Professional PortfolioPortfolio Assignment: Learning Experience Summary

in PowerPoint

Patricia O’BrienAugust 15, 2012

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Professional PortfolioPurposeAnalyze the importance of each role to the

healthcare organization and the effectiveness of the individual in the role.

Relate insights and knowledge gained through the learning experience to the course, professional objectives and course content.

Learning Experience Roles

Chief Nurse Officer – Interviewed July 10, 2012

Quality Manager – Interviewed July 6, 2012

Non Nursing, Non Clinical Director – August 14, 2012

Quality ManagerFunction & Role Responsible for streamlining and perfecting the

organizational operation pertaining to the quality of care model of the organization

Contributes to the business strategy by collecting pertinent clinical data, analyzing and evaluating the work processes

Manages the team of four registered nurse clinical advisors, three medical specialists, and three analysts

Responsible for managing the accreditation activities of the organization and ensuring accreditation

Importance of the Quality Manager Role

Quality has evolved from the 1960s and gained increased importance to patient safety, minimizing untoward events and decreasing redundancy and waste in healthcare.

Provides analysis and reporting on data gathered to isolate problems and variances

Monitors clinical and managerial performance providing ongoing feedback that problems are solved

Follows standards / indicators for measuring quality of care

Chief Nurse OfficerFunction & Role The most senior nurse in the organization and is a requirement by JCAHO

for accreditation

Responsible for managing nursing services and is essential to the everyday operations of the organization, staffing and scheduling, mentoring and liability issues

Manages and evaluates the existing work process

Uses competencies to collaborate in decision making and enhance organizational communication

Responsible for creating a satisfying and safe work environment

Facilitates, integrates and coordinates the four areas of accountability: practice, quality, education and management

Importance of the CNO RoleContinually evaluates the work process and work

flow

Monitors, maintains and revises workflow process to improve the patient, staff and organizational experience

Introduces evidence based information into practice

Promote professional development

Non-Nursing Non-Clinical DirectorFunction & RoleEssential to the operations and strategic planning

of the organization 80% time is spent thinking about future

enterprises and 20% managementManages and evaluates the existing work

process, expanding and retaining human capital, ensures ROI, removes barriers for mid and lower level management

Expands the growth of the organization within the healthcare industry

Knowledgeable of the company policies, procedures and regulations, subordinate’s responsibilities and duties

Importance of Non-Nursing, Non-Clinical RoleEffective leadership is becoming more important

requiring well-developed skills and competencies due to increased competition and technological advances

Collaborates with nursing leadership in decision making to improve outcomes

Endorses horizontal integrated decision making through participatory management

Seeks more accountability and autonomy for staff

Learning Experience Objectives Identified1. Identify the leadership styles of senior managers interviewed-

discussing roles and responsibilities

Matrix management structure – interdisciplinary team of core and extended members

Participatory management, team culture, positive climate of collegiality The Learning Organization Tool presented by Garvin et al., (2008) was used to assess

the organization’s status, as the advantages noted are employees with creativity and the ability to adapt quickly to the unpredictable and necessary changes in the healthcare industry.

Blake and Mouton’s managerial grid was used to conclude our organization’s management style to be congruent with this leadership behavioral theory.( A two-dimensional leadership model with a 9 point scale, the horizontal axis are concerned with production and the vertical axis concerned with the people. These are interdependent scales where a 1 represents low concern and a 9 represents high concern. The 9, 9 style presumes there is no conflict between the needs of the people for job satisfaction and that of the organization for performance and is the most likely to achieve high quality outcomes over an extended period of time.)

Learning Experience Objectives Identified (Con’t.)

2. Discuss the importance of interpersonal and communication skills in human resource management and the use of these skills in conflict resolution

Peter M. Senge’s vision of a learning organization are skilled employees “creating, acquiring and transferring knowledge” to one another fostering a culture of “tolerance, open discussions, thinking holistically and systematically”.

Participation enhances inter and intradepartmental commitment and communication

Require improved manager competencies be developed to delegate authority and gain self-fulfillment, expose their weaknesses.

Nurse managers use political strategy to gain goals and objectives, listen politely, identify valued data and operate within boundaries, resolve to negotiate and compromise, to avoid problems, outcomes must meet minimum standards and meet some of the needs of all. Do not take sides when conflicts occur.

Learning Experience Objectives Identified (Con’t.) 3. Describe major internal and external environmental forces and how

they affect human resource management in healthcare organizations

Internal Environmental Forces – availability of nurses, turnover, other departments, delivery systems, theory based practice and physicians

External Environmental Forces – government, accreditation bodies, education, third party payers, natural disasters, availability of resources

Forecast, plan and manage events through Ackoff’s interactive planning-management model:

1. Re-activism – planning efforts are aimed at returning an organization to the previous state, too competitive in healthcare.

2. In-activism – operates by crisis management, used in government agencies3. Pre-activism – concentrate on long term planning , plans frequently made but many never

become operational. 4. Inter-activism – a desirable future can be created by achieving goals, objectives and ideals.