Documente Academic
Documente Profesional
Documente Cultură
ORGANIZING
&
STAFFING
Submitted by:
Arceo, Joanna Rose S.
Chico, Jenelyn L.
De Leon, Joseph Rommel B.
Evangelista, Jenalyn M.
Mendoza, Angelica D.
Robles, Lady Anthea T.
Santos, Baby Richelle S.
Surban, Katrina D.
Umali, Joemar T.
Viray, Regina B.
BSN 4C-2
Submitted to:
Rosalina Punzalan RN
January, 2010
ORGANIZING
Organization consists of the structure and process which allow the agency
to enact its philosophy and utilize its conceptual framework to achieve its goals. It
refers to a body of persons, methods, policies and procedures arranged in a
systematic process through the delegation of functions and responsibilities for
the accomplishment of purpose.
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It informs members of their responsibilities so that they may carry them out.
Staffing
The process of determining and providing the acceptable number and mix
of nursing personnel to produced a desired level of care to meet patient’s
demand.
The purpose of all staffing activities is to provide each nursing unit with an
appropriate and acceptable number of workers in each category to perform the
nursing tasks required. Too few or an improper mixture of nursing personnel will
adversely affect the quality and quantity of work performed. Such situation can
lead to high rates of absenteeism and staff turn-over resulting in low morale and
dissatisfaction.
Scheduling
The objective in scheduling is to assign working days and days off to the
nursing personnel so that adequate patient care is assured. A desirable
distribution of off-duty days can be achieved and the individual members of the
nursing team will feel that they are treated fairly. They will also know their
schedule in advance.
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Principles of Organizing
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at the top levels. The amount of skills and competence of subordinates
and executives determines the success of any program of
decentralization. Executives should be developed to handle situations
delegated to them. This delegation of authority is still subject to the
supervision and control of the delegating superior.
ORGANIZATIONAL STRUCTURE
RESTRUCTURING
REDESIGNING
REENGINEERING
The role of the Nurse Manager through 3 R’s Involves: (Sullivan And Decker,
2001)
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• Team Building
• Coaching
• Mentoring
• Initiating change
• Reducing cost
• Improving quality of care
Purpose of Organizational Structure
• The primary purpose of an organizational structure is to facilitate the
accomplishment of the institution’s mission.
1. Informal Structure
– It is based on personal relationship rather than on respect for
positional authority. It helps member meet personal objectives and
provide social satisfaction.
2. Formal Structure
– The organizational structure furnishes the formal framework in
which the management process takes place. It should provide an
effective work system, network of communication, and identity to
individuals and the organization and should consequently foster job
satisfaction.
Functions of Staff
• Do what the executives do
• Serve the line organization
• Submerge personal interest to champion the executive’s long
range objectives.
• Manages policies and procedures
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6. Matrix or Free form Organization
– Matrix organizational design try combine the advantages of the
project and the functional structures.
The functional line organization provide support for the project line
organization. The functional manager has the authority to determine and
rate goals, select personnel, determine pay and promotion, make
personnel, and evaluate personnel and the project.
Characteristics of matrix
• decision making as far down in the organizational structure
• Most decisions are made at the middle management level
• More decentralized with fewer levels of decision making
• Increases the amount of contact among individuals & its
complexity makes conflict inevitable.
***
ORGANIZATIONAL CHART
Is a line drawing that shows how the parts of an organization are linked. It
depicts the formal organizational relationships, areas of responsibility, persons to
whom one is accountable and channels of communication.
Purposes
• They can contribute to sound organizational structures
• Show formal lines of communication
• Help employees understand their assignments, especially in relation to
other.
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Organizational Concepts and Structures
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Figure 2 Horizontal Chart
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Figure 3 Circular Chart
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LINE AND STAFF RELATIONSHIP
• Line authority is the simplest and most direct type in which each position
has general authority over the lower positions in the hierarchy in the
accomplishments of the main operations of the organization. The unit
head has direct responsibility for the work of a unit.
• Staff personnel provide advice, counsel or technical support that may be
accepted altered or rejected by the line officer.
GUIDELINES IN ORGANIZING
1. Supply Market
2. Invitations
3. Frequency
4. Facilities
- The organizing entity should ensure that the facilities are available
for business seminars.
5. Agenda
- The agenda for the business seminar should be agreed with other
participating organizations and the organizing entity.
7. Expenses
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8. Supplier fees
Purpose of staffing
1. the type, philosophy, and objectives of the hospital and the nursing
service;
2. the population served or the kind of patients served whether pay or
charity;
3. the number of patients and severity of their illness-knowledge and ability
of nursing personnel are matched with the actual care needs of patients;
4. availability and characteristics of the nursing staff, including education,
level of preparation, mix of personnel, number and position;
5. administrative policies such as rotation, weekends and holiday off-duties;
6. standards of care desired which should be available and clearly spelled
out. institution may utilize the ANSAP’s standard of nursing practice; PRC-
ANSAP’s standards of safe nursing practice and/ or the hospitals
themselves may formulate/develop their own standards;
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7. layout of the various nursing units and resources available within the
department such as adequate equipment, supplies, and materials;
8. budget including the amount allotted to salaries, fringe benefits, supplies,
materials, and equipment;
9. professional activities and priorities in nonpatient activities like
involvement in professional organizations, formal educational
development, participation in research and staff development;
10. teaching program or the extent of staff involvement in teaching activities;
11. expected hours of work per annum of each employee. this is influenced by
the 40-hour week law; and
12. patterns of work schedule-traditional 5 days per week, 8 hours per day; 4
days a week, ten hours per day and three days off; or 3 ½ days of 12
hours per day and 3 ½ days off per week.
Selection of personnel
Recruiters should know nursing qualifications and the needs of the institution.
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Major sources of personnel
1. The manager should screen out applicants who do not fit the agency’s
image.
2. The manager should try to fit the job to a promising applicant.
3. Usually the manager should try to fit applicant to the job.
• Interview
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A preemployment interview to predict job success should be conducted
with the most qualified applicants
• to obtain information
• to give information
• to determine if the applicant meets the requirements for the position
• Orientation
• organization
• the vision
• purpose
• structure
• working hours
• holiday time
• vacation
• sick time
• paydays
• performance standards
• parking facilities
• eating facilities
• health services
• education opportunities
Orientation is important, and the manager who does not take the time to
assist a new employee is making a serious mistake.
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Because of the information overload, induction and further orientation should
be conducted over time. a checklist for orientation that indicates the content,
time frame, and who is responsible to teach it can be helpful.
Case Method
• Each patient is assigned to a nurse for total patient care
while that nurse is on duty.
Functional Nursing
• Hierarchical structure predominant
• Efficient system that is least costly and requires few RNs
Team Nursing
• Group or Team action
• Led by a professional or Technical Nurse who:
Plan
Interprets
Coordinates
Supervise
Evaluates
• Team member is encourage to make suggestion and
ideas
Primary Nursing
• Patient should be the focus of professional nurses
instead of task
• The RN remains responsible for the care of the patient 24
hrs per day throughout the patient hospitalization
Modular or District Nursing
• Modification of Team and primary nursing
• Uses smaller team who are grouped geographically
Managed Care
• Focused from acute care to promotion of health and
disease management of chronic and terminal care
Case Management
• Focused on chronic long term outpatient
(Psychiatry and social work)
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Collaborative Practice
• Interdisciplinary team
• Nurse-physician interaction in practice or nurse-physician
collaboration on care giving
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Primary Nursing RNs give total patient care Confines nurse’s talents to a
Primary nurse has 24-hour
limited number of patients
responsibility
Associate nurse works with Associates nurse may change
patient while the primary
care plan without discussing
nurse is off duty
Accountability in place with primary nurse
Continuity of care is
facilitated
Reduces number of errors
from relay of orders
Fewer patient complaints
Shorter hospitalization
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SCHEDULING
· - is the process of deciding how to commit resources between a
variety of possible tasks. Time can be specified or floating as part of a
sequence of events.
TYPES OF SCHEDULING:
• Centralized Schedule- one person, usually the chief nurse or her designate,
assigns the nursing personnel to the various units of the hospital. This
includes the shifts on duty and off-duty.
• Decentralized Schedule- the shift and off duties are arranged by the
supervising nurse or head or senior nurse of the particular unit.
1. The number of the categories into which the patients should be divided;
2. The characteristics of the patients in each category;
3. The type and number of care procedures that will be needed by typical
patient in each category; and
4. The time needed to perform these procedures that will be requires by a
typical patient in each category.
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Patient care classifications have been developed primarily for medical,
surgical, pediatrics, and obstetrical patients in acute care facilities.
Classification Categories
The various units may develop their own ways of classifying patient care
according to the acuity of their patient’s illnesses. Following is an example of a
patient care classification in medical- surgical unit.
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- Provides that employees working in the hospitals with 100 bed
capacity and up will work only 40 hours a week.
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-increased job
satisfaction
-improved team spirit
-improved morale
-decreased absenteeism
-reduced turnover
-effective for recruitment
and retention
ROTATING WORK -can rotate teams -rotate among shifts
SHIFTS -increased stress
-affect health
-affect quality of work
Disrupt development of
works group
-high turnover
PERMANENT SHIFTS -can participate in social -most people want day
activities shift
-job satisfaction -new graduates
-commitment to the predominantly staff
organization evening and nights
-few health problem -difficulty evaluating
-less tardiness evening and night shift
-less absenteeism -nurses may not
-less turnover appreciate the workload
or problems of other shift
BLOCK, OR CYCLICAL -same schedule -rigidity
SCHEDULING repeatedly
-nurses not so exhausted
-sick time reduced
-personnel know
schedule in social events
-decreased time spend
on scheduling
-staff treated fairly
-helps establish stable
work groups
-decreased floating
-promotes continuity of
care
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- The frequency of alternating between days and evening, or days
and nights, or rotating through all three shifts may vary among
institutions. Some nurses may work all three shifts within 7
days.
- Alternating and rotating work shift create stress for staff nurses,
environmental cues, such as: sunrise and sunset, fluctuate in a
predictable cycle.
PERMANENT SHIFTS
- Permanent shifts relieve nurses from stress and health-related
problem associated with alternating and rotating shift.
- When nurses are able to choose the shift that best suits their
personal life, they can participate in social activities, even when
they require regular attendance.
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- The work week began on Sunday and the weekend was
Saturday and Sundays for all shifts.
***
2. Find the total number of nursing care hours needed the patients at
each category level.
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a. Find the number of patients at each level by the average number of
nursing care hour needed per day.
b. Get the sum of the NCH/day needed at the various levels. .
3. Find the actual number of nursing care hours needed by the given
number of patients. Multiply the total nursing care hours needed per
day by the total number of days in a year.
7. Distribute by shifts.
Reference Table
Primary Hospital 70 25 5 -
Secondary Hospital 65 30 5 -
Tertiary Hospital 30 45 15 10
Special Tertiary 10 25 45 20
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Hospital
Distribution by Shifts
Shift Nursing Personnel
Morning Shift 45-51
Afternoon Shift 34-37
Night Shift 15-18
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