151-Wk3 Potter & Perry Ch.11 - Kara Wiebe

Front 1

What is the difference between leadership and management?

Back 1

-Leadership refers to a shared vision, values, organizational strategy, and relationships
-Management most often refers to the competencies required to ensure the day-to-day delivery of nursing care according to available resources and standards of professional practice

Front 2

What is the definition of collaborative practice?

Back 2

- working together toward mutually identified goals while valuing different perspective and accountabilities of individual team members

Front 3

What are the entry-level staff nurse competencies related to leadership and management

Back 3

- is accountable and responsible for own actions and decisions, including personal safety
- demonstrates leadership in providing client care by promoting healthy and culturally safe work environments
- displays initiative, self-confidence, and self awareness, and encourages collaborative interactions
- organizes own workload and develops time-managements skills for meeting responsibilities
- integrates quality improvement principles and activities into nursing practice
- uses relational knowledge and ethical principles when working with students and other health care team members to maximize collaborative client care
- participates in and contributes to nursing and health care team development
- supports professional efforts in the field of nursing to achieve a healthier society
- demonstrates an awareness of healthy public policy and social justice
- develops support networks with RN colleagues, health care team members, and community support

Front 4

What is Continuity of Care?

Back 4

- continuity of care is defined as “a seamless continuous implementation of a plan of care that is reviewed and revised to meet the changing needs of the client”

Front 5

What are nursing care delivery models?

Back 5

- they are designs that determine how nurses provide care
Ex) functional, team, total client care and primary nursing, and case management models, and collaborative practice model

Front 6

Functional Nursing

Back 6

- task oriented not client focused. Tasks are divided, used in severe nursing staff shortages
- can lead to fragmented care and client dissatisfaction

Front 7

Team Nursing

Back 7

- involves the delivery of nursing care by various staff members
- encourages collaboration

Front 8

Total Client Care

Back 8

- an RN is responsible for all aspects of care for one or more clients; this may include delegating tasks

Front 9

Primary Nursing

Back 9

- aimed to place RNs at clients’ bedsides and improve nursing accountability for client outcomes and relationships among staff

Front 10

Case Management

Back 10

- coordinates health care services and links them to clients and their families while streamlining costs and maintaining quality
- is a collaborative process which assesses, plans, implements, coordinates, monitors, and evaluates the options and services required to meet an individual’s health needs, using communications and available resources to promote quality, cost-effective outcomes

Front 11

Collaborative Practice Model

Back 11

- used by intraprofessional nursing teams (teams whose members provide nursing care) and by other health care professionals who are members of the interprofessional team

Front 12

RNAO Best Practice Guideline: Nursing Collaborative Practice

Back 12

nursing teams establish clear processes and structures that promote collaboration and teamwork that leads to quality work environments and outcomes for clients by:
- establishing processes for conflict resolution and problem solving and to develop, achieve, and evaluate team performance

- developing systems and processes to recognize and reward success

- incorporating non-hierarchical, democratic working practices to validate all contributions from team members

- incorporating processes that support continuity of care with clients to enhance staff satisfaction, staff self-worth, and client satisfaction

- developing and implementing processes that clarity their understanding of the unique and shared aspects of roles within the teams

- ensuring that the composition of the team is adequate to achieve their goals and meet their responsibilities to the needs of the client population

- establishing processes for decision making for a variety of circumstances such as: emergencies, day-to-day functioning, long term planning, policy development, care planning

Front 13

What is decentralized management?

Back 13

- where decision making occurs at the staff level – managers and staff are actively involved in shaping an organization’s identity and determining success
- the four key elements are: responsibility, autonomy, authority, and accountabillity

Front 14

Autonomy

Back 14

The freedom of choice and responsibility for choices

Front 15

Authority to act

Back 15

The right to act in areas in which a nurse has been given and accepts responsibility according to legislation, standards, and the code of ethics governing the professional practice of nusing

Front 16

Accountability

Back 16

Being answerable for one’s actions
Accepting a commitment to provide excellent client care and the responsibility for the outcomes of actions in providing that care

Front 17

Delegation

Back 17

-The transferring of responsibility for the performance of an activity or task while retaining accountability for the outcome
-it requires trust between the RN and UCP

Front 18

The five rights of Delegation

Back 18

Right Task
Right circumstances
Right person
Right direction or communication
Right supervision

Front 19

quality improvement (QI)

Back 19

an organizational philosophy that seeks to meet clients' needs and exceed their expectations by using a structured process tat selectively identifies and improves all aspects of service

Front 20

nurse-sensitive outcome

Back 20

reveals whether interventions are effective, whether clients progress, how well standards are being met, and whehter changes are necessary

Front 21

Client Safety

Back 21

the reduction and mitigation of unsafe acts within the health care system, as well as through the use of best practices shown to lead to optimal patient safety

Front 22

why was the QWQHC (quality worklife-quality healthcare collaboration) developed?

Back 22

to transform Canadian health care delivery systems
- a fundamental way to better healthcare is through healthier health care workplaces; it is unacceptable to work in, receive care in, govern, manage and fund unhealthy workplaces