HCA 301 Leadership and Management in Healthcare Setting PDF

HCA 301 Leadership and management in healthcare setting CHAPTER 12 LEADING & MANAGING CHANGE, STRESS AND TIME Resource: Sullivan, E.J. & Garland, G. (2013), 2nd Edition. Practical Leadership & Management in Healthcare for Nurses and Allied Health Professionals. UK: Pearson HCA 301, CHSS, AHD, SEMEST...

HCA 301 Leadership and management in healthcare setting CHAPTER 12 LEADING & MANAGING CHANGE, STRESS AND TIME Resource: Sullivan, E.J. & Garland, G. (2013), 2nd Edition. Practical Leadership & Management in Healthcare for Nurses and Allied Health Professionals. UK: Pearson HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 1 Learning Outcomes 1. Explain nature of stress. 2. Describe the organizational, interpersonal, and individual factors that cause stress. 3. Summarize the consequences of stress. 4. Examine how individuals and organizations can manage stress. 5. Explain time-management 6. Examine goals and determine priorities. 7. Summarize methods to respect time for yourself and others. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 2 Stress Health and safety Executive (HSE) (2011) defines stress as 'the adverse reaction people excessive pressures or other types of demands placed on them'. ▪Nonspecific reaction people have to demands from the environment that pose a threat ▪Results when two or more incompatible demands on the body cause a conflict ▪Can be positive, eustress, or negative, distress. ▪Certain amount is essential to sustain life. In moderate amounts, stress serves as a stimulus to performance Overpowering stress can cause a person to respond in a maladaptive physiological or psychological manner. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 3 The Nature of Stress ▪A balance must exist between stress and the capability to handle it. ▪When the degree of stress is equal to the degree of ability to accommodate it, the organism is in a state of equilibrium. ▪The experience of stress is subjective and individualized. ▪One person’s stressful event is another’s challenge. Stress greater than a person’s coping mechanisms can lead to physical and psychological problems. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 4 Causes of stress in the workplace The Health and Safety Executive (2007) has identified six primary sources of stress at work. Demands — workload, work patterns (shift work, split shifts and unsocial hours) and work environment (noise, working outdoors in all weather, pace of work). Control — how much say the person has in the work they do and how it is done. Support- encouragement, sponsorship (someone in the organisation who values and promotes your work), resources, access to information and other people such as the manager or colleagues. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 5 Causes of stress in the workplace Relationships — respectful working relationships that minimise conflict and address unacceptable behaviours such as bullying. Roles — lack of clarity in roles, overlap in roles and responsibilities that conflict with each other or with the individual's values and beliefs. Change — how change is managed and communicated. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 6 Personal causes of stress Work is not the only source of stress for individuals at work. What is happening outside work The Person's level of optimism How they benchmark themselves against others Past experience of stress and self-esteem can all affect stress levels. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 7 Personal causes of stress Life events Marriage Pregnancy Purchasing a new home Outlook on life Seligman (2006) found that an optimist faced with a difficult situation sees the situation as temporary (this too shall pass), external (caused by factors largely outside themselves) and specific (a unique occurrence that does not relate to other experiences). A pessimist sees a bad event as permanent (things will never change), internal (l am to blame) and universal (l am a bad manager). HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 8 Personal causes of stress Benchmarking Stress can result from comparing yourself, your service or your team with others. Newly qualified staff members, often compare themselves with more experienced members of the team, and therefore see themselves as inadequate in the role. Past experience Past experience in coping with stress provides insight into an individual's ability for successful coping in current experiences. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 9 Personal causes of stress Self-esteem A person's overall evaluation of their worth— also affects coping. Individuals with low self-esteem often have difficulty coping with role conflict and role ambiguity. Role ambiguity results from unclear expectations of one's performance. High tolerances for ambiguity can deal better with strains that come from uncertainties. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 10 Consequences of Stress Warning signs of too much stress include: ▪Undue, prolonged anxiety, phobias, or persistent state of fear ▪Depression ▪Abrupt changes in mood and behavior ▪Perfectionism ▪Setting of unreasonably high standards Burnout Perception an individual has used up all available energy to perform the job Feels he or she does not have enough energy to complete the task Combination of physical fatigue, emotional exhaustion, and cognitive weariness HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 11 Consequences of Stress Warning signs of too much stress include: Physical illnesses ▪Ulcer ▪Arthritis ▪Colitis ▪Hypertension ▪Myocardial infarction ▪Migraine headaches HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 12 Managing Stress Personal Methods ▪Recognize stressors in the environment. ▪Development of interpersonal skills and identifying and nurturing social supports ▪Keep life in balance. ▪Time management, take control of how, where and when our time is used. ▪Caring for yourself physically and developing effective mental habits HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 13 Managing Stress Organizational Methods ▪Proper matching of job with applicant ▪Skills training ▪Employee assistance programs (EAPs) ▪Communication and social support ▪Policies that reduce the stress of shift work are also important. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 14 Time management No one manages time, but we can manage how we use time. Covey, Merrill and Merrill (1994) conceived a time management approach intend ed to help a person achieve personal effectiveness aligned with personal principles. They use the analogy of 'clock and compass', the clock representing time, and the compass representing priorities. Time should be allocated to activities that will bring about the desired results, not simply because they are urgent HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 15 Time-wasters A time-waster is something that prevents a person from accomplishing the job or achieving the goal. Common time-wasters include: ▪Staff interruptions ▪Meetings without a clear purpose ▪Goals, objectives, and priorities that are not measurable ▪Plans without time parameters ▪Disorganized files or papers ▪Time logs, not analyzed ▪Tasks/activities that can be delegated ▪Waiting for others ▪Inability to say no HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 16 Time Logs ▪Written or digital records of what you do every minute of the day ▪Useful in analyzing your time ▪Examine your calender or planner to determine how you spend your time. ▪Determine time wasters and activities that can be delegated to others or eliminated. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 17 Enabling effective time management Goal setting Goals are specific statements of outcomes that are to be achieved. Defining goals and time frames helps reduce stress by preventing the panic people often feel when confronted with multiple demands. Goal setting helps relate current behavior, activities, or operations to the long-range goals of an organization or individual. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 18 Enabling effective time management Goal setting Think of individual or personal goals in categories such as: ▪Department or unit ▪Interpersonal ▪Professional ▪Financial ▪Social HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 19 Enabling effective time management Goal setting Think of individual or personal goals in categories (outside work): ▪Vacation and travel ▪Physical ▪Lifestyle ▪Community ▪Spiritual Short-term goals should be set for the next 6 to 12 months, but they should be related to longterm goals. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 20 Enabling effective time management Goal setting To manage time effectively, answer the below questions about goals What specific objectives are to be achieved? What specific activities are necessary to achieve these objectives? How much time is required for each activity? Which activities can be planned and scheduled for concurrent action, and which must be planned and scheduled sequentially? Which activities can be delegated to staff? HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 21 Enabling effective time management Delegating tasks Delegating tasks to others can be an efficient time-management tool. Delegation involves assigning tasks, determining expected results and granting authority to the individual expected to accomplish these tasks. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 22 Enabling effective time management Time analysis The first step in time analysis is to identify how time is being used Job redesign places emphasis on ensuring that time is spent wisely and that the right individual is correctly assigned the responsibility for tasks. Repeat the time analysis at least twice a year to see how well you are managing your time, whether the job or the environment has changed, and whether changes in planning activities are required. This can help prevent reverting to poor time-management habits HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 23 Enabling effective time management Setting priorities Activities can be identified according to the following: ▪Urgent and important ▪Important but not urgent ▪Urgent but not important ▪Busywork , or Wasted time Activities that are both urgent and important must be completed. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 24 Enabling effective time management Daily Planning and Scheduling Prepare a to-do list of the tasks to be completed each day. A weekly to-do list may be more effective. Some time should remain uncommitted to allow you to deal with emergencies and crises that are sure to happen. A system to keep track of regularly scheduled meetings and appointments. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 25 Grouping Activities and Minimizing Routine Work Group similar items within the divisions of the work shift. Group routine tasks during the least productive time. Use transition or waiting time productively. Implement the daily plan and follow up. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 26 Personal Organization and Self-discipline Work from clearly defined priorities based on measurable, achievable objectives. Establish realistic commitments to manage time effectively. There is never enough time for all the activities, situations, and events in which one might like to become involved. To be effective, managers must be personally well organized and possess self-discipline. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 27 Respecting Time Respect your own time as well as that of others. If you need to talk to someone, make an appointment, particularly for routine matters. "What is the best use of my time right now?" ▪For myself and my goals ▪For my staff and their goals ▪For the organization and its goals HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 28 Ponder points ▪Stress is the adverse reaction people have to excessive pressures or other types of demands placed on them. ▪Stress can result from work demands and personal situations. ▪Stress can cause physical and psychological symptoms in the individual that can lead to burnout, poor job performance, low job satisfaction and high absenteeism. ▪Strategies to help individuals, as well as organisations, to manage stress include: clarifying goals and roles; providing support, including training and education on stress management; using participative management techniques; and practising personal stress management techniques. ▪Managers and leaders must use time wisely to accomplish everything that is expected of them: this takes planning. ▪Managers who respect their own time are likely to find others respecting it also. HCA 301, CHSS, AHD, SEMESTER II-2023- 2024 29