A ppt on effective and efficient nurse as per today's professional demand

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EFFECTIVE AND
EFFICIENT NURSE
BY:
MALLIKA VHORA –(M.Sc. NSG-MSN)PRINCIPAL -
KNOWLEDGE INSTITUTE OF NURSING

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 NAME:
 ORGANIZATION:
 CURRENT POSITION:
 HOBBIES:
 FAVOURITE FOOD:
 FIRST JOB AS:
 GOOD AT:

3. EFFECTIVE
&
EFFICIENT
NURSE
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4.  PRODUCTIVE
 FRUITFUL
 FUNCTIONAL
 POWERFUL
 HELPFUL
 BENEFICIAL
 ADVANTAGEOUS
 VALUABLE
 USEFUL
 CONVINCING
 STRONG
 WEIGHTY
 SOUND
 VALID
 IMPRESSIVE
 CREDIBLE
 INFLUENTIAL
 AUTHORITATIVE
 PRACTICAL
 ESSENTIAL
 OPERATIVE
 ACTUAL
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EFFECTIVE NURSE “ successful in producing a
desired or intended result.”

5. EFFICIENT NURSE“achieving maximum productivity
with minimum wasted effort or expense”
 WELL ORGANIZED
 METHODICAL
 STRUCTURED
 WELL PLANNED
 LOGICAL
 WELL REGULATED
 WELL ORDERED
 SYSTEMATIZED
 STREAMLINED
 PRODUCTIVE
 EFFECTIVE
 LABOUR-SAVING
 COST-EFFECTIVE
 ENERGY-EFFICIENT
 ENERGY-SAVING
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6. AIMS OF SEMINAR
1. TO STRENGTHEN THE LEADERSHIP SKILLS
2. TO REINFORCE THE SUPERVISION SKILLS
3. TO BOOST THE COMMUNICATIN SKILLS
4. TO REALIZE THE ACCOUNTABILITY
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For all the skills key points are:
 Leadership quality
 Supervision Ability
 Team building
 Coordination
 Communication (listening,
speaking, writing)
 Staffing
 Motivation(Boosting confidence)
 Delegation and execution
 Accountability
 Reporting and recording

8. N U R S E S
ARE
L E A D E R S
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9. QUALITIES OF LEADER NURSE
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11. SUPERVISION
ABILITY
COMMUNICATION
TEAM
BUILDING
DELEGATION
RECORDING-
REPORTING
PLANNING
BOOSTING
CONFIDENCE
COORDINATION
POSITIVE
ATTITUDE
ACCEPT
THE
CHANGES
STAFFING
EXECUTION
MOTIVATION
ACCOUNTABILITY
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12. PRESENT SITUATION
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14. 1. POSITIVE ATTITUDE
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15. 2.ACEEPTANCE
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16. STRATEGY AND PRIORITIES
TO ACCEPT THE CHANGES
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17. 1. ACCEPT THE NEW TECHNOLOGIES
2. ACCEPT THE NEW SKILLS
3. ACCEPT THE NEW GENERATION
4. ACCEPT THE CHALLENGES
5. ACCEPT THE CHANGES
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18. SUPERVISION
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19. Why supervision????
 Easy transfer of message to down the line from doctor
or management.
 Quality improvement
when there is watch, every one try to work at their level
best. And gives the best of their out put.
 Risk management and performance management.
can lead to improvements in practice and client care,
and contribute to clinical management.
 System of accountability and responsibility.
what ever work is assigned is going on in correct way or
not?? In case is that not the way that should be, we can
correct in between with supervision.
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21. 23
Exchanging of Information

22. WAY OF COMMUNICATION
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“Effective Communication”
 It is purposeful
communication
 Goal-oriented
 Creating a beneficial outcome
for the client.
 Obtains or provides relevant
information
 Develops trust between Nurse
and Client
 Reflects caring
 Explores feeling related
condition

25. WHAT CAN LEA D TO
MISS COM MUNI CATI ON?
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26. CO-ORDINATION
 It is the unification,
integration,
synchronization of the
efforts of group
members so as to
provide unity of
action in the pursuit of
common goals.
 It is a hidden force
which binds all the
other functions
of management.
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27. COORDINATION
WITHIN
HOSPITAL
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28. TPA
RMO
REGISTRAR
HOUSE
KEEPING
PHYSICIAN
SURGEON
SECURITY
AMBULANCE
LABORATORY
ADMISSION
DEPT.
BIOMEDICAL
ENGG.DEPT
WARD BOY
AAYA
ER
OPD
IPD
OT
ICU
RECEPTION
FLOOR
MANAGER
DIAGN.
DEPT.
MATRON
BILLING
NURSING
SUPERVISOR
MAINT.
DEPT
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29. WHY WE N EED COOR DINA TED
TEAM WOR K?
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31. EXERCISE OF TEAM
BUILDING
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32. MOTI VATI ON A ND B OOST ING
CONF IDEN CE
 As leaders, it's our responsibility to
thank our staff members regularly,
motivating and reassuring them of a job
well done
 Organizations that value their staff live
it every day, not just at special events.
 Being appreciated for work should extend
from the bedside to the boardroom.
 Be proud. Your impact is enormous.
Feeling great about your work is a reward
in itself. I sincerely hope you feel
valued for your contributions. I salute
you and thank you during THIS SEMINAR.
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33. Conti…
 Nurses identified
meaningful
recognition
 Feeling valued
leads to increased
commitment and
dedication to the
work we do
 it's about
authenticity,
values, and that
unmistakable good
feeling
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34. LET’S HAVE A LOOK AT
FEW CLIPINGS
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 Organization Or
Preparation Of Work
Environment To
Achieve Goals Of
Hospital.
 The Important Aspect
Of Planning In
Nursing Leadership Is
“Staffing”.

37. WHAT IS STAF FING ?
“ W o r k l o a d M a n a g e m e n t O v e r v i e w ”
It depends on “Patient Acuity System” or “Patient
Classification System” 40

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39. STAFFING1. CENTRALIZED 2. DECENTRALIZED
Staffing Scheduling
Reallocation
Productivity
Workload Standards
Staff Utilization
Costs Staff Satisfaction
Patient Satisfaction
3.MIXED/FLEXIBLE
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40. Using calendar days
Divide the number of days in a year by the number of days
actually worker per nurse per year. Nurses are not working
the 364 days of the year , but actually working 272 days
only in a year, because the rest 92 days are considered as
follows:
- Number of days off (1 day off per week) 52 days.
- Number of vacation days 20 days.
- Number of ill days ( hospital Policy) 10 days.
- Number of holidays 10 days.
------------------------------------------------------------
------ 92 days
Methods Of Determining The
Staffing Plan
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41. Total actual work days = 364-92=272 days
Number of nurses needed to fill one position of
staff nurse=
Number of days in year
------------------------------------
Number of actually worked days
364/ 272 = 1.33 nurses that means you will need
1.33 nurse to fill one position.
Then calculate the total number needed for
staffing pattern for all unit.
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42. Hospitals used the patient care hours for developing staffing
pattern, can calculate the staffing plan using the care hours
methods.
For example:-------------------------------X
Estimating a core staff per shift
Bed number in surgical unit= 25 bed
The average daily census for 6 month = 19 patients
The average daily care hour to be provided= 5 hour per pt/24 hour.
(approx.1.3 hrs/pt/shift)
Total hours of care will be needed= 19x5= 95 hours.
If the work day is 8 hours , then 95 divided on 8 = 11.9 or 12 FTE
staff needed to unit for 24 hour.
(M-45%,E-35%,N-20%) (M-5.4/Unit,E-4.2/Unit,N-2.4/Unit)
Using the care hours for developing
staffing pattern
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43. EXERCISE
 (If 6 hours M&E shift and 12 Hours N shift)
• 95/6=15.8 /M= 15.8X45/100= 7.1 in Morning shift
• 95/6=15.8 /E= 15.8X35/100= 5.5 in Evening shift
• 95/12=7.9/N= 15.8X20/100= 1.6 in Night shift
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44. 48
Delegation process
consist of 5 steps:
>assessment
>planning
>accountability
>supervision
>evaluation.

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48. RECORDING & REPORTING
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49. REPO RTIN G
 Reporting TAKING from staff, as well
Report GIVING to higher authority.
 Continuous / incidental / Periodic
 Better patient care
 Delegate motivated more.
 Good performance encouraged and reinforced
 Great team work and improved communication
and patient care, improved outcome.
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50. EXECUTION OF WORK
 EXERCISE OF BALLOONSANDTOOTHPICK
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51. Medical Charades
Prior to the exercise, prepare several slips of
paper with a health, nursing or medical term
written on each. Ideas for terms include heart
attack, needle, code blue or blood pressure.
Divide the group into two teams. Each team sends
one representative to the front of the room for
a round. One player pulls a slip of paper from a
container and shows it to the player from the
other team. The lead then initiates a stop
watch; each player must act out the item on the
paper while his team tries to guess the action
or item. The team who guesses correctly first
wins one point. Play until all participants have
had a chance to act out an item or until a
certain point or time limit is reached. Stress
the importance of body and movement in
communication; discuss team cooperation at the
end of the exercise.
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