Assignment 1 6u1040

ASSIGNMENT ON EDUCATION AND TRAINING IN OBSTETRICAL AND GYNAECOLOGICAL CARE

SUBMITTED TO:

SUBMITTED BY:

PROF. MRS. SARAMMA M. S

LEKSHMI P

H O D (OBG DEPARTMENT)

IIND YEAR MSC NURSING

JOSCO COLLEGE OF NURSING SUBMITTED ON – 20/7/2015

STAFF ORIENTATION, TRAINING, AND DEVELOPMENT INTRODUCTION Obstetrics & Gynaecology is that branch of medicine concerned with the study of women’s health and reproduction. The specialty encomes medical, surgical and obstetrical and gynaecologic knowledge and skills for the prevention, diagnosis and management of a broad range of conditions affecting women's general and reproductive health. Specialists in Obstetrics & Gynaecology provide clinical care and education in normal and complicated Obstetrics & Gynaecology. They provide patient and family-centered care in a comionate and respectful fashion. They are committed to advancing the field through education at all levels: undergraduate, postgraduate and continuing education. Specialists in Obstetrics & Gynaecology are dedicated to advancing the science of the field through research. STAFF ORIENTATION Orientation or induction is the process of introducing new employees to an organization, to their specific jobs & departments, and in some instances, to their community. An orientation program principally conveys 3 types of information, namely: a) General information about the daily work routine to be followed b) A review of the organization’s history, founders, objectives, operations & products or services, as well as how the employee’s job contributes to the organization’s needs. c) A detailed presentation of the organization’s policies, work rules & employee benefits. TOPICS COVERED IN ORIENTATION AND TARINING PROGRAMS            

Organizational Issues History of the employer Organization of employer Names & titles of key executives Employee’s title & department Layout of physical facilities Probationary period Product line or services provided Overview of production process Company policies & rules Disciplinary regulations Employee Handbooks SAFETY PROCEDURES & ENFORCEMENT

EMPLOYEE BENEFITS     

Pay Scale & Pay Days Vacations & leaves Rest Breaks Training & Development benefits Counselling

  

Insurance Benefits Retirement program Employer-provided services to employees

OBJECTIVES OF AN ORIENTATION AND TRAINING PROGRAM        

To welcome the new employee, relieve anxieties & make him/her free comfortable. To develop a rapport between the company & the new employees & make them feel part of the organization as quickly as possible. To inspire the new employee with good attitude towards the organization & the job. To acquaint new employees with the organizational goals, history, management, traditions, policies, departments, divisions, products & physical layouts. To communicate to new employees what is expected out of them, their responsibilities and how they should handle themselves. To present the basic information the employee wants to know: rules & regulations, benefits, paydays, procedures & general practices followed in the organization. To encourage the new employee to have an inquiring mind & assist him/her towards a discipline effort in developing additional knowledge. To provide basic skills, & ideas of the business & help the new employee in building effective human relations.

ORIENTATION AND TRAINING PROGRAM An organization needs to make four strategic choices before deg its Orientation Program. These include: Type of Orientation Program 1. Formal or Informal

2. Individual or Collective

3. Serial or Disjunctive

Features/Hallmarks In case of informal orientation, new recruits are directly put on to the job are expected to acclimatize themselves with the work environment & the Organization. In case of Formal Orientation, the management provides a structured program. The individual approach aims to develop far less homogeneous views in individuals about their respective jobs & is also likely to preserve individual differences & perspectives. Collective Orientation aims to socialize individuals with themselves & with the organization as a whole. A serial orientation is the one where an experienced employee inducts a new hire. When new hires do not have any predecessors available to guide them or to model their behavior in the organization, it is

known as disjunctive orientation. Investiture Orientation seeks to ratify (approve) the usefulness of the characteristics that the person brings to the new job. Divestiture Orientation, seeks to make minor modifications in the characteristic of the new hire & this is done to so as to seek a better fit between a new member & the organization.

4. Investiture or Divestiture

COMPONENTS OF A FORMAL ORIENTATION PROGRAM

 HR REPRESENTA TIVE



Organizational issues Employee benefits Specific Job Locations & duties

Special Anxiety reductio n Seminar

To Placeme nt

REQUISITES OF AN EFFECTIVE ORIENTATION PROGRAM    

To prepare new employees To determine information, which the new employees might want to know To determine how to present information Completion of paperwork.

EVALUATION OF ORIENTATION PROGRAM: A systematic orientation program should have an evaluation & follow-up. To measure how well the orientation program has met its objectives, the Hr manager may use:      

Testing or questionnaires The checklist Evaluation forms or opinions Discussions with immediate supervisors of newly oriented employees Formal or informal interviews during probationary periods or at the end of a month’s employment. Exit or terminal interviews. STAFF DEVELOPMENT

Staff development refers to all training and education provided by an employee to improve the occupational and personal knowledge skills and attitudes of vested employees

Functions The main purpose of staff development is to provide educational activities for all nurses employed by health care agencies directed towards change in behaviour related to role expectations which build up on the individuals varying educational and experimental basis Types Staff development includes formal and informal , group and individual training and education Staff development activities include the following     

Induction training Job orientation In-service education Continuing education Training for special functions-mgdt training, team building techniques etc

1.Induction training It is a brief, standardized indoctrination to an agencies, philosophy, purpose, policies and revolutions given to each worker during her or his first two or three days of employment inorder to ensure his or her identification with agencies philosophies goals and norms 2.Orientation An individualized training programme indented to acquaint a newly hired employee with job responsibilities work place, clients and co workers Purpose     

To reduce start up cost To reduce anxiety To reduce employee turn over To save time for supervisor an co workers To develop realistic job expectations, positive attitudes and job satisfaction

3.In service education It is a planned instructional or training programme provided by an employing agency in the employee setting and designed to increase competence in a specific areas Types Centralized approach In nursing service department one department will hold the responsibility for improvement of knowledge skills practice of the nursing staff Decentralized approach

This is planned for staffing who worked together, giving care for clients with similar conditions and share common nursing goals Co ordinate or combined approach There will be a central nursing in service education department consists of nurse in each division, who holds leaderships responsibilities for staff development activities, whose time is devoted fully for teaching learning situations 4. Continuing education Continuing education in nursing consists of planned learning experiences beyond a basic nursing educational programme. These experiences are designed to promote the development of knowledge skills and attitudes for the enhancement of nursing practice, thus improving health care to the public Functions     

To meet health needs and public expectations Recruitment functions To improve communication To ensure the qualities of education To maintain academic standards

5.Training for special functions a) Management training – this is a form of SD that is growing in popularity. Management development is an educational as well as training activity. It occurs in a situation that closely resembles the application of the required skills or knowledge to maximize transfer of training b) Organization development – this is a method for improving the process by which employees interact to achieve organizational goals to feed back and disclosure

CLINICAL TEACHING PROGRAMMES Clinical teaching workshops and courses are important for preceptor development. Most nurses practitioners and midwives can become better clinical teachers when they are exposed to information and teaching strategies for educating health science students. CHARACTERISTICS OF EXPERT CLINICAL TEACHERS     

Competence A broad base of knowledge in their chosen field Respect for students and patients Accessibility and iveness Being well organized

    

Giving clear direction to students about what is expected Teaching in practical, engaging manner Providing frequent, nonthreatening Teaching at the students level Continuously reflecting on their teaching successes and failures

TEACHERS REQUIREMENTS    

Clinical competence Familiarity with clinical environment Role clarification Understanding of the students individual differences

METHODS OF CLINICAL TEACHING Case study A case study is a research method common in nursing practice. It is based on an in depth investigation of a single individual or group patients. It includes collecting data, analyzing information and reporting the results. Case method It is an organizational mode for allocation of nursing staff in which one nurse is assigned to provide total nursing care to one or more patients. Grand rounds Nursing grand rounds are ritual of nursing clinical education and inpatient care, consisting of presenting the medical problems and treatment of a particular patient to an audience consisting of instructors, tutors and nursing students. Discussion and clinical conferences It is a formal presentation and opposition of a specific motion. Self directed learning Self directed training includes the learner initiating the learning, making the decisions about what training and development experiences will occur and how. Clinical simulation Clinical simulations are health care education procedures used to teach health care students how to perform various tests and procedures. Clinical simulations allow health care students to learn even when real patients are not available, and endangering patients lives in the process of learning. CLINICAL TEACHING CHALLENGES

Preceptors are pressured to see more patients in less time and worried about being slowed down by students. It can be difficult to arrange additional examination rooms or call rooms for learners. The atmosphere in the health facility may be chaotic and stressful, as hospitals and practices merge, dissolve and change to survive. Students face multiple stresses that affect their clinical experience, including time and financial pressures, long commutes, juggling responsibilities for family, work and school, insufficient time to study and for some, the role change from expert nurse to novice midwife or APN. Faculty in research intensive universities face increasing pressure to public and secure research grants, leaving less time available to work with students and preceptors. BENEFITS     

Problem solving skills Critical thinking skills Decision making ability Psychomotor skills enhancement Interpersonal skills development

CONCLUSION Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that s the growth and development needs of the individual employee.For employee training and development to be successful, management should provide a well-crafted job description - it is the foundation upon which employee training and development activities are built. BIBLIOGRAPHY Textbooks 1) B T Basavanthappa. Nursing istration. Ist edn. New Delhi: Jaypee brothers; 2000.

2) Joginder Vati. Principles and practice of Nursing Management and istration. 1st edition. Jaypee publishers. Page no – 664- 678 3) Tabish S. A. Hospital and Nursing Home Planning, Organization and Management. New Delhi. Jaypee brothers medical publishers, 2003. Page no: 213- 220. 4) Davis N, Lalour M. Health Information Technology. Missouri:Elsevier;2007. 5) Marquis B.L, Huston c.j, Leadership Roles and Management Functions in Nursing: Theory and Application. Philadelphia: Lippincott; 2006. Internet 1) Function of nursing management- Nursing management- open access articles on nursing management http://currentnursing.com/nursing_management/staffing_nursing_units.html 2) High power committee on nursing in India http://nursingplanet.com/nr/blog6.php/2009/11/21/high_power_committee_nursing_india 3) Staff Inspection Unit http://finmin.nic.in/the_ministry/dept_expenditure/staff_inspection_unit/index.html 4) Indian Nursing Council http://www.indiannursingcouncil.org/pdf/Resolution-circular-1203-2007.pdf 5) Staffing in nursing management http://www.idoub.com/doc/16245136/Staffing-inNursing-Management 6) Staffing in the 21st Century: New Challenges and Strategic Opportunities http://jom.sagepub.com/content/32/6/868.abstract.