Nursing and Allied Health Sciences Management Process - DOrSU PDF

Faculty of Nursing and Allied Health Sciences - DOrSU  MODESOFPLANNING DESCRIPTION Reactive occursafteraproblemexists Inactivism seekthestatusquo Preactivism utilize technologytoaccelerate...

Faculty of Nursing and Allied Health Sciences - DOrSU  MODESOFPLANNING DESCRIPTION Reactive occursafteraproblemexists Inactivism seekthestatusquo Preactivism utilize technologytoaccelerate changeand arefutureoriented InteractiveorProactive attempttoplan thefutureoftheir organizationratherthanreacttoit Faculty of Nursing and Allied Health Sciences - DOrSU  Forecastinginvolvestrying to estimatehowaconditionwill bein thefuture. Takesadvantageofinput from others, givessequencein activity, and protectsan organizationagainst undesirable changes. Faculty of Nursing and Allied Health Sciences - DOrSU  Strategicplanningexaminesanorganization’s purpose, mission, philosophy, and goals in the contextofits externalenvironment. Complexorganizationalplans thatinvolvealong period(usually 3to10years)arereferredtoas long-rangeorstrategicplans. Faculty of Nursing and Allied Health Sciences - DOrSU  SWOTAnalysis,also knownas TOWSAnalysis,was developedbyAlbertHumphreyatStanford University in the1960sand 1970s. SWOTdefinitions: Strengthsarethoseinternalattributes thathelp an organizationtoachieveits objectives. Weaknessesarethoseinternal attributesthatchallenge anorganizationin achievingits objectives. Faculty of Nursing and Allied Health Sciences - DOrSU SWOTdefinitions: Opportunitiesareexternalconditionsthatpromote achievementoforganizational objectives. Threatsareexternalconditionsthatchallengeor threatentheachievementoforganizationalobjectives. Faculty of Nursing and Allied Health Sciences - DOrSU Faculty of Nursing and Allied Health Sciences - DOrSU Faculty of Nursing and Allied Health Sciences - DOrSU  Visionstatementsareusedtodescribe futuregoals oraims ofanorganization. It conjures upapictureforall group membersofwhattheywantto accomplishtogether. Anorganization will neverbegreater thanthevision thatguides it. Faculty of Nursing and Allied Health Sciences - DOrSU  The mission statement is a brief statement identifying the reason thatanorganization exists. It identifies theorganization’s constituencyandaddresses its position regarding ethics, principles, and standardsof practice. Faculty of Nursing and Allied Health Sciences - DOrSU  Thephilosophy flowsfromthepurpose ormission statementanddelineates thesetofvaluesandbeliefs that guide all actionsoftheorganization. It is thebasic foundationthatdirects all furtherplanning towardthatmission. Theorganizational philosophy provides thebasis for developingnursing philosophies attheunitlevel andfor nursing serviceas awhole. Faculty of Nursing and Allied Health Sciences - DOrSU  Goalsandobjectivesarethe endstowardwhichthe organization is working. Objectivesaresimilar togoals in thattheymotivatepeopletoa specific endandareexplicit, measurable,observableor retrievable, andobtainable. Faculty of Nursing and Allied Health Sciences - DOrSU  Policies areplans reducedtostatementsorinstructions thatdirectorganizations in their decision making. Theseexplain howgoals will bemetandguidethegeneral courseand scopeoforganizational activities. Faculty of Nursing and Allied Health Sciences - DOrSU Policies also canbeimplied or expressed: Impliedpolicies,neitherwrittennorexpressedverbally, haveusually developedovertimeandfollowaprecedent. Forexample,ahospitalmayhaveanimpliedpolicythatemployeesshouldbe encouragedandsupportedintheiractivityincommunity,regional,andnational health-careorganizations. Expressedpoliciesaredelineatedverbally orin writing. Expressedpoliciesmayincludeaformaldresscode,policyforsickleaveor vacationtime,anddisciplinaryprocedures. Faculty of Nursing and Allied Health Sciences - DOrSU  Proceduresareplans thatestablish customaryoracceptablewaysof accomplishingaspecific taskand delineateasequenceofsteps of required action. Identifytheprocessorsteps neededto implementapolicy andaregenerally foundin manualsattheunitlevelof theorganization. Faculty of Nursing and Allied Health Sciences - DOrSU  Rulesandregulationsareplans thatdefinespecificactionor non-action. Existingrules should beenforcedtokeepmoralefrom breaking downandtoalloworganizationalstructure. Faculty of Nursing and Allied Health Sciences - DOrSU  Kurt Lewin (1951) identified three phases through which the change agent must proceed before a planned change becomespartofthesystem: Unfreezing occurswhenthechangeagentconvinces membersofthegrouptochangeorwhenguilt, anxiety,or concerncanbeelicited. Movement occurswhenthechangeagentidentifies, plans, andimplementsappropriate strategies, ensuring that driving forcesexceedrestraining forces. Faculty of Nursing and Allied Health Sciences - DOrSU  Refreezingphase,thechangeagentassists in stabilizingthe systemchangesothatit becomesintegratedintothestatus quo. Faculty of Nursing and Allied Health Sciences - DOrSU Stagesofchangeandresponsibilitiesofthechangeagent: STAGE1—UNFREEZING 1. Gatherdata. 2. Accuratelydiagnose theproblem. 3. Decideif changeis needed. 4. Makeothersawareoftheneedfor change;donot proceeduntil thestatusquohas beendisrupted and theneedforchangeis perceivedbytheothers. Faculty of Nursing and Allied Health Sciences - DOrSU Stagesofchangeandresponsibilitiesofthechangeagent: STAGE2—MOVEMENT 1. Developaplan. 2. Setgoals and objectives. 3. Identify areasofsupport and resistance. 4. Include everyonewhowill beaffectedbythechange in its planning. Faculty of Nursing and Allied Health Sciences - DOrSU Stagesofchangeandresponsibilities ofthechangeagent: STAGE2—MOVEMENT 5. Settargetdates. 6. Developappropriatestrategies. 7. Implementthechange. 8. Beavailabletosupport othersandofferencouragement throughthechange. Faculty of Nursing and Allied Health Sciences - DOrSU Stagesofchangeandresponsibilitiesofthechangeagent: STAGE2—MOVEMENT 9. Usestrategiesforovercomingresistance tochange. 10. Evaluatethechange. 11. Modifythechange,if necessary. Faculty of Nursing and Allied Health Sciences - DOrSU Stagesofchangeandresponsibilitiesofthechangeagent: STAGE3—REFREEZING 1. Supportotherssothatthechangecontinues. Faculty of Nursing and Allied Health Sciences - DOrSU  EdwardLorenz(1960s), discoveredthateventiny changes in variablesoftendramaticallyaffected outcomes. Evensmall changesin conditionscandrastically alter a system’s long-termbehavior (butterfly effect). Faculty of Nursing and Allied Health Sciences - DOrSU  Abudgetis afinancial plan that includes estimatedexpensesas wellas incomeforaperiodoftime. Accuracydictatestheworthofa budget;themoreaccuratethe budgetblueprint, thebetterthe institution canplan themost efficient useofits resources. Faculty of Nursing and Allied Health Sciences - DOrSU  Workforceorpersonnelbudgetlargest ofthebudget expenditures because healthcareis labor intensive. Operatingbudgetreflectsexpenses thatchangein responsetothevolumeofservice, suchas thecostof electricity,repairs and maintenance,and supplies. Capitalbudgetsplan forthepurchaseofbuildings or majorequipment,whichinclude equipmentthathas a long life (usually greaterthan5to7years). Faculty of Nursing and Allied Health Sciences - DOrSU Faculty of Nursing and Allied Health Sciences - DOrSU  Formal structure, through departmentalization and work division, provides a framework for defining managerial authority, responsibility, andaccountability. Rolesand functions aredefined andsystematically arranged,different people havediffering roles, and rank andhierarchyareevident. Faculty of Nursing and Allied Health Sciences - DOrSU  Informalstructureis generally anaturally forming social networkofemployees. It is theinformalstructurethatfills in thegapswith connectionsand relationships thatillustrate how employeesnetworkwithoneanothertogetworkdone. Faculty of Nursing and Allied Health Sciences - DOrSU  Theorganizationchart defines formalrelationships withintheinstitution. Faculty of Nursing and Allied Health Sciences - DOrSU Faculty of Nursing and Allied Health Sciences - DOrSU  Top-levelmanagerslook attheorganization as a whole, coordinating internal and external influences, and generally makedecisions withfewguidelines or structures. Middle-level managers coordinate the efforts of lower levels of the hierarchy and are the conduit between lowerand top-level managers. First-level managers are concerned with their specific unit’s workflow. Faculty of Nursing and Allied Health Sciences - DOrSU  TOPLEVEL MIDLEVEL FIRSTLEVEL Chief nurse Unitsupervisor Charge nurse Departmenthead Teamleader Primarynurse Scopeof Lookat Integrating unit- Focusprimarily on responsibility organizationas a level day-to-day day-to-day needs wholeaswellas needswith atunitlevel externalinfluences organizational needs Faculty of Nursing and Allied Health Sciences - DOrSU  TOPLEVEL MIDLEVEL FIRSTLEVEL Primary Strategic planning Combination of Short-range, planningfocus long- and short- Operational rangeplanning planning Communication Top-down but Upwardand Moreoften flow receives downwardwith upward;generally subordinate greatcentrality reliesonmiddle feedback both levelmanagers directly and via totransmit middle-level communication to managers top-level managers Faculty of Nursing and Allied Health Sciences - DOrSU  Bureaucraticorganizationaldesignsarecommonlycalledline structures orline organizations. Adhocdesignis amodificationofthebureaucratic structureand is sometimesused onatemporarybasis tofacilitate completionof aproject within aformalline organization. Matrixorganizationstructurefocusesonbothproduct andfunction. Function is described as all thetasks requiredtoproduce the product, andtheproductis theendresult ofthefunction. Faculty of Nursing and Allied Health Sciences - DOrSU  MATRIXORGANIZATIONSTRUCTURE Faculty of Nursing and Allied Health Sciences - DOrSU  Servicelineorganizationcanbeusedtoaddressthe shortcomingsthatareendemictotraditionallarge bureaucraticorganizations. Flatorganizationaldesignsareanefforttoremove hierarchicallayers byflatteningthechainofcommand anddecentralizing theorganization. Faculty of Nursing and Allied Health Sciences - DOrSU FLATORGANIZATIONALDESIGNS Faculty of Nursing and Allied Health Sciences - DOrSU TraditionalPatientCareDeliveryMethods Total patient care Functional nursing Teamand modular nursing Primary nursing Case management Faculty of Nursing and Allied Health Sciences - DOrSU  Nurses assume total responsibility during their timeondutyformeetingall theneeds ofassigned patients. Sometimesreferredtoas thecasemethodofassignment because patients maybe assigned as cases. Faculty of Nursing and Allied Health Sciences - DOrSU  Functional nursing is efficiency-based; tasks are completed quickly, with little confusion regarding responsibilities. Allow care to be provided with a minimal number of RNs. Faculty of Nursing and Allied Health Sciences - DOrSU  Ancillary personnel collaborate in providingcaretoagroupof patients under thedirection ofa professional nurse. Astheteamleader, thenurseis responsible forknowingthe condition andneeds ofall the patients assigned totheteam andfor planning individual care. Faculty of Nursing and Allied Health Sciences - DOrSU  Modularnursingusesamini-team(twoorthree memberswithatleastonememberbeing anRN), withmembersofthemodular nursing team sometimesbeing called carepairs. Patientcareunits aretypically divided into modules ordistricts andassignments arebased onthe geographicallocationofpatients. Faculty of Nursing and Allied Health Sciences - DOrSU  Theprimarynurse assumes 24-hour responsibility for planning thecareofoneormorepatients fromadmission or thestartoftreatmenttodischargeorthetreatment’s end. During workhours, theprimary nurse providestotaldirect carefor thatpatient. Whentheprimarynurseis notonduty,associatenurses, whofollowthecareplan established bytheprimary nurse, providecare. Faculty of Nursing and Allied Health Sciences - DOrSU Faculty of Nursing and Allied Health Sciences - DOrSU  Acollaborativeprocessofassessment,planning, facilitation and advocacyfor optionsand services to meetanindividual’s healthneedsthrough communicationand available resourcestopromote quality cost-effectiveoutcomes. Nursesaddress eachpatientindividually, identifying themostcost-effectiveproviders, treatments,and caresettingspossible. Faculty of Nursing and Allied Health Sciences - DOrSU