Professional Documents
Culture Documents
and Management
Organizing and
Staffing
Presented by:
BSN 4C 2
-ANTHEA-
O Nice
R G A NOrgan
IZ IN G!!!!
!!!
Organizing
• It is the process of establishing formal
authority.
•
• It involves setting up the organizational
structure through identification of
groupings, roles and relationships,
determining the staff needed by
developing and maintaining staffing
patterns and distributing them in
various areas as needed.
•
• It includes developing job descriptions
by defining the qualifications and
Elements of Organizational
Structure
• Setting up the Organizational
Structure
• Staffing
• Scheduling
• Developing Job Description
•
Setting up the Organizational
Structure
•
•
• Chapter 9 Copyright © 2003 Delmar Learning, a Thomson Learning company 30
Formal Organization
• 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.
Chapter 9 Copyright © 2003 Delmar Learning, a Thomson Learning company 31
Chapter 9 Copyright © 2003 Delmar Learning, a Thomson Learning company 32
Chapter 9 Copyright © 2003 Delmar Learning, a Thomson Learning company 33
Line and Staff Organization
2. Invitations
4 . F a cilitie s
• T h e o rg a n izin g e n tity sh o u ld e n su re
th a t th e fa cilitie s a re a va ila b le fo r
b u sin e ss
se m in a rs:
•
5. Agenda
• T h e a g e n d a fo r th e b u sin e ss se m in a r
sh o u ld b e a g re e d
w ith o th e r p a rticip a tin g o rg a n iza tio n s
a n d th e o rg a n izin g e n tity.
• A n y fe e s ch a rg e d to su p p lie rs fo r
p a rticip a tin g sh o u ld b e ke p t to a
m in im u m a n d a im to o n ly co ve r
co sts in cu rre d .
•
9. Travel, Accommodation & other
practical information
• The organizing entity is responsible for
making the necessary accommodation
arrangements for
participants.
-CHICO-
Staffing
Staffing
• Is the process of determining
––The
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in selection of
personnel.
Selection of personnel
• Recruitment and Retention
Modes for active
recruitment
• employee recommendations and
word of mouth
•
• advertisement in local newspaper,
nursing organization bulletins, and
nursing journal
•
• recruitment literature, such as fliers
and newsletter Recruitment and
Retention
Modes for active
recruitment con’t
• Posters
•
• career days
•
• job fairs
•
• contract with schools graduating
classes
Recruitment and
Retention
Modes for active
recruitment con’t
• placement service
•
• open houses
•
• nursing conventions
•
• Recruiters should know nursing
qualifications and the needs of the
institution. Recruitment and
Retention
•
Major sources of
personnel
• persons seeking their first jobs
• dissatisfied employees
• unemployed individuals
Interview
vOne of the main purpose is to learn
about the prospective employee.
v
vThe interview answers questions,
explains policies and procedures, and
helps acquaint the applicant with the
position.
v
vFinally, the interviewer must predict
whether the applicants overall
performance will be satisfactory.
Interview
•
Selection of personnel
• Recruitment and Retention
• Screening of potential staff
• Interview
• Orientation
- Induction is the first2 o 3
d a ys o f o rie n ta tio n . It ca n
be done by p e rso n n e l
d e p a rtm e n t e m p lo ye e s fo r a ll
n e w e m p lo ye e s.
It includes a history of
the …
• organization
• the vision
• purpose
• structure
• working hours
• holiday time
• Vacation
• sick time
• paydays Orientation
• Orientation is important, and the
manager who does not take the time
to assist a new employee is making a
serious mistake.
– shortage of nurses
– manage competition
– care to patient through primary
nursing
System Used in Staffing
• 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)
• Collaborative Practice
– Interdisciplinary team
– Nurse-physician interaction in
practice or nurse-physician
collaboration on care giving
Advantages and Disadvantages
of Assignment System
Vacation leave 15 15
Sick leave 15 15
Legal holidays 10 10
Specials holidays 2 2
Special privileges 3 3
Off – duties as per R.A. 5901 104 52
Continuing education 3 3
program
•
PERMANENT SHIFTS
Ø Permanent shifts relieve nurses from
stress and health-related problem
associated with alternating and
rotating shift.
Ø 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.
Ø In studies conducted with MONTREAL
NURSES, those working permanent
shifts had higher average on
psychological scales such as:
mental health, job satisfaction,
social involvement, and
commitment to the organization.
BLOCK OR CYCLICAL
SCHEDULING
Ø Uses the same schedule repeatedly.
With a 6-day forward rotation,
personnel are scheduled to work6
successive days followed by at
least 2 days off. The scheduled
repeats it every 6 weeks.
Ø Personnel can be scheduled with
every other weekend off and 1 day
during the week so that there are
more than 4 consecutive days of
are not exhausted by working too
many consecutive days, sick leave
can be reduced.
•
TEN – HOURS PER DAY, FOUR-DAY
WORK PER WEEK
• A cyclical scheduled allowed at least
14 hours off between shifts and a
4-day weekend every 6 weeks for
those who rotated.
• The work week began on Sunday and
the weekend was Saturday and
Sundays for all shifts.
Variables staffing PROS CONS
8 hours Traditional
= 2 5 h . sp cl.
Step 2
Find the # of Pts at each level by the
average number of nursing care hour
needed per day.
Get the sum of the NCH/day needed at the
various
75pts x 1.levels.
5 (NCH@L1
=75) min 112.5NCH/day
= . care
112.5pts x 3 = 112.= 5 337.5
37.5pts
(NCH@L2) mod.care NCH/day
25pts x 4.5 = 37.5=int168
. .75
(NCH@L3) care NCH/day
x Tota
6 (NCH@L4 150NCH
=) 25 h=. spcl . /day
l care 768 . 75NCH / day
Step 3
Find the actual number of nursing care hours
needed by the given number of patients.
x 365 days/year
280,593.75 NCH/year
7 6 8 .7 5 N C H /
SAVE
d ay
?
Step 4
Find the actual number of working hours rendered
by each nursing personnel per year.
SAVE
hours/year 280 , 593SAVE
. 75 NCH / year
Step 5
Divide the total # of NCH/yr by the actual # of
working hrs rendered by an employee/yr.
Find the number of relievers:
- Multiply the number of nursing personnel
needed by 0.15 (for those working 40 hours
per week) or by 0.12 (for those working 48
hours per week).
Add the number of relievers to the number of
nursing personnel needed.
• Total NCH/yr =2 8 0 , 5 9 3 . 7 1 6 5
Working hrs/yr5 =
1 ,
• Relief x Total Nsg Personnel =7 0 4
x 0 .1 5 2
• Total Nursing Personnel needed =+ 159 0
1 , 704 working hours / year
SAVE 280 ,=
593SAVE
. 75 NCH / year
Step 6
Categorize the nursing personnel into
professionals and non-professionals.
Multiply the # of nsg personnel according to the
ratio of professionals to non-professionals
x .6 5 1 2 4 p ro fe ssio n a l
1 9 0x= . 3 5 n6 u6 rse
n usrsin g
= a tte n d a n ts
190
Step 7
Distribute by shifts.
Professional
124 nurses x . = 56 nurses on AM
124 nurses 4
shift
5 = 46 nurses on PM
124 nurses
shift
x . = 22 nurses on night
total 124
nurses 3 shift
7
x .
6 6 n u rsin g 1 1 2 4 p ro fe ssio n a l
Step 7
Distribute by shifts.
Non-Professional
66 Nsg attendantx . = 30 Nsg attendant on AM
66 Nsg attendant4 sh ift
66 Nsg attendant =
5 24 Nsg attendant on PM
x . sh ift
to ta l 6 6 N sg a tte n d a n t
3= 1 2 Nsg attendant on night
7 sh ift
x .
1
8
6 6 n u rsin g 1 2 4 p ro fe ssio n a l
Tapos na!