1. concept, role, skill, approch, level, hospital [compatibility mode]

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1. concept, role, skill, approch, level, hospital [compatibility mode]

  1. 1. WEL-COME R S Mehta, MSND, CON, BPKIHS 1
  2. 2. Strengthening Leadership Qualitiesamong Nurse Managers Working in B. P. Koirala Institute of Health Sciences Ram Sharan Mehta Principal Investigator R S Mehta, MSND, CON, BPKIHS 2
  3. 3. Aims of the Study:To offer practicing nursing managerseducational activities that enhancesthe cognitive and practical skillsnecessary to strengtheningleadership qualities among the nurseworking in Medical-Surgical Units ofBPKIHS. R S Mehta, MSND, CON, BPKIHS 3
  4. 4. List of Contents:Nursing service administrationNursing Management ProcessFunctions and types of management &LeadershipSupervision and clinical supervisionPatients Right, Ethical and Legal issuesPrinciples of managementFunctions of managementNosocomial infection and Universal precaution R S Mehta, MSND, CON, BPKIHS 4
  5. 5. Basic life support and CPR & Management ofAnaphylaxisHIV/AIDSConflict managementBlood transfusionFactors affecting the quality of patient careRecording, Reporting , Nursing Standard andNursing AuditMethods of AssignmentCommunication and coordinationMotivation R S Mehta, MSND, CON, BPKIHS 5
  6. 6. Organization culture and behaviourDecision making and problem solvingSome basic concepts have to learn to liveCharacteristics of organizationSelf managementPeter F Druker QuotesCauses of stress in nursingReason for public anger to NursesEmerging trends in Nursing R S Mehta, MSND, CON, BPKIHS 6
  7. 7. Explanation of the Package R S Mehta, MSND, CON, BPKIHS 7
  8. 8. Nursing Leadership & Management Ram Sharan Mehta Medical-Surgical Nursing Department R S Mehta, MSND, CON, BPKIHS 8
  9. 9. R S Mehta, MSND, CON, BPKIHS 9
  10. 10. Concepts:Coordinate the individual efforts tocommon goal: e.g.: Dharhara,Singhdarbar, Tajmahal, Great wall ofchina etc.Approach of management:productivity, process, decisionmaking, human relation, andsystem approach. R S MEHTA, MSND 10
  11. 11. Nursing ManagementThis is defined as the coordinationand integration of nursing resources byapplying the management processto accomplish nursing care andservice goals and objectives R S Mehta, MSND, CON, BPKIHS 11
  12. 12. FOUNDATIONS & RESOURCES OF MANAGEMENT R S Mehta, MSND, CON, BPKIHS 12
  13. 13. 1.MEN R S Mehta, MSND, CON, BPKIHS 13
  14. 14. 2.MONEY R S Mehta, MSND, CON, BPKIHS 14
  15. 15. 3. MATERIALS R S Mehta, MSND, CON, BPKIHS 15
  16. 16. 4.MACHINES R S Mehta, MSND, CON, BPKIHS 16
  17. 17. 5. Time Management R S Mehta, MSND, CON, BPKIHS 17
  18. 18. What is the Differencebetween a MANAGEMENTAND LEADERSHIP? R S Mehta, MSND, CON, BPKIHS 18
  19. 19. LEADERSHIPTo Guide, to go before andshow the wayLeadership is the art ofdeveloping people R S Mehta, MSND, CON, BPKIHS 19
  20. 20. MANAGEMENT Is a process by which cooperative group directs actions towards common goals. It involves techniques by which distinguished group of people coordinates the services of people R S Mehta, MSND, CON, BPKIHS 20
  21. 21. 21R S Mehta, MSND, CON, BPKIHS
  22. 22. Why do we have to study MANAGEMENT ANDLEADERSHIP? nurses must realize that they have to keep up with the many changes in the health care system and its delivery of services to the people Nurses believe that leaders are made and not born!!!! R S Mehta, MSND, CON, BPKIHS 22
  23. 23. ROLE OF MANAGERSThe basic roles performed bymanagers as 1. INTERPERSONAL, 2. INFORMATIONAL, 3. DECISIONAL R S Mehta, MSND, CON, BPKIHS 23
  24. 24. 1.INTERPERSONAL ROLEAs a leader who: Hires Trains Encourages Fires Remunerates Judges R S Mehta, MSND, CON, BPKIHS 24
  25. 25. As a LIASON officer betweenoutside contracts such as thecommunity, suppliers and theorganization R S Mehta, MSND, CON, BPKIHS 25
  26. 26. 2.INFORMATIONAL ROLEOne who monitors informationDisseminates information from bothexternal and internal sourcesAs a spokesperson or representativeof the organization.She represents the subordinates tosuperiors and the upper managementto the subordinates R S Mehta, MSND, CON, BPKIHS 26
  27. 27. 3.DECISIONAL ROLEProblem discoverer, a designer toimprove projects that direct andcontrol change in the organizationAs a Negotiator when conflicts arise 1. PROBLEM SOLVER 2. TROUBLE SHOOTER 3. NEGOTIATOR R S Mehta, MSND, CON, BPKIHS 27
  28. 28. DEVELOPING FUTURE MANAGERSManagerial development programs are veryuseful means of getting qualified managers.The necessary fundamental skills of amanager are: R S Mehta, MSND, CON, BPKIHS 28
  29. 29. a. TECHNICAL SKILLS Relate to the proficiency in performing an activity in the correct manner with the right techniqueb. HUMAN RELATIONSHIP SKILLS Pertains to dealing with people and how to “Get Along with them”c. CONCEPTUAL SKILLS Deal with the ability to see individual matters as they relate to the total picture and to develop creative ways of identifying pertinent factors, responding to the big problems, and discarding irrelevant facts R S Mehta, MSND, CON, BPKIHS 29
  30. 30. Approach in developing managersemphasizes: 1.ATTITUDE FACTORS 2. KNOWLEDGE FACTORS 3. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 30
  31. 31. a. ATTITUDE FACTORSInterest in one’s workConfidence in one’s mental competenceDesire to accept one’s responsibility R S Mehta, MSND, CON, BPKIHS 31
  32. 32. b. KNOWLEDGE FACTORS> Refers to ideas, concepts or principles that can be expressed and are accepted because they have logical proofs R S Mehta, MSND, CON, BPKIHS 32
  33. 33. c. ABILITY FACTORS R S Mehta, MSND, CON, BPKIHS 33
  34. 34. Include skills, art, judgment andwisdomNursing Service Administrators arerequired to be academically preparedPrior to promotion or holding ofmanagerial positions, nurses who havethe potential to become administratorsare asked to participate in managerialstaff development programs(e.g. Singapore CGH, 2 weeks training) R S Mehta, MSND, CON, BPKIHS 34
  35. 35. LEVELS OF MANAGEMENT R S Mehta, MSND, CON, BPKIHS 35
  36. 36. 1. TOP MANAGEMENTOverall operations of nursingservices, establishes goals,objectives, policies andstrategiesChief nurse, Director, Matron R S Mehta, MSND, CON, BPKIHS 36
  37. 37. 2. MIDDLE MANAGEMENTCoordinator of nursing activities ofseveral unitsSupervisor, Coordinator R S Mehta, MSND, CON, BPKIHS 37
  38. 38. 3. FIRST LEVEL MANAGEMENTResponsible for production ofnursing services; act as linksbetween higher level managersand non-managersWard Incharge, Head nurse,Team leader R S Mehta, MSND, CON, BPKIHS 38
  39. 39. LEADERSHIP ROLESTOP --------------------------------ADMINISTRATORMIDDLE---------------------------SUPERVISORSFIRST LINE-----------------------HEADNURSES/SENIOR NURSESOPERATIONAL LEVEL----------STAFF NURSES/ ANMs R S Mehta, MSND, CON, BPKIHS 39
  40. 40. Three basic competencesLevel of Imanagement II III Technical skills Interpersonal skills Conceptual skills
  41. 41. TYPE OF ORGANIZATIONAL STRUCTURES1. Bureaucratic Commonly called line structures or staff organizations seen in large healthcare facilitiesAdvantage: Clearly defines authority and responsibilityDisadvantages: Transfer workers Produces monotony Restricts upward communication R S Mehta, MSND, CON, BPKIHS 41
  42. 42. 2. Ad hoc Used on a temporary basis to complete a particular project (e.g. Kala-azar Project) Usually disbanded after a project is completedAdvantage: Serves as a way for professionals to handle the situationsDisadvantages: 1. Decreases strength in the formal chain of command 2. Decreases employees loyalty to the parent organization R S Mehta, MSND, CON, BPKIHS 42
  43. 43. 3. Matrix Focuses on both product and function, with emphasis on the required task and the end- result of the function (e.g. Car Factory)Advantages: 1. Centralizes expertise 2. Less formal rules 3. Fewer levels of hierarchyDisadvantage: Slow decision-making can produce confusion and frustration R S Mehta, MSND, CON, BPKIHS 43
  44. 44. Conflict Why it is important? (No two individual has Same Thoughts)How to manage it? R S Mehta, MSND, CON, BPKIHS 44
  45. 45. TYPES OF CONFLICT IN THE ORGANIZATION1. Leader and worker2. Among leaders3. Among workers4. Between worker and client5. Between organization and client6. The third party7. Between law and process8. Between process and objectives
  46. 46. Conflict resolution:Avoidance: powerful party, unimportant issues.Deforsing: calm down, compromising behaviour.Containment: discuss issues, equal power.Confrontation: tactic (Clarify Issues)Lose-lose approach: both party lose.Win-loss approach: one gain, other loss, bitter and revengeful.Win-win approach: focus on goal rather that person R S Mehta, MSND, CON, BPKIHS 46
  47. 47. 5 ways to manage conflictAvoidanceCompetition (A)Accommodation (B)Compromise (C)Collaboration (D) R S Mehta, MSND, CON, BPKIHS 47
  48. 48. Conflict ContinuumI win, you lose (competition—A) I lose or give in (accommodate—B) We both get something (compromise—C) We both “win”(collaborate—D) A B C D R S Mehta, MSND, CON, BPKIHS 48
  49. 49. Tips for Managing Workplace Conflict Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences R S Mehta, MSND, CON, BPKIHS 49
  50. 50. Listen to others’ perspectives on theconflict situationAcknowledge about feelings beforefocussing on factsFocus on solving problems, notchanging peopleIf you can’t resolve the problem, turnto someone who can helpRemember to adapt your style to thesituation and persons involved R S Mehta, MSND, CON, BPKIHS 50
  51. 51. Role of Leader:Risk takerInfluencerChange agentGood communicatorMentorCritical thinkerGood listenerForecasterEnergizerVisionaryProblem solver andRole model. R S Mehta, MSND, CON, BPKIHS 51
  52. 52. Nothing is more dangerousthan an idea when it’s theonly one you have. – Emile R S Mehta, MSND, CON, BPKIHS 52
  53. 53. Thank You R S Mehta, MSND, CON, BPKIHS 53

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