Leadership Management Notes PDF

\ Patient Care Delivery System Goals should be: - Structured approach used by healthcare S-specific organizations to provide care to patients in a M-measurable sa...

\ Patient Care Delivery System Goals should be: - Structured approach used by healthcare S-specific organizations to provide care to patients in a M-measurable safe, efficient and effective manner. - System is designed to ensure patient care is A-attainable patient-centered, evidence-based and R-realistic aligned with quality and safety standards T-time Nursing Process in the Delivery of Nursing Services Implementation – consist of doing and documenting activities Nursing Process – critical thinking process that professional nurses use to apply the best available Evaluation – is a planned, ongoing and purposeful care-giving activity Process of Nursing Process - Clients progress toward achievement of goals/outcomes  To identify clients health status and actual or potential health care problems Patient Classification System  To establish plans Types of Patient Classification System:  To deliver specific nursing intervention 1. Acuity-Based Classification Components of Nursing Process 2. Diagnosis-Related Groups  Assessment (data collection) 3. Nursing Workload Measurement  Nursing Diagnosis 4. Risk Factor-Based Classification 5. Outcome-Based Classification  Planning  Implementation Key components of PCS:  Evaluation 1. Acuity Levels – severity of conditions Components of Nursing Process 2. Diagnosis – Categorizing by medical condition Assessment – involves collecting, organizing, 3. Care Needs – tailoring specific interventions validating and documenting 4. Risk Factors – age, comorbidities Types of Data: Benefits of PCS: - Objective Data 1. Resource Allocation – matching staff and - Subjective Data resources to patient needs Source of Data: 2. Improved Patient Care – personalized and effective treatment  Primary Source 3. Staffing Efficiency – nurse-to-patient ratios  Secondary Source 4. Cost Management – reducing unnecessary Components of Nursing Process expenditures 5. Standardization of Care – consistent Nursing Diagnosis – defined as clinical judgement practices across facilities Uses Maslow’s Hierarchy of Needs – to prioritize Challenges of PCS: and plan patient centered care 1. Data Complexity – accurate data collection Planning: 2. Adaptability – adjusting to evolving  Formulates goals and outcomes 3. Cost of Implementation – expense of  Sets patient-specific goals installing PCS  Uses NCP’s  Enhance communication Leadership Management Notes - Nebres  \ Modalities of Care – different approaches to 2. Community Setting – Patient care is the top healthcare priority 1. Case of Method – one nurse provides Tool for Facilitating Health Care Teamwork complete, personalized care to single patient Healthcare Teamwork during their shift 2. Primary Nurse – one nurse is responsible for  Px safety relies on effective communication overseeing and coordinating a patient’s care  Tools are at hand to help throughout their stay  Good teamwork requires effective 3. Team Nursing – team of healthcare communication providers led by RN works together to care for a group of patients Team STEPPS Training Method – evidence-based 4. Modular Nursing – nursing staff is built on a framework organized into small teams responsible for Nurses Role specific groups of patient 5. Functional Nursing – tasks where divided Collaborative Care – healthcare model which aims among staff based on specific roles to improve patient outcomes functions like medication or wound care Role of Nurses in Collaborative Care 6. Nursing Care Management – nurse coordinates and oversees a patient’s care - Provides a strong foundation for successful throughout their treatment journey collaboration 7. Innovative/Contemporary Method – - Effective communication is critical technology and evidence-based practices Intradisciplinary and Multidisciplinary Team Work Behavioral Theories – developed by Kert Lewin and Collaboration 1930 Collaboration – defined as health care professionals  Autocratic – centralized decision making assuming complementary roles and cooperatively  Democratic – participation of people working together  Laissez Faire – passive & permissive Elements of Successful Team Collaboration Contemporary Theory Transformational: 1. Communication – providing clear 1. Transactional – maintain deadly operators instructions, asking for clarification 2. Transformational – inspire & empower 2. Transparency – open lines of 3. Servant Leadership – serving her stuff communication Management: 3. Employee Engagement – keeping employees team engaged - Coordinates people, time and supplies 4. Compromise – disagreements arise - Involves problem solving 5. Conflict Management – management Managers Responsibility: strategy needs to be put in place 6. Reliability – goals and duties are identified - Maintain control of the day to day 7. Diversity – foster a more holistic approach - Achieved established goals and objectives to team collaboration Nurse Manager – perform administrative tasks 5 Principles and Benefits of Effective Team 5 Interpersonal Bases of Power: 1. Honesty  Legitimate – given position in the hierarchy 2. Discipline  Reward – reward of compliance 3. Creativity  Coercive – punish 4. Humility  Referent – charisma influence people 5. Curiosity  Expert – Development of Team and Collaboration 1911 Frederic Taylor – studies time and motion 1. Hospital Setting – defined as Administrative Theory – Henri Fayol 1916 complementary roles and cooperatively working together Leadership Management Notes - Nebres  \  Planning – provides framework Two types of Leader:  Organizing – establish order, achieve goals 1. Formal – position, appointed  Directing – leading the stuff 2. Informal – expertise, not being appointed  Controlling – Differences between Theories of Leadership: Motivational Theory 1. Trait theory – leadership is inherent by trait Theory X – Mcgregor P. 1960 2. Behavioral Theory – what leader does  Manager control, direct & motivate 3. Great Man theory – leaders are born not  Avoid responsibility made Theory Y Management: Principles of Management:  Employees enjoy their work 1. Division of Work - Divide responsibilities, Makes employee more efficient/better Theory Z - Ouchi 1981 outputs 2. Authority - Managers give orders - Work together 3. Discipline - Clear understanding between Nursing Leadership & Management management and workers about organization’s rules Course Description – deals of concepts, principle, 4. Unity of Command - Employee receive theories, methods and strategies orders only from one superior Critical Thinking: 5. Unity of Direction - One manager using one plan  Accurate 6. Subordination of Individual Interest to the  Solve problems General Interest - Employee or group of  Plan employees interest should not precede over  Seek knowledge the interests  Active organized, cognitive process 7. Renumeration - Employee must be paid a  Conclusions and make decisions fair wage  Explore alternatives 8. Centralization - Degree subordinates  Reflective thinking involvement in decision making, Decision Making – complex cognitive process Centralized (management), Decentralized (subordinates) Problem Solving – systematic process that focus on 9. Scalar Chain - Line of authority from top analyzing management to the lowest ranks Tools for Critical Thinking: 10. Order - People and materials are in the right place and right time  Ask questions – to begin information 11. Equity and Justice - Fair and just treatment, seeking process no favoritism 12. Stability of Tenure - Ensures that Characteristics of a Critical Thinker: replacements are available to fill vacancies  Flexible 13. Initiative - Employees are allowed to  Risk taker originate and carry out plans to exert high  Resourceful levels of efforts  Persistent 14. Espirit De Corps - Team spirit builds  Caring harmony and unity 15. Motivation of Personnel - Allowed to work Fish Bone Diagram in problem/decision making (Tan and The Nurse’s Role: Beltran 2009) 1. Critical Thinker Management Resources (7m’s) use to  Leadership – ability to influence group of accomplish goals people 1. Money (budget)  Management – manage people 2. Men (human resources-staffing) 3. Machines (faster, easier) 4. Materials (syringe) Leadership Management Notes - Nebres  \ 5. Methods (techniques, assessing well-being - Registered Nurses and Staff: Adequate skill in health and disease) matching for patient care. 6. Moment (time management) - Organizational Culture: Align staffing with 7. Manager workplace culture. - Practice Environment: Foster a supportive, efficient environment. Universality of Management Staffing Patterns: 1. Planning - Nursing Care Hours: Calculate care hours 2. Organizing required per patient. 3. Directing - Full-Time Equivalents (FTEs): Define work 4. Staffing commitment (e.g., 1.0 FTE for full-time). 5. Controlling - Skill Mix and Support: Balance RNs and assistants; ensure administrative support. Orem’s Self-Care Theory – intense work for the nurse Considerations in Staffing Patterns: Functions of Communications - Benchmarking: Involves comparing staffing 1. Control (behavior) practices with industry standards or top-performing 2. Motivation organizations (e.g., assessing nurse-to-patient 3. Effective Communication ratios). 4. Emotional Expression (social needs) - Regulatory Requirements: Ensures compliance 5. Information (decision making) with laws and mandates, like safe nurse-to-patient Lines of Communication ratios, to maintain patient safety and care standards. - Skill Mix: The proportion of qualified 1. Downward – from superior to the professionals to support staff, designed to meet subordinate may pass through various levels patient care needs effectively. 2. Upward – emanates from subordinates to - Support for Nursing Staff: Having sufficient superior, in the form of feedback support staff, such as nursing assistants or clerical 3. Horizontal or Lateral – flows between peers, staff, frees up nurses to focus on complex care personnel or departments Scheduling Considerations: 4. Outward – deals with information that flows - Patient Type & Acuity: Match experience levels from care-givers to the patients to patient needs. The Forty-Hour Week Law – Republic Act 5901 - Patient Count: Increase staff for higher patient loads. - Provides employees working in 100 bed - Support Available: Ensure staff have necessary capacity and up will work only 40 hours a support (e.g., nursing assistants). week - Applies to employees working in agencies Elements of Planning - Less than one million population will work 48 hours/week and will get only on off-duty Core Elements: a week - Mission: Defines organizational purpose. - Vision: Outlines future goals. Staffing - Philosophy, Goals, Objectives: Establish values, targets, and motivations. Staffing Process: - Policies & Procedures: Guide decision-making - Preparing to Recruit: Determine personnel and task execution. types and numbers needed. - Rules: Set standard actions for specific - Attracting Staff: Use advertisements and situations. outreach to attract candidates. - Recruiting and Selecting: Conduct interviews, Forecasting: testing, and orientation. - Estimation: Anticipate future conditions, often Principles of Staffing: using Gantt Charts for project timelines. - Healthcare Consumer: Ensure staffing meets patient needs. Leadership Management Notes - Nebres  \ Budgeting: employees, operating separately from official Steps: structure. 1. Assess needs. - Staff Organization: Includes specialized 2. Set goals for cost-effective budgeting. support roles that provide advice and expertise but 3. Develop a fiscal year or perpetual budget plan. do not have direct authority over employees. 4. Implement and monitor monthly. - Functional Organization: Organizes 5. Evaluate and modify as needed. employees by areas of expertise, common in larger companies, grouping tasks into departments for Types of Budgets: focus and efficiency. - Personnel Budget: Covers workforce costs, adjusted based on patient volume. Organizing Principles - Operating Budget: Reflects costs varying with service volume (e.g., supplies). 1. Division of Work: - Capital Budget: Plans for major purchases (e.g., - Promotes specialization, making employees buildings, long-term equipment). more efficient and increasing productivity and quality. Budgeting Methods: 2. Chain of Command: - Incremental, Zero-Based, Flexible, and - Establishes a clear line of authority from top Performance Budgeting: Different methods to management to lower ranks, ensuring clarity in manage budget flexibly or focus on specific reporting relationships. outcomes. 3. Type of Work: - Defines specific tasks and responsibilities Barriers in Planning: expected from employees based on their roles. - Costing Nursing Care: Importance of cost 4. Grouping of Work Segments: allocation per patient and care time to measure - Groups similar tasks or roles into nursing service expenses accurately. departments or teams to improve coordination and manageability. Organizational Structure and Theories 5. Levels of Management: - Involves assigning tasks, grouping them into - Organizes roles into hierarchical levels departments, delegating authority, and allocating (executive, middle management, and resources within an organization. supervisors), each with varying authority and - Establishes clear roles and responsibilities, responsibility. minimizes duplication, and avoids confusion in task 6. Unity of Command: assignments. - Ensures that each employee receives directives from only one superior to maintain Classical Organizational Theory clear lines of accountability. - Human Relations Theory: Emphasizes the 7. Homogeneous Assignment (Departmentation): importance of interpersonal relationships within the - Groups similar functions into departments to workplace. increase specialization and efficiency. - Systems Theory: Views the organization as an 8. Span of Control interconnected system where all parts influence - Defines the number of employees a manager each other. can effectively supervise, balancing effective - Contingency Theory: Suggests that oversight with manageability. organizational effectiveness is dependent on fitting 9. Exception Principle structure to environmental conditions. - Reserves higher-level managers for unusual - Chaos and Complexity Theory: Recognizes or complex decisions, delegating routine that organizations operate in complex, decisions to lower-level managers. unpredictable environments and must be adaptive. Organizational Structures - Line Organization: Authority flows directly from top management to employees in a vertical hierarchy, with clear decision-making power. - Informal Organization: Comprises personal and social relationships naturally formed among Leadership Management Notes - Nebres