leadman ni henz

8/8/2019 Leadman ni Henz

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PRAYERPRAYER

Grant us peace O God, as we open our books andnotes, open our minds to Thy will and may we

dedicate these hours to Thy son, Jesus Christ.

Offer us insight, O Lord, that we may understandthese things and see them as a part of thy

kingdom. May we offer Thee our best in reading

and learning that it may be a part of our

discipleship.O Jesus, may this be a worthy time that is faithful

to thee and bring us closer to the goals we have

in order to serve thee. We offer this time and

prayer in Thy holy name. AMEN


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It is not intelligence alone thatIt is not intelligence alone that

brings success, but rather the drivebrings success, but rather the drive

to succeed, the commitment toto succeed, the commitment to

work hard and the courage towork hard and the courage to

believe in yourself=)believe in yourself=)


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LEADERSHIPLEADERSHIP

AND

MANAGEMENTMANAGEMENT

By Heneli S. Segura BSN, RN


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Identify whetherIdentify whetherLeadership or ManagementLeadership or Management

May or may not be appointed

Fulfilling organizational mission

Towards Goal setting

Risk Taker

Officially Appointed

Intuitive, empathic

Do things right

Challenge change

Judgment based on performance

Time frame based on present


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LEADERSHIPLEADERSHIP

Leadership- process of influencing

the activities of an organized group

in its efforts toward goal setting andgoal achievement


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Leader- person who will show the

way, mark the way or guide a

course

Nursing Leadership- process

whereby a nurse influences one or

more persons to achieve specificgoals in the provision of nursing

care


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THEORIESTHEORIESGreat man Theory

(Aristotelian Philosophy)

- argues that few people areborn with necessary

characteristics to be great


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Trait Theory

- maintains that traits areinherited but latersuggested that traitscan be obtainedthrough learning

and experiences


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Behavioral Theory

- highlights the understanding ofhuman behavior

Contingency Theory- leadership stylewill be effective or

ineffectivedepending onsituation


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LEADERSHIP STYLESLEADERSHIP STYLES

Path Goal Leadership

-- facilitates task accomplishment byfacilitates task accomplishment by

minimizing obstructions tominimizing obstructions to

accomplish the goals andaccomplish the goals and

reward the followersreward the followersfor completion of thefor completion of the

taskstasks


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Situational Leadership

- leader structures the tasks which

include planning, organizing, directingand controlling; best leadership style;posses FLEXIBILITY

5 Levels of Experience-framework of situational leadership

Novice

Advance BeginnerCompetentProficient

Expert


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Transactional Leadership

- exchange posture that identifiesneeds of followers and providesreward to meet those needs in

exchange for expectedperformance


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Transformational Leadership

- cooperative,process-focusednetworking

Servant Leadership- servant as a leader,

put serving first andtake a holisticapproach


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Result C-based Leadership

- recommends simplifying practicesand procedures; workers tell

manager what is wrong and make

suggestions for improvement


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5.Pinoy Management ( Tomas Andres)

a) Management by Kayod (Realist)

has gut feelings

segurista

mabilis/ action agad

b) Management by Libro (Idealist)

palaisip

perfectionist in a bookish way


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LEADERSHIP STYLESLEADERSHIP STYLES

Autocratic

Democratic

Laissez-faire


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The nurse is concerned because she receivedmany time-off requests from her staff for thecoming holiday season. She has come up withseveral possible solutions to the staffingdilemma and has scheduled staff meeting topresent ideas to the staff. Which managementstyle is this manager demonstrating?

a. Participativeb. Bureaucraticc. Autocraticd. Laissez-faire


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Frederick Taylor

- Father of Scientific

Management

- proposed a set of

techniques to increasethe efficiency and

productivity of each

worker

THEORISTS OFTHEORISTS OF

MANAGEMENTMANAGEMENT


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Henri Fayol

- Father of ManagementProcess School/ Modern

Management Theory

- formulated the 14 principles of

management; believed that

management is universal and

that specialization increasesefficiency


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Max Weber

- Father ofOrganization Theory

- believed thatpersonnel

are selected for their

competence


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Elton Mayo

-- HawthorneE

ffectHawthorneE

ffect-- discovered that when managementdiscovered that when management

paid special attention to workers,paid special attention to workers,

productivity was likely to increase,productivity was likely to increase,regardless of environmentalregardless of environmental

conditioncondition

Abraham Maslow

-- Hierarchy of Needs TheoryHierarchy of Needs Theory


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POWERPOWERthe capacity to ensure the

outcome one wishes, and preventthose one does not wish.


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Identification: Determine whatIdentification: Determine what type of powertype of power

Based on the position and organizationalpolicies

Based on ones ability to inflict threat or

punishment

Based on possession of valuable

information

Based on personality

Based on knowledge of complex situation

Based on ability to distribute anything

Based on connection with authority


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TYPES OF POWER

REWARD

COERCIVE

LEGITIMATE EXPERT

REFERENT

PERSONAL INFORMATIONAL


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COMMUNICATIONCOMMUNICATIONTransfer of

information andunderstanding

from one personto another


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COMMUNICATION PROCESS

IdeationIdeation

EncodingEncoding

TransmissionTransmission

ReceivingReceiving

DecodingDecoding

Response/feedbackResponse/feedback


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Downward Communication

- flows from the people at the top

management levels in theorganizational hierarchy

LINES OFLINES OF

COMMUNICATIONCOMMUNICATION


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Upward Communication

- travels from staff and lower and

middle management personnel and

continues up the organizational

hierarchy

Horizontal Communication

- flows between departments and

personnel in the same level of

hierarchy


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Outward Communication

- deals with information that flows fromthe caregiver to the patient, their

family, relatives, visitors and the

community

Diagonal Communication

- occurs between individual or depart-

ments that are not on the same level

of hierarchy


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Grapevine Communication

- informal method of communication

involving three or more person at atime instead of one person to

another; rapid spread of information


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Knowing theKnowing the lines ofcommunicationlines ofcommunication

Letters

Bulletin Boards

Coordination Meeting

Health teaching

Feedbackaff

Chismis

LaboratoryR

equest IRReport accomplished by the staff

Operations Manual

Job description shift


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Communications ties people to their:

a. Social surroundings

b. Physical surroundingsc. Materialistic surroundingsd. Environmental surroundings

No. 59


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The effectiveness of nurse-client communicationis best validated by:

a.Client feedbackb. Medical Assessment

c. Health team conferencesd.Clients physiologic adaptations


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Since people need some gratifyingcommunication to learn, to grow, and tofunction in a group, all events that

significantly curtail communication willproduce:

a. Withdrawalb. Severe disturbancesc. Some degree of mental deficiencyd. Further attempts to increase

communication


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LEADER MANAGER

APPOINTMENT

May or may

not haveofficial

appointmen

t

Officially

appointed

POWER

As long as

the the

followers

are willing

to follow.

have power

and

authority to

enforce

decision.


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PLANNINGPLANNING

pre-determining the course

of action in order to arrive

at a desirable result


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Forecasting

- looking into the future

Setting the Vision, Mission,Philosophy, Goals and Objectives

ELEMENTS OF

PLANNING


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Vision Statement

- outlines the organizations futurerole and function

Mission Statement

- outlines the agency reason for

existing, who the target clientsare, and what services will be

provided


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Philosophy

- statement of beliefs and values thatdirect ones life or ones practice

Goals

- broad sentences of action

commitments through which anorganizations mission and purpose

will be achieved


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Objectives

- specific sentences of action

commitments through which anorganizations mission and purpose

will be achieved


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A nurse manager notices that one of the

staff nurses is always 15 to 20 minutes late.

When the nurse manager discusses theproblem with her, the nurse says that shehas been late because her sons nurseryschool does not open until 7 am. The nurse

manager should respond by telling her to:

a. Ask one of the night nurses to cover for herb. See if the neighbor can take the child to

schoolc. Find out if other schools open earlierd. Find some way to solve the problem and be

on time


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Developing and Scheduling Programs

Time Management- technique forallocating ones time through the

setting of goals, assigning

priorities, identifying andeliminating wasted time, and using

managerial techniques to reach

goals efficiently

Preparing the budget


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Which of the following activities demonstrates

application of budgeting by Erlys

headnurse?

1. Working overtime

2. Requesting the assistance of others

3. Proper use of supplies and materials

4. Avoidance of waste

a. 1,4b. 1,2

c. 3,4

d. 2,4


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BUDGETINGBUDGETING

allocation of a scarce

resources to meet

the basic needs


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TYPES OF BUDGETTYPES OF BUDGET

Revenue Budget- summarizes the income which

management expects to generate

during the planning period

Expense Budget

- describes the expected activity in

operational and financial terms for a

given period of time


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Capital Budget

- outlines the programmed acquisitions,disposals and improvements in an

institutions physical capacity


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The nurse manager of a busy pediatric unitwants to purchase additional computers forpatient data collection and for online

continuing education programs. The total costis P10,000.00. She should include thisexpense in what portion of her budget?

a. Personnelb. Operatingc. Capitald. Managerial


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Establishing Nursing Standards,

Policies and Nursing Procedures

Nursing Standards- provide professionally

desirable norms against which the

departments performance can be measured.

Policies- broad guidelines for managerial

decisions that govern the action of workers

and supervisors at all levels

Nursing Procedures- specific directions of

implementing written policies


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ORGANIZINGORGANIZINGprocess of grouping the

necessary

responsibilities and

activities for the

purpose of achieving

objectives


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ORGANIZATIONALCHARTORGANIZATIONALCHART

graphicrepresentations of theorganizing process

distribute thenursing

responsibilities andlines connect thepositions


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1. Chain of Command

organizations are established with

hierarchal relationships

2.Unity of Command

indicates one person has one boss

3.Span of Control a person should be a supervisor of a

group that he can effectively manage

ORGANIZING PRINCIPLEORGANIZING PRINCIPLE


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TYPES OF ORGANIZATIONTYPES OF ORGANIZATION

Line Organization- simplest and most

direct type of organization in which

each position has general authorityover the lower positions in the

hierarchy

Informal Organization- horizontal

relationships rather than vertical.


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A registered nurse of the ICU is interviewing a RN for ateam leader position. The nurse appeared to bequalified and has excellent references. She states that

shes certified in critical care nursing but she misplacedher verification card. Based on her knowledge of hersupervisory responsibility, the nurse manager should:

a. Contact the credentialing center and confirm the

nurses certificationb. Hire the nurse, but tell her that she must provideproof of certification completing orientation

c. Avoid hiring the nursed. Trust that the nurse is telling the truth


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1. Setting up the Organization Structure

2.Staffing- process of determining and

providing the acceptable number and

mix of nursing personnel to produce a

desired level of care to meet the

patients demand

ELEMENTS OFELEMENTS OF

ORGANIZINGORGANIZING


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Staffing the Units

Basic Staff minimum number ofpersonnel needed to staff a unit and

includes fully oriented full and part-time

employeesComplementary Personnel - scheduled

in addition to the basic group; provide

the flexibility needed to meet short-term

and unexpected changes


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Level ofNursing

Care

Nsg. Care

Hours/ day

Ratio of Prof.

to Non Prof

Level I 1.5 5:45

Level II 3.0 60:40

Level III 4.5 65:35

Level IV 6.0 70:30

STAFFINGSTAFFING


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Vacation Leave 15 15

Sick Leave 15 15

Legal Holidays 10 10

Special Holidays 2 2

Special Privileges 3 3

Off Duties 104 52

Continuing Ed 3 3

Total Non Working Days/yr 152 100

Total Working Days/yr 213 265Total Working Hours 1704 2120

STAFFINGSTAFFING


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Categorized according to level of careneeded

Find Nursing Care Hours needed per

patient

Multiply everything with total working

Hours

Find Total Nursing Care Hours Needed

per year

Actual Working Hours /Person/year

STAFFINGSTAFFING

COMPUTATIONSCOMPUTATIONS


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SCHEDULESCHEDULE

timetable showing planned work daysand shift for nursing personnel


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Centralized Schedule

Decentralized Schedule

Cyclical Schedule

TYPES OF SCHEDULINGTYPES OF SCHEDULING


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1.Self-Scheduling

personnel are scheduled to work their

preferred shift

2. Flextime /Flexible Scheduling

allows employees to select the time

schedule that best meet their personalneeds

TYPES OF SCHEDULINGTYPES OF SCHEDULING

Developing Job Description


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Developing Job Description

Job description- statement thatsets the duties and responsibilities ofa specific job


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DIRECTINGDIRECTING

issuance of orders,

assignments and

instructions that enable

nursing personnel to

understand what are

expected from them

The Division Chief Nurse is often busy She


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The Division Chief Nurse is often busy. Sheis required to participate in several

committees and meetings. She brings herassistant to some of these, assigns andorients her to the committees task

Which of the following directing activities isthe chief nurse primarily performing?

a. Communicatingb. Delegatingc. Trainingd. Motivating


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ELEMENTS OF DIRECTINGELEMENTS OF DIRECTING

1.Delegation- process by which amanager assigns specific tasks/

duties to workers with

commensurate authority to performthe job

What cannot be delegated?


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What cannot be delegated?

Overall responsibility, authority and accountability

for satisfactory completion of all activities in theunit.

Authority to sign ones name

Responsibility for maintaining morale or the

opportunity to say few words of encouragement tothe staff especially the new ones.

Evaluating the staff and or taking necessary

corrective or disciplinary action

Jobs that are too technical and those that involve

trust and confidence


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Underdelegating- false assumptions that

maybe interpreted as lack of ability

Overdelegating- feel insecure in theirability to perform a task

Improper delegation- task andresponsibility that are beyond thecapability of the person

COMMON DELEGATIONCOMMON DELEGATION

ERRORERROR


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The nurse manager of an inpatient pediatricunit is at home one evening when shereceives a call from a staff nurse informing

her of a serious medication error that justoccurred on the unit. The nurse manager wasnotified because she assumes accountabilityfor what happens on the unit:

a. 5 days a weekb. 24 hours a day, 7 days a weekc. 8 hours a day, 7 days a weekd. 24 hours a day, 5 days a week


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A nursing team consists of an RN, an LPN/LVN, anda nursing assistant. The nurse should assign whichof the following patients to the LPN/LVN?

a. A 72 year old patient with diabetes whorequires a dressing change for a stasis ulcer

b. A 42 year old patient with cancer of the bonecomplaining of pain

c. A 55 year old patient with terminal cancerbeing transferred to hospice home care

d. A 23 year old patient with a fracture of theright leg who asks to use the urinal


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A nurse plans for care of a patient with anemiawho is complaining of weakness. Which of thefollowing tasks should the nurse assign to the

nursing assistant?

a. Listen to the patients breath sounds.b. Set up the patients lunch tray.c. Obtain a diet history

d. Instruct the client on how to balance restand activity


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The nursing team consists of an RN, 2LPNs/LVNs, and three nursing assistant. TheRN should care for which of the following

patients?a. A patient with a chest tube who is

ambulating in the hall.b. A patient with a colostomy who requires

assistance in colostomy irrigationc. A patient a right-sided CVA who requires

assistance with bathingd. A patient who is refusing medication to

treat cancer of the colon


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After receiving report, which of the followingpatient should the nurse see FIRST?

a. A 14 year old patient in sickled-cell crisiswith an infiltrated IV

b. A 59 year old patient with leukemia whohas received half of a packed red celltransfusion

c. A 68 year old patient scheduled for abronchoscopy

d. A 74 year old patient complaining of aleaky colostomy bag.

MODALITIES OF CAREMODALITIES OF CARE


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MODALITIES OF CAREMODALITIES OF CARE

Functional Nursing- task-oriented in which a

particular nursing action is assigned to eachworker

Total Care/ Case Nursing- assignment of one

nurse to one patient for the delivery of totalnursing care

Team Nursing- decentralized system of care in

which a qualified professional nurse leads agroup of nursing personnel in providing for the

nursing needs of a group of patient/ client

through participative effort


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Primary nursing- nurse will be responsible

for patient care from admission to discharge

Modular Method- modification of team andprimary nursing

Case Management- system of patient caredelivery that focuses on the achievement of

outcomes within effective and appropriatetime frames and resources


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A nurse-manager of 30 bed surgical unit arrives atwork during a snowstorm. She finds that only theLPN and 2 nursing assistants have been able to

make the journey to work. Each reporting staffmember has skills that can be used to provide carefor the patients in the unit. Which nursing caredelivery system would be most effective under

these circumstances?a. Primary Nursingb. Team Nursingc. Functional Nursing

d.Case Management

2. Supervision- means to inspect, to guide,


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p p gevaluate and improve work performanceof employees through a criteria against

which the quality and quantity of workproduction are made

3. Coordination- synchronization of activities

among the various services anddepartments.

4. Decision Making

Decision- course of action that isconsciously chosen from availablealternatives for the purpose of achieving adesired result

PROCESS OF DECISION MAKINGPROCESS OF DECISION MAKING


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Definition of the Problem

Analysis of the Problem

Development of an alternative solution

Selection of a solution

Implementation and Follow-up

PROCESS OF DECISION MAKINGPROCESS OF DECISION MAKING


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CONF

LIC

TC

ONFLIC

Tinevitable clash between two opposing

and oftentimes hostile parties


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A nurse manager dealing with conflict should:

a. Establish the source of the problem

b. Redefine the problem to find new solution

c. Provide the solution to all problemd. Ignore the problem and allow the staff to

find the solution


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CONFLICT MANAGEMENT

A. Avoiding- parties involved are awareeither consciously or unconsciously

B. Accommodating- person ignores hisown feelings about an issue in orderto agree with the other side

C. Competing- one side wins and theother side losses


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D. Compromising- each side gives up

something as well as gets something

E. Collaborating- both sides in conflictwork to develop the outcomes that is

best for both sides

F. Confronting- block the conflict from

the start; brings the parties together


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Performance Appraisal- control process in


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pp pwhich employees performance is evaluatedagainst standards

Methods of Measuring PerformanceInformal Appraisal- consists of incidentalobservation of performance while the workeris engaged in performing nursing care

Formal Appraisal- regular and methodicalcollection of objective facts that candemonstrate the difference between what isexpected and what is done.

METHODS OF


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METHODS OF

PERFORMANCEAPPRAISAL1. Anecdotal Records- objective

description of behavior; brief account

of incident2. Rating Scale- methods of rating an

individual against a set standard

3. Checklist- assess presence orabsence of behavior or desiredcharacteristics


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4. Essays- narrative description of

employee strengths and areas forimprovement

5. PeerReview- monitoring andassessing work performance by peers

6. Coaching-

manager's role in informalday-to-day appraisals

Assistants Evaluation Memo


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Judy Smith, my assistant, can always be foundhard at work in her station. Judy works independently, withoutwasting hospital time talking to colleagues. Judy never

thinks twice about assisting fellow employees, and she alwaysfinishes given assignments on time. Often, Judy takes extendedmeasures to complete her work, sometimes skipping coffeebreaks. Judy is an individual who has absolutely novanity in spite of her high accomplishments and profoundknowledge in her field. I firmly believe that Judy can be

classed as a high-caliber employee, the type which cannot bedispensed with. Consequently, I duly recommend that Judy bepromoted to executive management, and a proposal will beexecuted as soon as possible.

Regards - Charge Nurse

Shortly thereafter, the HR department received the following memo fromthe Charge Nurse:

Sorry, but that idiot (Judy) was reading over my shoulder while Iwrote the report sent to you earlier today. Kindly read only the odd

numbered lines for my true assessment ofher...


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Quality Assurance- is the estimation of the

degree of excellence in patient healthoutcomes and in activity and other resource

outcome

Developing quality assurance criteria

Nursing audit Committee

Patient Care Audits

PeerReview

Quality Circles

Utilization ofResults


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Discipline- constructive and effective

means by which employees take personalresponsibility for their own performance and

behavior

Disciplinary Actions: Counseling and Oral Warning

Written Warning or Memo

Final Warning/ Suspension Dismissal

CBQ:


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Q

The headnurse is assign to do the following

in order of priority?1. Ask Precy to write a report2. Obtain explanation for non-

documentation of medicine3. Ascertain from himself4. Call Precys attention

a. 4132b. 4123c. 1423d. 1234


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GOD BLESS and ALWAYS keep your


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GOD BLESS and ALWAYS keep yourFEET on the Ground!!!

leadman ni henz

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