CA2 - PALM (Nursing) PDF

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LEADERSHIP & MANAGEMENTWHAT IS LEADERSHIP?“GLIC” Guiding People  Leading People  Influencing People  Commanding PeopleLEADERSHIP “FORIN”  Formal  InformalLEADERSHIP CHARACTERISTICS“GUPAIN”  Guiding Vision  Passion  IntegrityNurse leader  is able to inspire others on the health care tea...

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LEADERSHIP & MANAGEMENT WHAT IS LEADERSHIP? “GLIC”  Guiding People  Leading People  Influencing People  Commanding People LEADERSHIP “FORIN”  Formal  Informal LEADERSHIP CHARACTERISTICS “GUPAIN”  Guiding Vision  Passion  Integrity Nurse leader  is able to inspire others on the health care team to make patient education an important aspect of all care activities. Leadership qualities: REUNEX  relationships with others  unique personality  exceptional clinical expertise KEYWORDS TO DEFINE A NURSE LEADER: “CIMS”  CHANGE  INFLUENCE  MOTIVATES  SET DIRECTION WHAT ARE THE SKILLS OF EFFECTIVE LEADERS? MoDeGreaT  Motivator  Delegator  Great and Assertive Communicator  Team Player TYPES OF LEADERSHIP STYLES “ADELAI”  Autocratic leadership style  Democratic leadership style  Laissez-faire leadership style

MANAGEMENT “CPD”  Coordinates PETISU  Problem-solving  Decision-making MANAGERS RESPONSIBILITIES: “MODIHEN”  MONITOR  DISSEMINATOR  HANDLER  ENTREPRENEUR NURSE MANAGER HAS “APO”  Authority & Power TYPES OF LEADERSHIP POWERS “CARE”  COERCION  AUTHORITY  REWARD  EXPERTISE LEVELS OF MANAGEMENT IN NURSING “FUMT”  FIRST LEVEL  UNIT-LEVEL  MIDDLE-LEVEL  TOP-LEVEL TYPES OF LEADERSHIP THEORIES “BeTraSiQuan”  Behavioral  Transformational  Situational  Quantum THEORIES OF LEADERSHIP AND MANAGEMENT Functional leadership theories  They focus on what leaders actually do. That is, their actions or functions.  One of the best known and most influential of functional theories of leadership, used in many leadership training programmes, is John Adair's "Action-Centred Leadership.”

Narcissistic leadership  a leadership style in which the leader is only interested in him/herself.  Their priority is themselves - at the expense of their people/group members. Charismatic Leadership  has a broad knowledge of field, has a selfpromoting personality, high/great energy level, and willing to take risk and use irregular strategies in order to stimulate their followers to think independently Motivational Theories CHANGE THEORY (LEWIN) ”RUM”  Refreezing  Unfreezing  Moving MANAGEMENT THEORIES “ScHuRes”  Scientific management  Human relations  Responsibility THE MANAGEMENT PROCESS  Planning (5M’S)  Manpower  Machine  Materials  Money  Moment (time)  PLANNING ACTIVITIES  Feedback  Interview  Reading / Research  Education  Survey  Organizing  Elements: SSD  Structuring  Staffing and Scheduling  Developing Job Description  “USecPriHo”  Unity of command  Span of control

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Exception principle Chain of command / scalar principle Principle of delegation or Decentralization Homogenous assignment or departmentation  Staffing  Recruiting  Hiring  Training  Scheduling  Developing staf  Directing  Controlling PATIENT CLASSIFICATION ACCDG TO SERVICE CAPABILITY “HoSpePsy”  Hospital  Level I  Level II  Level III  Special Hospital  Psychiatric Unit CLASSIFICATION OF HOSPITALS Classification No. of nursing care hours Level I 1.5 Level II 3.0 Level III 4.5 Level IV 6.0

NURSE-PATIENT RATIO (DOH)  1 : 12  1: 20,000  1 NURSE IS TO 12 PATIENTS RA 5901 (FORTY-HOUR WEEK LAW)  An act prescribing forty hours a week of labor for government and private hospitals or clinic personnel.  Date of efectivity: June 21, 1969  100 bed capacity- 40 hours per week (at least 1 Million population) ...