Professional Documents
Culture Documents
Is self aware regarding personal attitudes and vales regarding collective bargaining and employment
laws
Recognizes and accepts reasons why people seek unionization
Creates a work environment that is sensitive to employee needs, thereby reducing the need for
unionization
Maintains a cooperating/accommodating approach to dealing with unions
Ia a role model for fairness
Is nondiscriminatory in all personal and professional actions
Examines the work environment periodically to ensure that it is supportive for all members regardless
of gender, race, age, disability, or sexual orientation
Immediately confronts and addresses sexual harassment
Embraces the intent of laws barring discrimination and providing equal opportunities
Actively seeks a culturally and ethnically diverse workplace to meet the needs of the diverse client
population
Management Functions:
Collective bargaining: relations between employers acting through their management representation and
organized labor
Involves activities occurring between organized labor management that concerns employee
relations.
Includes negotiation of formal labor agreements and day-to day interactions between unions
and management
Agency Shopalso called an open shop, employees are not required to join the union
Arbitrationwhere a third party reviews the grievance, completes fact finding and reaches a
decision
Conciliation and mediationrefer to the activity of a third party to help disputes and reach
an agreement
Fact findingfrequently used in labor management disputes that involve government owned
companies
Labor Legislation:
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A belief that unions promote the welfare state ad oppose the American system of free enterprise
A need to demonstrate individualism and promote social status
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Labor standards these laws establish minimum standards for working conditions regardless of the
presence or absence of a union contract- min. wage, health and safety, and equal law pay
Labor relationsthese laws relate to the rights and duties of unions and employers in heir relationship with
each other
Equal employmentthe laws that deal with employment discrimination were introduced in chapter 15
Civil and criminal lawsthese are statutory and judicial laws that proscribe certain kinds of conduct and
establish penalties
Other legislationnursing management has some legal responsibilities that do not generally apply to
industrial managers
Labor standardsregulations dealing with the conditions of the employees work, including physical
conditions, financial aspects, and the number of hours worked
Hours Workedincludes all the time that the employee is required to be on duty. Mandatory classes,
meetings, education etc. must be recorded as duty time
Equal Pay Act of 1963requires that men and women performing equal work receive equal compensation
and had a great impact on nursing management
To interfere with, restrain or coerce employees in a manner that interfered with their rights
outlined in the act.
To interfere with the formation of any labor organization or to give financial aid to the labor
organization
To discriminate with regard to hiring, tenure, etc. to discourage union membership
To discharge or discriminate against an employee who filed charges or testified before the NLRB
To refuse to bargain in good faith
Civil Rights Act of 1964laid the foundation for equal employment in the U.S. prohibit discrimination
based on factors unrelated to job qualifications and it promotes employment based on eligibility and merit
Age discrimination and employment actto promote the employment of older people based on their
ability rather then their age
Sexual harassmentunwelcome advances, requests for sexual favors, and other verbal and physical
conduct of implicit affects on the persons employment
Examining evidence 22.11/3 of nurses worldwide were exposed to physical violence and bullying, 1/3
reported injury, reported sexual harassment and 2/3 indicated nonphysical violence
Rehabilitation Act of 1973required all employers with government contracts of more that $25,000 to
take affirmative action to recruit, hire, and advance disabled people who are qualified
Veterans Readjustment Actprovides employment rights and privileges for veterans with regard to
positions that they held before they entered the armed forces
Occupational Safety and Health Actspeaks to employers requirements to provide a place of
employment that is free from recognized hazards that may cause physical harm
Quality control provides managers with the opportunity to evaluate organizational performance from
systematic, scientific, and objective viewpoint.
Managers must determine what standards will be used to measure quality care and develop and
implement quality control programs
Managers must assess and promote patient satisfaction whenever possible
Pay for performance/quality based purchasingcreated to align payment and quality incentives and to
reduce costs through improved quality and efficiency.
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Six Sigma Approachstatistical measurement that reflects how well a product or process is performing
the higher the values the higher the level of performance
B) Controlling Function:
3. Total Quality Management (TQI) or continuous quality improvement: individual( customer) is the
focal element production and service depend; customer-responsive environment; quest for quality is an
ongoing process.
Should reflect evidence-based practice (EBP)-based on cutting-edge research and best practices
Accomplished by: self- assess; work environment assessment; job analysis; education; training;
job search and acquisition; work experience
Leadership Roles:
Management Functions:
Career Stages:
Promise: typically reflects the first ten years of nursing employment. Individuals in this stage tend to
experience reality overload and making career choices is critical in this stage. Gaining experience,
identifying strengths and building confidence and positioning for the future occur in this stage
Momentum: typically reflects 11-29 years of nursing experience. These nurses have expert knowledge,
abilities, credentials, and education base. This is the time of accomplishment, challenge, and a sense of
purpose and often achieves enough expertise to be a role model. Career stagnation can occur in this stage
if opportunities are not taken and challenges faced head on.
Harvest: 30-40 years. Expert clinicians, the experimental value of nurses in the harvest phase may begin
to decline. These nurse-leaders must strive constantly for reinvention milestones can be conquered and
elevating their mastery while advancing their profession and positions as a professional statesperson occur
Justifications for career development:
1. Reduces employee attritioncareer development can increase nurse turnover rates due to a lack
of job advancement
2. Provides equal employment opportunityminorities and other underserved groups will have an
easier time moving up if they are recognized early on
3. Improves use of personnelwhen nurses are kept in positions that they have out grown,
productivity is reduced
4. Improves quality of work lifenurses increasingly want to control their own careers, less
willing to settle
5. Improves competitiveness of an organizationhighly educated professionals often prefer
organizations that have a good track record for career development
6. Avoids obsolescence and builds new skillsbecause of rapid changes in health care, some
employees believe that their skills have become obsolete
7. Promotes EBPEBP is not the gold standard for practice yet many nurses still lack the skill and
confidence in knowing how to research for best practice
Career planning:
Self assesses interests, skills, strengths, weaknesses and values
Determine goals
Assess the organization for opportunities outside
Develop strategies
Implement plans
Evaluate plans
Reassess and make new plans as necessary
Career Management
Integrate individual employee needs and organizational needs
Establish, design, communicate and implement career paths
Disseminate career information
Post and communication all jobs for the organizational openings
Assess employees career needs
Provide work experience for development
Give support and encouragement
Develop new personal policies as necessary
Provide training and education
Career Coaching:
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Gatheringby observing behavior one can see who has good communication, who is organized,
who uses effective negotiating, and who works collaboratively
Asking what is possiblethe manager should assess the department for possible changes in the
future, and potential challenges and opportunities. The manager should anticipate what kind of
changes are ahead, what projects will need planned, and what staffing and budget changes will
happen
Conducting the coaching sessionhelping employees increase their effectiveness, identifying
potential opportunities in the organization and advancing their knowledge, skills and experience.
Important not to intimidate employees when asking about future plans. This process allows for the
manager to identify future managers
Management developmenta planned system of training and developing people so that they acquire
skills, insight and attitudes towards managing people and their work effectively within the organization
Professional specialty certification:
Benefitsprovides a sense of accomplishment, validation of specialty knowledge and competence to peers
and patients, increased self confidence, promotes greater autonomy of practice, provides for increased
career opportunities and greater competitiveness in the job market, may result in salary incentives
Reflective practicea process for the assessment of ones own practice to identify and seek learning
opportunities to promote continued competence
Resume Structure:
Keep your writing clear and concise
Type the document in a single font format
Use bullet points or sentences
Include educational background, work history, awards/honors, scholarly achievements, and community
service activities
Do not include personal information about life
Maximize your strong points and minimize weaknesses
Never lie or outstretch info
Use good grammar, correct spelling and sentence structure
Use high-quality heavy weight paper
Include a cover letter addressed to a specific individual when possible and briefly highlight points of
the resume
Know what you want to do so you can plan accordingly
Know what recruiters are looking for
Highlight your accomplishments
labor intensive (i.e., many employees are required to accomplish organizational goals)
2. What can be said about staffing turnover? How does the economy affect staffing?
economy declines= less staff turnover- nursing vacancy rates decline as well
It infuses the organization with fresh ideas and reduces the probability of groupthink
However, excessive or unnecessary turnover reduces the ability of the organization to produce its
end-product and is expensive
Age
Marital status
Children
Race
Sexual preference
Financial or credit status
National origin
Religion
B) Socialization:
Learning of the behaviors that accompany each role by instruction, observation, and trial and error
Involves a sharing of the values and attitudes of the organization
Creates a fit between new staff members and the unit by introducing them to the norms of the
group
The first socialization to the nursing role occurs during nursing school and continues after
graduation
Interviewa verbal interaction between individuals for a particular purpose-frequently accepted as the
foundation for hiring. 3 goals:
1. The interviewer seeks to obtain enough information to determine the applicants suitability for
the available position
2. The applicant obtains adequate info to make an intelligent decision about accepting the job if
offered
3. The interviewer seeks to conduct the interview in such a manner the regardless of the
interviewers result the applicant will continue to have respect for the goodwill towards the
organization
Validityoccurs when the interview measures what it is supposed to be measuredthe potential
for productivity as an employee (reliabilitymeasuring the same thing consistently)
Simple structured interviewmotivation, physical, education, professional, military experience, present
employer, previous positions, specific questions for registered nurses, personal characteristics, professional
goals, contributions to organizations, general questions
Evaluate the interviewby looking at the two largest aspectsthe requirements for the job and personal
bias (negative/positive feelings)
Legal aspects of Interviewing
Interviewing Tips:
1. Prepare in advance
2. Obtain copies of philosophy and organization chart of the organization
3. Schedule an appointment for an interview
4. Dress professionally and conservatively
5. Practice responses to potential questions
6. Arrive early on the day of the interview
7. Greet the interviewer formally and do not sit down before they do
8. Shake the interviewers hand upon entering the room
9. Sit quietly, be attentive and take notes only when necessary
10. Do not chew gum, fidget, slouch or play with things in your lap
11. Ask appropriate questions about the organizations
12. Avoid a what can you do for me? approach and focus
13. Answer interview questions as honestly and confidently as possible
14. Shake the interviewers hand at the close of the interview
15. Send a brief, typed thank you note to the interviewer within 24 hours
Chapter 16Socializing and Education staff for Team Building in a Learning Organization
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People learn by judgments voiced by others, especially when vicarious experience is limited
People evaluate the soundness of new information by reasoning through inductive and deductive
logic
Employees are forced to work additional shifts, often under threat of patient abandonment
While mandatory overtime is neither efficient nor effective in the long term, it has an even more
devastating short-term impact in terms of staff perceptions of a lack of control and its subsequent
impact on mood, motivation, and productivity
Believed that people are motivated to satisfy certain needs starting with basic survival to complex
physiological needs
People seek a higher need only when the lower needs are met
Because of this managers began to realize that people are complex and are motivated by more than just
economic needs but have many needs motivating them all at once
Chapter 16
1. What are mentorship and preceptorship?
A) Preceptor:
B) Mentor:
Formal relationship typically lasts 2 to 5 years, with mentor being one generation older than
mentee
Many nurses do not have the opportunity to have a true mentoring relationship in their lives
B) Education: