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63 Cards in this Set
- Front
- Back
A nurse manager has a 24-hour responsibility for supervision
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Nurse manager
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_______ is the body’s non specific response/ reactions to any demands
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STRESS
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According to Selye, the body’s wear and tear results from its response to normal stressors. The rate and intensity of damage INCREASE when an organism experiences greater stress than it is capable of accommodating. He maintains that the physiological response IS THE SAME whether the stressor is POSITVE
( enstress) or NEGATIVE ( distress) |
Effects of Stress
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Certain amount of stress is essential to sustain life
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Stress essential
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Moderate amounts serve as stimuli to performace
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Stress stimulates
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6. Overpowering stress can cause a person to respond in a maladaptive physiological or psychological manner.
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Overpowering stress
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degree of ability to accommodate= state of equilibrium
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Degree of stress
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Experience of stress is subjective and individualized
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stress is individualized
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Poor performance and low motivation results from a degree of stress that is not stimulating enough, lack of interests, apathy, boredom.
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Poor performance and low motivation
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Alarm reaction – mobilization of resources to confront threat
Resistance Stage- increase in energy consumption Exhaustion – depletion of the body’s energy reserves |
STAGES IN STRESS RESPONSE
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Job-related – task overload, conflicting tasks, inability to do tasks assigned because of lack of preparation or experience and unclear or insufficient informations regarding the assignments
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CAUSES OF STRESS
Organizational factors |
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Physical environments –noise levels, lightings, tigh quarters, poorly organized work environments and lack of equipments
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CAUSES OF STRESS
Organizational factors |
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Manager’s behavior – authoritarian and punitive supervisory behavior (Participative management in contrast reduces stress).
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CAUSES OF STRESS
Organizational factors |
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Organizational norms and expectations that CONFLICT with an individuals needs – understaffing and high vacancy levels, job insecurity due to organizational restructuring, staff working with UAPs, more acutely ill patients ( very stressfull by nature).
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CAUSES OF STRESS
Organizational factors |
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Managed care, cost containment, creation of integrated organizations and downsizing
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CAUSES OF STRESS
Organizational factors |
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New technology, increased expectations from patients and their families, liability concerns competition associated with efficiency among health care providers
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CAUSES OF STRESS
Organizational factors |
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Strained interpersonal relationships within the nursing profession and between other professions ( medical and administrative)
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CAUSES OF STRESS
Interpersonal factors |
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Interdisciplinary difficulties – example a therapists or radiology dept. expect patient to be ready in such and such time or cancellation of procedures
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CAUSES OF STRESS
Interpersonal factors |
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Interactions between physicians and nurses
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CAUSES OF STRESS
Interpersonal factors |
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Need to fulfill multiple roles (nurse, mother, husband).-conflict bet family roles and professional roles
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CAUSES OF STRESS
Interpersonal factors |
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Changes throughout life such as marriage, pregnancy or purchasing a new home
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CAUSES OF STRESS
Individual factors – rate of life change |
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Deficiency focusing is the habit of focusing on the negatives at the expense of the positive. It leads to an increased sense of threat and a diminished sense of optimism, immobilizing individuals and limiting their ability to solve problems
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CAUSES OF STRESS
Individual factors – rate of life change |
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Individuals who believe that their life is controlled largely by events external to themselves often perceive less stress and are likely to react negatively to surrounding events
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view of stress
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Those who perceives factors as being internal react more negatively to situations that are beyond control. They are more proactive to situations within their control and engage in positive coping behaviors to change the environment and reduce stress on themselves.
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view of stress
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Managers can reduce the physiological pressure through ensuring that nurses receive adequate rests and work breaks, rotating staff only between 2 shifts and never schedule “double backs:” (working 8 hours, off 8 hours, working
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view of stress
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Necessitating is the belief that it is imperative or necessary that a particular task be done by a specific person; it is a belief structure that limits choice. Nurses are prone to this type of thinking
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SOURCES OF STRESS IN THE WORKPLACE
Necessitating |
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Low skill recognition – tendency not to recognize the role one-own’s ability has played in producing one’s successes; it affects both managers and staff when they face something unfamiliar. Example are the newly grads RNS
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SOURCES OF STRESS IN THE WORKPLACE
Low skill recognition |
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Reality shock is the stress, surprise and disequilibrium experienced when shifting from a familiar culture into whose values and sanctions are different. ( e.g. from school culture to work culture).
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SOURCES OF STRESS IN THE WORKPLACE
Reality shock |
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Stress can also result from incongruence between one’s expectations for performance and one’s perception of the resulting performance (intrarole conflict).
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SOURCES OF STRESS IN THE WORKPLACE
intrarole shock |
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Interrole conflict can be a source of stress; it is a conflict resulting form incongruence between the different roles an individual might play such as doing a job and directing others to do the job. Conflict between the roles of nurse manager and as a nurse.
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SOURCES OF STRESS IN THE WORKPLACE
Interrole conflict |
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Role ambiguity is the frustration that results from unclear expectations for one’s performance.
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Sources of stress
Role ambiguity |
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Role underload and underutilization Being underutilized or not having much responsibility may be seen as stressful by a person who is a high-achiever or who has a high self-esteem
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Sources of stress
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Undue, prolonged anxiety , phobias or a persistent state of fear or free-floating anxiety
Depression Abrupt changes in mood and behavior (erratic)Perfectionism Physical illness – peptic ulcer, arthritis, colitis, hypertension, MI and migraine headaches |
CONSEQUENCES OF STRESS
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To manage stressing factors effectively and keep stress levels that enhance one’s performance rather than deplete energy, the key is to develop some resiliency. To accomplish this requires a comprehensive approach to manage stress which involves planning, time and energy.
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Key to handling stress
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Recognize stressors in the environment and control them
• Caring for yourself thru diet and exercise and adequate sleep • Developing effective mental habits –role definition, – improved time management, –relaxation • Developing of interpersonal skills • Nurturing social supports |
PERSONAL METHODS FOR MANAGING STRESS
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Role definition involves clarifying roles and attempting to integrate or tie together the various roles individuals play. It may also involves renegotiation of roles in an attempt to lessen overload.
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Role definitions
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If there is a role conflict or ambiguity, it is important to confront others by pointing out conflicting messages
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Role conflict
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ONE LOST HOUR A DAY EVERYDAY FOR A YEAR RESULTS IN 260 HOURS OF WASTE, or 6.5 WEEKS OF MISSED OPPORTUNITY ANNUALL
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Toll of stress on work place
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BURNOUT – refers to the perception that an individual has used up all available energy to perform the job and feels that he or she doen’t have enough energy to complete the tasks
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Burnout
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Burnout is a combination of physical fatigue, emotional exhaustion and cognitive weariness
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Burnout
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The results of employee stress are INCREASED ABSENTEEISM AND TURNOVER.
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Increased absenteeism and turnover
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JOB PERFORMANCE suffers during times of high stress, so much energy and attention are needed to manage the stress that little energy is available for performance
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Job Performance
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Proper matching of the job with the applicant during the selection and hiring process
•Skills training- promotes better performance and less turnover •Developing a program of job enrichment to match individual goals and desires- increases autonomy and participation •Greater participation in decisions- increases job commitment and reduces stress •Communication and social support- open upward and downward communication; team building encourages staff to build a network of support with each other •Policies that reduce the stress of shift work such as reducing number of hours in the night shifts, weekend and holiday work assignments and providing adequate opportunities for breaks and meals |
ORGANIZATIONAL METHODS FOR MANAGING STRESS
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Time waster is something that prevents a person from accomplishing the job or achieving the goal
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Time Waster
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Interruptions such as telephone calls and drop-in visitors
•Meetings, both scheduled and unscheduled •Lack of clear-cut goals, objectives and priorities •Lack of daily and weekly plans •Lack of personal organization and self discipline •Lack of knowledge about how one spends one time •Failure to delegate, working on routine tasks •Ineffective communications •Waiting for others, not using transition time effectively •Inability to say NO. |
TIME WASTERS AND HOW TO MINIMIZE THEM
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Goals provide directions and vision for actions as well as timeline in which activities will be accomplished
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IMPORTANCE OF IDENTIFYING GOALS AND SETTING PRIORITIES
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SHORT-TERM GOALS should be set for the next 6-12 months but need to be related to long-term goals
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Short term goals
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Goal setting helps to relate current behavior, activities or operations to the organizations or individuals long-range goals; Goals should be measurable, realistic and achievable goals
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PRINCIPLES OF TIME MANAGEMENT
Goal setting |
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Time analysis – identify how time is being used and to determine whether time use is appropriate to the manager’s role. TIME LOGS kept in intervals of 30-60 minutes are useful in analyzing the actual time spent on various activities
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PRINCIPLES OF TIME MANAGEMENT
Time analysis |
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Priority determination (Setting priorities)-identifying activities as:
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PRINCIPLES OF TIME MANAGEMENT
Priority determination |
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a)Urgent and important – must be completed
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PRINCIPLES OF TIME MANAGEMENT
Setting priorities |
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b)Important but not urgent-are activities that make the difference between carrer progression or maintaining the status quo
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PRINCIPLES OF TIME MANAGEMENT
Setting priorities |
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c)Urgent not important
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PRINCIPLES OF TIME MANAGEMENT
Setting priorities |
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d)Busy work-compiling new charts for future patient admissions
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PRINCIPLES OF TIME MANAGEMENT
Setting priorities |
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e)Wasted time- sitting by the phone waiting for return calls
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PRINCIPLES OF TIME MANAGEMENT
Setting priorities |
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Daily planning- prepare a to do list by workday or work week; flexibility is a major consideration; focus is not on activities and events but rather on the outcomes that can be achieved in the time available
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PRINCIPLES OF TIME MANAGEMENT
Daily planning |
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Delegation – involves assigning tasks, determining expected results and granting authority to the individual expected to accomplish these tasks
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PRINCIPLES OF TIME MANAGEMENT
Delegation |
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Interruption control-keeping an interruption log (who,nature, when,how long. What topic discussed, importance of topic and time-saving actions taken
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PRINCIPLES OF TIME MANAGEMENT
Interruption |
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Evaluation
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PRINCIPLES OF TIME MANAGEMENT
Evaluation |
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Telephone calls are a major source of interruption. They can be controlled by minimizing small talk, planning calls, setting aside time for calls, stating preferred call times and using voice-mail
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Sources of Interruption
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Written communicationcan be minimized by planning and scheduling paperwork, sorting, delegating, writing effectively and using an effective filing system
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Writtten communications being minimized
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Drop-in visitors can be controlled by meeting visitors outside the office, keep visits short,encourage appointments, keep staff informed and arrange furniture to discouraged unscheduled visitors ( turn desk 90 0r even 180-degrees from the door minimizes potential eye contact)
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Dop-ins
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The key to using time management techniques is to respect one’s own time as well as that of thers.
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Time Management
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