Chapter 20 Assignment

User Generated

Nybcrm1773

Health Medical

NUR4827 Nursing Leadership and Mangement

Miami Dade College

Description

Your job is to delegate job tasks to each healthcare practitioner (Use the Staffing Table).

Instructions:

1. Fill in the Staffing Table or describe what tasks each person will perform during the day shift.

o Use a Staffing Model (primary, team, or modular nursing) to help make your decision.

2. Your paper should be:

o Typed according to APA style for margins, formatting and spacing standards

o Typed into a Microsoft Word document or complete the Staffing Table, save the file, and then upload the file

Unformatted Attachment Preview

Chapter 20 - Assignment Your job is to delegate job tasks to each healthcare practitioner (Use the Staffing Table). Instructions: 1. Fill in the Staffing Table or describe what tasks each person will perform during the day shift. o Use a Staffing Model (primary, team, or modular nursing) to help make your decision. 2. Your paper should be: o Typed according to APA style for margins, formatting and spacing standards o Typed into a Microsoft Word document or complete the Staffing Table, save the file, and then upload the file Chapter 20 Delegation Delegation Definitions • Getting work done through others • Directing the performance of one or more people to accomplish organizational goals • Giving someone else the authority to complete a task or action on your behalf • Transfer or hand-off to a competent individual, the authority to perform a task/activity in a specific setting/situation Copyright © 2018 Wolters Kluwer · All Rights Reserved Strategies for Successful Delegation • Plan ahead. • Identify necessary skill and education levels to complete the delegated task. • Select capable personnel. • Communicate goals clearly. • Empower the delegate. • Set deadlines and monitor progress. • Monitor the role and provide guidance. • Evaluate performance. • Reward accomplishment. Copyright © 2018 Wolters Kluwer · All Rights Reserved State NPA Essential Elements Regarding Delegation • State’s NPA definition of delegation • Items that cannot be delegated • Items that cannot be routinely delegated • Guidelines for RNs about tasks that can be delegated • Description of professional nursing practice • Description of LVN/LPN nursing practice and unlicensed nursing roles Copyright © 2018 Wolters Kluwer · All Rights Reserved State NPA Essential Elements Regarding Delegation—(cont.) • Degree of supervision required to complete a task • The guidelines for lowering delegation risks • Warnings about inappropriate delegation • If there is a restricted use of the word “nurse” to licensed staff Copyright © 2018 Wolters Kluwer · All Rights Reserved Common Delegation Errors • Underdelegating • Overdelegating • Improper delegating Copyright © 2018 Wolters Kluwer · All Rights Reserved Causes of Underdelegating • Fear that delegation may be interpreted as a lack of ability to do the job completely or correctly • A desire to complete the whole job himself or herself • Fear that subordinates will resent delegated work • Lack of experience in the job or with delegation, or the need to control or be perfect • Enjoyment of the work Copyright © 2018 Wolters Kluwer · All Rights Reserved Causes of Overdelegating • Poor management of time; spending too much time trying to get organized • Insecurity in the ability to perform a task Copyright © 2018 Wolters Kluwer · All Rights Reserved Causes of Improperly Delegating • Wrong time, to the wrong person, or for the wrong reason • Beyond the capability of the person, or something the manager should do • Decision making without providing adequate information Copyright © 2018 Wolters Kluwer · All Rights Reserved • Please show Leadership Video Case: Staffing Shortage: Who Can Handle CRRT? Available as part of Lippincott CoursePoint for Marquis and Huston: Leadership Roles and Management Functions in Nursing, 9th edition. • For more info, visit thePoint.lww.com/CPMarquis9e. Copyright © 2018 Wolters Kluwer · All Rights Reserved The Five Rights of Delegation Copyright © 2018 Wolters Kluwer · All Rights Reserved Rules of Delegation • Always delegate to the right person, at the right time, and for the right reason. • Say no when you must. • Reward subordinates for jobs well done. Copyright © 2018 Wolters Kluwer · All Rights Reserved Question Tell whether the statement is true or false: It is always a bad idea to decline when one delegates a task to you in a professional setting. A. True B. False Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer B. False Rationale: There are occasions when it is advisable to say no to a delegated task (e.g., if taking on the task would compromise your ability to perform other necessary aspects of your job). Copyright © 2018 Wolters Kluwer · All Rights Reserved Question Tell whether the statement is true or false: One drawback of delegation is that it diminishes one’s power. A. True B. False Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer B. False Rationale: Delegating tasks actually increases the supervisor’s power. Copyright © 2018 Wolters Kluwer · All Rights Reserved Clear Communication and Delegation • Define the task clearly. • Delineate end results, time frame, and standards. • Delegate the objective, not the procedure. Copyright © 2018 Wolters Kluwer · All Rights Reserved Delegation as a Function of Professional Nursing • Organizations must have a clearly defined structure where RNs are recognized as the leaders. • Job descriptions must clearly define the roles and responsibilities of all. • Educational programs must be developed to help personnel learn roles and responsibilities of each other’s roles. • Adequate programs must be developed to foster leadership and delegation. Copyright © 2018 Wolters Kluwer · All Rights Reserved Types of UAP and NAP • Nurse extenders • Care partners • Nurse’s aides • Orderlies • Assistants • Attendants • HCAs • Technicians Copyright © 2018 Wolters Kluwer · All Rights Reserved Reminders • In assigning tasks to NAP, the RN must be aware of the job description, knowledge base, and demonstrated skills of each person. • The UAP has no license to lose for “exceeding scope of practice” and nationally established standards to state what the limits should be for UAP in terms of scope of practice do not exist. Copyright © 2018 Wolters Kluwer · All Rights Reserved Criteria for Delegation to a UAP Copyright © 2018 Wolters Kluwer · All Rights Reserved Criteria for Delegation to a UAP—(cont.) Copyright © 2018 Wolters Kluwer · All Rights Reserved • Please show Leadership Video Case: Problems in Delegation: A Busy Day on the Floor, available as part of Lippincott CoursePoint for Marquis and Huston: Leadership Roles and Management Functions in Nursing, 9th edition. • For more info, visit thePoint.lww.com/CPMarquis9e. Copyright © 2018 Wolters Kluwer · All Rights Reserved “Satisficing” Versus Maximizing Mode If the delegator requires a higher quality than “satisficing,” this must be made clear at the time of the delegation. Not everything that is delegated needs to be handled in a maximizing mode. Copyright © 2018 Wolters Kluwer · All Rights Reserved Monitoring Delegated Tasks • Managers should ask the individuals to whom they are delegating if they are capable of completing the delegated task but should also validate this perception by direct observation. • Monitoring delegated tasks keeps the delegated task before the subordinate and the manager so that both share accountability for its completion. Copyright © 2018 Wolters Kluwer · All Rights Reserved • Please show Leadership Video Case: Problems in Delegation: Blood Transfusion, available as part of Lippincott CoursePoint for Marquis and Huston: Leadership Roles and Management Functions in Nursing, 9th edition. • For more info, visit thePoint.lww.com/CPMarquis9e. Copyright © 2018 Wolters Kluwer · All Rights Reserved Question Tell whether the statement is true or false: The one prerequisite for delegating is to ask someone if he or she is capable of performing a given task. A. True B. False Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer B. False Rationale: In addition to asking the employee, the employee’s ability should be validated by observation on the part of the supervisor. Copyright © 2018 Wolters Kluwer · All Rights Reserved Resistance to Delegation • Resistance is a common response by subordinates to delegation. • One of the most common causes of subordinate resistance to, or refusal of, delegated tasks is the failure of the delegator to see the subordinate’s perspective. • Resistance to delegation may also occur when tasks are overdelegated in terms of specificity. Copyright © 2018 Wolters Kluwer · All Rights Reserved Question What are some common causes for resistance to delegation? (Select all that apply.) A. Failure of the supervisor to sympathize with the employee B. Delegated tasks are laid out in too much detail C. Fear of doing the task poorly Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer A. Failure of the supervisor to sympathize with employee AND B. Delegated tasks are laid out in too much detail Rationale: Resistance to delegation is most common when a worker feels that the supervisor does not understand his or her point of view, or when tasks are overdelegated in terms of specificity. Copyright © 2018 Wolters Kluwer · All Rights Reserved Delegating to Unlicensed Assistive Personnel (UAP) Potential Costs • Liability for negligence • Issues for task delegation – Job description – Knowledge base – Demonstrated skills • Responsibility for patient outcomes Copyright © 2018 Wolters Kluwer · All Rights Reserved Elements Affecting Delegation to a Transcultural Work Team • Communication • Space • Social organization • Time • Environmental control • Biologic variations Copyright © 2018 Wolters Kluwer · All Rights Reserved Question Which is not one of the cultural phenomena to be considered with a culturally diverse staff? A. Time B. Space C. Biologic variations D. Religion E. Social organization Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer D. Religion Rationale: Although religion may influence other factors, it is not one of the six phenomena that Davidhizar and Giger name. Copyright © 2018 Wolters Kluwer · All Rights Reserved Chapter 20 - Nursing Management – Staffing Staffing Table Your job is to fill in the following chart or at least describe what assignments each person will have during the day shift today. This is normally Mary’s job, but you are helping her out since she will probably be pretty busy today. The charge nurse usually only takes one or two patients along with the rest of their duties, but since she will be with a new grad and an LPN, you are anticipating that she will be busy. Is her being busy sound like a reasonable projection? It will be your choice what type of staffing model you utilize such as primary, team or modular nursing. Mary, RN (Charge Nurse) John, RN (New grad) Sarah, LPN (LPN) Mary has been an RN for 7 years and has worked in several different units throughout the hospital. John has been a nurse for only one month. Sarah has been an LPN for the past 3 years and has not done her IV certification course. Amy, CNA (CNA) Amy has been an assistant for the past 5 years. Patient #1: A 47-year-old woman admitted from the recovery room at 2:15am after an emergency open cholecystectomy. Vital signs are stable; she is experiencing postoperative nausea and vomiting. She is receiving intravenous morphine on a PCA pump and antibiotics IV every 6 hours. She is also on a maintenance IV drip. The T-tube is draining a moderate amount. Patient #2: A 20-year-old woman admitted two days ago with abdominal pain, fever and nausea. She had a endoscopic cholecystectomy last night and is due for her first bandage change this afternoon. NUR 4827 | Leadership and Management Theory Mary, RN John, RN Sarah, LPN Amy, CNA Patient #3: A 76-year-old man in respiratory isolation to rule out tuberculosis. Third morning sputum for AFB is needed. Vitals are stable; and he is independent of his iADL’s but has some physical limitations that he is appreciative of help. Patient #4: An 60-year-old man with congestive heart failure (CHF). This patient is a DNR. Family is present with the client. Respirations are shallow; blood pressure is beginning to decline at the end of the last shift. Patient #5: A 60-year-old woman admitted 3 days ago with left lower lobe pneumonia. She is receiving intravenous antibiotics, oxygen at 3 Liters N/C. She spiked a fever to 39.5 C. overnight; acetaminophen was administered. She receives piggyback antibiotic every 6 hours. Patient #6: An 82-year-old man admitted 10 days ago with a urinary tract infection. The infection resolved. He is now waiting for long-term care placement. He requires assistance with ADL’s and ambulates with assistance also. NUR 4827 | Leadership and Management Theory Mary, RN John, RN Sarah, LPN Amy, CNA Patient #7: A 36-year-old woman scheduled for a bowel resection at 10:00am She is NPO and has an intravenous maintenance infusion running. Bowel preparation is complete and preoperative teaching is done. The consent needs to be signed and the operating room checklist must be completed. Her pre-medications must also be administered when called by the OR. Patient #8: A 55-year-old man in the cardiac interventional lab having an angiography done. He will be prescribed bed rest on return and will have a sandbag on his groin to prevent bleeding while his heparin level is monitored during the day. His vital signs and groin site will be checked frequently when he returns. NUR 4827 | Leadership and Management Theory
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Explanation & Answer

Attached.



Introduction



Discussion



Conclusion



References


1

Running Head: SHARED GOVERNANCE

Shared Governance
Name
Institution

SHARED GOVERNANCE

2
Shared Governance

Who do I need to involve in this discussion and at what point?
Theoretically, one of the effects of shared governance in any institution is to empower the
employees to take a more active role in the management of the organization. In healthcare practice,
implementing a shared governance has the effect of increasing the effectiveness of healthcare
services (Huston and Marquis, 2017). In the feasibility study to establish the applicability of shared
governance in the department, I would involve team leaders, the members of staff in the
department, and eventually the hospital management as discussed herein.
The first task would be to identify and document all the grievances that the members of
staff have in relation to the prevailing organizational structure. Since the members of staff are the
ones involved in implementation of policies and guidelines, they would be more knowledgeable
on the shortcomings they tolerate such as inadequate opportunities for providing fee...


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