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NCM 119: LEADERSHIP > MIDTERM: ORGANIZING to STAFFING > Flashcards

MIDTERM: ORGANIZING to STAFFING Flashcards

1
Q

FORMAT FOR PLANNING

BOATR

A

Background
Objecyives
Activities
Time frame/target time
Resources

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2
Q

involves establishing a formal structure that provides the coordination of resources to accomplish objectives, establish policies and procedures, and determine procedures and descriptions. It is the process of establishing formal authority.

A

ORGANIZING

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3
Q

refers to a body of persons, method policies, and procedures arranged in a systematic process through and responsibilities for the accomplishment of purpose.

A

organization

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4
Q

line drawing that show how the parts of organization are linked.it depicts the formal organizational relationships, areas of responsibility, person to whom, one is accountable, and channels of communication.

A

organizational chart

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5
Q

individual or sun- unit responsible for a given task

A

division of work

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6
Q

lines indicating who reports to whom,and by what authority

A

chain of command

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7
Q

cluster of work groups defferentiated from one another.

A

types of work segments

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8
Q

indicating hierarchical relationship.

A

level of management

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9
Q

characteristics of an Organization

DCTL

A

division of work
chain of command
types of work segments
level of management

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10
Q

One nurse performs all services for the patient.
- common for PDNs, special care units, isolation

A

case method

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11
Q

Task oriented in which a particular nursing function is assigned to each worker

A

functional method

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12
Q

Decentralized system of care
Patients centered care
Team conference/planning

A

team method

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13
Q

RN is responsible for the total care of a small group of patients from admission to discharge.

A

primary nursing

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14
Q

elements of Organizing

SSSD

A

Setting-up the organizational Structure
Staffing
Scheduling
Developing job Description

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15
Q

the creation of an organization system compatible with the philosophy, conceptual framework, goal of the organization provides the means for accomplishment of purpose.

A

setting up the organizational structure

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16
Q

Comprises personal personal and social relationship that do not appear on the organizational chart.

A

informal Organizational Structure

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17
Q

The best way to correct an invalid rumor is for the manager to

A

provide accurate information.

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18
Q

It is the official arrangement of positions or working relationships that will coordinate efforts of workers of diverse interests and abilities.

A

formal Organizational Structure

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19
Q

It describes position, task responsibilities, and relationship among people in their position in the different departments in the organization and is presented in diagrammatic from called

A

Organizational chart.

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19
Q

Oldest simplest and most direct type
Each position has general authority over lower positions in the hierarchy

A

line organization /bureaucratic /pyramidal

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20
Q

There is chain of Authority

A

line organization /bureaucratic /pyramidal

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21
Q

Purely advisory to the line structure with no authority to place recommendation into action.

A

Staff Organization

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22
Q

Permits a special to aid line position within a limited and clearly defined scope authority.

A

Functional Organization

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23
Q

major forms of Organizational Structure (Pattern)

CDM

A

Centralized /pyramidal or tall structure
Decentralized/participatory or flat Structure
Matrix system

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24
Q

Control emanates from top to down
Most common in hospital
Emphasis is concentrated on traditional nursing

A

Centralized /pyramidal or tall structure

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25
Q

As the organization become large
and more complex, the hierarchy arrangement can prove
Cumbersome (slow moving)

A

Centralized /pyramidal or tall structure

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26
Q

This is a system whereby the large structure is broken down into smaller units and authority is delegated to those closer to the majority

A

Decentralized or flat / Participatory Structure

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27
Q

Communication breakdown
Effective communication cannot occur with the face exchange of information among all of the concerned parties.

A

Disadvantage
decentralized Type

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28
Q

The benefits of centralized and decentralized control are used.
It provides for both hierarchy coordination in a separate department as well as lateral coordination across department

A

Matrix System

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29
Q

The management can apply specialized skills to solve a problem.
Interdisciplinary cooperation is encourage

A

Advantage
Matrix System

30
Q

are sometimes referred to as schemas.

A

Organizational charts

31
Q

5 major characteristics of organizational charts

DCTG

A

Division of work
Chain of command
Type of work performed
Groupings of work segment-

32
Q

with task /workload per boxes

A

Division of work

33
Q

lines indicates authority

A

Chain of command

34
Q

indicates as per labels or description

A

Type of work performed

35
Q

cluster as per work groups, department or units

A

Groupings of work segment-

36
Q

In designing the organizational structure of the nursing department/ service/ division, organizational principle must be observed.

A

Organizational Principle

37
Q

Although employees may interact with many different employees in the performance of their duties, they should be responsible to only one superior.

A

unity of command

38
Q

Authority and responsibility should flow in clear unbroken lines from the highest executive to the lowest.

A

Scalar Principle

39
Q

Workers performing similar assignments are grouped together from a common purpose.

A

homogeneous Assignment or departmentation

40
Q

The number of workers that a supervisor can effectively manage should be limited, depending upon the space and pattern of the working area. If the workers are highly skilled, and working near each other, the number of workers may be increased.

A

Span of Control

41
Q

Recurring decisions should be handled in a routine manner by lower- level managers whereas problems involving unusual matters should be referred to higher levels.

A

Exception Principle

42
Q

are those happening outside the organization that influence the organization as a whole or the top administrators

A

. Forces that influence Change
External Force

43
Q

It is the process of determining and providing the acceptable number and mix of nursing personnel to produce a desired level of care to meet the patients demand of care

A

STAFFING

44
Q

Are those that originate primarily from inside operations or are the result of external force.

A

Forces that influence Change

45
Q

Steps in Staffing

DRIIJ

A

Determine the number and types of personnel need
Recruit personnel
Interview
Induct or orient personnel
Job offer

46
Q

Factor affecting Staffing

first 4

A

Type , philosophy and objective of the hospital and Nsg. Service
Population served ( charity or pay )
Number of patients and acuity of their illness
Availability and characteristics of the nursing staff

47
Q

Expected hour of work per annum of each employee.
This is influence by the

A

40hrs week Law - R.A. 5901
(Employees working in 100 bed capacity and above will work only 40 hrs./week)

48
Q

Pattern of work schedule

A

traditional 5 days a week, 8 hrs/day
** 4 days / week. 10hrs/day & 3 days off
** 3 1/2 days of 12 hrs/day & ½ days off/week

49
Q

Patient classification system

SITI

A

Self - care or minimal care patients
Intermediate or moderate care patients
Total care patients
Intensive care patients

50
Q

Find the # of Nsg.Personnel needed for a 100-bed capacity tertiary hospital.

formula?

A

Multiply the total # of patients by the percent of patients at each level of care ( minimal, intermediate intensive or highly specialized).

51
Q

Primary

Min-Mod-Intense-Highly

A

70-25-5-0

52
Q

Secondary

Min-Mod-Intense-Highly

A

65-30-5-0

53
Q

Tertiary

Min-Mod-Intense-Highly

A

30-45-15-10

54
Q

Specialty

Min-Mod-Intense-Highly

A

10-25-45-20

55
Q

Computing for the number of nursing

Categorize the patients according to level of care needed.

A

100 patients x 0.30 = 30 patients needing minimal care

.45
.15
.10

56
Q

Staffing Computation

Find the # of NCH needed by the patient at each level of care

A

Number of pts. At each level by the average number of NCH needed / day
Get the sum of the NCh needed at the various level

57
Q

Computing for the # Nursing personnel

Total NCH needed per day

A

Find the number of nursing care hour needed (NCH) by the patient at each level of care.

30 patients x 1.5 ( minimal care ) = 45 NCH needed per day

58
Q

Find the total # of the NCH needed per day by the 100 patients per year.

A

Multiply the total number of NCH needed/day by the total number of days in a year.

59
Q

Find the total number of NCH needed by 100 patient per year.

A

308 NCH /day x365 day / year = 112,420 NCH/year

60
Q

Find the actual working hours rendered by each nursing personnel per year.

Constant in PH -

A

Multiply the number of hours on duty / day by the actual working days/year.

Constant - 1704 working hours per year

61
Q

Find the number of nsg. Personnel needed

A
B
C

A

a. Divided the total # of nsg. Care needed / year by the actual # working hours rendered by an employee / year.
b. Find the number of relieve - multiply teh # of nsg. Personnel needed
By 0.15 ( for those working 40 hrs / wk.) or
By 0.12 ( for those working 48 hrs / wk )
C. Add the # of relive to the # of nsg. Personnel

62
Q

Find the total number of nursing personnel needed

A

112, 420 NCH/year = 66 nursing personnel
1,704 working hrs/yrs

63
Q

relievers

A

0.15

64
Q

Categorize professional to non- professional personnel
Since this is a tertiary hospital
The ratio of professionals to non-professionals

A

65:35

65
Q

Step 6 Prof and non prof

A

total nursing personnel needed x 65:35

66
Q

Distribute by shifts

A

Distribution by shifts
In the philippines : AM Shift - 45 %
PM Shift - 37 %
Night shift - 18 %

67
Q

Is a timetable showing planned work days and shift for nursing personnel.

A

. Scheduling

68
Q

Types of Scheduling

A

Centralized Schedule
Decentralized Schedule
Cyclical schedule

69
Q

One person, usually the chief nurse or her designate assign the nursing personnel to the various units of the hospital. This includes the shifts of duty and off duty.

A

Centralized Schedule

70
Q

The shift off - duties are arrange by the supervising nurse/ head nurse of the particular units.

A

Decentralized Schedule

71
Q

The cyclical schedule cover designate numbers of the week called the cycle length and is repeated thereon.

A

Cyclical schedule

72
Q

a statement that sets the duties and responsibilities of a specific job

A

Developing Job Descriptions

NCM 119: LEADERSHIP (9 decks)

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