT......... elite group of brains and education.......... This class is based on education and knowledge. Managers continue to expand their horizons in an. LEADERSHIP effort to attain the ultimate in life or goal... Management... of.many. function. Universal process............... ROLES OF MANAGER... Use. in business,...practice. of. one’s................. affairs............ profession and even day to day personal............ The........... process of coordinating and.. Interpersonal....... Informational Decisional. bb supervising personnel and resources to Symbol Monitors Entrepreneur or g y a.. accomplish.. organizational....goals........ Leader Liaison....... Disseminates As spokes Innovator Trouble shooter... A person MANAGER.. who. has. responsibility... for. the....... person..... THEORIES OF MANAGEMENT... activities.. of. other. people..in an.............. A. SCIENTIFIC MANAGEMENT THEORY (1900-1930)... organization............... 1. FREDERICK TAYLOR....... a “father of scientific management” nz le..THE.BROADER.. SCOPE..OF MANAGEMENT,............... Taylor postulated the workers could be taught. s THREE-FOLD CONCEPT TO EMPHASIZE o “one best way to accomplish a task” g.. Economic. (HARBIZON. source.. AND. MYERS)................ productivity would increase. He called these principles scientific management... System..................... “How people work” of authority, Theories of management do not remain static. Class and status system...................... FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT Traditional “Rule of Thumb” means organizing... One. of.the factors ECONOMIC SOURCE.. of.production.. together............. work must be replaced with scientific methods. Give allotted time to workers in accomplishing... with........... land, and capital. Industrialization increases, management is.. their task........ Workers can be hired, trained and promoted... substituted........... by labor and capital. Management of a firm determines to a......... based on their competence and abilities. Employees are entitled of receiving financial... large.. extent, profitability. its... productivity..... and......... rewards, and incentives for worked accomplished because he viewed humans as “economic animals’....................... motivated solely by money. Maintain good interpersonal relationship between... System..of authority,...management...first............. SYSTEM OF AUTHORITY the workers and managers they should be cooperative and interdependent and the work.. develops... action. for. the. rank. and. file. with top individuals determining the course of....... should be shared equally........ The..................... 2. Frank and Lilian Gilbreth constitutional management Lillian Gilbreth is known as the first lady of emphasizes definite and consistent.. concern.. for.policies..... in............. management. and procedures The Gilbreths were among the first to use dealing with the working group... A line. toward.. a.democratic.. and............... motion-picture films to analyze worker’s motion. They emphasized the benefits of job simplification and the establishment of work standards, as well.. participative employee receive.higher.... education....... approach follows as......... as the effects of the incentive wage plans and fatigue on work performance....................P.R E. L.I M.........OUR.. LADY...OF..... UNIVERSITY FATIMA....... NCMB... 419... S.Y 2. 4.- 2 5............... “Therbligs”...- 17.classification...of hand.............. 12. stability of tenure of personnel 13. initiative.. movements...................... 14. esprit de corps (pride and honor shared by the members of the group).. Develop... book. “Cheaper...by the.... Job Simplification. Subject of the......... MANAGEMENT PROCESS Planning it is determining philosophy, goals and... Dozen.................... objective, policies, procedures and rules. Organizing it includes establishing the.. 3.. Henry........... Gantt Developed Gantt Chart......... organizational structure to carry out plans Determining the most appropriate type of patient... Advocates.. for. humanitarian... management........ care delivery....... Staffing functions consist of recruiting... He.contributed.. to. scientific.. management............... concerned with problems of efficiency. interviewing, hiring and orienting staff. bb Directing it includes several staffing functions g y a.. byintroducing.refining. previous.a new. topic........ work rather than......... such as motivating, managing conflict. Delegating, communicating, facilitating................. collaboration....... Controlling functions include performance....................... appraisals. Fiscal accountability, quality control, legal and ethical control................ MAX WEBER......... nzale....................... “Father of Organizational Management” o s He developed the organizational chart. g....................... According to him there are 3 types of authority: traditional, charismatic and rational authority..B.CLASSICAL... ORGANIZATION....THEORIES...... LYNDAL URWICK....... She combined the theories of Taylor and Fayol to... Known..as the. “father.. of.the............... HENRY FAYOL develop the classic Organizational Theory”, popularized the term “span of control and unity.. management.. management Identified. process.. school”.. of.... functions.. of command........... planning,........... organization, command, coordination, and control.......... C. HUMAN RELATION MANAGEMENT (1930-1970) Mary Parker Follett (1926)... He.. studied... the functions. of and concluded that management is. the.... managers......... One of the first theorist to suggest basic principles of what today would be called... universal..................... participative decision making or participative management......14 PRINCIPLE FAYOL’S...OF.MANAGEMENT.............. Managers should have authority with one another, rather than over employees, that...2.1. division... responsibility of work authority and................. solution could be easily be found that could satisfied both employee without dominating each...4.3. discipline..................... other. unity of command..6.5. unity..................... ELTON MAYO of direction They found out that if workers give special subordinate of individual interest to.. general.. interest................... attention productivity increases, regardless of the environmental conditions. This Hawthorne effect shown that people respond..8. centralization..................... 7. remuneration of personnel that they are being studied, they felt that whatever behavior they attempted they still..10.9. scalar. order.......... chain(Line of Authority)......... continue to warrant attention. Employee knows that they are being evaluated by management....11. equity................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.. William.. Blake...................... Develop.. the.Managerial.. Grid....... He.developed.. a system.. of.pairings..called...1. 1 TYPES.. OF.MANAGERS...IN.... JACOB MORENO.. Sociometry,....... believes that people are attracted to, repulsed by or just...... Manager........ MANAGERIAL GRID Impoverish.. indifferent.. towards.. each. other....... Country.. Club. Manager.. ..... Organizational Man Manager... ABRAHAM MOSLOW. D... BEHAVIORAL.. SCIENCE....... Authority Team Manager.. Obedient.. Manager ...... Developed.. the. Hierarchy...of Needs................. that. satisfy..their. basic. needs. in. a.specific... MANAGERIAL... GRID....... Described humans as “wanting” organisms 1. 2 TYPES OF MANAGERS IN b g y a b.. sequence....... According to Maslow, higher level needs...... Low. People........ Impoverish Manager - Low Production and.. dolevel.notneeds.emerge.satisfied......... Middle-Of-The-Road as motivators until lower.......... Leadership - Medium Production and Medium People............. Produce.. or.Perish... Leadership-.... High. Moslow’s..... of....... Country Production and.. Club. Style Low People. Leadership... - High... Hierarchy nzale..Needs........... People....- High. Production and Low Production...and.. o s Team Manager g..FREDERICK.. HERZBERG......... High. People........... Develop... taxonomy. of. job.situation. Believes in job satisfiers/ motivation............... CONTEMPORARY MANAGEMENT.. factor..and.dissatisfies/.. hygiene.. factor....... CONTEMPORARY....... APPROACH.. theory:..................... Proposed two-factor motivational need.. >hygiene >motivating.factors... are. termed.. “satisfiers”..... SYSTEMS factors are termed “dissatisfiers”.... CONTINGENCY THEORY.APPROACH........................................ CLOSED....................... SYSTEMS.....SYSTEMS..... OPEN.............CONTEMPORARY....APPROACH................... Means.in the.field.of management........ new, recent or current approaches.............CONTINGENCY... APPROACH......... theorizing Douglas. McGregor. that..managerial.. attitude (1960).. about... A.management...approach.. the.recognizes..... employees...this could..be correlated... to... organizations.they face. different. as. different,.situations. which..means.... He. labeled..Theory. X.and.theory. Y..... (contingencies).of managing....and.require. different.. ways.. employee’s satisfaction... Theory.. employee are. basically.. lazy............P.R E. L.I M.. X, manager’s beliefs that their.......OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.. Middle.. Level. Manager..................... coordinates... activities.. of different....... contingencies............ Receives.. policies.. from. the. top-level.... Situational characteristics are called department...... The contingencies include:.........specific manager. Makes..objectives..and.programs...... Circumstances... in. the.organization’s external environment. ..... First. directly.Level. Manager........ responsible for the actual.. The.. internal... strengths and... weaknesses the organization.  The values, goals,. of.... production........ of services. Act as a link between the higher-level.. skills,. and. attitudes.. of. managers.. and.... managers.. and. non-managers.......... of.tasks,. resources,.. and. technologies... the.....SKILLS. OF. A.MANAGER..... workers in the organization.  The types b g y a b.. organization... uses......... 1. Technical.. ACCORDING.Skill.. TO.KATZ...... A.set of. interrelated System Approach...and.interdependent..... knowledge.......... and proficiency in activities involving methods, procedures and process... parts.. arranged.. in produces a unified whole.. a manner. that..... 2. Human......... Skill ability to work with people.. Process..closed. system:.. system..that.are... Create.. a harmonious... working.. relationship.... nzale.. their. environment...........3. ability..to see. the. overall..picture. to. identify.. not influence by and do not interact with Conceptual Skill go s.. Open. environment their... ....... important system: systems that interact with.. elements understand.the.relationship.in a.situation..andthe.to. among.. The....... contingency perspective refutes universal principles of management by.............. elements. And identifying pertinent factors, responding to the big problems,.. stating..that.a variety.... of factors, internal and external to the firm, may. both.... and.. discarding.. irrelevant..... facts... affect. the. organization’s... performance.... ..... OTHER..APPROACHES........ Therefore,........ there is no “one best way” to manage and organize because.... Knowledge......... ACCORDING TO SUMMER.. circumstances... vary......... factors... can. be. expressed.. and refer to ideas, concepts, or principles that. are......... LEVELS OF MANAGEMENT Top Level Manager................ accepted because they have logical proofs. Attitude.. Look. at. the.overall organization.... operation.. of the.... factors.. relate to.. those. beliefs,. and values that may be used on emotions... feelings,.. Coordinate...internal. and. external.. affairs.... and. may. not. be. subjected.. to.conscious..... ofMakes.the organization..the major.. decisions...... Ability. verbalization............. Determines........ the organization’s mission/ vision statement, philosophy, policies and............. factor skill, art, judgement, and wisdom. They abstract factors but they direct one’s.. procedures........ Creates goals and allocate resources............... thinking to factors that can be developed by the individual manager who takes time............. to.consider..them.................................................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.. NURSING...LEADERSHIP..................... Process.. whereby.. nurse. influences...one or................ provision.. of.quality. nursing.. care... ROLES OF A MANAGER more persons to achieve a specific goal in Interpersonal Role, the manager acts as: the.. Symbol... consists..of such..duties. as...COMPARISON because of the position he/she occupies and.... BETWEEN... LEADER..... signing..of papers/documents.... required the organization... by..... AND.. MANAGER........ Leader,..who. hires,.. trains, fires, remunerates, and judges... encourages,... Often..do not. have LEADER. delegated...authority..but... Liaison..Officer. between.. outside.. contacts.... obtain.......... power through other means, such as influence. .. organization........... Have. a. wider... of. roles.than... such as community, suppliers and the variety b g y a b managers. .....Role,.the.manager Informational.. does;.... Focus..on group..process,..information...... Disseminates........... others........... gathering, feedback, and empowering Information, from both external and internal sources.. Monitors.... information... Spokesperson or representative of the...... of. the. organization. hierarchy...... May or may not be part of the formal.. organization.... He/she..represents.. the.... Emphasize.......... interpersonal relationship  zal Direct willing followers  n e.. management... to.the subordinates........ Have...that. may. or.may.not... subordinates to superiors and the upper o s goals reflect g those of the organization.....Role. makes Decisional. him/her................... Problem........... Are. assigned.. a.position. by. the.... MANAGER Solver/ Trouble Shooter, who handles unexpected situations such as.. resignation..... of subordinates,. subordinates, and loss of clients. firing. or.... a. legitimate.. source organization.  Have..of power.. due.to... Innovator/.. Entrepreneur... a. designer.. to... delegated.......... authority that accompanies their position .. improve... organization........ Have projects that direct and control change in the. a. specific... duties. and.... responsibilities they are expected to carry out. .. Negotiator.. when..conflict..arise..... Manipulate...people,. the. environment,....... Is.the act. of. influencing.. group..to follow.. a.. achieve.. the.goals. of.the.organization... .. money, time, and other resources to LEADERSHIP.. certain... course of. action..... A process of influence in which the leader...... for. rationality...and.control Have a greater format responsibility and accountability.... influences.. others..toward. goal...... than.......... leaders.  Direct willing and unwilling subordinates.. achievement. Is. about. creating.. change...It involves....... EARLY.. LEADERSHIP........ establishing............GREAT a direction, aligning people through empowerment , motivating and. MAN..THEORY..(1900-1940)...... inspiring....... them toward producing useful change and achieving the mission....... display..both. instrumental.Leaders are born.  Leaders.................. (technical).....behavior..... and supportive (socially oriented) leadership............. Great.......... leaders arise when situation demands it...................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5... 4.criteria. to. determine.. the. degree..of task............... structure:............ Traits. are. inherent.. (before)... Traits..can............. TRAIT THEORY 1) goal clarity; 2) extent to which a decision can be verified knowing who is responsible for what; 3) multiplicity of goal paths, number of solutions 4) specificity of solution, number of correct answers.. beIdentified.learned. traits:..energy, (now) . affection,..... C.. POSITION.......... POWER Authority inherent in a position (use.. enthusiasm,...ambition,.. aggressiveness,...... rewards decisiveness, self-assurance, self-.. and. punishment)......... confidence,..... friendliness,........ PATH affection, honesty, fairness, loyalty, dependability,. GOAL..THEORY....... technical.. mastery,.. teaching.. skill...... People... to. produce.. satisfactory.... act as they do because they expect their behavior....SITUATIONAL... THEORY...... results........... bb Structured activities were more productive g y a.. Traits. according. to. varying..situations...... and. successful required of a leader differ...................... (Paul (variables) Variables:. Situational.Hersey. &.Leadership...... Theory.. personality.............. (1950-1980)....... Kenneth Blanchard) of the leader Performance requirements of both the.. leader..and.followers..attitudes,...... Predicts style from.the level....of maturity.. of. the.. the most appropriate leadership nzale.. followers........... followers.......... expectations and needs of the leader and o s through the four quadrant g model, a horizontal continuum registers............. low 1. Degree of interpersonal contact possible 2. Time pressures... emphasis on. the.accomplishment..... of tasks on the left side to emphasis on task............. behavior 3. Physical environment 4. Organizational structure.. on. the.right. side. ........CONTINGENCY... THEORY...... emphasis.. on. interpersonal... relationships... at. 5. Influence of the leader outside the group The vertical continuum depicts low.. According..FRED.to Fiedler..no leadership FIEDLER,...style.is.. the 1960S... at.the.top . The. lower bottom to high emphasis on relationships. left.... ideal.. for. every.. situation.............. leadership with little concern for.. quadrant represents laissez -faire type of... leader..and.its members.. were. most..... production...or relationships....... The interrelationship between the group’s.. influenced.. a good leader...........LEADERSHIP by the manager’s ability to be...STYLES. BY. HERSEY.. &......................... BLANCHARD A. Leader-member relations- assessed 1. DIRECTING STYLE: This is a high task, low through Group Atmosphere Scale....................... relationship style and is effective when subordinates are low in motivation and ability....................... 2. COACHING STYLE: This is a high-task, high relationship style and is effective when subordinates....................... have adequate motivation but low ability 3. SUPPORTING STYLE: This is a low-task, high-....................... relationship style and is effective when subordinates have adequate ability but low motivation.. High. if.it’s easy..to define..and.measure..a............ 4. DELEGATING STYLE: This is a low-task, low- B. TASK STRUCTURE relationship style and is effective when subordinates are very high in ability and motivation.. task. .................... Low if it’s difficult to define a task and to.. measure.. progress.. toward..its completion..........P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.. LAISSEZ-FAIRE........................ Leaving.. workers.. without..direction..and.... Exchange.. posture.. that. identifies.. needs..of.. Leader.. uninvolved,.. disinterested,...... TRANSACTIONAL THEORY  supervision and allows them to plan.. followers....... and provides rewards to meet those needs in exchange for expected.......with.little. or no. control withdrawn.  Permissive...... performances... ........ Uses Leaders focuses on a day-to-day. upward.. and. downward...... communication between members of the.. operation........... group.. ........ Places emphasis on the group ....BEHAVIORAL...THEORY...... Does. not. criticize.......... evaluates.. leaders.. according.. to.the.actions... CONTEMPORARY..... LEADERSHIP..... Is a management philosophy that b g y a b.. they... leader.. is to. learn display in the work place. To be effective. a... TRANSFORMATIONAL. Promotes.. employee...development.. ... THEORY .. certain........... Attends set of behaviors. A leadership theory developed,.. to.needs.. and. motives. of..... researchers..... from. studying..... Inspires followers changed traits the leader had and placed emphasis what.. through.. optimism........ on.what. he.or she. did,. the. leadership..... Influences.....stimulation..... changes in perception  a Provides intellectual nz le............. Encourages...followers’.. creativity..... style of leadership. go s... (Kurt..Lewin,..et al. 1930) 3 LEADERSHIP STYLES.... SERVANT. They. are.LEADERSHIP........ more concerned with the needs..... ........ ofthrough AUTHORITARIAN.other. their. service. than.. They.andfoster themselves.lead.a.... Uses...and.controlling.. ..... service positional and personal power  Demanding.. inclination.. in.others. that. promotes..... Emphasis......... is on difference in status ( “I” and you “you”). ............ collaboration, teamwork, and collective activism... Others....... are directed/ motivated with commands .... A.leader. manager.. arsenal, AUTHENTIC LEADER.. in.order. to.... Criticism.. is.punitive. ........ lead, and. leaders their.. must values. be and. true act. to.themselves Authentic. or.... Decision.. making..does. not.involve. others.... congruent.......... Communications flow up & downward  leadership theory differs from............. theory........... traditional transformational leadership DEMOCRATIC.. Allows....... for group governance through collaboration or group efforts .... Applies.. to.a person THOUGHT LEADER..who.is recognized...... Situation.. of.trust. and. openness. Decision making involves others . .............. among his or her peers for innovative ideas and demonstrates the confidence to.. Less.. control... is maintained. ...... promote.. those....... ideas.. motivate... ................... Economic and ego rewards are used to.. Emphasis. you. .................... is on “we” rather than I and.. Criticism.. is.constructive....................................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5........................... PATIENT.... CARE....... The. ability..the.will.of one.... DELIVERY. to. impose..... SYSTEM..... POWER.. person behaviors in.other... person..or groups or group to bring certain.....NURSING..NURSING.. CARE. SERVICE..... PROCESS IN THE DELIVERY OF............. The REWARD POWER.. nursing.. process.is a.systematic...... from. the. ability..to reward.. others. for.... It.follows. a.cycle........ method for individualized care. it is the leader or manager’s power comes.. complying............ Components..... can.happen..at the.. are logical and sequential. Multiple components.. based. on. a.fear.of punishment... if one. fails... same. time.......... COERCIVE POWER b g y a b.... POWER......... APATIENT to conform., an opposite of reward power, LEGITIMATE.Patient. Classification.CLASSIFICATION.. System..SYSTEM... (PCS).. the........... predicts right of the manager or leader to influence and the staff member an... patient.. needs. and. nursing... care.... to. accept........ It.groups. patients.. based..on illness.... requirements. obligation that influence. REFERENT POWER.. is.based. on.identification...with.a leader.... severity.......... and the complexity of nursing a activities needed. nz le.. leader..is admired.. and. exerts. influence............... and what that leader symbolizes. The go s.. because..the.followers leader...desire. to. be.like the............... gained..through EXPERT POWER. knowledge,... skills,................. information,..... experience. and............... competence. Their expertise gains people respect and.. compliance........................ comes. from..knowledge, INFORMATION POWER.. access..to.... Ato.PCS.. groups.. patients.. by illness... severity determine the right number and mix of.. information, information. It is. especially..... powerful and the sharing of.. when... staff........................ and. needs.. to.be customized... for. unique.. It is specific to each healthcare facility others need the information.  CONNECTION POWER.. comes.. from.. formal. or. informal... coalitions and interpersonal relations and links to....factors Other..affect. nursing staff and patients... care. hours.... prestigious.. and. influential...people. within.... (NCH),.. so. a. PCS. usually.. can't transferred between facilities... be... and. outside..of the. organization........ CASE..METHOD.. NURSING.. OR. TOTAL............... Oldest.. Mode. of. Care:....... PATIENT CARE NURSING............. Total.......... patient care is the earliest method of organizing patient care............. Nurse. Nurses. Responsibility:. take. full. responsibility... for. all.the.............. needs... of their.. assigned.. patients... during..................P.R E. L.I M.. their shift........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.......................................Method: Case...................... Often. patients. are.treated..as individual.. cases, called the "case method" since................ similar..to private High Autonomy:.. duty. nursing................... Nurses..have. the.freedom regimens as needed.... to modify...... MODULAR care.. NURSING.........Variation: Care......... Mini-Team:. Uses. a.small. team. of. two.or three...... patients.. might. experience...varying.... Care. members,.Pairs:. including.. at. least. one. RN.... With different nurses across shifts, b g y a b.. approaches.. confusion.......... Team to care, potentially causing. members...are sometimes... referred..to.....MODALITIES...OF CARE..... Geographical... Assignment:........ as care pairs... Functional.. Team nursing.. nursing......... or.districts, modules..and.assignments.. are Patient care units are divided into.... Modular.. nursing......... based. on. the. location.. of patients...... nzale.. Case. management.................... Primary nursing go s....FUNCTIONAL...NURSING.................. Developed.. during Origins:.. World. War. II. due. to the................ rapid.. construction Nursing Shortage:. of.hospitals................... High. demand.. for. nurses. led. to.a.... Origin:..Developed.. inNURSING PRIMARY.the late. 1960s....... shortage,........... Concepts: necessitating the use of ancillary personnel... Incorporates... some. concepts...... Less. skilled..workers. were..trained. to.... RN. Role:. Brings..the.RN back..to the... Ancillary Personnel: from total patient care... perform...... simple tasks and became proficient through repetition................ bedside to provide direct clinical care..... TEAM.. NURSING........................................ Collaboration:.. Ancillary for. a group. personnel.of patients. work. under.together.a.to care.................................... professional nurse's direction. Team Size:.. Amembers;.team.should................... have no more than five otherwise, it may shift to a.. more. functional...organization...........................................................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5... DIFFERENTIATED.... NURSING.. PRACTICE........CASE. MANAGEMENT............MODEL........ According.. to. the.Case. Management...... Based..on education,...competence,.. and... Care Differentiation: Definition:.. Society..of America.. (CMSA,.. 2008-2016),.... Associate. clinical..Degree. Nurses:....... expertise... case process............ Function management is a collaborative.. as. technical.. nurses,..providing the majority of bedside care...... Involves..assessment, Components:.. planning,...facilitation,... Baccalaureate-Prepared. Collaborate... and. facilitate. Nurses:. patient..care............... from and advocacy. Purpose:. admission...to discharge.. on. a.broader.... Aims. to. meet. an.individual’s...... Advanced...Practice.. Nurses:...... scale. health needs b g y a b through communication and resources.............. Provide Goal: throughout.wellness....and.death,.... care across all settings.. To........... functioning promote quality and cost-effective outcomes.. system.......... within the broader healthcare..............CLINICAL.. NURSE..LEADER..MODEL............... Goal:........... nzale............. Improve continuum.and.engage... skilled..clinicians.. in. patient care quality across the go s............. outcome-based....practice improvement.. and. quality...... Also. Known..As:.Innovative.. models. CONTEMPORARY MODELS.... Responsibilities:.. Design,..implement,.. and. evaluate...... Examples.Professional. Include:..Nursing. Practice.. Model..... patient..care....... Coordinate, delegate, and supervise...Differentiated........... care. provided Nursing Practice Model Clinical Nurse Leader Model.. by.an interprofessional........Synergy... Model. for. Patient.Care Transforming Care at the Bedside...... team...........Patient-..and.Family-Centered... Care... Developed. SYNERGY.. By:MODEL.. FOR. PATIENT.. CARE................ American Model. Nurses.......... Association of Critical-Care.. PROFESSIONAL... MODEL.NURSING.. PRACTICE.... Core. Focuses.Concept:. on.matching.. patient..and.family.... Purpose:........... needs Provides a framework to guide and align clinical practice, education,..with.nursing. characteristics......... administration,.... and.. research. to. achieve positive patient and nurse staff outcomes.... Resiliency......... Eight Patient Characteristics:.. (Lineweaver,... 2013).......... Vulnerability......... Stability.. Autonomy:.... and. control..over. their.... Complexity TNS (clinical nurses) have greater autonomy......... Resource Availability.. practice............. Participation Benefits:......... in Care Participation in Decision Making...Higher........... Predictability patient satisfaction Lower nurse burnout rates............Safer. work. environments.............P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.....INFORMAL.. STRUCTURE.................. Characteristics: Eight Nursing Characteristics/............. Clinical..Judgment......... accountability... are. clearly.. defined..... Managerial authority, responsibility, and Competencies:.. Advocacy.. and. Moral..Agency...... Roles.. tasks,. rank,..and.hierarchy..... and functions are outlined with specific.. Caring.......... Focus: Practices Collaboration. Centered.. on. camaraderie.......... Systems........... Often Thinking Response to Diversity... produces.. direct.. responses... from individuals, saving time and effort... Facilitation.. Clinical Inquiry........ Usefulness: of Learning.............TRANSFORMING....CARE. AT.THE. BEDSIDE.... becomes.. non-effective......... Effective when the formal structure b g y a b...Empower Goal:..nurses. and. healthcare...team.... PATIENT.... CARE........ patient..care. quality..and.reduce.... DELIVERY members to redesign work processes to improve..... SYSTEM..................NATIONAL turnover... NURSING...CARE. COMPETENCY...... Transformational.... Leadership Five Themes:....... STANDARDS... (NNCCS)DEVELOPMENT:....... nzale.. Safe..............Commission.. -.Board. of... Initiated in 2001 by the Professional o s and Reliable Care Regulation g Vitality and Teamwork.. Patient-Centered.... Care....... Nursing A.National. (PRC-BON)..Task. Force. was. created.. for.... Value-Added... Care. Processes...... Completion:. developing...core.competency.. standards.......... MODEL........ The PATIENT- AND FAMILY-CENTERED CARE... project was. completed.. in.2005... after workshops, consultations, and discussions.. Focus:........... involving Emphasizes collaboration and care planning with patients and their families... nursing.. practice,.. education,.. and.... This.. model. places. an.emphasis.. on............. community health nursing representatives.... patients.. (and. their. families).. of. all.ages,... Safe. and. quality.. nursing..care.... collaborating and planning care with 11 CORE COMPETENCIES NURSING.. atsettings..all levels..of care,. and. in. all.healthcare.... Communication.......... Collaboration and teamwork... FORMAL.. AND..INFORMAL...... Health.......... education Legal responsibility.. Fayol's.ORGANIZATIONAL.Definition:.. An. organization...is... Ethico-moral STRUCTURE... responsibility......... created.. when. the. number.... of workers is..... improvement Quality........ Personal and professional development.. 1949)............ Research.......... large enough to need a supervisor (Fayol, Management of resources and.. Structures: a formal and an.informal.....structure...... environment Every organization has both.......... Record management..............FOREWORD.. OF. THE. 2012..NNCCS............... Author:.. Professional... Regulation...Commission............... Chair.. T.R.. Manzala....P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5............... The. Revised..Nursing..Core.Competency.... Phase.modified. 6 –core. Promulgation.competency.. ofstandards...... the revised and.. Standards.... emphasize beginning nurses:.. three. roles... Phase for.modified. 7 –core.Printing.competency.of the. revised..and. standards......Client. Care........ Phase.. 8 –.Training..in the. implementation....of....Management. Research.... and Leadership...... 9 –.Implementation... of. the.revised the revised core competency standards. Phase. core.... The....... standards address four types of clients of the nurse............... competency standards. Phase 10 – Evaluation of effectiveness of the. Next........ Steps: Implementation and evaluation in nursing education and service across all.............. revised core competency standards.. settings............ What. PATIENT. is Safety?. CARE..SAFETY..STANDARDS.... b g y a b.. GOALS.. AND. OBJECTIVES... OF. THE.... Aspect.. of Quality:.. Safety.. is a. critical..... Overall..Goal:. PROJECT.... Aligns with the ILO.............. component of quality. Includes:.. project's.. aim. to.enhance. nursing...... Avoiding education and practice through material.......... preventable harm. Making appropriate care available.. Specific. dissemination. Aims:.. and. nurse. training....... Providing.... effective.. services to.those... who zale can benefit. n.. a..Establish.................... o s a team and system for Not providing ineffective or harmful g project implementation... b..Develop..and.implement.. training............... services....designs........ and materials aligned with the revised NNCCS competencies..... ORGANIZATIONS........ AIM OF SAFETY IN HEALTHCARE.. c..Pilot....... the training course in Luzon, Visayas, and Mindanao..... Patients......... Objective: To prevent harm to:.. d..Recommend....... strategies to address sustainability concerns...... Their. families. and. Healthcare professionals..... friends.............. Contract.. service..workers.......NATIONAL.....NURSING....... Other. individuals...interacting.. with. the.. Volunteers. CORE... COMPETENCIES.......... healthcare.. environment.........STANDARDS..... IN..THE.... KEY. ELEMENTS.. Leadership. OF.PATIENT.. SAFETY.....1 –PHILIPPINES. Phase.Work. Setting..scenario...... Leadership... and.political.... commitment essential at the health facility level where.. are. Phase..2 –.Validation.. studies..of roles. and.... patient.. safety. becomes.. an. integral..... Phase..3 –.Integrative.. review..of outputs.. from... The. Leadership...shall.address..strategic... responsibilities/Benchmarking component of quality care.. the.Phasevalidation.4 –.Corestrategies. competency...consensual..... priorities Its culture... and.... engage..its. for institutional development. infrastructure,. validation.Phase.5 –.Conduct..of public..hearing..... various.......... stakeholders, communicate and build awareness..........................................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5... Disclosure...of Reported...Serious. Events:...... Institutional... Development........ Ensure..confidentiality... of.individual................... disclose:....... cases. Considerations for Institutionalizing Patient Publicly Safety and Quality:...Financial.. and. Human..Resources:....... Results....or annual.... of investigations. Summary reports...Ensure Facility.. and... Management:....... reports adequate funding and staffing. Equipment..detailing actions taken...events. and......Maintain............Professional and manage facilities and equipment effectively... Development.........Management.......... Training Responsibility: Strengthen management responsibility,.. and. Supervision:..........authority,........... to.improve..decision-making... and... Train and supervise healthcare staff and competency. b g y a b Standards and Training: Formulate,...communicate,... and. provide..training. on.... clinical....of courtesy, judgment. Instill standards........expected. providers........... promptness, standards for health......... and efficiency. Enhance the quality of patient service....Policy. Enforcement:... Enforce...... Patient-Centered standards through policies and gather.... Care. and. Empowerment.......patient............. of.Consumers feedback via satisfaction...... zal surveys. n e... Proactive.. Reporting...System:.....Patient-Centered. Ensure..patients.Approach:.are central.. to.safety.. go s.. Developed.. and. institutionalized.... by.the.... initiatives..safety Patient. and. centered.. care. are.. and partners in the process... National....encourage.. event Patient Safety Committee. Leadership must.....Goals:. national.. priorities.. and. core. agendas...... reporting............. Improve... quality...... of care. Protect patients and address system.. Performance.Feedback.. Feedback:.. Establish....... faults. and Communication:........... mechanisms... for... performance.. feedback..... IMPORTANCE..... OF..... Leadership.. Responses:... Communicate........SAFETY....IN.... and benchmarking... responses.. to.reports. Commitment:... commitment Demonstrate...... HEALTHCARE........... toContinuous.patient. safety..Improvement:...Ensure. ongoing.... Improve..patient. satisfaction... and. clinical..... improvements... in.patient. safety....... outcomes........... Ensure accuracy of patient’s.. Adverse.. Event.Management.Prevention.. and. Risk.... identification........... Enhance the effectiveness of.. Reduction Risk...Strategies:........ communication... among.. healthcare....... Conduct..... risk assessments.. Utilize patient feedback surveys........the.safety. of.using. medications. personnel. Improve...... Implement........ health technology assessments and safety codes...... 6..Reduce infections. the. risk. of. harm... Reduce the risk of healthcare associated............. resulting.. from. injuries..........................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5... Hospital.. Committees:... Participate...in.... Increases.. awareness...of occupational...... hospital.. committees...to enhance.. safety,..... health..............Errors:. Responsibly... report. all.. effectiveness, and patient-centered care. and environmental control like Reporting ergonomically- designed workplace... Workers.. must. be. trained..to. Workers.. also... errors... events........ and near misses to prevent sentinel and adverse.. must........... Work be convinced why it is important to pay attention..Environment:...Ensure. work..areas.. have better lighting and are free from...benefits..in terms..of reduced.. pain. and... clutter. to prevent and be educated about the.............discomfort..........Standards of adopting good practices and work methods... of.Professional...Nursing. Practice..... Ainjuries..andergonomics.increases..integration...... Definition:...Describe..a competent...level.of. (American Nurses Association, 2015) strong prevents b g y a b productivity... Together,.. they. make..the workplace... safer... nursing.... Components:...... care through the nursing process. Nursing Process.. and. reduce..costs......... Assessment:.. patient data........ Gather and analyze.. 5.Ways. to.Improve..Staff. Safety Healthcare..in.... Diagnosis:. needs.... Identify.. patient.. problems or...1. Promote.. a culture.. of.safety....... Outcomes.. Identification:... Determine.... nzale.. Measure.. the. performance........... Develop.. a plan..to achieve... expected outcomes for the patient. o s 2. of safety Planning: g protocols..3. Optimize.. staff. scheduling......... the.outcomes....Execute Implementation:. the. plan. and....4.5. Use. safer. medical.. equipment Improve patient handling........ provide......... care. Evaluation: Assess the effectiveness of.............. the Nursing Actions to Improve Patient Safety. care. and. make adjustments....... necessary..1. Healthcare........... Foundation: Policies and Procedures: Ensure knowledge and implementation.... The. nursing..process. forms..... Communication 2..... and.Teamwork:.... Foster... and. actions........ the basis for the nurse’s decision-making... among..all healthcare...providers...... Standard...1. Assessment........ open communication and teamwork..3. Medication.. rights medication.Rights:. before. administration...... Standard Review the.Standard..2.3. Outcome.. identification Diagnosis........4. Reporting.......... Standard System: Create and update reporting systems to avoid a blaming.Standard..4.5. Implementation........ Planning..5. culture........... Standard Research and Evidence-Based Activities:...6. Evaluation.......... Engage... in research.. and. use.. evidence-.....8. Education Standard........ Standard 7. Ethics.. making........... Standard.research..9. Evidence-based....practice..and.. based practices for better decision-... Actions Nursing.. to.Improve..Patient. Safety... Standard.Standard..10......... Quality of practice 11. Communication.. Certifications:.......... Standard Stay updated with life- saving certifications such as CPR, BLS,.Standard..12......... Leadership 13. Collaboration.. ACLS,.. PALS,.. NALS, specialty programs.. and. other.... Standard nursing...14..Professional.. practice................. evaluation......P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5... Pilot. the. training.. course. in. Luzon,..Visayas,... Standard.. 15.. Resource.. utilization....... and.......... Mindanao. Recommend sustainability strategies.. Standard.. 16.. Environmental....health.... Significance............. EVIDENCE-BASED........... Enhances.. the. Basic. Nursing.. Education..... PRACTICES... IN. NURSING.. MANAGEMENT...... Program Develops a.competency-based......test... in the Philippines through CHED... National.. Nursing.. Care. Competency...... framework.. examinations......... for nursing licensure. Overview...Standards.. (NNCCS)....... Establishes.......... standards of professional nursing practice across various settings in..Initiation:.. The.. NNCCS. for.nursing...... the......... Philippines. b g y a b practice was developed starting in 2001 Creates related evaluation tools for..under. the. Professional...Regulation...... practice.. settings...........Commission....in 2005..after. extensive - Board of Nursing (PRC- BON), culminating.... 10.Key.Phases. of. NNCCS.. Development......workshops....... and discussions involving nursing practice, education, and.............. 1. Work Setting Scenario: Analysis of current work environments...community... health................... 2. Validation Studies: Benchmarking roles zal Key Statement: In the 2012 NNCCS and responsibilities. n e..foreword,..................... o s Chair T.R. Manzala emphasized 3. Integrative Review: Assessing outputs g three essential roles for nurses: from validation strategies... a. Client.. Care.........4. Core. Competency... Validation:... Achieving..... b.c. Management.Research.. and. Leadership.......5. consensus....Conducting.. hearings on core competencies. Public Hearing:.. for....Implementation....... Phase: Following the promulgation of the 2012 NNCCS, the.............. stakeholder input. 6. Promulgation: Officially adopting revised..focus....... shifted to its implementation and evaluation across nursing education and.............. core competency standards. 7. Printing: Distributing the revised..services,... involving... collaboration. among.. all.... standards...........Collaborative... Project:..The.Commission.. on... standards........... PRC-BON partners. 8. Training: Educating staff on the revised..Higher....... Education (CHED), with a grant from the International Labour Organization...... in. practice........ 9. Implementation: Rolling out the revised standards..(ILO),....... initiated the project "Nursing Core Competencies for Master Trainers in.... the. standards.......... 10. Evaluation: Assessing the effectiveness of..Nursing... Education. and.Practice". first step for implementing the 2012. as. the.... Patient..Care. Safety..Standards......NNCCS........... Role. Nurses. Nurses of.are.crucial. in.preventing.. patient.... Goals. and. Objectives.......... harm. and. improving...healthcare.. quality..... The.Establish..a team project aims to:. and. system.. for. project.... Their.......... involvement in care enhances patient outcomes...implementation........ Develop and implement training design and.... Prevent.. harm. to.patients, Healthcare Safety Goals..families,......materials.. competencies.. aligned. with.the revised... NNCCS..... healthcare... professionals,.and.... all individuals involved in the healthcare environment...................P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.. Nursing.. Actions.. to.Improve..Patient. Safety......Key.Elements..of Patient.. Safety.....1. Adhere.......... to healthcare policies and procedures.. 1..Leadership:.... Commitment. at. the.facility to integrate patient safety as a core.. level..3. Review..medication.. rights..before.... 2. Foster open communication and teamwork...component.. of.quality. care........4. administration........ Participate in developing a non-blaming.....resources,.. management... responsibilities,...... reporting 2. Institutional Development: Addressing.. system..................... 6.. Stay. updated standards, and training. 3. Reporting System: Developing proactive.. on.life-saving.. certifications. 5. Engage in evidence-based research.......reporting. incidents...... to enhance learning from............... 7. Contribute to hospital committees for safer practices.. 4..Feedback.. and. Communication:...... Establishing............ 8. Report errors and near misses responsibly. b g y a b performance feedback mechanisms for 9. Ensure safe work environments with..continuous.. improvement.......... adequate.. lighting.. and. organization........strategies.. for.risk.assessment.. and. patient 5. Adverse Event Prevention: Implementing....Standards.. of.Professional...Nursing. Practice...... safety....... 6. Disclosure of Serious Events: Ensuring.... Overview.......... (ANA, 2015)..confidentiality......... while making findings publicly............ The Standards consist of Standards of Practice zal accessible. and Standards of Professional Performance, n e. 7..Professional..................... o s Development: Providing ongoing focusing on critical thinking in nursing through g training to healthcare staff to improve the nursing process...clinical. judgment.. and. behavior....... Standards...of Practice..........partners..in safety..initiatives........1. Assessment: 8. Patient-Centered Care: Engaging patients as... Collect. comprehensive....health.... Importance... of Safety.. in.Healthcare.... 2.. data... Analyze Diagnosis:.. data. to. identify.. health....Improves. outcomes........ patient satisfaction and clinical............. issues. 3. Outcomes Identification: Determine..Enhances.... communication.. and... identification..4.. expected. Planning:.. outcomes Develop. for. strategies. individuals. to. achieve....Reduces..the risk. of. healthcare-associated.......5. outcomes........... accuracy...Promotes..staff. productivity...and.retention..... including:.......... infections and medication errors. Implementation: Execute the care plan,..Increases..awareness.. of. occupational...health.....Coordination.... promotion of care Health teaching and....... 5.Ways. to.Improve.... Staff Safety in Healthcare.............. Consultation for advanced practice Prescriptive authority for advanced. 1..Promote... a Culture. of.Safety:.. Foster. an..... practice........ nurses 6. Evaluation: Assess progress towards. 2..Measure..Safety. Protocols:...Utilize. record-.... outcomes........... environment where safety is prioritized.. 3..Optimize.. Staff. Scheduling:... Balance..... Ethics:..Uphold. ethical.. practice...... keeping to monitor safety. Additional Standards......... staffing needs with cost-effectiveness.. 4. Improve Patient Handling: Utilize effective.....learning. ongoing........ Education: Maintain competence through... methods... for patient.. mobility.. 5. Use Safer Medical Equipment: Incorporate.............. Evidence-Based Practice: Integrate research findings into care...innovative.. devices..to reduce.. risks...........P.R E. L.I M.........OUR.. LADY...OF. FATIMA.... UNIVERSITY....... NCMB... 419... S.Y 2. 4.- 2 5.. SECTION.. 7:. Guidelines.. for. Nurses.................. Understand.......... the scope of nursing practice as defined by R.A. No. 9173... ETHICO-LEGAL.......AND.... Be.. aware of.professional.... duties and.... MORAL... CONSIDERATIONS responsibilities.......... Continuously...develop..necessary...... IN. NURSING... LEADERSHIP. MANAGEMENT....... competencies.... must Administrators. foster.. growth..for... Background............ nurses.......... under their care. Ensure nursing care meets safety standards..Board. Resolution.. No.. 220, Approved on July 14, 2004...Series. of.2004... and.......... modify practice when necessary. Safeguard patient records and share only..The.. Board of.Nursing.. (BON).. has the.... with. authorized.. personnel........ b g y a b authority to create a Code of Ethics for..Registered.. Nurses..under. the. Philippine.... SECTION.. 8:. Advocacy.. for. Patients.......9173)............1. Nurses.......... Nursing Act of 2002 (Republic Act No. must advocate for patients' rights and privileges.. Purpose.To serve. of the.as guidelines...for ethical Code.. conduct... SECTION.. 9:. Guidelines.. for. Advocacy.......among.... registered nurses.................. Adhere to the Patients’ Bill of Rights. zal To adopt principles from the Code of Good Provide necessary information while n e..Governance..................... o s for the Professions in the protecting patient well-being. g Philippines. Uphold patient rights during conflicts......................... 1..Health. as. a Right........ SECTION.1. Recognize. 10:. Professional the professional,. ethical,.....moral,.. ARTICLE I: PREAMBLE Ethics.. Health..preserve must..health,. promote.. wellness, is a fundamental right; nurses.... and. legal. dimensions...of nursing.. actions...... prevent.If recovery. illness,. is not.andpossible,.alleviate. assist.suffering..with.a. SECTION. Conduct.......... 11: Guidelines for Professional. 2..Responsibility.. death. peaceful. of Nurses........ Conform.. to.laws.and.ethical... principles..... Nurses.. should..understand.. cultural,.. social,... profession........... Avoid advertisement that degrades the.. ecological...aspects. of. illness....... Decline... commissions... for.patient... spiritual, physiological, psychological, and gifts or favors that exploit patients. Do not receive.. Cultural.factors. arediversity. crucial. and.for socio-economic.effective. care..... referrals...........