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BUREAUCRATIC LEADERSHIP

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by

AYSEL HUSEYIN

on 21 September 2013

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Transcript of BUREAUCRATIC LEADERSHIP

BUREAUCRATIC LEADERSHIP
STYLE
Definition:Peate (2012), states that bureaucratic leaders adopt a highly structured approach;they tend to adhere to policy,process and procedures taking a step-by-step systematic approach to tasks,ensuring that all areas are covered .


The focus is on
GETTING THE JOB DONE!!!!
Main Characteristics
> Discipline
>Rules orientated
>by-the-book management
>Position of Power
>Fixed,rigid and inflexible rules
>structure and direction
>adhere to without question
>acts exact specific way to ensure safety and/or accuracy

Peate (2012)
>Clinical audits
>Evidence based guidelines
>Practices within evidence based framework
>Collaborates with the interdisciplinary health care team to provide comprehensive nursing care
>Risk management

Crisp,Taylor,Douglas and Rebeiro (2013) states that

"Continuous quality improvement in health care setting is the ongoing improvement of the delivery,quality efficiency and outcome of patient care and services"

ANMC (2006)
National competencies that relate to quality improvement
Max Weber










>Philosopher
>Political economist
>Sociologist
(1947)





>Application of Bureaucratic leadership in Clinical practice
>Dangerous environments
>Serious safety risks
(Peate, 2012).
Infection control
Hand Hygiene
Incident Management Policy
Medication Handling
OH& S and injury Management Policy
http://www.health.nsw.gov.au/policies/Pages?default.aspx (NSW Ministry of Health).
>Advanced life support for Adults/pediatric
>ANMC
(Crisp and Taylor,2013)
Phases of Quality improvement

Criteria/standard is determined
Establish control criteria
>
Identify the information relevant to the criteria
>
determine ways to collect the information
>
Collect and analyse criteria
>
make a judgement about quality
>
provide information and take action regarding findings
>
Reevaluation



(Maquis and Huton ,2009)
Measures of Quality Improvement








>Performance data
>Program evaluation
>Surveys (local/international
>Quality improvement
studies

(Tomey,2009)
Adverse monitoring /Risk management
>Dynamic and challenging enviroment
>Consideration of healthcare economics
>Human resource management
>The ageing population
>legislative issues affecting health care
>Planning theory
>Evidence Based Practice



(Marquis and Huston ,2009)
NSW Ministry of Health.(n.d). Policy directives and guidelines.Retrieved September 11,2013,from
http://www.health.nsw.gov.au/policies/pages/default.aspx


Peate,I. (2012).The student's guide to becoming a nurse (2nd ed.).Chichester,West Sussex:Wiley-Blackwell.


Tomey,A.(2009) Nursing leadership and mamanagement effects work environments.Journal of Nursing Management, 17(1)15-25.doi:10/1111/j.1365-2834.2008.00963

The end
References:
Crisp,J. &Taylor,C.(2913).Potter &Perry's fundamental of nursing (4th ed.).Chatswood,N.S.W:Mosby.

Kelly,P. (2010).Essentials of nursing leadership &management (2nd ed.). Clifton Park,New York:Delmar Cengage Learning.

Marquis,B,L., &Huston, C,J (2009).Leadership roles and mamangement functions in nursing: Theory and application.Philedelphia:Wolters Kluwer/LippincottWilliams and Wilkins




Process of Quality Improvement

Designed to promote smooth operations,benefiting individuals within the healthcare team.Traits include:Division of labour(nurse,doctors,therapists,dietician,
social worker) Hierachy,rules and regulations and emphasis of technical competence

(Kelly,2008)

>More rules,regulations and structure within an organisation.

>Allows for effective patient care

>cover nurses legally.

>Better nurse education

>Reevaluating evidence based research
(Kelly,2009)
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