CHAPTER 7 Flashcards
ORGANIZING (231 cards)
1
Q
is one of the steps in the nursing management process. In fact, it is the backbone of management.
A
Organization
2
Q
Organization is the form of every human association for the attainment of a common purpose
A
Mooney,1939
3
Q
an act of putting into systematic relationships those elements and activities essential to the satisfaction of the purpose.
A
Organization
4
Q
Organization serves as a facilitating agency in the achievement of a purpose
A
Moehlman, 1940
5
Q
Organization is a form of identifying roles and relationships of each staff in order to delineate specific tasks or functions that will carry out organizational plans and objectives.
A
Swansburg,1996)
6
Q
both a function and a framework or a process and structure
A
Organization
7
Q
a human activity and at the same time, it is a group of people
A
Organization
8
Q
It exists and is deliberately designed because of an objective which is geared towards efficient and effective goal attainment.
A
Organization
9
Q
refers to the buiding of a structure that will provide for the separation of activities to be performed, and for the arrangement of these activities in a framework which indicates their hierarchial importance and functional association.
A
Organization
10
Q
The process involves:
A
Identification and definition of basic tasks
Delegation
Establishing relationships
11
Q
Categories of Organization
A
Formal Organization
Informal Organization
12
Q
is a system of well-defined jobs, each with a measure of authority and responsibility and accountability.
A
Formal Organization
13
Q
The whole consiously designed to enable the people of the enterprise to work most effectively together in accomplishing its objectives
A
Formal Organization
14
Q
It is bounded by delegation and relatively stable
A
Formal Organization
15
Q
derived from the set of factors considered vital by scientific management.
A
Formal Organization
16
Q
It facilitates administration, growth and diversification, optimizes the use of technological resources, enhances the value of the individual as a person, and provides an environment for creative work.
A
Formal Organization
17
Q
not easily reproduced in a chart but whose presence is simply felt by those within the organization.
A
Informal Organization
18
Q
refers to largely to what people do because they are human personalities, and to their actions in terms of needs, emotions, and attitudes and not in terms of procedures and regulations.
A
Informal Organization
19
Q
People work together because of their likes and dislikes.
A
Informal Organization
20
Q
Characteristics of an Organization
A
Division of work
Chain of command
Different types of work segments
Different levels of management
21
Q
where each box represents and individual or sub-unit responsible for a given task.
A
Division of work
22
Q
with lines indicating who reports to whom and by what authority.
A
Chain of command
23
Q
shown by cluster of work groups.
A
Different types of work segments
24
Q
indicating hierarchical relationships.
A
Different levels of management
25
Is a process used to improve the probability that an organization will be successful
Organizational Design
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It is a formal, guided process for integrating the people, information, and technology of an organization.
Organizational Design
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Principles of Organizational Designs
Division of Labor
Unity of command
The principle of authority and responsibility
The span of control
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promotes departmentalization and specialization, which result in a more efficient unit.
Division of Labor
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whether it follows a line of command or vests it in one superior which ensures a unity of vision.
Unity of command
30
determine the line and staff of authority, which delineates the distribution of power.
The principle of authority and responsibility
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determines the different levels of control within the system, as well as whether it is centralized or decentralized.
span of control
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Is a process in which a group is formed including authority, responsibility, and accountability, span of control and lines of communication.
Organizational Structure
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It is the formal structure, the official arrangement of positions or working relationships that will coordinate efforts of workers of diverse interest and abilities
Organizational Structure
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Patterns of Organizational Structure
1. Tall or Centralized Structure
2. Flat or Decentralized Structure
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Responsible for only a few subordinates, so there is a narrow span of control; and
Tall or Centralized Structure
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Because of the vertical nature of structure, there are many levels of communication.
Tall or Centralized Structure
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Advantages: Tall or Centralized Structure
-It makes use of expertise, and allows close communication between the workers.
-Supervisory individuals screen the communications.
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Disadvantages: Tall or Centralized Structure
-It oftens transpires that the most skilled individuals end up doing nothing while actual tasks are done by those less capable,
-Communication from bottom to top is often difficult, and messages do not get to the top, and
-Workers tend to be very “boss-oriented” because of the close contact with their supervisor.
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This structure is characterized by few levels and a broad span of control, where decision-making is spread among many people.
Flat or Decentralized Structure
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Communication from lower levels to higher levels is easy and direct.
Flat or Decentralized Structure
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Advantages: Flat or Decentralized Structure
-The lower likelihood of messages being lost or distorted; the organization can respond to problems or new opportunities faster,
-Workers develop their own abilities and autonomy and come to see the organization as humanistic, resulting in greater job satisfaction, and
-The principle of “shared governance” produces maximum potential for professional growth.
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Disadvantages: Flat or Decentralized Structure
-The fact that supervisors spend less time with each worker, and
-That supervisors themselves may lack expertise in the variety of operations and may end up making inappropriate decisions.
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Types of Organizational Structure
Line Organization/Bureaucratic/Pyramidal
Flat Organization
Staff Organization
Functional Organzation
Ad Hoc Organization
Matrix Organization
Shared Governance Organization
Lateral Organization
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Each position has general authority over the lower position in the hierarchy.
Line Organization/Bureaucratic/Pyramidal
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This is commonly found in large health care facilities.
Line Organization/Bureaucratic/Pyramidal
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There is a clearly defined superior- subordinate relationship.
Line Organization/Bureaucratic/Pyramidal
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A traditional hierarchical organization is pyramid shaped where all decisions emanate from the top down to the subordinates
Line Organization/Bureaucratic/Pyramidal
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Authority, responsibilitty, accountability and poer concentrated at the top.
Line Organization/Bureaucratic/Pyramidal
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The structure acquires its form from the fact that as one goes up the administrative ladder, the worker’s power increases as well as its authority and responsibilities.
Line Organization/Bureaucratic/Pyramidal
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It is decentralized type. There is a flattened scalar chain and fewer levels of position.
Flat Organization
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Is one used for less complex organizations. With authority decentralized and with several managers supervising large work groups
Flat Organization
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it is also known as horizontal organization, refers to an organization structure with few or no levels of intervention between management and staff.
Flat Organization
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The more experienced and well-trained nurses become productive when they are directly involved in the decision-making process, rather than closely supervised by many layers of management.
Flat Organization
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Through this, feedback is immediately reported and time management issues are lessened.
Flat Organization
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Advantages: Flat Organization
This minimizes poor feedback. Communication is more rapid like a ping-pong ball bouncing on the table.
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Disadvantages: Flat Organization
This requires a painstaking, building or personal relationships between and among workers and which can be easily destroyed by negative feedback.
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Is by nature purely advisory to the line structure with no authority to place recommendation into action.
Staff Organization
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Permits a specialists to aid line position within a limited and clearly defined scope of authority.
Functional Organziation
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It is a modification of the bureaucratic structure and is used as a temporary basis to facilitate completion of a project within a formal line organization.
Ad Hoc Organization
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It means of overcoming inflexibility of line structure.
Ad Hoc Organization
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It is designed to focus on both products and function.
Matrix Organization
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It has both the vertical and horizontal chain of command.
Matrix Organization
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This combines both the best of both worlds to make an efficient organizational structure.
Matrix Organization
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It is one of the most radical and idealistic type of organizational structure as an alternative to traditional pyramidal/centralized structure.
Shared Governance Organization
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Is one of coordination and collaboration between and among nursing staff and hospital staff.
Lateral Organization
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Organizational Relationships
Formal Relationships
Informal Relationships
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are represented by uninterrupted lines between units, showing who reports to whom.
Formal Relationships
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represented by a broken or dotted line, where power relationships are coordinated.
Informal Relationships
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illustrates the command structure or relationships among human roles, organizations, or organization types that are the key players in a health care provider facility.
organizational Relationship Chart
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These relationship can include: organizational Relationship Chart
Supervisory reporting
Command and control relationships
Command-subordinate relationships
Coordination relationship between equals
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This is basically the personality of the organization comprised of the assumptions, values, norms, and tangible signs of the corporation as well as its attitudes, feelings, beliefs, norms, and customs.
Organizational Culture
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can be looked at as a system in which inputs include feedback from the group.
Corporate culture
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is less tangible and difficult to measure.
Organizational Culture
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Types of Organizational Culture
The Tough-Guy Macho Culture
The Work Hard/Pay Hard Culture
The Bet your Company Culture
The Process Culture
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Feedback is quickly and the rewards are high.
The Tough-Guy Macho Culture
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This often applies to fast moving financial activities such as a brokerage.
The Tough-Guy Macho Culture
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This culture is characterized by few risks being taken, all with rapid feedback.
The Work Hard/Pay Hard Culture
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This culture involves high stakes but delayed feedback.
The Bet your Company Culture
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Big decisions are taken, but it may be years before the result are known.
The Bet your Company Culture
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This culture is formed in organizations where there is little or no feedback.
The Process Culture
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People become bogged down with how things are done not with what is to be achieved.
The Process Culture
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Are specifications of duties, conditions and requirements of a particular job prepared through a careful job analysis.
Job Descriptions
83
Job Descriptions are used primarily for purposes of:
Recruitment
Placement and transfer
Guidance and direction
Evaluation of performance
Reduction of conflict andfrustration
Avoidance of overlapping of duties
Fascilitating working relationships with outside bodies such as professional associations, and
Serving basis for the employees’ salary range.
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Job Descriptions include the:
Job title
Job relationships
Performance description
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namely the position and the necessary qualifications,
Job title
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such as the degree of supervision imposed on the worker, and
Job relationships
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which is a catalogue of the responsibilitites of the worker.
Performance description
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Job Description Components
Identification
General Summary
Essential Functions and Duties
Job Specifications
Disclaimer
Signature of Approvals
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DUTIES AND RESPONSIBILITIES:
Clinical Competence
Communication
Inter – Personal and Public Relations
Leadership Management and Professional Growth
Special Specifications
90
DUTIES AND RESPONSIBILITIES: Provides good nursing care to patients in his/her area.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Assess and documents, changes in patients condition; reports changes in patient’s condition.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Ensures that accurate nursing records are kept on the patients in his/her unit.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Identifies patient problems which can be alleviated by nursing intervention.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Demonstrates competent standards of clinical knowledge and practice according to Nursing policies and procedures.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Practices safe medications administration
Clinical Competence
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DUTIES AND RESPONSIBILITIES: To collaborate with medical staff regarding the treatment of the patients and to ensure that the medical orders are carried out.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Must be familiar with the Cardiac Arrest procedures.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Prepares patients for, and assist physician, diagnostic and therapeutic procedures.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Ensures that all equipment within his/her area is maintained in satisfactory working order.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Participates in Nursing Education programs by attending lectures, case presentations, reading medical literature to improve professional growth.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Ensures that the “Drug Policy” is adhered to all times in accordance with hospital policy.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: To works as a team member effectively and efficiently.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Maintains an awareness of health and safety on the unit.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Reports verbally and in writing an incident or accident concerning patients, relatives, visitors or staff to the nurse supervisor.
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Participates in the unit staff meetings, as required
Clinical Competence
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DUTIES AND RESPONSIBILITIES: Communicates effectively with other members of the nursing team in planning and providing patient care.
Communication
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DUTIES AND RESPONSIBILITIES: Records pertinent patient information clearly and accurately in accordance with nursing policies and procedures.
Communication
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DUTIES AND RESPONSIBILITIES: Reports significant information to team members/ leaders at change of shift – ENDORSEMENT.
Communication
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DUTIES AND RESPONSIBILITIES: Utilizes established chain of command for appropriate communication and problem solving.
Communication
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DUTIES AND RESPONSIBILITIES: Cooperates in team Endeavour’s and willingly assists others.
Inter – Personal and Public Relations
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DUTIES AND RESPONSIBILITIES: Contributes towards an atmosphere of mutual trust, acceptance and respects and is receptive and courteous to all persons, families, visitors, and hospital staff.
Inter – Personal and Public Relations
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DUTIES AND RESPONSIBILITIES: Conducts self in a professional manner. Gives and accepts constructive criticisms in a positive manner and in the proper setting – channel suggestions and criticisms to appropriate persons.
Inter – Personal and Public Relations
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DUTIES AND RESPONSIBILITIES: Recognizes limitations and asks for assistance, as needed.
Inter – Personal and Public Relations
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DUTIES AND RESPONSIBILITIES: Participates in unit level and nursing service committees.
Leadership Management and Professional Growth
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DUTIES AND RESPONSIBILITIES: Assists in orientation of personnel as assigned.
Leadership Management and Professional Growth
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DUTIES AND RESPONSIBILITIES: Identifies organizational problems in the unit and participates in problem solving.
Leadership Management and Professional Growth
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DUTIES AND RESPONSIBILITIES: Adheres to Hospital Policy of Dress Code and Conduct.
Special Specifications
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DUTIES AND RESPONSIBILITIES: Work attendance meets hospital standards.
Special Specifications
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DUTIES AND RESPONSIBILITIES: Work punctuality meets hospital standards.
Special Specifications
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DUTIES AND RESPONSIBILITIES: Must accept assignments in all areas of the hospital as required.
Special Specifications
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DUTIES AND RESPONSIBILITIES: Must be tactful, patient, kind, and pleasant when dealing with patients, families, medical staff and other personnel.
Special Specifications
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DUTIES AND RESPONSIBILITIES: Must be in good physical and mental health in order to deal with physical and emotional stress on the job
Special Specifications
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The process of assigning competent people to fill the roles designated for the organizational structure through recruitment, selection and development
Staffing
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Steps in Staffing
Determine the Number and types of Personnel needed
Recruitment Personnel
Interview
Induct or Orient the Personnel
Job Offer
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This is a decision that a manager can best reach not alone but in consultation with the staff and co-workers. This can be done through interviews or daily observations of needed clients.
Determine the Number and types of Personnel needed
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It must be carefully and thoughtfully done either through word of mouth or formal advertisement in different channels such as newspaper classifieds, radio, television, or man power agency.
Recruitment Personnel
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The recruitment step is an opportunity to attract the best and the brightest applicants to fill in the personnel needed in the organization
Recruitment Personnel
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All interviewers must be ready with the background of the prospective employee. Resumes or curriculum vitae with pictures of the faces of the applicants usually help in identifying the interviewees.
Interview
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interviews should be scheduled properly and conducted in an airy environment that would help bring out the best and worst in the applicant depending on the objectives of the interviewer.
Interview
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The interviewer though should always keep sight of the qualities and experience desired in the position to be filled up. Both the interviewers and interviewees should prepare in advance for the questions and answers that will be asked during the interview.
Interview
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Such orientation allows both parties to see whether they would be able to work with each other, understand the organizational culture and learn the background of the organization.
Induct or Orient the Personnel
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this allows parties to back-out before any offer can be made.
Induct or Orient the Personnel
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The selection of the employee and placement happens when all pre-employment requirements are accomplished. This is the only time that the person officially becomes an employee.
Job Offer
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8 steps in staffing practice
human resource planning
recruitment
selection
induction and orientation
training and development
performance appraisal
employment decision
separations
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Determination of Staffing Needs: Key Concepts
Full-time equivalents (FTEs
productive hours.
nonproductive hours.
Direct care
Indirect care
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are a measure of the work commitment of a full-time employee.
Full-time equivalents (FTEs
137
Hours worked and available for patient care are designated as
productive hours
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Hours for benefits such as vacation, sick time, and education time are considered
nonproductive hours.
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is time spent providing hands-on care to patients.
Direct care
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is time spent on activities that are patient-related but are not done directly to the patient.
Indirect care
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Is a plan that articulates how many and what kind of staff are needed by shift and day to staff a unit or department.
Staffing Pattern
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Considerations in Staffing Pattern:
Benchmarking
Regulatory Requirements
Skill Mix
Staff Support
Historical Information
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It is a management tool for seeking out the best practices in one’s industry so as to improve performance.
Benchmarking
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The local requirements will be followed as mandated by R.A 5901
Regulatory Requirements
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An Act Prescribing forty hours a week of labor for government and private hospitals or clinic personnel
R.A 5901
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It is another critical element in nursing staffing. It is the percentage or ratio of professionals to non-professionals.
Skill Mix
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It is the support in place for the operations of the unit or department.
Staff Support
148
The less support available to the staff, the more nursing hours have to built in the staffing pattern to provide care to patients.
Staff Support
149
Keep intact the effective ways of doing tasks.
Historical Information
150
Be knowledgeable about the presence or absence of equipment and supplies. Its absence will require the time of nurses which has to be considered greatly.
Historical Information
151
Factors Affecting Time Requirement of Nursing Care
-Acuity of the patient’s illness.
-Degree of dependence of the patients on the caregivers.
-Communicability of the ailment
-Rehabilitation needs and special treatments and procedures.
152
Is a measurement tool used to articulate the nursing workload for a specific patient or group of patients over a specific period of time.
Patient Classification System
153
Purpose of Patient Classification System
For staffing
Program costing and formulating budget
Track changes in patient care methods
Determine values for productivity equation
Determine quality
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The measure of nursing workload that is generated for each patient is called
patient acuity
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Patient Care
Self-care or Minimal Care Patients
Intermediate or Moderate Care
Total Care Patient
Intensive Care Patient
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- are capable of carrying activities of daily living.
- Hygiene, meals exercises, etc
Self-care or Minimal Care Patients
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- requires some help or certain aspects of personal care.
- Patient with IV fluids, catheter , etc.
Intermediate or Moderate Care
158
- are usually those who are bedridden and who lack strength and mobility to do the average daily living.
- Patient on complete bed rest, immediate post-operative, with contraptions.
Total Care Patient
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- are those who are critically ill and in constant danger of death or serious injury.
- Comatose patients, bedridden patients.
Intensive Care Patient
160
A model for nursing care is the framework for nursing care delivery in any setting, or design that meets the particular needs of a group of health care givers and clients.
Nursing Models
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the nurse is responsible for the total care for her patient assignment for the shift she is working. The RN is responsible for providing care to several patients during a normal shift.
The Case Method or Total Patient Care
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The Case Method or Total Patient Care Advantages
-Consistency of one individual caring for patients for an entire shift
-Patient, nurse, and family can develop a trusting relationship
-Nurse has more opportunity to observe and monitor patient progress
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The Case Method or Total Patient Care Disadvantages
-Nurse may look at the patient on a shift-by-shift basis rather than on a continuum of care
-Uses a high level of RN nursing hours to deliver care
-Costlier than other models
164
divides nursing work into functional units that are then assigned to one of the team members. In this model, each care provider is responsible for specific duties or tasks.
Functional Nursing
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Functional Nursing Advantages
-Care can be delivered to a large number of patients
-Uses other types of health care workers when there is a shortage of RNs
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Functional Nursing Disadvantages
-Lack of continuity of care
-Patient may feel that care is disjointed
167
is a care delivery model that assigns staff to teams that are then responsible for a group of patients
Team Nursing
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Team Nursing Advantages
-Maximizes the role of the registered nurse
-Nurse is able to get work done through others
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Team Nursing Disadvantages
-Patients often receive fragmented, depersonalized care
-Communication is complex
-Shared responsibility and accountability can cause confusion and lack of accountability
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is a care delivery model that clearly delineates the responsibility and accountability of the RN and places the RN as the primary provider of care to patients.
Primary Nursing
171
Primary Nursing Advantages
-Patients and families are able to develop a trusting relationship with the nurse.
-Accountability and responsibility of the nurse developing a plan of care with the patient and family are defined.
-Such a holistic approach to care, rather than a shift-to-shift focus, facilitates continuity of care.
-Authority for decision making is given to the nurse at the bedside.
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Primary Nursing Disadvantages
-Cost is high due to the higher RN skill mix.
-The person making assignments needs to be knowledgeable about all the patients and staff to ensure appropriate matching of nurse to patient.
-Lack of geographical boundaries within the unit may require nursing staff to travel long distances at the unit level to care for their primary patients.
-Nursing time is often used in functions that could be completed by other staff.
-Nurse-to-patient ratios must be realistic.
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different areas or units provides various levels of care. Clients are evaluated with respect to the level or intensity of care needed. There is increased reliant behavior and staff is trained to provide the best care.
Progressive Client Care
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This involves unit-based care that is organized to achieve specific patient outcomes with in her stay in the unit.
Managed Care Method
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In this model, the senior and junior RN agree to be practice partners. They work together with the same schedule and the same group of patients. They share patient care responsibilities.
Practice Partnership
176
This is an effective way of using a mixture of skills and professional and non-professional staff with differing levels of expertise.
Practice Partnership
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This is a model for identifying coordinating, and monitoring the implementation of services to achieved desired patient care outcomes within a specified period of time.
Case Management Method
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Care is directed by a case manager focused on achievement of outcome and appropriate time frame and resources.
Case Management Method
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The nurse focuses on an entire episode of illness, and the method is therefore episode based rather than unit-based.
Case Management Method
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The RN provides direct nursing care with assistance of aides.
Modular Method
181
This is a modified team and primary nursing method where RN provides leadership, support and instruction.
Modular Method
182
Formula to Determine Staffing Pattern
Full Time Equivalent (FTE)
Forty-Hour Week Law
183
This is the formula that uses nursing care hours and annual hours of work provided by one Full-Time Equivalent (FTE).
Full Time Equivalent (FTE)
184
- It is a measure of the work commitment of a full-time employee. A full-time employee works 5 days a week or 40 hours per week for 52 week a year. This amounts to 2,080 hours of work time.
Full Time Equivalent (FTE)
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Full Time Equivalent (FTE) Formula
x= Total Nursing Care hours x days in a year/Total annual hours per one FTE
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This is based on R.A 5901 otherwise known as the Forty Hour Week Law.
Forty-Hour Week Law
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Forty-Hour Week Law Formula
ABO x NCH/No. of Working Hours= Total Number of personnel in 24 hours
Where;
ABO – Average Bed Occupancy
NCH – Nursing care Hours
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Standard Value for NCH
SURGERY
3.4
189
Standard Value for NCH
General Ward
3.5
190
Standard Value for NCH
Pediatric
4.6
191
Standard Value for NCH
Mixed M/S
3.4
192
Standard Value for NCH
nursery
2.8
193
Standard Value for NCH
Medical
3.4
194
Standard Value for NCH
OB
3.0
195
Percentage (%) of Professional and Non-professional (in ratio)
SURGERY
60:40
196
Percentage (%) of Professional and Non-professional (in ratio)
GENERAL WARD
60:40
197
Percentage (%) of Professional and Non-professional (in ratio)
OB
60:40
198
Percentage (%) of Professional and Non-professional (in ratio)
PEDIATRICS
70:30
199
Percentage (%) of Professional and Non-professional (in ratio)
NURSERY
55:45
200
Percentage (%) of Professional and Non-professional (in ratio)
ICU
80:20
201
Distribution per shift
A.M
45%
202
Distribution per shift
P.M
37%
203
Distribution per shift
NIGHT
18%
204
RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
VACATION LEAVE
WORKING HOURS PER WEEK
40 HRS= 15
48 HRS= 15
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RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
SICK LEAVE
WORKING HOURS PER WEEK
40 HRS= 15
48 HRS= 15
206
RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
HOLIDAYS
WORKING HOURS PER WEEK
40 HRS= 1
48 HRS= 12
207
RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
CONTINUING
WORKING HOURS PER WEEK
40 HRS= 3
48 HRS= 3
208
RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
OFF DUTIES
WORKING HOURS PER WEEK
40 HRS= 104
48 HRS= 52
209
RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
TOTAL NON-WORKING DAYS/YEAR
WORKING HOURS PER WEEK
40 HRS= 149
48 HRS= 97
210
RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
TOTAL WORKING DAYS/YEAR
WORKING HOURS PER WEEK
40 HRS= 216
48 HRS= 268
211
RIGHTS/PRIVELEGES GIVEN TO EACH PERSONNEL
TOTAL WORKING HOURS/YEAR
WORKING HOURS PER WEEK
40 HRS= 1728
48 HRS= 2144
212
for personnel working in hospitals with 100 bed capacity or over or which are located in a 1M population.
40 hour/week
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for personnel who work in agencies with lesser bed capacity or which are located in communities with less than 1M population.
48 hours/week
214
Guidelines in Determining the Nursing Personnel Needed
Step 1: determine type of hospital whether it is primary, secondary or tertiary.
Step 2: Categorize patients according to levels of care
Step 3: Find the NCH needed by patients per day and get the SUM
Step 4: Find the total NCH x 365 days
Step 5: Find number of working hours per year.
Step 6: Find the nursing personnel needed.
Add nursing personnel and relievers
Step 7: Categorize into Professional and Non-Professional.
Step 8 Distribute by Shifts.
215
Categorize patients according to levels of care
Minimal Care
primary = 70%
secondary = 65%
tertiary = 35%
216
Categorize patients according to levels of care
Intermediate Care
primary = 25%
secondary = 30%
tertiary = 45%
217
Categorize patients according to levels of care
Intensive Care
primary = 5%
secondary = 5%
tertiary = 20%
218
Find the NCH needed by patients per day and get the SUM
Minimal Care
1.5 hrs
219
Find the NCH needed by patients per day and get the SUM
Intermediate Care
3 hrs
220
Find the NCH needed by patients per day and get the SUM
Intensive Care
4.5 hrs
221
Categorize into Professional and Non-Professional.
Primary = 55:45
Secondary = 60:40
Tertiary = 65:35
222
Distribute by Shifts.
A.M = 45%
P.M = 37%
Night = 18%
223
Is another compensation for work performed during specific nighttime hours.
Night Differential Pay
224
Government service
– between 6:00pm and 6:00am
225
Public sector
– between 10:00pm and 6:00am
226
Is a timetable showing planned work days and shift for nursing personnel.
Schedule
227
Is to assign work days and days off to the nursing personnel so that adequate patient care is assured.
Schedule
228
Assessing a Schedule System
- Ability to cover the needs of the unit.
- Quality to enhance the nursing personnel’s knowledge, training and
experience
- Fairness to the staff
- Flexibility
- stability
229
Sets a basic time pattern that is repeated in cycles.
Cyclic staffing
230
Include system of scheduling personnel such as 8 hour and 12 hour shifts, weekend alternative, team rotation and flexible hours.
Modified workweeks
231
Is a method of scheduling in which nurse manager determines the needs per day and shift and the nursing staff schedule themselves to meet these needs.
Self-scheduling
