MODES OF PLANNING DESCRIPTION

Reactive occurs after a problem exists

Inactivism seek the status quo
Preactivism utilize technology to accelerate
change and are future
oriented
Interactive or Proactive attempt to plan the future of
their organization rather than
react to it
• Forecasting involves trying to
estimate how a condition
will be in the future.
• Takes advantage of input
from others, gives sequence
in activity, and protects an
organization against
undesirable changes.
• Strategic planning examines an organization’s
purpose, mission, philosophy, and goals in the
context of its external environment.
• Complex organizational plans that involve a long
period (usually 3 to 10 years) are referred to as
long- range or strategic plans.
• SWOT Analysis, also known as TOWS Analysis, was
developed by Albert Humphrey at Stanford University
in the 1960s and 1970s.
SWOT definitions:
• Strengths are those internal attributes that help
an organization to achieve its objectives.
• Weaknesses are those internal attributes that
challenge an organization in achieving its objectives.
SWOT definitions:
• Opportunities are external conditions that
promote achievement of organizational
objectives.
• Threats are external conditions that challenge or
threaten the achievement of organizational
objectives.
• Vision statements are used to
describe future goals or aims of an
organization.
• It conjures up a picture for all
group members of what they
want to accomplish together.
• An organization will never be
greater than the vision that guides
it.
• The mission statement is a
brief statement identifying the
reason that an organization
exists.
• It identifies the organization’s
constituency and addresses
its position regarding ethics,
principles, and standards of
practice.
• The philosophy flows from the purpose or mission
statement and delineates the set of values and beliefs
that guide all actions of the organization.
• It is the basic foundation that directs all further
planning toward that mission.
• The organizational philosophy provides the basis for
developing nursing philosophies at the unit level and
for nursing service as a whole.
• Goals and objectives are
the ends toward which the
organization is working.
• Objectives are similar to goals
in that they motivate people
to a specific end and are
explicit, measurable,
observable or retrievable, and
obtainable.
• Policies are plans reduced to statements or
instructions that direct organizations in their decision
making.
• These explain how goals will be met and guide the
general course and scope of organizational activities.
Policies also can be implied
or expressed:
• Implied policies, neither written nor expressed verbally,
have usually developed over time and follow a
precedent. For example, a hospital may have an implied policy that
employees should be encouraged and supported in their activity in
community, regional, and national health-care organizations.
• Expressed policies are delineated verbally or in
writing. Expressed policies may include a formal dress code, policy
for sick leave or vacation time, and disciplinary procedures.
• Procedures are plans that
establish customary or
acceptable ways of
accomplishing a specific task
and delineate a sequence of
steps of required action.
• Identify the process or steps needed
to implement a policy and are
generally found in manuals at the
unit level ofthe organization.
• Rules and regulations are plans that define specific
action or nonaction.
• Existing rules should be enforced to keep morale
from breaking down and to allow organizational
structure.
• Kurt Lewin (1951) identified three phases through
which the change agent must proceed before a
planned change becomes part of the system:
• Unfreezing occurs when the change agent convinces
members of the group to change or when guilt,
anxiety, or concern can be elicited.
• Movement, the change agent identifies, plans, and
implements appropriate strategies, ensuring that
driving forces exceed restraining forces.
• Refreezing phase, the change agent assists in stabilizing
the system change so that it becomes integrated into
the status quo.
Stages of change and responsibilities of the change
agent:
STAGE 1—UNFREEZING
1.Gather data.
2.Accurately diagnose the problem.
3.Decide if change is needed.
4.Make others aware of the need for change; do
not proceed until the status quo has been
disrupted and the need for change is perceived by
the others.
Stages of change and responsibilities of the change
agent:
STAGE 2—MOVEMENT
1.Develop a plan.
2.Set goals and objectives.
3.Identify areas of support and resistance.
4.Include everyone who will be affected by the
change in its planning.
Stages of change and responsibilities
of the change agent:
STAGE 2—MOVEMENT
5.Set target dates.
6.Develop appropriate strategies.
7.Implement the change.
8. Be available to support others and offer
encouragement through the change.
Stages of change and responsibilities
of the change agent:
STAGE 2—MOVEMENT
9. Use strategies for overcoming resistance to
change.
10. Evaluate the change.
11. Modify the change, if necessary.
Stages of change and responsibilities of the change
agent:
STAGE 3—REFREEZING
1. Support others so that the change continues.
• Edward Lorenz (1960s), discovered that even
tiny changes in variables often dramatically
affected outcomes.
• Even small changes in conditions can drastically
alter a system’s long-term behavior (butterfly effect).
• A budget is a financial plan that
includes estimated expenses as
well as income for a period of
time.
• Accuracy dictates the worth of
a budget; the more accurate
the budget blueprint, the
better the institution can plan
the most efficient use of its
resources.
• Workforce or personnel budget largest of the
budget expenditures because health care is labor
intensive.
• Operating budget reflects expenses that change in
response to the volume of service, such as the
cost of electricity, repairs and maintenance, and
supplies.
• Capital budgets plan for the purchase of buildings or
major equipment, which include equipment that
has a long life (usually greater than 5 to 7 years).
• Formal structure, through departmentalization and
work division, provides a framework for defining
managerial authority, responsibility, and
accountability.
• Roles and functions are defined and systematically
arranged, different people have differing roles, and
rank and hierarchy are evident.
• Informal structure is generally a naturally forming
social network of employees.
• It is the informal structure that fills in the gaps with
connections and relationships that illustrate how
employees network with one another to get work
done.
• The organization
chart defines formal
relationships within
the institution.
• Top-level managers look at the organization as a
whole, coordinating internal and external
influences, and generally make decisions with few
guidelines or structures.
• Middle-level managers coordinate the efforts of
lower levels of the hierarchy and are the conduit
between lower and top-level managers.
• First-level managers are concerned with their
specific unit’s work flow.
 TOP LEVEL MID LEVEL FIRST LEVEL
Chief nurse Unit supervisor Charge
Department nurse Team
head leader
Primary
nurse
Scope of Look at Integrating unit- Focus primarily
responsibility organization as a level day-to- on day-to-day
whole as well as day needs with needs at unit
external organizational level
influences needs
 TOP LEVEL MID LEVEL FIRST LEVEL
Primary Strategic planning Combination Short-range,
planning of long- and Operational
focus short- range planning
planning
Communicatio Top-down but Upward and More often
n flow receives downward upward;
subordinate with great generally relies
feedback both centrality on middle level
directly and managers
via middle- to transmit
level communication to
managers top-level
managers
• Bureaucratic organizational designs are commonly called
line structures or line organizations.
• Ad hoc design is a modification of the bureaucratic
structure and is sometimes used on a temporary basis
to facilitate completion of a project within a formal
line organization.
• Matrix organization structure focus on both product and
function. Function is described as all the tasks required to
produce the product, and the product is the end result of
the function.
MATRIX ORGANIZATION
STRUCTURE
• Service line organization, which can be used to address
the shortcomings that are endemic to traditional large
bureaucratic organizations.
• Flat organizational designs are an effort to remove
hierarchical layers by flattening the chain of
command and decentralizing the organization.
FLAT ORGANIZATIONAL
DESIGNS
Traditional Patient Care Delivery
Methods
• Total patient care
• Functional nursing
• Team and modular nursing
• Primary nursing
• Case management
• Nurses assume total
responsibility during their
time on duty for meeting
all the needs of assigned
patients.
• Sometimes referred to as
the case method of
assignment because patients
may be assigned as cases.
• Functional nursing is
efficiency-based; tasks
are completed quickly,
with little confusion
regarding
responsibilities.
• Allow care to be
provided with a
minimal number of
RNs.
• Ancillary personnel collaborate
in providing care to a group of
patients under the direction of
a professional nurse.
• As the team leader, the nurse
is responsible for knowing the
condition and needs of all the
patients assigned to the team
and for planning individual
care.
• Modular nursing uses a mini-team (two or three
members with at least one member being an
RN), with members of the modular nursing
team sometimes being called care pairs.
• Patient care units are typically divided into
modules or districts and assignments are based
on the geographical location of patients.
• The primary nurse assumes 24-hour responsibility for
planning the care of one or more patients from
admission or the start of treatment to discharge or the
treatment’s end.
• During work hours, the primary nurse provides total
direct care for that patient.
• When the primary nurse is not on duty, associate
nurses, who follow the care plan established by the
primary nurse, provide care.
• A collaborative process of assessment, planning,
facilitation and advocacy for options and services
to meet an individual’s health needs through
communication and available resources to
promote quality cost-effective outcomes.
• Nurses address each patient individually,
identifying the most cost-effective providers,
treatments, and care settings possible.
• The leader-manager recruits, selects, places,
and indoctrinates personnel to accomplish the
goals of the organization.
1.Determine the number and types of personnel
needed to fulfill the philosophy, meet fiscal
planning responsibilities, and carry out the chosen
patient care delivery system selected by the
organization.
2.Recruit, interview, select, and assign personnel
based on established job description performance
standards.
3.Use organizational resources for induction
and orientation.
4.Ascertain that each employee is adequately
socialized to organization values and unit norms.
5.Use creative and flexible scheduling based on
patient care needs to increase productivity and
retention.
• Is the process of actively seeking out or
attracting applicants for existing positions and
should be an ongoing process.
• A leadership role in staffing includes
identifying, recruiting, and hiring gifted
people.
• Is the process of choosing from among applicants
the best-qualified individual or individuals for a
particular job or position.
• Involves verifying the applicant’s qualifications,
checking his or her work history, and deciding
if a good match exists between the applicant’s
qualifications and the organization’s
expectations.
• The nurse leader is able to assign a new
employee to a position within his or her sphere
of authority, where the employee will have a
reasonable chance for success.
• Proper placement fosters personal growth, provides
a motivating climate for the employee, maximizes
productivity, and increases the probability that
organizational goals will be met.
• Planned, guided adjustment of an employee to
the organization and the work environment.
• Induction, the first phase of indoctrination includes
all activities that educate the new employee about
the organization and employment and personnel
policies and procedures.
• Orientation activities are more specific for the
position.
• The purpose of the orientation process is to make
the employee feel like a part of the team.
• This will reduce burnout and help new employees
become independent more quickly in their new
roles.
• The better trained and more competent the staff,
the fewer the number of staff required, which in
turn saves the organization money and increases
productivity.
• Staff development activities are normally carried
out for one of three reasons: to establish
competence, to meet new learning needs,
and to satisfy interests the staff may have
in learning in specific areas.
• Socialization refers to a learning of the behaviors
that accompany each role by instruction,
observation, and trial and error.
• Resocialization occurs when individuals are forced
to learn new values, skills, attitudes, and social
rules as a result of changes in the type of work
they do, the scope of responsibility they hold, or
in the work setting itself.
• Centralized staffing, where staffing decisions are
made by personnel in a central office or staffing
center.
• Decentralized staffing, the unit manager is often
responsible for covering all scheduled staff
absences, reducing staff during periods of
decreased patient census or acuity, preparing
monthly unit schedules, and preparing holiday and
vacation schedules.
 National Nurses United (2010–2013). RN to patient ratios. Retrieved June 9,
2013

UNIT STAFFING RATIO

Critical care/ICU 1:2
Operating room 1:1
Labor and delivery 1:2
Antepartum 1:4
Pediatrics 1:4
Medical–surgical 1:5
Emergency department 1:4
Category I
Self care 1 – 2 hours of nursing
care/day
Category II
Minimal care 3 – 4 hours of nursing
care/day
Category III
Intermediate care 5 – 6 hours of nursing
care/day
Category IV
Modified intensive care 7 – 8 hours of nursing
care/day
Category V
Intensive care 10 – 14 hours of nursing
care/day
 National League for Nurses Formula for
Staffing

ABO X NCH Total no. of nursing

No. of working = personnel for 24
service
hours hours
Where: Standard values for NCH:
ABO = Average Bed Medical = 3.4 OB =
Occupancy NCH = Nursing 3.0
Surgical = 3.4 Pedia = 4.6
Care Hours Mixed MS = 3.5 Nursery =
No. of working hours: 8 Based on RA 2.8
5901 The 40 working hours per week
law
Percentage of Professionals to Non-
Professionals
Professionals- 60%
Non-Professionals - 40%

Percentage of Distribution per

Shift
Morning - 45%
Afternoon - 37%
Night - 18%
 Staffing for an OB Ward: 30-
bed capacity Percentage of
Professionals to Non-Professionals
 Staffing for an OB Ward: 30-bed
capacity

30 x 3.0 11 nursing service

8 personnel for 24
= hours
Percentage of Professionals to Non-
Professionals
Professionals- 60% x 11 = 7
Non-Professionals - 40% x 11 = 4
 Distribution per Shift

SHIFT PROFESSIONALS SHIFT NON-PROFESSIONALS

AM
AM
PM
PM
NOC
NOC
 Distribution per Shift
SHIFT PROFESSIONALS SHIFT NON-PROFESSIONALS
AM 7 X 0.45 = 3 AM 4 X 0.45 = 2

PM 7 X 0.37 = 3 PM 4 X0.37 = 1

NOC 7 X 0.18 = 1 NOC 4 X 0.18 = 1

• Motivation is the force within the individual
that influences or directs behavior.
• Leaders should apply techniques, skills, and
knowledge of motivational theory to help
workers achieve what they want out of work.
 INTRINSIC EXTRINSIC
Comes from within Comes from outside
the individual the individual
Often influenced by Rewards and reinforcements
family unit and cultural are given to encourage
values certain behaviors and/or
levels of achievement
 Maslow’s Hierarchy of Needs
and Theory of Human
Motivation
• Maslow (1970), people are
motivated to satisfy certain
needs, from basic survival to
complex psychological needs,
and people seek a higher need
only when the lower needs
 Operant Conditioning
and Behavior
Modification
• Skinner (1953) demonstrated
that people could be
conditioned to behave in a
certain way based on a
consistent reward or
punishment system.
 Herzberg’s Two-Factor
Theory
• Frederick Herzberg (1977)
believed that employees
can be motivated by the
work itself and that there
is an internal or personal
need to meet
organizational goals.
 Vroom’s Expectancy Model
• Victor Vroom (1964), looks at
motivation in terms of the
person’s valence, or
preferences based on social
values.
• A person’s expectations about
his or her environment or a
certain event will influence
 McClellands’s Three Basic
Needs
• David McClelland (1971)
examined what motives
guide a person to action.
 McClellands’s Three Basic Needs
• Achievement-oriented people actively focus on
improving what is; they transform ideas into
action, judiciously and wisely, taking risks when
necessary.
 McClellands’s Three Basic Needs
• Affiliation-oriented people focus their energies on
families and friends; their overt productivity is
less because they view their contribution to
society in a different light from those who are
achievement oriented.
 McClellands’s Three Basic Needs
• Power-oriented people are motivated by the power
that can be gained as a result of a specific action.
They want to command attention, get recognition,
and control others.
McGregor’s Theory X and
Theory Y
• Douglas McGregor (1960)
examined the importance of
a manager’s assumptions
about workers on the
intrinsic motivation of the
workers.
• Communication is “the
exchange of thoughts,
messages, or information,
by speech, signals, writing,
or behavior.”
• Occur on at least two
levels:
verbal and nonverbal.
 Includes internal factors such as the
Internal climate values, feelings, temperament, and
stress levels of the sender and the
receiver
Includes external factors such as
the weather, temperature, timing,
External climate status, power, authority, and the
organizational climate itself
• Upward communication, the manager is a
subordinate to higher management.
• Downward communication, the manager
relays information to subordinates.
• Horizontal communication, managers interact with
others on the same hierarchical level as
themselves who are managing different segments
of the organization.
• Diagonal communication, the manager interacts
with personnel and managers of other
departments and groups who are not on the
same level of the organizational hierarchy.
• Grapevine communication flows quickly and
haphazardly among people at all hierarchical
levels and usually involves three or four people
at a time.
• Assertive communication allows people to express
themselves in direct, honest, and appropriate
ways that do not infringe on another person’s
rights.
• Passive communication occurs when a person
suffers in silence although he or she may feel
strongly aboutthe issue.
• Aggressive communication is generally
direct, threatening, and condescending.
• Passive–aggressive communication is an
aggressive message presented in a passive
way. This person feigns withdrawal in an effort
to manipulate the situation.
 Introduce yourself and the patient
S SITUATION and briefly state the issue that you
want to discuss
Describe the background or context
B BACKGROUND (patient’s diagnosis, admission date,
medical diagnosis, and treatment to
date)
Summarize the patient’s condition and
A ASSESSMENT state what you think the problem is
Identify any new treatments or
R RECOMMENDATION changes ordered and provide
opinions or recommendations for
further action
• The leader who actively listens
gives genuine time and
attention to the sender,
focusing on verbal and
nonverbal communication.
• The leader must continually
work to improve listening skills
by giving time and attention to
the message sender.
 Offer greetings and establish
G GREETING positive environment
RESPECTFUL Listen without interrupting and pause
R LISTENING to allow others to think
Summarize message to make sure it was
R REVIEW heard accurately
RECOMMEND OR REQUEST Seek additional information as necessary
R MORE INFORMATION
Recognize that a collaborative exchange
R REWARD has occurred by offering thanks
 American Nurses Association. (2011, September). Principles for social networking and the
nurse.

1. Nurses must not transmit or place online

individually identifiable patient information.
2.Nurses must observe ethically
prescribed professional patient–
nurse boundaries.
3.Nurses should understand that patients,
colleagues, institutions, and employers may
view postings.
 American Nurses Association. (2011, September). Principles for social networking and the
nurse.

4. Nurses should take advantage of privacy settings

and seek to separate personal and professional
information online.
5.Nurses should bring content that could harm a
patient’s privacy, rights, or welfare to the attention
of appropriate authorities.
6.Nurses should participate in developing
institutional policies governing online conduct.
• Delegation is getting work done through others or
as directing the performance of one or more
people to accomplish organizational goals.
• The mark of a great leader is when he or she can
recognize the excellent performance of someone
else and allow others to shine for their
accomplishments.
 American Nurses Association (ANA) and the National Council of State Boards of Nursing
(NCSBN)

• Right task
• Right circumstances
• Right person
• Right direction/communication
• Right level of supervision
1. Frequently recur in the daily care of a client or
group of clients
2.Are performed according to an
established (standardized) sequence of
steps
3.Involve little or no modification from one client-
care situation to another
4.May be performed with a predictable outcome
5. Do not inherently involve ongoing assessment,
interpretation, or decision making which
cannot be logically separated from the
procedure(s) itself
6.Do not endanger the health or well-being of
clients
7.Are allowed by agency policy/procedures
• Conflict is generally defined as
the internal or external discord
that results from differences in
ideas, values, or feelings
between two or more people.
• Conflict is neither good nor bad,
and it can produce growth or
destruction, depending on how it is
managed.
• Intergroup conflict occurs between two or more
groups of people, departments, and organizations.
• Intrapersonal conflict occurs within the person. It
involves an internal struggle to clarify contradictory
values or wants.
• Interpersonal conflict happens between two or more
people with differing values, goals, and beliefs and
may be closely linked with bullying, incivility, and
mobbing.
• Bullying is repeated, offensive, abusive, intimidating,
or insulting behaviors; abuse of power; or unfair
sanctions that make recipients feel humiliated,
vulnerable, or threatened, thus creating stress and
undermining their self-confidence (Townsend, 2012).
• Incivility is behavior that lacks authentic respect for
others that requires time, presence, willingness to
engage in genuine discourse and intention to seek
common ground (Clark, 2010).
• Mobbing occurs when employees “gang up” on
an individual.
• When bullying, incivility, and mobbing occur in
the workplace, this is known as workplace
violence.
Compromising each party gives up something it wants
Competing one party pursues what it wants at
the expense of the others
Cooperating one party sacrifices his or her beliefs
and allows the other party to win
Smoothing one party in a conflict attempts to pacify
the other party or to focus on
agreements rather than differences
 Avoiding parties involved are aware of a conflict
but choose not to acknowledge it or
attempt to resolve it

Collaborating all parties set aside their original goals

and work together to establish a
supraordinate or priority common goal
• Each party gives up something,
and the emphasis is on
accommodating differences
between the parties.
• The very least for which a person
will settle is often referred to as
the bottom line.
• Negotiation is psychological and
verbal. The effective negotiator
always appears calm and self-
• Collective bargaining involves activities
occurring between organized labor and
management that concern employee
relations.
• Management that is perceived to be deaf to the
workers’ needs provides a fertile ground for union
organizers, because unions thrive in a climate that
perceives the organizational philosophy to be
insensitive to the worker.
• Time management is
making optimal use
of available time.
• Good time management
skills allow an individual
to spend time on things
that matter.
1.Technology (Internet, gaming,
e-mail, and social media
sites)
2.Socializing
3.Paperwork overload
4.A poor filing system
5.Interruptions
• Quality control refers to activities that
are used to evaluate, monitor, or
regulate services rendered to
consumers.
• Health-care quality is the degree to which
health services for individuals and
populations increase the likelihood of
desired health outcomes and are
consistent with current professional
knowledge.
Hallmarks of effective quality control programs:
1. Support from top-level administration.
2. Commitment by the organization in terms of fiscal
and human resources.
3. Quality goals reflect search for excellence rather
than minimums.
4. Process is ongoing (continuous).
• Audit is a systematic and official
examination of a record, process,
structure, environment, or
account to evaluate performance.
• Auditing in health-care
organizations provides managers
with a means of applying the
control process to determine
the quality of services
rendered.
• Retrospective audits are performed after the
patient receives the service.
• Concurrent audits are performed while the
patient is receiving the service.
• Prospective audits attempt to identify how future
performance will be affected by current
interventions.
• Outcome audits reflect the end result of care or
how the patient’s health status changed as a result
of an intervention.
• Process audits are used to measure the process of
care or how the care was carried out and assume
that a relationship exists between the process used
by the nurse and the quality of care provided.
• Structure audit includes resource inputs such as
the environment in which health care is
delivered.
• Total Quality Management, also referred
to as continuous quality improvement
(CQI), is a philosophy developed by Dr.
W. Edward Deming.
• The individual is the focal element
on which production and service
depend (i.e., it must be a customer-
responsive environment) and that
the quest for quality is an ongoing
process.
• Toyota Production System is a production system built on
the complete elimination of waste and focused on the
pursuit of the most efficient production method
possible.
• Health-care organizations that use TPS would have
caregivers not only attempt to directly solve problems
at the time they occur, but it would also have them
determine the root cause of the problem, so that the
likelihood of the problem recurring would be
minimized.
• Performance appraisals let employees
know the level of their job
performance as well as any
expectations that the organization may
have of them.
• If employees believe that the
appraisal is based on their job
description rather than on whether
the manager approves of them, they
are more likely to view the appraisal
Trait rating scales Rates an individual against
some standard.
Job dimension scales Rates the performance on
job requirements.
Behaviorally anchored Rates desired job expectations
rating scales on a scale of importance to the
position.
Checklists Rates the performance against a
set list of desirable job
behaviors.
Essays A narrative appraisal of
job performance.
Self-appraisals An appraisal of performance
by the employee.
Management by objectives Employee and management
agree upon goals of
performance to be reached.
Peer review Assessment of work
performance carried out by
peers.
• Be specific, not general, in describing behavior
that needs improvement.
• Be descriptive, not evaluative, when describing
what was wrong with the work performance.
• Be certain that the feedback is not self-serving
but meets the needs of the employee.
• Direct the feedback toward behavior that can
be changed.
• Use sensitivity in timing the feedback.
• Make sure that the employee has clearly
understood the feedback and that the employee’s
communication has also been clearly heard.
1. Safe & quality nursing practice
2. Management of resources &
environment
3. Health education
4. Legal responsibility
5. Ethico – moral responsibility
6. Personal & professional development
7. Quality improvement
8. Research
9. Record management
10. Communication
11. Collaboration &
teamwork
Legal bases:
• Article 3 Sec.9 (c) of R.A. 9173/ “Philippine
Nursing Act 2002”
• Board shall monitor & enforce quality standards of
nursing practice necessary to ensure the
maintenance of efficient, ethical and technical,
moral and professional standards in the practice of
nursing taking into account the health needs of the
nation.
Significance of core competency standards:
• Unifying framework for nursing practice,
education, regulation
• Guide in nursing curriculum development
• Framework in developing test syllabus for
nursing profession entrants
• Tool for nurses’ performance evaluation
Significance of core competency standards:
• Basis for advanced nursing practice,
specialization
• Framework for developing nursing
training curriculum
• Public protection from incompetent
practitioners
• Yardstick for unethical, unprofessional
nursing practice
• The Benner Model is
designed to emphasize
the skill acquisition of
health care
professionals (Benner,
2001).
• Novice, a new practitioner’s practice is driven by
rules and tends to provide task focused care.
• Advanced beginners, providers have developed
safe practice but lack a strong knowledge
base to found their practice and
management skills.
• Competent provider, NPs will find they can prioritize
and begin to use past experiences to form
their care.
• Proficient providers have a good sense of what
their patient situation is and can prioritize
needs and routinely predict accurate outcomes.
• Expert providers, NPs are confident, have an
extensiveknowledge base and will be able to
quickly grasp complex patient situations.
 ADVANCED PRACTICE NURSE (APN)
• The most independent functioning nurse.
• Has a master’s degree in nursing, advanced
education in pharmacology and physical
assessment, and certification and expertise in
specialized area of practice.
 CLINICAL NURSE SPECIALIST
• Nursing expertise in a specialized area of practice
(medical-surgical nursing, psychiatric and mental
health nursing, pediatric nursing, community
health nursing, gerontologic nursing).
 NURSING ADMINISTRATOR
• Manages client care and the
delivery of specific nursing
services within a health care
agency.
• Begins with positions such as
the charge nurse or assistant
nurse manager, then nurse
manager of a specific patient
 NURSE RESEARCHER
• Investigates problems to improve
nursing care and to further define
and expand the scope of nursing
practice.
• Employed in an academic setting,
hospital, or independent
professional or community service
agency.
 SCHOOL HEALTH NURSE
Goal – Superior
educational success by
enhancing school health.
 SCHOOL HEALTH
NURSE
Functions:
• Direct caregiver
• Case finder
• Consultant
• Counselor
• Health Educator
• Researcher
 OCCUPATIONAL HEALTH NURSE
• Specialty practice that
provides for and delivery of
health and safety programs
and services to workers,
worker populationand
community groups.
 OCCUPATIONAL HEALTH NURSE
Functions:
• Promotion and restoration of health
• Prevention of illness and injury and
• Protection from work related and environmental
hazards.
 PARISH NURSE
• The role that gathers in
churches, cathedrals,
temples, mosques, and
acknowledge common faith
traditions.
• Respond to health an wellness
needs within the context of
populations of faith
community.
 PARISH NURSE
Functions:
• Provider of spiritual care
• Health Counselor
• Health Advocate
• Health Educator
• Facilitator of Support Groups
• Trainer or Volunteers
• Liaison to community resources and referral
agent.
 PUBLIC HEALTH
NURSE
• A registered nurse
with special training
community health.
 PUBLIC HEALTH
NURSE
Function:
• Health Advocate
• Care Manager
• Referral Resource
• Health Educator
• Direct Primary Caregivers
• Communicable Disease Control
• Disaster Preparedness
 PRIVATE DUTY NURSE
• A registered nurse or a
licensed practical nurse
who provide nursing
services to patients at
home or any other setting
in accordance with
physician orders.
 HOME CARE NURSE
• A nurse who provides
periodic care to
patients within their
home environment as
ordered by the
physician.
 HOME CARE
NURSE
Functions:
• Health Maintenance
• Education
• Illness Prevention
• Diagnosis and treatment of
disease.
• Palliation and rehabilitation.
 HOSPICE NURSE
• Provides a family centered
care and allows clients to live
and remain at homes with
comfort, independence and
dignity, while alleviating the
strains caused by terminal
phase i.e. at the time of
death.
 HOSPICE
NURSE
Function:
• Pain & symptom control.
• Spiritual Care
• Home Care and impatient Care
• Family Conferences
• Co-ordination of Care
• Bereavement Care
 REHABILITATION NURSE
• A nurse who specializes in
assisting persons with
disabilities and chronic illness
to attain optimal function,
health and adapt to an altered
life style.
 NURSE EPIDEMIOLOGIST
• Monitors standards and
procedures for the control and
prevention of infectious
diseases and other conditions
of public health significance
including nosocomial infections.
• Ang Nars
• Association of Deans of Philippine Colleges of
Nursing (ADPCN)
• Association of Diabetes Nurse Educators of
the Philippines (ADNEP)
• Association of Nursing Service Administrators of
the Philippines (ANSAP)
• Association of Private Duty Nurse
Practitioners Philippines (APDNPP)
• Critical Care Nurses Association of the
Philippines (CCNAPI)
• Gerontology Nurses Association of the
Philippines (GNAP)
• Military Nurses Association of the Philippines
(MNAP)
• Mother and Child Nurses Association of
the Philippines (MCNAP)
• National League of Philippine Government
Nurses (NLPGN)
• Occupational Health Nurses Association of
the Philippines (OHNAP)
• Operating Room Nurses Association of the
Philippines (ORNAP)
• Philippine Hospital Infection Control
Nurses Association (PHICNA)
• Philippine Nurses Association (PNA)
• Philippine Nursing Informatics Association
(PNIA)
• Philippine Nursing Research Society
(PNRS)
• Philippine Oncology Nurses Association
(PONA)
• Renal Nurses Association of the Philippines
(RENAP)
• Society of Cardiovascular Nurse Practitioners of
the Philippines (SCVNPPI)
• Philippine Association of Public Health Nursing
Faculty
• Psychiatric Nursing Specialists Foundation of
the Philippines
• Integrated Registered Nurses of the
 Nursing is to nurture and
care... patient's life is in our
hands,
so love our profession...
ITS A CALLING!
Marquis, B. L., & Huston, C. J. (2011). Leadership Roles and Management
Functions in Nursing: Theory and Application. Philadelphia: Wolters Kluwer
Health/Lippincott Williams & Wilkins.