Problem solving
C H A P T E R
2
Introduction to
Management
and Management
Decision Making
The roles of the nurse manager and nurse
executive have evolved significantly in response
to changes in the healthcare industry in the last
20 years.
—Carol S. Kleinman
24
Throughout history, nursing has been required to respond to changing technological
and social forces. The new managerial responsibilities placed on organized nursing
services require nurse administrators who are knowledgeable, skilled, and competent
in all aspects of management. Now more than ever there is a greater emphasis on the
business of health care, with managers being involved in the financial and marketing
aspects of their respective departments. To confront expanding responsibilities and
demands, the manager’s role must take on new dimensions to facilitate quality out-
comes in patient care and meet other strategic institutional goals and objectives.
Although, management functions are similar in every discipline and across soci-
eties, changes in the healthcare industry in the last 20 years have been so dramatic
that nurse managers have had to bring a new cadre of skills into a dynamic and rap-
idly changing managerial role (Kleinman, 2003).
The relationship between leadership and management continues to prompt
some debate, although the literature demonstrates the need for both (Trent, 2003;
Zaleznik, 2004). Whereas management emphasizes control–control of hours, costs,
salaries, overtime, use of sick leave, inventory, and supplies–leadership increases
productivity by maximizing work force effectiveness.
Leadership is viewed by some as one of management’s many functions; others
maintain that leadership requires more complex skills than management and that
management is only one role of leadership; still others delineate between the two.
But if a manager guides, directs, and motivates others and a leader empowers oth-
ers, then it could be said that every manager is a leader.
Management and leadership are, however, first artificially separated in this
chapter so that there is a full understanding of the functions of management. The
following are some of the characteristics of managers:
• Have an assigned position within the formal organization
• Have a legitimate source of power due to the delegated authority that
accompanies their position
• Are expected to carry out specific functions, duties, and responsibilities
• Emphasize control, decision making, decision analysis, and results
• Manipulate people, the environment, money, time, and other resources to
achieve organizational goals
• Have a greater formal responsibility and accountability for rationality and
control than leaders
• Direct willing and unwilling subordinates
Historically, strong management skills were valued more
Effective
Leadership and
Management in
Nursing
Ninth Edition
Eleanor J. Sullivan
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Library of Congress Cataloging-in-Publica
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Leadership Roles and
Management Functions
in Nursing
Theory and Application
Bessie L. Marquis, RN, MSN
Professor Emeritus of Nursing
California State University
Chico, California
Carol J. Huston, RN, MSN, DPA, FAAN
Director, School of Nursing
California State University
Chico, California
8th EditionEighth Edition
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8th edition
Copyright © 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins.
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Library of Congress Cataloging-in-Publication Data
Marquis, Bessie L., author.
Leadership roles and management functions in nursing: theory and application/Bessie L. Marquis, Carol
J. Huston.—8th edition.
p. ; cm.
Includes bibliographical references and index.
ISBN 978-1-4511-9281-0 — ISBN 1-4511-9281-9
I. Huston, Carol Jorgensen
Outline:
· Definition of problem and problem solving.
· Problem Solving Methods.
· Problem Solving Models.
· Vicarious Learning To Increase Problem-Solving And Decision-Making Skills.
· Advantage and disadvantage of Group Problem Solving.
· Stumbling Blocks.
References
· Sullivan E.J. & Decker P.J. (2018). Effective Leadership & Management in Nursing.9th ed. Pearson Prentice Hall.
· Leadership roles and management functions in nursing: theory and application/Bessie L. Marquis, Carol J. Huston.—8th edition.
· Deniz Kocoglu, R. N., et al. “Problem solving training for first line nurse managers.” International Journal of Caring Sciences 9.3 (2016): 955.
· https://graduateway.com/problem-solving-methods-nursing/
PROBLEM SOLVING RUBRIC
Capstone
4
Milestones
3 2
Benchmark
1
Define Problem Demonstrates the ability to
construct a clear and insightful
problem statement with
evidence of all relevant
contextual factors.
Demonstrates the ability to
construct a problem statement
with evidence of most relevant
contextual factors, and problem
statement is adequately detailed.
Begins to demonstrate the
ability to construct a problem
statement with evidence of
most relevant contextual
factors, but problem statement
is superficial.
Demonstrates a limited ability
in identifying a problem
statement or related contextual
factors.
Identify Strategies Identifies multiple approaches
for solving the problem that
apply within a specific context.
Identifies multiple approaches
for solving the problem, only
some of which apply within a
specific context.
Identifies only a single
approach for solving the
problem that does apply within
a specific context.
Identifies one or more
approaches for solving the
problem that do not apply
within a specific context.
Propose
Solutions/Hypotheses
Proposes one or more
solutions/hypotheses that
indicates a deep comprehension
of the problem.
Solution/hypotheses are
sensitive to contextual factors
as well as all of the following:
ethical, logical, and cultural
dimensions of the problem.
Proposes one or more
solutions/hypotheses that
indicates comprehension of the
problem. Solutions/hypotheses
are sensitive to contextual
factors as well as the one of the
following: ethical, logical, or
cultural dimensions of the
problem.
Proposes one
solution/hypothesis that is “off
the shelf” rather than
individually designed to address
the specific contextual factors
of the problem.
Proposes a solution/hypothesis
that is difficult to evaluate
because it is vague or only
indirectly addresses the
problem statement.
Evaluate Potential
Solutions
Evaluation of solutions is deep
and elegant (for example,
contains thorough and
insightful explanation) and
includes, deeply and
thoroughly, all of the following:
considers history of problem,
reviews logic/reasoning,
examines feasibility of solution,
and weighs impacts of solution.
Evaluation of solutions is
adequate (for example, contains
thorough explanation) and
includes the following:
considers history of problem,
reviews logic/reasoning,
examines feasibility of solution,
and weighs impacts of solution.
Evaluation of solutions is brief
(for example, explanation lacks
depth) and includes the
following: considers history of
problem, reviews
logic/reasoning, examines
feasibility of solution, and
weighs impacts of solution.
Problem Solving
Prepared by:
Fadiah Abdullah Kariri
Zahrah Mohammed Dallak
Huda Alonazi
Outline:
Definition of problem and problem solving.
Problem Solving Methods.
Problem Solving Models.
Vicarious Learning To Increase Problem-Solving And Decision-Making Skills.
Advantage and disadvantage of Group Problem Solving.
Stumbling Blocks.
Definition
Problem
“a deficiency or undesired situation”( Le Storti et al.,1999)
Problem solving
Problem solving is the process of designing, evaluating and implementing a strategy to answer an open-ended question or achieve a desired goal.
Focused on trying to solve an immediate problem, which can be viewed as a gap between “what is” and “what should be”
Problem-Solving is a skill that can be learnt; many times by role modeling and mentoring.
Decision-making relies on scientific problem-solving process.
Problem-solving Methods
1.Trial-and-error method
People with little management experience tend to use the trial-and-error method, applying one solution after another until the problem is solved or appears to be improving. These managers often cite lack of experience, time, and resources to search for alternative solutions.
Heuristics (which are defined as shortcut mental strategies that help simplify information) use trial-and-error methods or a rule-of-thumb approach to problem solving, rather than set rules.
2. Experimentation
Involves testing a theory (hypothesis) or hunch to enhance knowledge, understanding, or prediction. Data are collected and analysed and the results interpreted to determine whether the solution tried has been effective.
3. Past experience and intuition
Everyone has various and countless experiences. Individuals build a repertoire of these experiences and base future actions on what they have considered successful solutions in the past.
Intuition relies heavily on past experience and trial and error. The extent to which past experience is related to intuition is difficult to determine, but nurses’ wisdom, sensitivity, and intuition are known to be valuable in solving problems.
Some problems are self-solving
YES NO
Question
Although the postoperative assessment of a client reveals no abnormalities, the nurse believes the client’s condition is deteriorating and orders frequent vital signs. This intervention was made on the basis of which type of problem solving
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