In Partial Fulfillment of the Requirements

in

Leadership and Management in Client Care

Submitted by:

GAMAR AKALAL SUGALA

Offshore Student
Master of Science in Nursing
Major in Adult Health Nursing

Submitted to:

DR. ROBERTO SOMBILLO

Professor
College of Nursing and Health Sciences
Saint Paul University, Manila
 Perspective of M anagement Process

INPUT OUTPUT

Physical and
Human Realization of
Technical
Resources Goals
Resources

Planning, Organizing, Directing and Controlling through Physical and Human Resources
Adapted from: Douglas, M., 1996, The Effective Nurse Leader and Manager

1.
Referring to the first paradigm above, the Perspective of Management Process, how can the nurse-
manager utilize the functions of management in the realization of goals of the organization? Cite
illustrative examples.

The success of management depends on learning and using the management functions.
Management is a dynamic process of functions that complement with each other. These functions are
integral in harnessing physical, technical and informational resources efficiently and effectively to
achieve the organizational goals.

Management is largely focused on achieving the key mission of the organization, its vision. Each
function takes the organization closer to achieving its vision. Whilst, a Nurse Manager shall contribute in
the formulation of detailed planning functions in order to attain the wider organizational goals. These may
include setting up standards such as objectives, policies and procedures, philosophies, needs assessment
tools for the nursing staff, recruitment qualifications and requirements. A nurse manager shall plan in the
allocation of the resources available, proper utilization of the available resources and the ability to
understand how these should be used in order to achieve the goal.

In addition, a Nurse Manager shall utilize the management process by mobilize human and
material resources so institutional objectives can be achieved. He shall organize the manpower resources
into operational units, delegates and defines roles and responsibilities to nursing staff and establishes the
hierarchy for effective and efficient performances.

Guiding staff sets the process of directing. He is in charge of supporting the people and connecting
the right person with the right resources. The Nurse Manager shall provide clear instructions, supervises
the progress and guides with motivations for excellent performance with less direction from superiors.

Controlling Management Process can be utilized by the Nurse Managers through establishing
standards for work performance, measuring performance and comparing it to these set standards and
taking corrective actions as and when needed, to correct any deviations.
 Currently, I am affiliated with King Abdullah Medical City, KSA as Nurse Educator. The vision
of the Nursing Administration is to be recognized nationally and regionally as one of the best leaders in
Nursing Practice, Nursing Quality, Nursing Professional Development and Service Excellence.

In relevance to this, we in the Nursing Education Department are committed in training all staff to
be competent in providing the highest level of patient centered care to beneficiaries and pilgrims through
evidence-based practice, advancement in professional nursing practice and continued pursuit of nursing
quality.

A Newly-hired nursing staff shall undergo process of orientation and training to ease their
transition to the new culture and environment emphasizing on our nursing vision and mission:

1. Setting of Goals and Objectives for Newly Hired Staff

2. Interviewing newly hired staff on the number of years of experiences, previous
area assigned, position, etc.
3. Probationary Period Action Plan
PLANNING PROCESS
4. General Nursing Staff Orientation (Nursing Policies and Procedures)
5. General Nursing Competencies
6. Specific Nursing Unit Competencies
7. Preceptor-Preceptee Evaluation
8. Planning for Nursing Courses and Workshops

1. Delegating and defining roles and responsibilities to Nurse Educators and

Evaluators for the General Nursing Orientation and Competency Skills ORGANIZING PROCESS
2. Distributing orientation materials (nursing skills review, policies and
procedures, competency checklists) to newly hired nurses.
3. Assigning preceptors to newly hired staff in collaboration with the respective
head nurses.

1. Orienting newly hired nurses to nursing vision, mission, philosophies, policies

and procedures, utilization of equipment and machines, evaluating nursing
competencies procedures and guiding staff to the standard nursing practice in
correlation with the hospital policies and procedures.
DIRECTING
PROCESS
2. Supervising progress of transition and mentoring newly hired staff in the area.

3. Motivating Preceptors to lead the preceptees (newly-hired staff) in the nursing

procedures and utilization of equipment and machines.

1. General Nursing Procedures Competency Checklist to identify the training

needs of newly hired staff.
CONTROLLING PROCESS
2. Evaluating the cognitive, psychomotor and behavioral progress and transition
of the newly hired staff:
a. Probationary Period Action Plan
b. Preceptor-Preceptee Evaluation Tool
c. Specific Unit Competency Checklists
 Perspective of M anagement Process
Human and
Physical Resources Caring,
Creative
(Personnel
Innovative
Signifcant Others, Funds) Climate

Organizational and Behavioral Processes

Planning/Projecting Political and Legal Forces
Organizing Communication
Directing Conflict Resolution
Controlling Risks
Education and Training Negotiations

Realization of Goals
Quality
Innovation
Productivity
Job Satisfaction
Profit

Adapted from: Douglas, L., 1996, Effective Nurse Leader and Manager

2. The second paradigm, incorporates in the management process the behavioral process and
caring, creative and innovative climate. How can these concepts be utilized in every management
functions? Cite illustrative examples.

In many areas, contemporary hospital care is confronted by workforce challenges, changing

consumer expectations and demands, fiscal constraints, increasing demands for access to care, a mandate
to improve patient centered care, and issues concerning with levels of quality and safety of health care.
The Health Care System must adapt to these challenges and demands by providing a caring, creative and
innovative climate for nurses for the realization of the organizational goals. Leadership and management
promote innovation by facilitating new thinking, new ideas, and new fashion of working among the
employees for organizational performance.

Nurse managers and leaders play an important role to create an environment that fosters and
encourages innovation. According to Blakeney et al., 2009, the innovative process may be more
complicated in organizations with bureaucratic decision-making processes, while supportive leadership, a
protective or insulated area away from operational pressures and dedicated time for problem solving can
all be conducive to supporting an innovative environment. Therefore, nurse educators, nursing and
hospital managers should provide a nurturing environment that is conducive to creative thinking, giving
the nurses opportunity for flexibility, creativity, support for change, and risk taking.

Difficulty of pulling staff away from their clinical duties for extended periods of time becomes a
barrier to elicit the creativity and innovative ideas of nurses. Finding a shorter or just-in-time training was
more successful. A potential value as “nonproductive” time, or time away when the nurses is not
providing direct patient care can be an important tool to foster innovation (Altman & Rosa, 2015).
Importance of soliciting improvement ideas from the frontline nursing staff can be utilized in the
management planning. Encouraging these nurses to submit creative ideas through suggestion cards
would be of beneficial. This in turn will empower staff to participate in the improvement innovations.
 To reinforce the caring, creative and innovative behavior, organizations should facilitate
opportunities for specialty certification and increasing levels of education to nurses. Staff development
programmes are needed for nurse managers to integrate staff nurses in decision-making and to deal
effectively with new ideas to promote organizational climate and empowerment of nurses. Nurses must be
knowledgeable and educated about health policy topics and initiatives to ensure that nurses fully
participate in health policy innovations. Nurse leaders in academia need to develop and implement
curricula and continuing education offerings on health policy topics, and clinical nurse leaders need to
mentor new nurses about how to engage in policy work (Turale, 2015).

To advance as transformational leaders, nurse leaders should cultivate resilience (Stagman-Tyrer,

2014). Resilience has been demonstrated as a necessary component for the transformational leader to
learn, and helps nurse leaders and managers guide others through the difficult process of accepting and
implementing innovative changes.

References:

Altman, M., & Rosa, W. (2015). Redefining "time" to meet evolving demands. Nursing Management,
46(5), 46-50.

Blakeney, B. A., Carlton, P. F., McCarthy, C. & Coakley, E. (2009). Unlocking the power of
innovation. The Online Journal of Issues in Nursing, 14(2). Retrieved
from www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofCont
ents/Vol142009/No2May09/Innovation.html

Stagman-Tyrer, D. (2014). Resiliency and the nurse leader: The importance of equanimity, optimism, and
perseverance. Nursing Management, 45(6), 46-50.

Turale, S. (2015). Writing about nursing and health policy perspectives. International Nursing Review,
62(4), 433-434.