Leadership And The Delegation In Nursing Nursing Essay

Leadership And The Delegation In Nursing Nursing Essay Florence Nightingale once said, But then again, to look to all these things yourself does not mean to do them yourselfà ¢Ã¢â€š ¬Ã‚ ¦But can you insure that it is done when not done by yourself. (p. 17). These words, written in her Notes on Nursing, spoke of the idea of delegation in nursing. Over the years, delegation has become increasingly important in the nursing profession. It is important for a nurse to understand how to delegate to others efficiently without compromising patient safety or facing a lawsuit. This can sometimes prove to be a harder task than one might think, especially for a new graduate who has no experience with delegation. However, there are certain guidelines set in place that, if followed, will enable you to delegate tasks safely, properly, and effectively. Delegation is defined as the transference of responsibility and authority for an activity to a competent individual (Berman Snyder, 2012). When delegating a task to another individual, there are five rights of delegation that must be considered. The five rights of delegation include the right task, the right circumstance, the right person, the right communication and the right supervision (Tomey, 2009). The first right, the right task, takes into consideration whether it is within a persons scope of practice to perform the task being delegated. A specific task that can be delegated to one person may not be appropriate for another person, depending on each persons experience and individual skill sets. Also, a task that is appropriate for one person to perform with one client may not be appropriate with a different client or the same client under altered circumstances. (Berman Snyder, 2012) A lot of times, a list of tasks that can and cannot be delegated can be found in the nurse practice act for the state of practice. In addition to considering if a task is within a persons scope of practice, the nature and complexity of the task to be delegated should also be considered. Only activities that have a predictable outcome and are done the same way every time should be delegated (Sheehan, 1998). For example, it is okay to delegate a task such as taking a blood pressure or measuring urine output. Tasks that are more complicated or could hurt a patient, such as changing a patients surgical dressing, should not be delegated. The right circumstance is the second right of delegation. Even if a person has the ability and is allowed to perform a certain task, it is important to consider the circumstances before delegating. For example, ambulating a patient is a task that can normally be delegated to a nursing assistant. However, if you consider a patient who is post-op for a hip replacement and has a history of hypotension and anemia, this task would not be appropriate to delegate to a nursing assistant or any other person who does not have the necessary training to know what to do if the person were to become unstable. Generally, appropriate activities for consideration in delegation decision making include those which frequently reoccur in the daily care of a client or group of clients, which do not require the UAP to exercise nursing judgment, do not require complex and/or multi-dimensional application of the nursing process, for which the results are predictable and the potential risk is minimal, and which utilize a standard and unchanging procedure. (National Council of State Board Nursing, 1997) The third right of delegation is the right person. It is important to consider who the best person would be to handle a given situation. This means taking into consideration whether or not a person has the knowledge, skill, and competency to perform the task. Also, it should be considered whether or not the person has performed the task in the past and if not, if they need supervision in performing the task. The RN must consider qualifications, job descriptions, and competency when delegating task to various caregivers. Qualifications are generally determined by state licensure or certification, and the RN may reference hospital policies and procedures, job descriptions, published state practice acts, or unit guidelines if unfamiliar with specific qualifications. For instance, an LVN/LPN may be permitted by license to draw blood in some states. In other states the LVN/LPN must have an additional certification to draw blood. (Osborn, 2010) The fourth right of delegation is the right communication. It is very important when delegating a task to another person to make sure and communicate what is needed. This means not only telling the person what to do, but giving all information that will be needed in order to perform the task. For example, when assigning the task of taking a patients blood pressure to someone, it is important to include when they need to be taken, as well as restrictions that may be needed such as to only use the left arm. In addition, specific instructions need to be given about when information should be reported back to you and any information that should be reported back immediately. For instance, if you assign the task of taking a patients blood sugar to a nursing assistant, it is important to make sure that he or she knows what a normal reading and that any readings that are not in the expected range should be reported immediately. It is also important to make sure that all instructions are unde rstood by the person you assigning the task to and if any supervision may be needed. The fifth right of delegation is the right supervision. It is very important that any time you delegate a task, you make sure that it has been done correctly and completely. At times, a task that is delegated will be completed under direct supervision. For example, when teaching a student to insert a foley catheter, you will be with them during the task guiding them through the process. It is not always possible to be present to directly supervise all tasks that you have delegated, even though you are still ultimately accountable. It is critically important to make sure and oversee the progress on the tasks that you have delegated to ensure they are properly executed, The Board of Nursing has the legal responsibility to regulate nursing practice and provide guidance regarding delegation of nursing tasks. The licensed nurses specialized education, professional judgment and discretion are essential for quality nursing care. Nurses are uniquely qualified for promoting the health of the whole person by virtue of their education and experience. Nursing is a knowledge-based process discipline and cannot be reduced solely to a list of tasks. Therefore, the nurse must coordinate and supervise the delivery of nursing care, including the delegation of nursing tasks to others. While some nursing tasks may be delegated to unlicensed assistive personnel (UAP), the practice-pervasive functions of assessment, evaluation and nursing judgment must not be delegated. All decisions related to delegation of nursing tasks must be based on the fundamental principle of protection of the health, safety and welfare of the public. The issues surrounding delegation are compl ex and multi-faceted. It is the responsibility of the licensed nurse to determine which tasks can be appropriately delegated and accept accountability for the outcomes. Assigning unqualified persons to perform nursing care functions, task or responsibilities and or failing to effectively supervise persons to whom nursing functions are delegated or assigned constitutes misconduct. (South Carolina Board of Nursing, 2010) In order to be able to delegate efficiently and effectively, it is important to consider the four principles of delegation. The first is the principle of result excepted, which suggests that before delegating a task to someone, you should be able to clearly define the goals and results that are expected of them. In other words, as a nurse, you should be able to perform the skill that you are delegating to another person and be able to teach about it if necessary. The second principle is the principle of parity of authority and responsibility , which says that when delegating a task, you should choose a person who is capable of doing the job on their own and not impress excessive authority. The nurse should know the regulations in the state of practice regarding which tasks can be delegated to another person and those which should be done by only an RN. The third principle is the principle of absolute responsibility. This principle says that when delegating care to another person, the RN should be aware that he/she is the one who is ultimately responsible. It is very important to supervise tasks which have been delegated in order to ensure the safety of all patients and of her own license. The fourth principle is the principle of authority, which suggests that you should only delegate tasks that are within your jurisdiction. If you are ever in doubt about an important decision, you should consult someone in a higher position about the issue. Also, you should understand which tasks you are allowed to delegate and which tasks that only you should be performing. You should also consider that there are some situations that do not require tasksto be delegated in order to be performed. For example, in assisted living facilities, care is provided to patients without having to have delegated by an RN. (Management Study Guide, n.d.). It is very important as a nurse to consider all aspects that go into delegating tasks to others. When all the guidelines are followed correctly a good judgement is used when choosing who to delegate a task to, delegation can be a great tool that nurses can use. Your floor will run smoothly and you will be able to more efficiently care for your patients. It is of utmost importance that we as health care providers put the care and needs of the patients first when making decisions that could affect their treatment and ultimately their lives.

Advocacy for poverty

Maya Coney Crystal Snyder Adam Smith Kyle Parker Need For Advocacy: We want to advocate for those In poverty. The world has enough food to feed everyone but food distribution Is uneven between social classes. Due to this Inequality, we have chosen different options on how to reduce this Issue. People of poverty often face problems with prejudice, Judgment, misunderstanding, and discrimination. We want to help reduce hunger In our community In the Valhalla Beach area and DOD community as well. We also want to help provide clothing to the underprivileged.All of which will help provide awareness for people experiencing poverty. Plan Development: Our group is going to participate in the spirit Friday Food Drive at ODD main campus. The event is scheduled for September 27, 2013. Students are asked to provide nonperishable goods for collection. Our group also plans to participate as a volunteer in the Food Bank of Southeastern VA on November 1 5, 2013. In addition to these two events and ac tivities, we plan to also participate in Meals and Wheels in November as well. Plan Implementation: Our group plans to create a flier.On this flier, we plan to create an event for which students at the V Higher De Center can donate nonperishable goods. After creating the flier, we plan to coordinate the donation event in accordance with the flier. In the donation event, we also plan to collect clothing for donation to local thrift stores, like Goodwill or Salvation Army. To help spread awareness, we plan to forward any school sponsored events from ODDS directed towards poverty to students that attend campus classes. Assessment of Advocacy Project: Individual/ Personal Reflections (4, 1 for each member of the group)Advocacy for poverty By tackles 82 We want to advocate for those in poverty. The world has enough food to feed everyone but food distribution is uneven between social classes. Due to this inequality, we have chosen different options on how to reduce this issue. People of d iscrimination. We want to help reduce hunger in our community in the Virginia Beach area and ODDS community as well. We also want to help provide clothing to the Our group is going to participate in the spirit Friday Food Drive at ODDS main campus. In the Food Bank of Southeastern VA on November 15, 2013.

Why Was Swanwick Station the busiest station in England for a few weeks each year in the 1930’s, and why did this cease to be the case?

The strawberry industry was the farming and distribution of the finest strawberries in Hampshire. In this project I will explain why Swanwick station was the busiest in England in the 1930's. I will also explain why the strawberry industry developed and declined, and how these events changed life around the area. This area I will be researching is Swanwick, Locks Heath, Warsash and Ticthfield. I will do this by visiting each of these sites and taking photographs. I will also be looking for places that have some significance to the industry such as Swanwick station, or old pubs etc. I am hoping to find out more about the strawberry industry in the 1930's, and I will hope to find out why the industry built up so fast, but declined just as fast. The Site Today Today, the site has clues as to how important the industry was. For example, MOJ Engineering is a building which used to be a basket factory, at the top of Duncan Road in Swanwick. At the bottom of Duncan Road is Swanwick Station, a two platform train station operating into Southampton, Portsmouth and London. The Q8 petrol station and the pub/restaurant The Talisman is in Park Gate, off the A27. Opposite Brookfield School in Sarisbury is a road called Strawberry Hill. This is a dead end road, but has brand new traffic lights for the main road at the bottom of the hill. The Joseph Paxton pub and the off-licence â€Å"Threshers† in Park Gate are both relevant to this study. Photos from the Site Today This is a photo of MOJ Engineering. The faded writing on the wall reads â€Å"Swanwick and District Basket Factory.† This is the outside of Swanwick Station today. The Talisman at Park Gate The Village Inn; used to be the inn for railway commuters. The Site As It Was and How The Industry Developed The site was completely different to what it is today, as it has endured many changes. In 1872, the strawberry industry picked up, and soon there were many growers across Swanwick, Warsash and Park Gate. They were mainly situated in the well known strawberry fields. As the industry developed, Swanwick train station was built. It was completed in 1888 and had the job of transporting the strawberries to London and various other places. Wicker baskets to hold the strawberries were transported in from Winchester Jail made by prisoners. However in 1913 the Swanwick and District Basket Factory was established adjacent to the station. It produced light and attractive plastic punnets. A successful season was critical for the industry and at encouraging moments during the growing period, prayers were offered for fair weather and a healthy crop as this was the growers' only source for income. During the season – usually mid June to mid July -the picking started as early as 4am for the 10am trains to places such as Aberdeen, Glasgow and Dublin. Because picking was hard, thirsty work, the local off-licence would supply a firkin of beer (about 9 gallons) everyday to each field throughout the season. The workers would receive a glass after 1000 baskets of strawberries had been picked. The fruit from the area was known in the trade as â€Å"Southamptons† and was soon recognised as been of a superior quality to that of competitors in Cornwall. The first variety of berry grown in the area was known as the â€Å"Maud† and was about the size of a thimble. Later came the â€Å"Joey† or â€Å"Paxtons†, short for Sir Joseph Paxton who was the producer of this strain, being much larger then the â€Å"Maud† and was considered by many experts to be the most delicious berry ever grown. Later servicemen from the Great War returned to look for jobs, and found strawberry growing to be the most suitable, as it would earn them sufficient amounts to support a family for the whole of the year. During the season, Swanwick was over-flowing with the horses and carts which transported the strawberries from the fields to the station. Strawberry Hill was a road in which they travelled by, as you can tell by the name. â€Å"It was recorded by some means that in the 1928 season 1,287,925 baskets left Swanwick station for London to take advantage of the lucrative markets there.† Much of the crop was grown for London markets, whose salesmen spoke highly of the local fruit. â€Å"Up to sixty pair-horse wagons were needed to convey the fruit from Waterloo to the markets.) The land around the area was perfect for growing strawberries, but only strawberries as it didn't have the right nutrients for other crops, which is a reason why the industry developed, as they had no competition. The availability of pickers was immense, as gypsies would invade the area as pickers for the picking rate of a penny farthing per 4 pound chip basket or 6 pence per hour. Whole families would work up to 18 hours per day. This was good for the industry as it meant more work could be done faster meaning more income. Photos from The Site As It Was Why did the Industry Decline? The sudden boom of strawberry growing was a success but it was in 1913 that a new variety of berry was to prove disastrous to the growers. The â€Å"Madame La Fevebre† was favoured and was for several years known as a good cropper. However it was this variety that brought the deadly disease â€Å"root – rot† to the area. As a consequence, crops were badly hit and this coupled with the depression led to many growers going bankrupt. started to deteriorate in the 1930's. One of the main reasons was that the earth was basically exhausted. Growers had used the land to the extent that it would no longer yield the crops. The Depression, late frosts in 1938 and finally the outbreak of war hastened the decline of the industry in the 30's. The survivors from the war realised that there were better jobs on offer, and didn't return to growing strawberries. There was a lot of competition from foreigners as well, as their crops ripened earlier and were sold cheaper. This was a problem for local growers as with this competition, they weren't getting the money they needed to support their families. Around this time (30's/early 40's) air transport was developing, so England was experiencing foreign strawberries. The growth of supermarkets instead of small fruit markets meant they needed â€Å"perfect† strawberries, and with all the problems in the area, the standards declined. Along with the developing supermarkets, the land originally used for crops was being increased to build houses on. By the 1940's the trend was general produce such as potatoes and tomatoes (for the rationing during the war.) However this growth of produce continued after the war and competed against strawberry growers. 1949 was particularly bad for them as Nurseries were developing all round the district with vast areas under glass. â€Å"Locks Heath Nurseries† boasted the largest greenhouse in Hampshire given over to the cultivation of tomatoes. To Conclude†¦ Looking back to the 40 boom years or so from the 1870's Locks Heath has been established all because of their strawberries. Nowadays they are associated with the recent phenomenon of â€Å"pick your own.† There are few memories left from this time, such as the station, and the basket factory etc, but the seasonal frenzied activity which included every citizen of Locks Heath, young and old, every year are now long since over.

Career Development Plan - 1537 Words

Career Development Plan Part II Training amp; Mentoring Program Leon Stovall University of Phoenix MEMORANDUM FOR CEO InterClean Inc. FROM: Sales Manager SUBJECT: Sales Team Training amp; Mentoring Plan As a result of the recent selection of our new sales team, I have created a training and mentoring plan. I have attached to this memo a training plan which outlines topics such as, new training and mentoring needs, objectives of the program, performance standards, delivery methods, content, time frames for training, evaluation methods, feedback, and remedial training. Please review this memo and attached plan, and provide any necessary input. If you have any questions you may contact me at tel: 505-463-9714 or email at:†¦show more content†¦* Lists available training courses, identifies sources of the training, and provides the training methods. Objectives of the training and mentoring program. The objectives of InterClean’s training program are clear and concise and include the following: * Relay information that is useful in building a solid sales technique and improve upon the overall sales percentage of the member. * Interject valuable customer service techniques that will provide sales team members a way to ensure customers return after sales are closed. * Ensure sales team members are confident in their abilities and stay current with the products, services, existing and future clients, the latest sales techniques, and technology through initial, remedial, and recurring training. * Provide specific training for the different levels of the sales team i.e. new hires, experienced members, and management. Performance Standards. InterClean sales team training performance standards are based on the following criteria: * New hires performance will be based on a go/no go standard. 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