Qualities of Good Supervision & Discipline Management PDF

Qualities of Good Supervision Some basic principles in managing discipline 1. Good technical, managerial and human relation skills 1. Discipline is not a punishment. 2. Ability to communicate well; ability to listen 2. Managing discipline...

Qualities of Good Supervision Some basic principles in managing discipline 1. Good technical, managerial and human relation skills 1. Discipline is not a punishment. 2. Ability to communicate well; ability to listen 2. Managing discipline is a line responsibility. 3. Firmness with flexibility 3.The purpose or goal of discipline is to help an 4. Fairness employee keep his job, not lose it. 5. Familiarity with hospital and nursing policies affecting patient care 4. Discipline can be one of the most difficult jobs of a 6.Good decision making skills supervisor. 7. Willingness to grow and develop 5. Termination is Xnot a part of the disciplinary process. 8. Ability to accept changes 6.Taking disciplinary action is always the last resort. 9. Dignified and pleasing personality 10. Ability to motivate employees and provide opportunities for Problems of traditional approaches to discipline: continuing prof growth and dev Unpleasant for the supervisor - 11. Advocacy for nurses and nursing Overreaction true !! Excusing good performers true ! Employees develop immunity ~ CONFLICT MANAGEMENT Avoidance Undesirable side effects Conflict - disagreement between people on: Temporary effect a. Substantive issue b. Emotional issue Causes of Conflict Role ambiguities Task interdependence Competing objectives Structural differentiation Unresolved prior conflicts How to deal with conflict? Conflict resolution- eliminates the underlying causes of conflict and reduces the potential for similar conflicts in the future. - Redirect to the set of goals - Make more resources available to everyone - Change the people - Alter the physical environment - Change reward system Conflict resolution Redirect to the set of goals Make more resources available to everyone Change the people Alter the physical environment Guidelines for effective disciplinary discussion Change reward system Talk to me in private Change policies Make me feel ease Training in interpersonal relationship State the purpose of the talk Don't focus on my personality but on my specific Conflict Management Styles behaviors Avoidance Talk to me in a cordial, professional tone Accommodation Use words that I will understand Competition State facts, cite examples, not conclusions Compromise Treat the discussion with confidentiality Collaboration Treat me with dignity Make sure it is worth calling me in End Result Assure me I still have your support add confidence Lose-lose situation Don't judge my future by my past Win-lose situation Help me save face. Walk me out of the office as Win-win situation though nothing happened DISCIPLINE Training of the mind and character. Mode of life in accordance with rules. Act of influencing behavior through reprimand. Supervisory method for solving people problems and building high performance. September 13,2024 Performance Appraisal Performance appraisal is a control process in CONTROLLING or EVALUATION which employee’s performance is evaluated against standards Controlling or Evaluation Most valuable tool in controlling human Is an on going function of management resources It includes assessing and regulating performance in It is a reflection of how well the nursing accordance with the plans that have been adopted, personnel have performed during a specific period of time - the instructions issued, and the principles established It opens opportunities for improvement Purposes of Performance Appraisal Determine salary standards and merit increase Reasons for Conducting Evaluation Select qualified individuals for promotion or 1. Evaluation ensures that quality nursing care are transfer provided Identify unsatisfactory employees for demotion or 2. It allows for the setting of sensible objectives and termination ensure compliance with them Make inventories of talents within the institution 3. It provides standards for establishing comparisons Determine training and developmental needs of 4.It provides visibility and a means for employees to employees monitor their own performance. Provides recognition for accomplishments 5. It highlights problems related to quality care and Improve the performance of work groups by determines the area that require priority attention examining, improving, correcting interrelationships 6.It provides an indication of the costs of poor quality between members 7. It justifies the use of resources Improve communication between supervisors and 8.It provides feedback for improvement employees and reach an understanding on the objectives of the job Evaluation Principles Establish standards of supervisory performance The evaluation must be based on the behavioral Discover the aspirations of employees and standards of performance which the position reconcile these with the goals of the institution requires Enough time to observe employees behavior Factors contributing to an Effective Performance Employees must be given copy of job description Appraisal System and performance standards before evaluation 1. Compatibility of goals Employee’s performance appraisal must also 2. Direct application of the rated performance to include satisfactory and unsatisfactory results with performance standards and objectives expected of specific behavioral instances to exemplify these the worker evaluative comments Development of behavioral expectations which have Areas needing improvement must be prioritized to been mutually agreed upon by both the rater and help the worker upgrade his/her performance the worker The evaluation conference should be schedules 4. Understanding the process and effective and conducted at a convenient time for the rater utilization of procedure by the rater and the employee under evaluation, in a pleasant 5. Rating of each individual by the immediate surrounding and with ample time for discussion supervisor The evaluation report and conference should be 6. Concentration on the strengths and weaknesses structured in such a way that it is perceived and to improve individual performance accepted positively as a means of improving job 7. Encouragement of feedback from the rated performance employees about their performance needs and interests Basic Components of Control Process 1. Establishment of standards, objectives and methods Methods of Measuring Performance for measuring performance Essay 2. Measurement of actual performance Checklists 3. Comparison of results of performance with standards Ranking and objectives and identifying strengths and areas for Rating scales correction and/or improvement; Anecdotal recording 4. Action to reinforce strengths or successes; 5.Implementation of corrective action as necessary The essential elements of any control process are 3 types of performance standards: Establishment of Standards Measurement 1. Standards on Structure Comparingperformancewiththestandards - focus on the structure or management system used to Taking corrective actions deliver care 2. Process Standards - Refers to the decision and actions of the nurse relative to the nursing process 3. Outcome Standards - designed to measure the results of care provided  Total Quality Management Quality Management Total Quality Management (TQM) is a management concept coined by W. Edwards Deming. The basis of TQM is to reduce the errors produced during the Quality Management manufacturing or service process, increase customer Quality management can be considered to have three satisfaction, streamline supply chain management, main components: quality control (QC), quality assurance aim for modernization of equipment and ensure (QA) and quality improvement (Ql). workers have the highest level of training. Quality management is focused not only on product quality, but also the means to achieve it. Quality Assurance Quality assurance is the process of verifying or Quality Control determining whether products or services meet or Quality control is a specific type of controlling that include exceed customer expectations. It is a process-driven activities that evaluate, monitor or regulate services approach with specific steps to help define and attain rendered to consumers goals. This process considers design, development, production, and service. Quality Control Effective quality control entails: Quality Assurance 1. Program needs to be supported by top level Quality assurance, QA for short, refers to a program administrators. for the systematic monitoring and evaluation of the 2. Sincere commitment by the institution as evidenced by various aspects of a project, service, or facility to fiscal and human resource support. ensure that standards of quality are being met - 3. Presence of a developed quality control criteria "Doing it right". Quality Assurance The most popular tool used to determine quality assurance is the Shewhart Cycle, developed by Dr. Walter A. Shewhart in 1939 and modified by Dr. W. Edwards Deming in 1950. This cycle for quality assurance consists of four steps: Plan, Do, Check, and Act and are commonly abbreviated as PDCA. Quality Improvement The principles of QI stem from work by W. Edwards Deming, PhD, (1900-1993) a statistician who revolutionized management theories in Japan and the United States. The principles include: A strong focus on customers - in our case, patients; Continuous improvement of all processes; Involvement of the entire organization in the pursuit of Quality Control quality; Use of data and team knowledge to improve Benchmarking - is a performance measurement tool to decision making. identify best practices. A technique to compare organizational performance with Quality Improvement industry at large. Quality improvement (QI) is a systematic approach It identifies continuous improvement opportunities. to reduction or elimination of waste and losses in production process. Quality Control Ql is a method of continuously examining processes The Process of Benchmarking and making them more effective. Organizations that benchmark, adapt the process to best fit their own needs and culture. Although number of steps in Quality Improvement the process may vary from organization to organization, the Quality improvement as applied in nursing or QI, a following six steps contain the core techniques: method of evaluating and improving processes of patient care which emphasizes a multidisciplinary approach to problem solving, and focuses not on individuals, but systems of patient care which might be the cause of variations. "Doing the right thing" Quality Control Process Determine criterion or standard Collect information if the standard has been met. Educational or corrective action is taken if the standard has not been met.  Accreditation Accreditation is the voluntary process of being Continuous Quality Improvement certified as meeting the minimum requirements as Continuous quality improvement or CQI: designated by an accrediting agency. A management approach to improving and maintaining It engages the organization in meeting high quality quality that emphasizes internally driven and relatively standards, implementing a continuous improvement continuous assessments of potential causes of quality process, and engaging in quality assurance through defects, followed by action aimed either at avoiding decrease internal and external review. in quality or else correcting it an early stage. Accreditation PACUCOA - Philippine Association of Colleges and Universities Commission on Accreditation PAASCU - Philippine Accrediting Association of Schools, Colleges, and Universities. Accreditation ISO (International Organization for Standardization) is the world's largest developer and publisher of International Standards. ISO is a network of the national standards institutes of 157 countries, one member per Standard country, with a Central Secretariat in Geneva, A standard is a predetermined level of excellence that Switzerland, that coordinates the system. serves as a guide for practice. Characteristics: Discipline 1. Predetermined Discipline among employees should be corrective, 2. Established by authority constructive and developmental. 3. Communicated to and accepted by people affected by Managers are encouraged to counsel their staff in the standard. a constructive manner. Discipline Discipline due to marginal performance AUDIT includes but not limited to: failure to satisfactorily perform job responsibilities; inconsistent job Audit performance, consistent errors in work; While standards provide the yardstick for measuring noncompliance with organizational policies and quality, audits are measurement tools. procedures; inability to perform assigned work; An audit is a systematic and official examination of record, personal misconduct; and unsatisfactory process, structure, environment, or account to evaluate absenteeism and/or tardiness. performance Discipline Audits Major infraction include, but are not restricted to: Retrospective audits are performed after the client 1. Possession, use or being under the influence of receive the service. alcohol or illegal drugs on the job. Concurrent audits are performed while the client is 2. Disobedience, insubordination, or unreasonable receiving the service. refusal to carry out department head's instructions. Prospective audits attempt to identify how future 3.Stealing of the organization's property or the performance will be affected by current interventions property of another person. 4. Falsification of time reports including absence. Accreditation 5. Failure to report for work for three consecutive Joint Commission International, or JCI, is one of the days without satisfactory explanation upon return. groups providing international healthcare accreditation 6. Fighting inside the organization's premises. services to hospitals around the world and brings income 7. Gambling inside the organization's premises. into the US-based parent organization. This not-for-profit 8. Falsification of employment records. private company currently accredits hospitals in Asia, Europe, the Middle East and South America, and is seeking to expand its business further. Discipline Methods 9. Willful or continued disregard for the organization's Management by Objectives (MBO) by Peter established safety procedures. Drucker (1909 - 2005) is a tool for effective 10. Willful destruction of the organization's property or planning and appraisal. It emphasizes the the property of others. achievement of objectives instead of personality 11. Possession and/or use of firearms on organization's characteristics. property. 12,Any act of immoral conduct or poor citizenship which, Pitfalls to avoid in appraisal in the opinion of the administration, may cast unfavorable Halo effect occurs when the appraiser lets one or opinion on the organization. two positive aspects of the assessment or behavior of the employee unduly influence all other Progressive Discipline aspects of the employee's performance. Verbal Warning - The manager meets with the Horn effect occurs when the appraiser allows employee to discuss the performance problem, making negative aspects of the employee's performance sure that the employee understands the problem and the to influence the assessment to such an extent that behavior changes that are needed to solve the problem. other levels of job performance are not accurately The manager will document the discussion in a memo, recorded. providing the original o the employee and a for the file. Central tendency is hesitancy on the part of the appraiser to risk true assessment and therefore Written Warning - If after one or two verbal warnings rate all employees as average. performance is not improved to a satisfactory level, the First impression error is making initial positive or employee will receive a written warning. The employee negative judgment and allow that first impression will be given a review period of up to 6 months, time to color or distort one's evaluation. period to be determined at the discretion of the manager Stereotyping error is the tendency to generalize and the administration, to improve performance to a across groups and ignore individual differences. satisfactory level. The goal of this review period is for the manager and employee to work constructively. Suspension Without Pay - This may be the next step depending on the circumstances of the employee's marginal performance. This action is always done in writing and the manager is to confer with the administration before proceeding to this step. Dismissal - If performance does not improve to a C satisfactory level as a result of the written warning, then the staff member's employment may be terminated from the organization. The administration must be consulted prior to any action being taken. Major infractions of the organization's policies and practices may result in immediate dismissal without progressive discipline or prior notice. This dismissal is supported in writing, a copy of which is made part of the employee's personnel record. Grievance Committee A committee formed to settle grievances according to formal procedures (grievance procedures) agreed upon, as by the terms of a collective bargaining agreement (CBA) or between employees and the administration. Performance Appraisal Performance appraisal is an assessment of how well employees perform the duties of their job as delineated by the job description. If done fairly, it increases the employees motivation because it identifies areas where one can improve. Methods Anecdotal notes are objective descriptions of behaviors recorded on paper. Rating scales locates behavior at a point on a continuum. Ranking forces the appraiser to rank staff in descending order from highest to lowest even if she does not feel there is a difference.