The document outlines Patricia O'Brien's professional portfolio analyzing her learning experiences in interviewing a chief nurse officer, quality manager, and non-nursing, non-clinical director. It describes the roles and importance of each position, highlights objectives around leadership styles, communication skills, and how internal and external forces affect healthcare human resource management. The portfolio also relates insights gained to course content and professional objectives.

1. Patricia O’Brien
August 15, 2012
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2. Professional Portfolio
Purpose
 Analyze the importance of each role to the healthcare
organization and the effectiveness of the individual in
the role.
 Relate insights and knowledge gained through the
learning experience to the course, professional
objectives and course content.

3. Learning Experience Roles
 Chief Nurse Officer – Interviewed July 10, 2012
 Quality Manager – Interviewed July 6, 2012
 Non Nursing, Non Clinical Director – August 14,
2012

4. Quality Manager
Function & Role
 Responsible for streamlining and perfecting the
organizational operation pertaining to the quality of
care model of the organization
 Contributes to the business strategy by collecting
pertinent clinical data, analyzing and evaluating the
work processes
 Manages the team of four registered nurse clinical
advisors, three medical specialists, and three analysts
 Responsible for managing the accreditation activities
of the organization and ensuring accreditation

5. Importance of the Quality Manager Role
 Quality has evolved from the 1960s and gained increased
importance to patient safety, minimizing untoward events and
decreasing redundancy and waste in healthcare.
 Provides analysis and reporting on data gathered to isolate
problems and variances
 Monitors clinical and managerial performance providing
ongoing feedback that problems are solved
 Follows standards / indicators for measuring quality of care

6. Chief Nurse Officer
Function & Role
 The most senior nurse in the organization and is a requirement by JCAHO
for accreditation
 Responsible for managing nursing services and is essential to the everyday
operations of the organization, staffing and scheduling, mentoring and
liability issues
 Manages and evaluates the existing work process
 Uses competencies to collaborate in decision making and enhance
organizational communication
 Responsible for creating a satisfying and safe work environment
 Facilitates, integrates and coordinates the four areas of accountability:
practice, quality, education and management

7. Importance of the CNO Role
 Continually evaluates the work process and work flow
 Monitors, maintains and revises workflow process to
improve the patient, staff and organizational
experience
 Introduces evidence based information into practice
 Promote professional development

8. Non-Nursing Non-Clinical Director
Function & Role
 Essential to the operations and strategic planning of the
organization
 80% time is spent thinking about future enterprises and
20% management
 Manages and evaluates the existing work process,
expanding and retaining human capital, ensures ROI,
removes barriers for mid and lower level management
 Expands the growth of the organization within the
healthcare industry
 Knowledgeable of the company policies, procedures and
regulations, subordinate’s responsibilities and duties

9. Importance of Non-Nursing, Non-Clinical Role
 Effective leadership is becoming more important requiring
well-developed skills and competencies due to increased
competition and technological advances
 Collaborates with nursing leadership in decision making to
improve outcomes
 Endorses horizontal integrated decision making through
participatory management
 Seeks more accountability and autonomy for staff

10. Learning Experience Objectives Identified
1. Identify the leadership styles of senior managers interviewed-discussing
roles and responsibilities
 Matrix management structure – interdisciplinary team of core and extended members
 Participatory management, team culture, positive climate of collegiality
 The Learning Organization Tool presented by Garvin et al., (2008) was used to assess the
organization’s status, as the advantages noted are employees with creativity and the
ability to adapt quickly to the unpredictable and necessary changes in the healthcare
industry.
 Blake and Mouton’s managerial grid was used to conclude our organization’s
management style to be congruent with this leadership behavioral theory.( A two-
dimensional leadership model with a 9 point scale, the horizontal axis are concerned with production and the vertical
axis concerned with the people. These are interdependent scales where a 1 represents low concern and a 9 represents
high concern. The 9, 9 style presumes there is no conflict between the needs of the people for job satisfaction and that
of the organization for performance and is the most likely to achieve high quality outcomes over an extended period of
time.)

11. Learning Experience Objectives Identified
(Con’t.)
2. Discuss the importance of interpersonal and communication skills in
human resource management and the use of these skills in conflict
resolution
 Peter M. Senge’s vision of a learning organization are skilled employees “creating, acquiring
and transferring knowledge” to one another fostering a culture of “tolerance, open
discussions, thinking holistically and systematically”.
 Participation enhances inter and intradepartmental commitment and communication
 Require improved manager competencies be developed to delegate authority and gain self-
fulfillment, expose their weaknesses.
 Nurse managers use political strategy to gain goals and objectives, listen politely, identify
valued data and operate within boundaries, resolve to negotiate and compromise, to avoid
problems, outcomes must meet minimum standards and meet some of the needs of all. Do
not take sides when conflicts occur.

12. Learning Experience Objectives Identified
(Con’t.)
3. Describe major internal and external environmental forces and how
they affect human resource management in healthcare organizations
 Internal Environmental Forces – availability of nurses, turnover, other departments, delivery
systems, theory based practice and physicians
 External Environmental Forces – government, accreditation bodies, education, third party
payers, natural disasters, availability of resources
 Forecast, plan and manage events through Ackoff’s interactive planning-management model:
1. Re-activism – planning efforts are aimed at returning an organization to the previous state, too
competitive in healthcare.
2. In-activism – operates by crisis management, used in government agencies
3. Pre-activism – concentrate on long term planning , plans frequently made but many never
become operational.
4. Inter-activism – a desirable future can be created by achieving goals, objectives and ideals.