Transcript Document

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).
PVN 151
LEADERSHIP - DAY 1
PRESENTED BY REBECCA MAIER,
BSN
SEPTEMBER 2014
Syllabus and Overview
Course Code:
PN 151
Course Title:
Leadership
1.
Length of Course:
Credit Hours: 1.0
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 [email protected]
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.
Clock Hours: 20 Theory
Syllabus
1.
Course
Objectives:
Upon completion of this course, the student
will be able to:
1.
2.
3.
4.
5.
6.
Define leadership and management.
State qualities of effective leaders and
managers.
Summarize the five rights of delegation.
Discuss the role of the charge nurse and
team leader.
Describe types of nursing delivery
systems.
Explain the role of practical nurse in
delegation guided by the nurse practice
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
Syllabus
11.
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 vocabulary
Test 1 (September 30) Resume Due
Midterm (October 7)
20 questions on Leadership, Professionalism,
Resumes, Interviews
Quiz 2 – Project due October 14
Final - 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.
Syllabus
11.
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.
16.
Attendance
Policy:
Refer to the Campus Catalog for the PN
attendance policy.
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 arrive
Take 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 leadership
 Vocabulary – 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 Midterm
 Intro to Management
 Focus 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 Delegation
Advanced Directives
Advocacy
Autocratic Leadership
Burn Out
Delegation
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 committees
 Each 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 points
8 points
Exemplary, typed, high degree, strong
no spelling errors, type
punctuated
written and only minor
correctly, no
punctuation isues
spelling errors
6 points
Creativity
(20 points)
20 points
best
quality, excellent,
exceeds.
Self made or totally
original use of
commercial materials
or thought process
15 points excellent,
10 points
constant evidence,
original
arrangement
accomplished,
developing,
some thought and
effort went into it
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
Critical
Thinking
(25 points)
25 points advanced,
20 points
best quality, exceeds.
very good,
considerable
thought.
4 points
some, basic hard
to red but most
things are spelled
correctly,
punctuation is
alright
1 point
limited, lowest
quality,.
Grammatical
errors, miss
spellings, bad
hand writing
5 points
Emerging fair,
Some thought
went into it,
nothing original
1 point
poor, beginning,
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
15 points
,10 points some
evidence,
comparisons were
made if at least on
a superficial basis
1 point
little evidence of
any critical
thinking, needs
improvement
proficient, legible,
spelled correctly
in the right order
Shows solid
critical thinking
regarding the
types of
leadership styles
Overview
Day 7 (October 14)
 Final
 Go over the final
 Leadership Party - this is
equivalent to a quiz so take it
seriously
PVN 151
LEADERSHIP - DAY 2
PRESENTED BY REBECCA MAIER,
BSN
SEPTEMBER 2014
Key Terms
 Advanced Directives
 Advocacy
 Articulate
 Assigning
 Autocratic
 Bureaucratic
Key Terms
 Burnout
 Case Management
 Client rights
 Collaboration
 Confidentiality
 Critical pathway
 Critical thinking
Key Terms
 Delegating
 Delegation
 Democratic
 Empowerment
 Ethical
 Endorsement
 HIPPA
More Key Terms
 Negligence
 Nurse practice act
 Peer Review
 Performance Improvement
 Prioritization
 Professionalism
More Key Terms
 Protocol
 Quality Improvement
 Reciprocity
 Resignation
 Resume
 Role
More Key Terms
 Situational leadership
 Supervise
 Team Leading
 Triage
 Transcribe
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 done
 Management
 Handles the day-to-day operations to achieve a desired
outcome
Roles of a leader
 Decision Maker
 Communicator
 Evaluator
 Facilitator
 Risk Taker
 Mentor
 Energizer
 Coach v
 Councilor
 Role Model
Teacher
Critical thinker
Buffer
Advocate
Visionary
Forecaster
Influencer
Creative Problem Solver
Change Agent
Diplomat
A Leader
 Often doesn’t have delegated authority
 May or may not be part of the formal organization
 Focuses on the group process, information




gathering, feedback, and empowering others
Emphasizes interpersonal relationships
Directs willing follower(s)
May have goals that may or may not reflect those of
the organization
Interested 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
2.
3.
4.
5.
(Autocratic)
Participative Leadership
(Democratic)
Delegative (Laissez-Faire)
Leadership
Situational
Transformational
Leadership/Affiliative
What Kind of Leader are You?
 Take the test
http://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)
Leadership Theory:
http://www.youtube.com/watch?v
=rCno1_SN0PA
What is it?
Leadership Theory
GREAT MAN
Leadership Theories
1. TRANSACTIONAL
LEADERSHIP
2. TRANSFORMATIONAL
LEADERSHIP
3. SITUATIONAL LEADERSHIP
4. ETC.
Ten Leadership Theories in Five Minutes
https://www.youtube.com/watch?v=XKUPDUDO
BVo
There are as many Leadership
Theories as there are Management
Theories
ITS NOT AN EXACT SCIENCE
FIND ONE THAT WORKS
FOR YOU AND USE IT.
Grab Bag
GET INTO YOUR CLINICAL GROUPS
2. 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
BAG
5. CLASS VOTES FOR BEST SKIT
1.
How to Become a
Leader
STUDY!
DEVELOP A LONG TERM
PLAN
USE YOUR PLAN TO
BECOME THE LEADER
YOU WANT TO BE
Core Traits
OF LEADERS
The Characteristic of
Leadership - 7 Important
Traits
• EMPATHY:
• CONSISTENCY:
• HONESTY:
LEADERSHIP TOOLBOX
The Characteristic of
Leadership - 7 Important Traits
• DIRECTION
• COMMUNICATION:
• FLEXIBILITY:
• CONVICTION:
LEADERSHIP TOOLBOX
Characteristics Associated with
Leadership
•
•
•
•
•
•
•
•
•
•
•
INTELLIGENCE
KNOWLEDGE
JUDGMENT
DECISIVENESS
ORAL FLUENCY
EMOTIONAL
INTELLIGENCE
INDEPENDENCE
PERSONABLE
ADAPTABILITY
CREATIVITY
COOPERATIVENESS
•
•
•
•
•
•
•
•
•
•
Alertness
Self-confidence
Personal Integrity
Emotional Balance and
control
Ability
Able to enlist
cooperation
Tact
Diplomacy
Prestige
Social participation
Core Traits of Leaders
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
 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
Leaders We Have Known
GET INTO YOUR
CLINICAL GROUPS
Leaders you Admire
1. Get into your clinical groups
2. Sit facing each other
3. Elect one secretary to record your answers
4. 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
Leaders We Know
Authoritarian
Transformation and
Change
Leaders We Know – Styles they used
Inspirational
contingency-situational
leadership
Questions?
LEADERSHIP
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

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 teamusually 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 costeffective care.
Bingo

Autocratic Leadership
Day 3 September 29
QUIZ AND GUEST
SPEAKER
Quiz
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
Reciprocit
y allows
licensure
from
another
state.
a.
b.
retake the NCLEX® examination in the new
state.
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.
Quiz
2.When discussing the
health care delivery
system, the nurse must
recognize that:
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.
3. The patient care emphasis on wellness, rather
Quiz
ANS: A
Once causes
were found,
emphasis
shifted from
cure to
prevention
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: B
 The 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: C
Case 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: B
 Patient 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. crosstraining.
c. use of critical
pathways.
d. case
management.
ANS: B
 Cross-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: B
 Basic 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: C
 Most 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: C
 Standards 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: D
 It 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: A
 The 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: A
 The American Hospital
Association developed the
Patient’s Bill of Rights.
Quiz
14. 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: C
 The 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: C
 The 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: C
 A 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: D
 Leaving 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: D
 The 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, D
 The 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: C
 Jargon 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
Day 4
MANAGEMENT VS LEADERSHIP
SEPTEMBER 30, 2014
RESUME DUE
MIDTERM EVALUATIONS
REVIEW FOR MIDTERM
Leadership Models
NCHL 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
“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 =
Results of Work Efforts
Total Costs
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.
Theory of
Knowledge
Understanding
Variation
Psychology
Appreciation
For A System
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
 Be
an example;
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 accepted
levels of delays, mistakes, defective medications and
Poor treatments. Transformation of Western
management 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 Knowledge
The 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 – 4
End lowest tender contracts
End the practice of awarding business solely on the basis of
price tag. Instead require meaningful measures of quality
along with price. Reduce the number of suppliers for the
same item by eliminating those that do not qualify with
statistical and other evidence of quality. The aim is to
minimize total cost, not merely initial cost, by minimizing
variation. This may be achieved by moving toward a single
supplier 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 – 5
Improve 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!”