term paper on administration in nursing service.docx

7/27/2019 term paper on administration in nursing service.docx

1/11

LYCEUM NORTHWESTERN UNIVERSITYDagupan City

Institute of Graduate & Professional Studies

1st

Semester, AY 2012-2013

Theme: Directing the Nursing Service

A Term Paper Submitted

In Partial Fulfillment of the

Requirements of Advance Maternal and Child Nursing

In the Master of Arts in Nursing Program

Prepared by

Faustino F. Licud III, RN

Submitted to

Dr. Remedios V. Fernandez, RN, RM, MAN, MAEd, Ed.D


2/11

Introduction

NURSING MANAGEMENT

Is the process of working through staff members to be able to provide comprehensivecare to the patient

This includes planning, organizing, directing and controlling The task of the nurse manager is to plan, organize, direct and control available financial,

material, and human resources in order to provide effective, economic care to groups of

patients

NURSING MANAGEMENT PROCESS

Purpose of the Nursing Management Process

To achieve scientificallybased, holistic, individualized care for the patient To achieve the opportunity to work collaboratively with patients and others To achieve continuity of care


3/11

Characteristics of the Nursing Management Process

Systematic Dynamic Interpersonal Goal Directed Universally Applicable

Nursing Management: Directing

DIRECTING

Plan put into action Activities Delegationtransferring responsibility

Updating policy

Utilize the policy updates Supervision Roles in Supervision Guides Direct Facilitates Motivates Teaches


4/11

Principles of Delegation1. Select the right person to whom the job is to be delegated.2. Delegate both interesting and uninteresting tasks.3. Provide subordinates with enough time to learn.4. Delegate gradually.5. Delegate in advance.6. Consult before delegating.7. Avoid gaps and overlaps.

What Cannot be Delegated1. Overall responsibility, authority and accountability for satisfactory completion of all

activities in the unit.

2. Authority to sign ones name is never delegated3. Evaluating the staff and or taking necessary corrective or disciplinary action.4. Responsibility for maintaining morale or the opportunity to say a few words of

encouragement to the staff especially the new ones.

5. Jobs that are too technical and those that involve trust and confidence.


5/11

Four Rights of Delegation1. Task - The right task should be within the scope of the persons practice and consistent with

the job description.

2. Person - The right person should have the appropriate license or certificate, job description.

3. Communication - The right communication should be clear, concise, complete and correct.

4. Feedback - The right feedback should ask for input, get the persons recommended solution to

the problem and recognize the persons effort.

Aspects of Delegation

1. Responsibilitydenotes obligation

2. Authoritythe power to make final decisions and give commands.

3. Accountabilityrefers to liability

COMMUNICATION

Communication is the transmission of information, opinions, and intentions

between among individuals.

Purpose of communication

1. Facilitates work

2. Increases motivation

3. Effects change

4. Optimizes patient care

5. Increases workers satisfaction

6. Facilitates coordination


6/11

Types of Communication1. Verbal Communication

2. Written Communication

3. Non-verbal Communication

a. Personal appearanceb. Intonation of the voicec. Facial expressiond. Posture and gaite. Touch Lines of Communication

UPWARD

To superior

HORIZONTAL OUTWARD

To peers and To patient, family

members of the and community toHealth Team workers family

and friends

DOWNWARD

To subordinates

NURSE


7/11

DECISION MAKINGDecision is a course of action that is consciously chosen from available alternatives for

the purpose of achieving a desired result.

5 Steps in Decision Making

1. Definition of the problem

why the problem occur

2. Analysis of the problem

getting to the cause of the problem

3. Development of an alternative solution

search for and analysis of alternatives and their possible consequences

4. Selection of the solution

weighing of facts and exploring alternative solutions

5. Implementation and follow-up

Major Management Functions in Implementing Decisions

1.Planningwhich entails consideration and selection of realistic objectives, policies and

procedures.

2. Organizingwhich means helping personnel understand the decision and the procedures

necessary for implementing the decision.

3. Staffingor the selection of the right person/s to carry out the decision

4. Controllingthe environment and the group to prevent adverse effects.


8/11

Art of Decision Making:

1. Not making decision that others should make, to preserve morale and authority;2. Not deciding on problems that are not pertinent to matters at hand to prevent waste of

time and energy;

3. Not deciding prematurely to prevent prujudice4. Not making ineffective decisions to avoid losing the respectability of the decision maker.

CONFLICT MANAGEMENT

CONFLICTSclash, fight, battle or struggle; it may be constructive or destructive

Basis of the Conflict

1. Intrapersonal

2. Interpersonal

3. Group

4. Intergroup

5. Organizational

Sources of the Conflict

Cultural differences Different facts Separate pieces of information Different perception of the event Defining the problem differently Divergent views of power and authority


9/11

Role conflicts Number of organizational levels Degree of association Parties dependent on others Competition for scarce resources Ambiguous jurisdictions Need for consensus Communication barriers Separation in time and space Accumulation of unresolved conflit

Types of Conflict

1. Intrasender - conflict originates in the sender who gives conflicting instructions.

2. Intersender - conflict arises when an individual receives conflicting messages from two or

more sources.

3. Interrole - conflict can occur when an individual belongs to more than one group.

4. Person-role- conflict is the result of disparity between internal and external roles.

5. Interperson- conflict is common among people whose positions require interaction with other

persons who fill various roles in the same organization or other organizations.

6. Intragroup - conflict occurs when the group faces a new problem.

7. Intergroup - conflict is common where 2 groups have different goals and can achieve their

goals only at the others expense.

8. Role Ambiguity - a condition in which individuals do not know what is expected on them.


10/11

9. Role Overload - the person is simply unable to accomplish so much within a limited time

period.

Conflict Resolution

1. Avoidance - used by groups who do not want to do something that may interfere with their

relationship

2. Accommodation - self-sacrifice

3. Collaboration - inspires mutual attention to the problem and utilizes the talents of all parties

4. Compromise - in this method, accommodation and adjustment lead to workable situations

rather than to the best solution.

5. Competition - it is an assertive position that fosters conflict resolution on the part of the

subordinate.

6. Smoothing - disagreements are ignored so that surface harmony is maintained in a state of

peaceful co-existence.

7. Withdrawing - one party is resolved thereby making it possible to resolve the issue.

8. Forcing - yields an immediate end to the conflict but leaves the cause of the conflict

unresolved.

Rules on Mediating a Conflict between Two or More Parties:

1. Establish clear guidelines and make them known to all.

2. Do not postpone indefinitely.

3. Create an environment that makes people comfortable to make suggestions.

4. Keep two-way communication.

5. Stress a peaceful resolution rather than confrontation.

6. Emphasize shared interests.


11/11

7. Follow-up on the progress of the plan.

Staff Development

Staff development is geared ultimately to organizational development.

Orientation

Orientation is a planned and guided activities of an employee in the organization,

the work environment , and in his job.

Documents

term paper on administration in nursing service.docx