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Nursing management consists of the performance of the leadership functions of governance and decision-making within organizations employing nurses. It includes processes common to all management like planning, organizing, staffing, directing and controlling.
Experts demonstrate seamless integration of perception and action. An expert chef creates dishes without recipes, intuitively adjusting techniques and ingredients based on specific circumstances. Expert drivers intuitively lift their foot off the accelerator rather than braking. Their performance happens without deliberation or decision-making.
Each behavioural change theory or model focuses on different factors in attempting to explain behaviour change. Of the many that exist, the most prevalent are learning theories, social cognitive theory, theories of reasoned action and planned behaviour, transtheoretical model of behavior change, the health action process approach, and the BJ Fogg model of behavior change.
Clinical audit is the review of clinical performance, the refining of clinical practice as a result and the measurement of performance against agreed standards – a cyclical process of improving the quality of clinical care. In one form or another, audit has been part of good clinical practice for generations.
Performance is a measure of the results achieved. Performance efficiency is the ratio between effort expended and results achieved. The difference between current performance and the theoretical performance limit is the performance improvement zone. Another way to think of performance improvement is to see it as improvement in four potential areas:
Nurse education consists of the theoretical and practical training provided to nurses with the purpose to prepare them for their duties as nursing care professionals. This education is provided to student nurses by experienced nurses and other medical professionals who have qualified or experienced for educational tasks, traditionally in a type of professional school known as a nursing school ...
Participative decision-making (PDM) is the extent to which employers allow or encourage employees to share or participate in organizational decision-making. [1] According to Cotton et al., the format of PDM could be formal or informal. [2]
When performance appraisal measures are run down, they typically need to be replaced by new measures. In the sciences, overlapping data is useful, in that it they can be used to confirm or disprove a given hypothesis. In management, however, overlapping measurements are considered redundant, rather than a useful indication of reliability.