1.Take two sticky notes. (Next to packets)

2.Write down on one Post-It three things you already know. These can be skills, knowledge, or understanding you already possess. (e.g. speaking, writing, computers)

3.Write on the other sticky note, three things you want to learn, experience, or better understand during the course (e.g. teamwork, getting along with people, improving communication).

LEADERSHIP - DAY 1

PRESENTED BY REBECCA MAIER, BSN

SEPTEMBER 2014

PVN 151

Syllabus and Overview

Course Code: PN 151

Course Title: Leadership

1. Length of Course: Credit Hours: 1.0 Clock Hours: 20 Theory

1. Method of Teaching: Theory

1. Teaching Strategies: Lecture, discussion, small group participation, audio-visual, interactive learning

1. Faculty: Rebecca Maier RN BSN

1. Office Locations: Instructor Prep Room – 102

1. Office Hours: Variable – speak with instructor (Monday and Tuesday – by appointment)

1. Phone Numbers: (971) 263- 6045 – do NOT leave voice mail – send email rmaier@concorde.edu

1. Course Prerequisites: Successful completion of Term 1, 2, 3, 4 courses.

1. Course Co-requisites: PN 150, 152, 153, 154

1. Course Description: This course introduces leadership and management principles and the role the practical nurse as a leader and member of the healthcare team.

Syllabus

1. Course Objectives:

Upon completion of this course, the student will be able to:

1. Define leadership and management.

2. State qualities of effective leaders and managers.

3. Summarize the five rights of delegation.

4. Discuss the role of the charge nurse and team leader.

5. Describe types of nursing delivery systems.

6. Explain the role of practical nurse in delegation guided by the nurse practice act.

Syllabus

11.Required Texts:

Christensen, B.L. & Kockrow, E.O. (2011). Foundations of nursing (6th Ed.). St. Louis, MO: Mosby Elsevier. Castaldi, P. Christensen, B.L. & Kockrow, E.O. (2011). Study guide to foundations of nursing (6th Ed.). St. Louis, MO: Mosby Elsevier. ATI Nursing Education; Nursing Leadership and Management Edition 5.0 

Syllabus11.Course

Requirements:

Students are expected to attend each class to maximize learning and to take written examinations at scheduled times. Students will participate in class through discussion and group projects.  Quiz 1 (September 29th) 20 questions on vocabularyTest 1 (September 30) Resume DueMidterm (October 7) 20 questions on Leadership, Professionalism, Resumes, InterviewsQuiz 2 – Project due October 14Final - October 14 Comprehensive 

Syllabus

11.Academic Integrity:

Cheating, plagiarism, copying, and any other behavior that is contrary to school standards of behavior will not be tolerated. Any student found guilty of such offenses will be given an “F” as a final course grade.

Syllabus11.Evaluation

Methods/ Grading Policy:

Paper, pencil testing, oral presentations, and written assignments. Grading Scale: A 90-100% B 80-89% C 75-79% (75% is a passing grade for this course) D 70-74% F 0-69% or below Assignments/Quizzes: 10%Unit Exams: 55%Final Exam: 35% A student may be given an opportunity to remediate a course, other than PN 102 if they receive a D for the course. Students who receive an F are not eligible for remediation. Standardized testing (ATI Examinations) will be used in this curriculum.  Completion of assigned testing activities is a requirement for satisfactory performance in the course. 

Syllabus

11.Attendance Policy:

Refer to the Campus Catalog for the PN attendance policy. 

16.LPN Assessment Test:

Each student must satisfactorily pass the PN Comprehensive Predictor Assessment Test.  A passing score on this exam is a minimum of 61%.  Two attempts will be given to pass the exam.  If 61% or greater is not achieved, the student will be withdrawn from the program.  The student has the opportunity to apply for re-entry to complete PN154 NCLEX Review if approved for re-entry.

1.Take two sticky notes. (Next to packets)

2.Write down on one Post-It three things you already know. These can be skills, knowledge, or understanding you already possess. (e.g. speaking, writing, computers)

3.Write on the other sticky note, three things you want to learn, experience, or better understand during the course (e.g. teamwork, getting along with people, improving communication).

Day 1 (September 22nd )When you arriveTake two sticky notes.Mark the notes so that you will know they are your’s in the futures – it can be your name or some sort of drawing just so that you will recognize it.Write down on one Post-It three things you already know. These can be skills, knowledge, or understanding they already possess. (e.g. speaking, writing, computers) Write on the other sticky note, three things you want to learn, experience, or better understand during the course (e.g. teamwork, getting along with people, improving communication).Hang on to these till after Graduate Services is finished

Overview

Assignments:Resume to turn into Graduate

Services for grading is due September 30th - You must have an approved by Graduate Services resume before you can graduate. This assignment will be one of your test grades for this class and your chance to get feedback before graduation from Graduate Services.

Overview

Vocabulary – your packet contains a list of 43 terms you need to learn for this class. Your first quiz is September 29th and will consist of 20 vocabulary words. They may be presented as find the right definition multiple choice, True or false definition, or used in a question where you will have to know the definition to get the correct answer.

Overview

Focus Reading - Foundation of Nursing pages 10 – 37

FON – page 1237 – some of vocabulary

ATI Leadership and Management

Overview

Day 2 (September 23rd )Intro to leadershipVocabulary – a quick run through only. You

are encouraged to look them up when you get home on Day 1because we will not be doing much with them in class other than using them in conversation and expecting you to know what they mean.

Overview Day 2 (September 23rd )

What is Leadership and how does it differ from management?

Leadership Styles –Leadership Specifics

Overview Day 3 (September 29th )

Day 3 (September 29th )

Quiz 1 – 20 questions on your vocabulary words

Guest speaker – Ethics

Overview

Day 4 (September 30th )Resume Due – this is the equivalent grade as a test

Leadership practices – ways to actually be an effective and good leader

Look at Successful leaders and communicators

Overview Day 4 (September 30th )

Discuss MidtermIntro to ManagementFocus Reading - Foundation of Nursing pages 11237 –1267

ATI Leadership and Management

Overview

Day 5 (October 7)Midterm - 20 questions

.

There will be some NCLEX type questions that are not subject or vocabulary oriented they are Critical thinking questions, read them carefully and use your critical thinking skills to answer them .

There will be resume and interview questions on the test

Overview Day 5 (October 7)

Vocabulary – Including but not limited to

5 Rights of DelegationAdvanced DirectivesAdvocacyAutocratic LeadershipBurn OutDelegation

Overview Day 5 (October 7)

Vocabulary – Including but not limited to Laissez faire Negligence Nurse Practice Act Professionalism Professional Servant Leader Transformational Leadership

Guest Speaker - Leadership and Management

Overview

Day 6 ( October 13 )

Final Project is due – this is the write up of your final project which is to plan an end of term party for after the final (details next slide) [Food, Entertainment, Decorations, and Invitations]

Finish Management

Review for final

Syllabus and Overview

Class will divide into committeesEach committee will have a leader who will use

one of the 5 leadership styles to accomplish the goals for your committee.

After the class each committee member will write up how their leader did in using the style assigned and what style of leadership would have worked better for their particular goals.

Leaders will write up how they felt about their particular assigned leadership style, how it did or did not work and what problems it caused or helped with.

Overview

Committees – to plan an end of term party - with a written paper = to a quiz

Each committee will have a leader who will use one of the 5 leadership styles to accomplish the goals for your committee. – style is assigned

Each committee member will write up how their leader did in using the style assigned and what style of leadership would have worked better for their particular goals.

Leaders will write up how they felt about their particular assigned leadership style, how it did or did not work and what problems it caused or helped with.

Grading Rubric is in your packet

            Score

Neatness(10 Points)

10 pointsExemplary, typed, punctuated correctly, no spelling errors

8 pointshigh degree, strongno spelling errors, type written and only minor punctuation isues

6 pointsproficient, legible, spelled correctlyin the right order

4 pointssome, basic hard to red but most things are spelled correctly, punctuation is alright

1 pointlimited, lowest quality,.Grammatical errors, miss spellings, bad hand writing

 

Creativity(20 points)

20 points best quality, excellent, exceeds.Self made or totally original use of commercial materials or thought process

15 points excellent, constant evidence, original arrangement

10 points accomplished, developing, some thought and effort went into it

5 points Emerging fair, Some thought went into it, nothing original

1 point poor, beginning,

 

How well the project demonstrates an understanding of leadership styles(45 points)

45 points displays evidence beyond, best quality, excellent, exceeds. Examines both the committee experience and class experience drawing on more than jus the 2 styles required and does so in depth

35 points Makes connections,Analysis of experience includes committee experience, observation and comparison, makes a connection to what learned in class and some outside study

30 points satisfactory.Analysis of experience includes committee experience, observation and comparison

15 points capable,defines both styles of leadership in at least the basic terms

 

5 points unsatisfactory, not there yet, only superficial comments and doesn’t even hit everything

 

Critical Thinking(25 points)

25 points advanced, best quality, exceeds.

20 pointsvery good, considerable

thought.

15 points Shows solid critical thinking regarding the types of leadership styles

,10 points some evidence, comparisons were made if at least on a superficial basis

1 point little evidence of any critical thinking, needs improvement

 

Overview

Day 7 (October 14)FinalGo over the finalLeadership Party - this is equivalent to a quiz so take it seriously

LEADERSHIP - DAY 2

PRESENTED BY REBECCA MAIER, BSN

SEPTEMBER 2014

PVN 151

Key Terms

Advanced DirectivesAdvocacyArticulateAssigningAutocraticBureaucratic

Key Terms

BurnoutCase ManagementClient rightsCollaboration ConfidentialityCritical pathwayCritical thinking

Key Terms

DelegatingDelegationDemocraticEmpowermentEthical EndorsementHIPPA

More Key Terms

NegligenceNurse practice actPeer ReviewPerformance ImprovementPrioritizationProfessionalism

More Key Terms

Protocol Quality ImprovementReciprocityResignationResumeRole

More Key Terms

Situational leadershipSuperviseTeam LeadingTriageTranscribe

Stand by Your Quote

Around the room are various leadership quotes.

Read ALL of the quotes and stand by the one that resonates the most with you, what you believe makes a good leader. .

What does it take to be a leader?

1. People to be lead

2. A task/ objective to accomplish

3.Someone willing to lead

What is Leadership?

Leadership and Management

Leadership The art of getting others to want to do something you

are convinced should be doneManagement

Handles the day-to-day operations to achieve a desired outcome

Roles of a leader

Decision Maker TeacherCommunicator Critical thinkerEvaluator BufferFacilitator AdvocateRisk Taker VisionaryMentor Forecaster Energizer Influencer Coach v Creative

Problem Solver Councilor Change AgentRole Model Diplomat

A Leader

Often doesn’t have delegated authorityMay or may not be part of the formal

organizationFocuses on the group process, information

gathering, feedback, and empowering othersEmphasizes interpersonal relationshipsDirects willing follower(s)May have goals that may or may not reflect

those of the organizationInterested in risk taking and exploring new

ideas

Types of Leaders

Formal Leader A person in a position of influence or authority Has a sanctioned role within an organization Appointed by the administration Given official or legitimate authority to act

Informal leader A person who demonstrates leadership and has

influence even though he/she is not in a formal leadership role in an organization

Chosen by the group 2 key traits

Ability to influence others Other people in the group or organization recognize the

ability and are influenced.

Leadership styles

1. Authoritarian Leadership (Autocratic)

2. Participative Leadership (Democratic)

3. Delegative (Laissez-Faire) Leadership

4. Situational5. Transformational

Leadership/Affiliative

What Kind of Leader are You?

Take the testhttp://psychology.about.com/library/quiz/bl-leadershipquiz.htm

LEADERSHIP STYLES

Authoritarian Leadership (Autocratic)

LEADERSHIP STYLES

Participative Leadership (Democratic)

LEADERSHIP STYLES

Delegative (Laissez-Faire) Leadership

LEADERSHIP STYLES

Situational Leadership

LEADERSHIP STYLES

Transformational Leadership (Affiliative)

http://www.youtube.com/watch?v=rCno1_SN0PA

Leadership Theory:

What is it?

GREAT MAN

Leadership Theory

1. TRANSACTIONAL LEADERSHIP

2. TRANSFORMATIONAL LEADERSHIP

3. SITUATIONAL LEADERSHIP4. ETC.

Leadership Theories

Ten Leadership Theories in Five Minutes

https://www.youtube.com/watch?v=XKUPDUDOBVo

ITS NOT AN EXACT SCIENCE

FIND ONE THAT WORKS FOR YOU AND USE IT.

There are as many Leadership Theories as there are Management

Theories

1. GET INTO YOUR CLINICAL GROUPS2. ELECT A LEADER

3. LEADER COMES UP AND RANDOMLY GRABS A BAG FOR YOUR GROUP

4. YOU HAVE 5 MINUTES TO CREATE A SKIT THAT USES EVERYTHING IN THE BAG ON THE TOPIC WRITTEN

ON THE BAG5. CLASS VOTES FOR BEST SKIT

Grab Bag

STUDY!DEVELOP A LONG

TERM PLANUSE YOUR PLAN TO

BECOME THE LEADER YOU WANT TO BE

How to Become a Leader

OF LEADERS

Core Traits

• EMPATHY:• CONSISTENCY:

• HONESTY:

L E A D E R S H I P T O O L B O X

The Characteristic of Leadership - 7 Important

Traits

• DIRECTION• COMMUNICATIO

N:• FLEXIBILITY:• CONVICTION:

L E A D E R S H I P T O O L B O X

The Characteristic of Leadership - 7 Important

Traits

• I N T E L L I G E N C E• K N O W L E D G E• J U D G M E N T• D E C I S I V E N E S S• O R A L F LU E N C Y• E M O T I O N A L I N T E L L I G E N C E• I N D E P E N D E N C E• P E R S O N A B L E• A D A P TA B I L I T Y• C R E AT I V I T Y• C O O P E R AT I V E N E S S

   

L E ’ A N R E I C O N R A D O P . L E G A R D E

Characteristics Associated with Leadership

• Alertness• Self-confidence• Personal Integrity• Emotional Balance

and control• Ability• Able to enlist

cooperation• Tact • Diplomacy• Prestige• Social participation

GUIDING VISION • ABLE TO SEE A PICTURE OF THE DESIRED

FUTURE• THE PICTURE ALLOWS THE LEADER TO SET

GOALS TO REACH THE DESIRED STATE

PASSION = DRIVE AND AMBITION• ENTHUSIASTIC ABOUT FUTURE

POSSIBILITIES• HAS THE ABILITY TO INSPIRE PEOPLE AND

ALIGN THEM IN A COMMON EFFORT TO MAKE THE FUTURE POSSIBILITIES A REALITY

Core Traits of Leaders

Core Traits of Leaders

Integrity and Honesty Possess a significant amount of knowledge of self or

self awareness Strengths and weaknesses Ability to receive feedback Ability to learn from their mistakes

Requires honesty and maturity Supported by the inner strength of convictions and

ability to deal with conflict or obstacles that arise Developed through personal and professional

experience and growth Can be trusted

Core Traits of Leaders

Curiosity Enables them to take risks Facilitate change Shorten the learning curve

Common traits of leaders

Flexibility Adapts rapidly to changes in all aspects of the

environment Allows leaders to deal effectively and creatively with

uncertainty and hostility

Intelligence Subject based intelligence

Knowledge and skills associated with that person’s job Ability to use knowledge and skills to solve problems and

improve the work process People based Intelligence

Emotional intelligence

Common traits of leaders

Ability to SUPPORT others Responsiveness to a wide range of situations and

people Face situations head on instead of withdrawing

Practices open and effective communications Possesses key social skills

Ability to work effectively with respect and diverse constituents to diffuse conflict and to generate trust and enthusiasm in others

Self Confidence Able to trust their own abilities and decisions Able to receive feedback and input from others

without feeling threatened

A dynamic profession

needs confident leaders at all levels

GET INTO YOUR CLINICAL GROUPS

Leaders We Have Known

Leaders you Admire

1. Get into your clinical groups2. Sit facing each other3. Elect one secretary to record your answers4. Each person in the group will tell a story

about the best or most influential leader that you have encountered.

5. After each story the group will identify leadership characteristics of the person being talked about

6. Secretary record those characteristics

AuthoritarianTransformation and Change

Leaders We Know

Inspirationalcontingency-situational leadership

Leaders We Know – Styles they used

Questions?

BINGO !

LEADERSHIP BINGO

A protocol is a set of rules followed by providers such as EMTs or nurses.

Bingo

characterized by individual control over all decisions and little input from group members

Bingo

. . . Supervise means: observe and direct the work of (someone).

Bingo

Performance improvement involves strategic changes to address weaknesses and the use of evidence to inform decision making.

Bingo

5 Rights of Delegation

Right Task Right Circumstances Right Person Right Direction Right Supervision and

Evaluation

Bingo

“to entrust to another; to appoint as one’s representative; to assign responsibility or authority”.

Bingo

Relationships are important to

this leader who places a focus on quality improvement of systems and processes, rather than on mistakes of individual team members.

Bingo

A mutual agreement

between two U.S. states whereby each agrees to grant a license to practice medicine to any person licensed by the other state.

Bingo

Professionalism

Bingo

Professionalism

Bingo

The commission or doing of

an act or omission or not doing of an act that a reasonably prudent person would have performed in a similar situation, thus causing harm to another person

Bingo

members of the team

become more conscientious with their work when they are aware that other members of the team are watching them.

Bingo

Resume

Bingo

Plan safe, cost effective care for the client

Bingo

Nurse practice act

Bingo

This nurse leads the team-usually of 4 to 6 members-

Bingo

The session is private

between the manager and the staff and remains to be so when the two parties do not divulge the information to others.

Bingo

Bureaucratic Organization

Bingo !

The role of patient

advocate is frequently assumed by nurses, social workers, and other health care providers

Bingo

Priority

Bingo

deciding which needs or

problems require immediate action and which ones could tolerate a delay in action until a later time because they are not urgent

Bingo

Protection of

privacy/confidentiality is essential to the trusting relationship between health care providers and patients.

Bingo

Team leaders can make it

happen.

Bingo

Establishing priorities - Apply knowledge of pathophysiology when establishing priorities for interventions with multiple clients

Bingo

Laisez-faire

Bingo

A policy or attitude of letting things take their own course, without interfering

Bingo

The two words laissez-faire and leadership are absolute direct opposites

Bingo

Case manager-Plan safe, cost effective care for the client

Bingo

it is an interdisciplinary

health care delivery approach that provides comprehensive client care using available resources to promote quality and cost-effective care.

Bingo

Autocratic Leadership

Bingo

QUIZ AND GUEST SPEAKER

Day 3 September 29

Quiz

a. retake the NCLEX® examination in the new state.

b. pass NCLEX® with a score high enough to meet the new state requirements.

c. attend a nursing program in the new state.

d. utilize the reciprocity agreement between states.

1.The process to obtain a nursing license in another state when the person has passed the NCLEX® Examination in their own state is to:ANS:D

Reciprocity allows licensure from another state.

Quiz ANS: D

The nurse must recognize that in the health care delivery system, the major goal is to achieve optimal levels of health care.

a. it includes all states.

b. it affects the illness of patients.

c. insurance companies are not involved.

d. the major goal is to achieve optimal levels of health care.

2.When discussing the health care delivery system, the nurse must recognize that:

Quiz ANS: A

Once causes were found, emphasis shifted from cure to prevention

3.The patient care emphasis on wellness, rather than illness, began as a result of:

a. increased education concerning causes of illness.

b. improved insurance payments.

c. decentralized care centers.

d. increased number of health care givers.

Quiz 4.The document in which the role and responsibilities of the LPN/LVN are identified is the:

a.a. NLN Accreditation Standards.

b. Nurse Practice Act.

c. NAPNE Code.

d. American Nurses’ Association Code.

 

ANS:BThe LPN/LVN functions

under the Nurse Practice Act.

Quiz 5.A cost-effective delivery of care being used by many hospitals that allows the LPN/LVN to work with the RN to meet the needs of patients is:

a. focused

nursing.

b. team nursing.

c. case

management.

d. primary

nursing.

ANS:CCase management is a cost-effective method of care.

Quiz 6. The American Hospital Association's 1972 document that outlines the patient’s expectations to be treated with dignity and compassion is:

a. Code of Ethics.

b. Patient’s Bill of

Rights.

c. OBRA.

d. advance

directives.

ANS:BPatient expectations are

outlined by the Patient’s Bill of Rights.

Quiz 7. The system that reduces the number of employees but still provides quality care for patients is:

a. team nursing.b. cross-

training.c. use of critical

pathways.d. case

management. 

ANS:BCross-training reduces the

number of employees but does not alter the quality of patient care.

Quiz 8. Maslow’s hierarchy of needs is based on the premise that:

a. all needs are equally important.

b. basic needs must be met before the next level of needs can be met.

c. self-actualization is a primary need.

d. individuals prioritize needs the same way.

ANS:BBasic needs must be met

first.

Quiz 9. One modern educational advancement program for the LPN/LVN to enter RN education is:

a. repetition.

b. exclusion.

c. articulation.

d. coexistence.

ANS:CMost states have some type

of articulation program in which the LPN/LVN can achieve advanced standing in an RN program without having to enroll in the entire curriculum.

Quiz 10. Universal guidelines that define appropriate measures for all nursing interventions that should be observed during the performance of those interventions are known as:

a. scope of practice.

b. advocacy.

c. standard of care.

d. prudent practice

ANS:CStandards of care define

actions that are permitted or prohibited in most nursing interventions. These standards are accepted as legal guidelines for appropriateness of performance.

Quiz 11. The laws that formally define and limit the scope of nursing practice in that state are the:

a. standards of care.

b. regulation of practice.

c. American Nurses’ Association Code.

d. nurse practice act.

ANS:DIt is the nurse’s

responsibility to know the nurse practice act in his or her state.

Quiz 12. A nurse who failed to irrigate a feeding tube as ordered resulting in harm to the patient could be found guilty of:

a. malpractice.

b. harm to the patient.

c. negligence.

d. failure to follow the Nurse Practice Act.

ANS:AThe nurse can be held liable

for malpractice for acts of omission. Failure to meet a legal duty, thus causing harm to another, is malpractice. The Nurse Practice Act has general guidelines that can support the charge of malpractice.

Quiz 13. Patients have expectations regarding the health care services they receive. To protect these expectations, which has become law?

a. American Hospital Association’s Patient’s Bill of Rights

b. Self-Determination Act

c. American Hospital Association’s Standards of Care

d. JCAHO rights and responsibilities of patients

ANS:AThe American Hospital

Association developed the Patient’s Bill of Rights.

Quiz14. The nurse is preparing the patient for a thoracentesis. What must be completed before the procedure may be performed?

a. Physical assessment

b. Interview

c. Informed consent

d. Surgical checklist

ANS:CThe patient must consent to

allow certain procedures to be performed after being fully informed of the benefits and risks

Quiz 15. By protecting the information in a patient’s record, the nurse fulfills the ethical responsibility of:

a. privacy.

b. disclosure.

c. confidentiality.

d. absolute secrecy.

ANS:CThe nurse has an ethical and

legal duty to protect information about a patient and preserve confidentiality. Some disclosures are legal and anticipated and may not be subject to the rules of confidentiality. None of the information in a chart is considered secret.

Quiz 16. The nurse who diligently works for the protection of patients’ interests is functioning in the role of:

a. caregiver.

b. health care administrator.

c. advocate.

d. health care evaluator.

ANS:CA nurse accepts the role of

advocate when, in addition to general care, the nurse protects the patient’s interests.

Quiz 17. Which is a nursing care error that violates the Health Insurance Portability and Accountability Act (HIPAA)?

a. Administering a stronger dose of drug than was ordered

b. Refusing to give a patient’s daughter information over the phone

c. Informing the patient’s medical power of attorney of a medication change

d. Leaving a copy of the patient’s history and physical in the photocopier

ANS:DLeaving the document in the

photocopier could expose it to the public. Inappropriate drug administration is possible malpractice. Sharing information with the power of attorney is legal.

Quiz 18. What is true about nurse practice acts?

a. They informally define the scope of nursing practice.

b. They provide for unlimited scope of nursing practice.

c. Only some states have adopted a nurse practice act.

d. The nurse must know the nurse practice act within his or her state.

ANS:DThe laws formally defining and

limiting the scope of nursing practice are called nurse practice acts. All state, provincial, and territorial legislatures in the United States and Canada have adopted nurse practice acts, although the specifics they contain often vary. It is the nurse’s responsibility to know the nurse practice act that is in effect for her geographic region.

Quiz 19. During a lunch break, an emergency department (ED) nurse truthfully tells another nurse about the condition of a patient who came to the ED last night. What is the ED nurse guilty of? (Select all that apply.)

a. HIPAA violation

b. Slander

c. Libel

d. Invasion of privacy

e. Defamation

ANS:A, DThe disclosure is an invasion

of privacy and a violation of HIPAA. Because the information is true and verbal, it cannot be considered slander or libel.

Quiz 20. A nurse tells a patient, “This PM you are going for an abdominal A&P, an H&H, as well as an IV pyelogram. Please sign these consent forms.” The use of medical jargon can cause:

a. understanding.

b. speed in communication.

c. misinterpretation.

d. clarity in the message.

ANS:CJargon is terminology unique

to people in a special type of work and is not understood by everyone. Although jargon does speed communication and is clear to those who know it, it may be misinterpreted and not understood by all people.

MANAGEMENT VS LEADERSHIP

SEPTEMBER 30, 2014

RESUME DUEMIDTERM EVALUATIONSREVIEW FOR MIDTERM

Management Day 4

Leadership ModelsNCHL Health Leadership Competency Model™

NCHL Health Leadership Competency Model™

NCHL Health Leadership Competency Model™

NCHL Health Leadership Competency Model™

Leadership Models

NHS Health Leadership Model

Demming’s  “Profound Knowledge” Leadership model

The philosophy of W. Edwards Deming has been summarized as follows:

"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of Healthcare as a system, not as bits and pieces."

Deming Philosophy Synopsis

The philosophy of W. Edwards Deming has been summarized as follows:

"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of healthcare as a system, not as bits and pieces."

Deming Philosophy Synopsis – con’t.

In the 1970s, Dr. Deming's philosophy was summarized by some of his Japanese proponents with the following 'a'-versus-'b' comparison:

(a) When people and organizations focus primarily on quality, defined by the following ratio:

QUALITY =

quality tends to increase and costs fall over time.

(b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.

Results of Work EffortsTotal Costs

Theory of Knowledge

UnderstandingVariation

Appreciation For A System

Psychology

Deming’s 14 Key principles

The System of Profound Knowledge is the basis for

application of Deming's famous 14 Points for

Management.

Deming offered fourteen key principles for management

for transforming business effectiveness.

The points were first presented in his book Out of the

Crisis.

Although Deming does not use the term in his book, it is

credited with launching the Total Quality Management

movement.

LEADERSHIP STYLES BINGO

BINGO !

Bingo

A protocol is a set of rules followed by providers such as EMTs or nurses.

Bingo

characterized by individual control over all decisions and little input from group members

Bingo

. . . Supervise means: observe and direct the work of (someone).

Bingo

Performance improvement involves strategic changes to address weaknesses and the use of evidence to inform decision making.

Bingo

5 Rights of Delegation

•Right Task•Right Circumstances•Right Person•Right Direction•Right Supervision and Evaluation

Bingo

“to entrust to another; to appoint as one’s representative; to assign responsibility or authority”.

Bingo

Relationships are important to this leader who places a focus on quality improvement of systems and processes, rather than on mistakes of individual team members.

Bingo

A mutual agreement between two U.S. states whereby each agrees to grant a license to practice medicine to any person licensed by the other state.

Bingo

Professionalism

Bingo

Delegation - process of transferring a selected nursing task in a situation to an individual who is competent to perform that specific task.

Bingo

The commission or doing of an act or omission or not doing of an act that a reasonably prudent person would have performed in a similar situation, thus causing harm to another person

Bingo

members of the team become more conscientious with their work when they are aware that other members of the team are watching them.

Bingo

Resume

Bingo

Plan safe, cost effective care for the client

Bingo

Nurse practice act

Bingo

This nurse leads the team-usually of 4 to 6 members-

Bingo

The session is private between the manager and the staff and remains to be so when the two parties do not divulge the information to others.

Bingo !

Bureaucratic Organization

Bingo

The role of patient advocate is frequently assumed by nurses, social workers, and other health care providers

Bingo

Priority

Bingo

deciding which needs or problems require immediate action and which ones could tolerate a delay in action until a later time because they are not urgent

Bingo

Protection of privacy/confidentiality is essential to the trusting relationship between health care providers and patients.

Bingo

Team leaders can make it

happen.

Bingo

Establishing priorities - Apply knowledge of pathophysiology when establishing priorities for interventions with multiple clients

Bingo

Laisez-faire

Bingo

A policy or attitude of letting things take their own course, without interfering

Bingo

The two words laissez-faire and leadership are absolute direct opposites

Bingo

Case manager-Plan safe, cost effective care for the client

Bingo

it is an interdisciplinary health care delivery approach that provides comprehensive client care using available resources to promote quality and cost-effective care.

Bingo

Autocratic Leadership

Bingo

“meticulous adherence to undeviating courtesy, honesty, and responsibility in one’s dealings with customers and associates, plus a level of excellence that goes over and above the commercial considerations and legal requirements.”

Bingo

Managed Care

Bingo

Centralized decision-making style with the leader making decisions and using power to command and control others

Bingo

an official account of a proceeding; especially : the notes or records relating to a case, an experiment, or an autopsy

Bingo

Advanced Directives

Bingo

pleading a cause on behalf of another, such as a nurse pleading for better care of a patient or for the patient's desires to be honored

Bingo

Transcribe

Bingo

explains the specific health care measures a person wants if he or she has a terminal illness or injury and is incapable of indicating whether to continue curative and life-sustaining treatment, or to remove life support systems.

Bingo

Plan safe, cost effective care for

the client

Bingo

pleading a cause on behalf of another, such as a nurse

pleading for better care of a patient or for the patient's

desires to be honored

Bingo

deciding which needs or problems require immediate action and which ones could tolerate a delay in action until a later time because they are not urgent

Bingo

deciding which needs or problems require immediate action and which ones could tolerate a delay in action until a later time because they are not urgent

Bingo

Case management is a collaborative process of assessment, planning, facilitation, care coordination, evaluation, and advocacy for options and services to meet an individual’s and family’s comprehensive health needs through communication and available resources to promote quality, cost-effective outcomes

Bingo

Ethics

Bingo

The person must develop the advance directive while he or she is able to clearly and definitively express himself or herself verbally, in writing, or in sign language

Bingo

laissez-faire leadership Passive and permissive style in which the leader defers decision making

Bingo

Delegation – the process of transferring a selected nursing task in a situation to an individual who is competent to perform that specific task.

The Deming System of Profound Knowledge

The individual, once transformed, will:

Set an example;

Be a good listener, but will not

compromise;

Continually teach other people; and

Help people to pull away from their

current practices and beliefs and move

into the new philosophy without a

feeling of guilt about the past."

DO YOU HAVE CLEAR GOALS FOR THE ORGANIZATION COMMUNICATED TO ALL

EMPLOYEES?

How can everyone be empowered, feel a sense of ownership and share in the company’s success?

Deming’s 14 Key principles – 2 Adopt the new philosophy

We are in a new economic age, created in Japan.We can no longer live with commonly acceptedlevels of delays, mistakes, defective medications andPoor treatments. Transformation of Westernmanagement style is necessary to halt the continued decline of business and industry including

the healthcare industry. Understanding the Philosophy of never-Ending Improvement

Customer satisfaction Managing for success instead of failure Identify and remove barriers to achieving quality Get everyone involved in the quality journey

With everyone participating our goals are to deliver perfect quality to our customers

The Deming System of Profound KnowledgeThe Appreciation of a system:

Involves understanding how interactions (i.e., feedback) between the elements of a system can result in internal restrictions that force the system to behave as a single organism that automatically seeks a steady state. It is this steady state that determines the output of the system rather than the individual elements.

Thus it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of output.

The Deming System of Profound Knowledge

The Knowledge of variation:

Involves understanding that everything measured consists of both "normal" variation due to the flexibility of the system and of "special causes" that create defects.

Quality involves recognizing the difference to eliminate "special causes" while controlling normal variation.

Deming taught that making changes in response to "normal" variation would only make the system perform worse. Understanding variation includes the mathematical certainty that variation will normally occur within six standard deviations of the mean.

We want to develop long term beneficial relationships with our suppliers.

Management game

Deming’s 14 Key principles – 4End lowest tender contracts

End the practice of awarding business solely on the basis ofprice tag. Instead require meaningful measures of qualityalong with price. Reduce the number of suppliers for thesame item by eliminating those that do not qualify withstatistical and other evidence of quality. The aim is tominimize total cost, not merely initial cost, by minimizingvariation. This may be achieved by moving toward a singlesupplier for any one item, on a long term relationship of loyalty and trust.

Changing the philosophy of purchasing Price has no meaning without a measure of quality being

purchased – do not make cost the sole decision factor

Move from multiple to single source relationships

Long term relationship between the vendor and buyer

The lowest price or bidder means poorer quality

At all levels, everyone should be involved in continuous improvement activities every single day.

Deming’s 14 Key principles – 5Improve every process

Improve constantly and forever the system of production and service,

to improve quality and productivity, and thus constantly decrease costs.

Improving the system

Management has responsibility for the “system”

Continual reduction of waste

Continual improvement in quality in every activity

Management to define operational definitions/communication

Use of Control Charts, flow Charts, Check Sheets, Pareto

Diagrams, Brainstorming, Fishbone (cause and Effect),

Histograms, Scatter Diagrams for managing quality

Shewhart Cycle – “Plan/Do/Check/Act”

If all employees are learning and growing every day, competition will be only a figment of our imagination.

Deming’s 14 Key principles – 6 Institute training on the job

Institute modern methods of training on the job for all, including management, to make better use of every employee.

New skills are required to keep up with changes in materials, methods, product and service design, machinery, techniques, and service.

Instituting Modern Training Methods

Training in the organizational philosophy

On-going integrated approach to an employee’s growth

Learn how to perform the job

All employees should learn Dr. Deming’s 14 points

Realize that training is part of everyone’s job

Use statistical methods to determine workers capability

Training that offers employees a share in the overall philosophy and

goals for the organization

The leaders select the music, set the tone and insure that everyone is on board at every moment.

Ask your associates what they fear and then do whatever is necessary to get rid of it.

Find ways to open communications between suppliers, customers and all employees.

Value is placed on doing and demonstrating.

The method is balancing technology with people’s needs and aspirations and eliminating those non-value adding wastes.

Why come to work if it is not joyous?

Ask and plan now for an ongoing continuous educational process to help everyone become the best that they possibly can be.

As Dr. Shingo would always say, “DO IT!”