Ethics in the key process of health administration

1. ETHICS IN THE
KEY PROCESS OF
HEALTH
ADMINISTRATION
Reporter:
CHARLES KEVIN C. INES
GLENCEL TOMAS
ORLY CORPUZ
CHRISTEL ADRIANO

2.  A. Planning means setting the future
direction of your department or organization
and includes your ability to meet community
needs. Planning also includes establishing
mission, vision, goals and objectives.

3.  Ethics Application:
 -The ethics of data integrity, information, presentation,
and overall communication are just a few areas that
should be considered.
 -Planning decisions ultimately rest on the quality of the
data used to make them. If these data are collected
appropriately, honestly recorded, and fully considered
you have better chance of making decisions that
succeed. Ethics has a major influence on the quality
and integrity of any data set. Ethics of those
responsible for its collection must be considered. If they
do not see this task as important, they might be
tempted to rush through. Too much speed can lead to
errors and omissions and give you poor quality data.

4.  As an HCA, you have a duty to educate your
staff concerning the use of the data they
collect and the need for integrity.

5.  B. Organizing-the organizing
function of healthcare administration
includes deciding what it takes to
accomplish the goals of the
organization. It also includes the
correct placement of activities,
materials, and staff to accomplish
the goals and objectives of the
strategic plan. In addition the
organizing function involves
designing specific jobs and
educating staff about how to do
those jobs.

6.  Ethics Application:
 -There is great potential for ethics
challenges within the organizing function.
One of these challenges includes the
ethics of design, matching, and
delegation. Job design and redesign are
important steps in the organizing
function. These steps may lead to either
success or failure of healthcare
organizations. Specifically, designing
jobs to be both effective and efficient
conserves scarce resources by avoiding
unnecessary use and waste.

7.  C. Staffing- is a separate function of
management. This function considers
both recruitment and hiring efforts to
assure quality employees. It requires a
balance between the need for quality
employees and labor costs. In addition,
the staffing function includes
documentation of current licensure and
training for maintaining staff
competence. Performance evaluations
and improvement planning are included
in this management function as well.

8.  Ethics Application:
 The staffing function involves numerous
challenges to ethical administrative practice.
Three examples arise in conjunction with
autonomy, justice, and responsibility for
competence. Autonomy issues begin with
the hiring process.

9.  Healthcare administrators will
have access to candidates’
transcripts, talk their references,
and conduct personal interviews.
However, there is often a
temptation to talk about the future
employee’s personal information
with those who do not have a
“need to know”.

10.  Justice issues are also frequently
encountered within the staffing function. To
be ethical, HCAs must treat everyone fairly
and incompliance with department policies.
Healthcare Administrators must also practice
justice when it comes to conducting
performance evaluations and recommending
raises. There is often a temptation to be less
than just in this area, especially when
standards are not clear.

11. VI. PRACTICING AS AN
ETHICAL ADMINISTRATOR

12. ETHICS IN THE KEY
PROCESS OF HEALTH
ADMINISTRATION
Directing/Influencing
Controlling

13. 4. INFLUENCING/DIRECTING
 Refers to the manner of delegating assignments, orders and
instruction to the nursing personnel where the latter is made
aware of the work expected of him/her.
 The nursing personnel should be properly guided so they
can contribute effectively and efficiently to the attainment of
the nursing service goals.

14. DELEGATION
 is a major element of directing function of
nursing management.
 It is an effective management competency
by which nurse managers get the work
done through employees.
 Delegation is a part of management that
requires professional managements
training and development to accept the
hierarchical responsibilities of delegation.

15. ELEMENTS OF DELEGATION
 Responsibility entails an obligation to fulfill
the work assigned to a certain position
 People will not perform the work unless
they can make decisions related to it
 The person given more authority to make
the most of his/her own decision enjoys
work more and derives more personal
satisfaction from performing
 Accountability is the process of establishing
an obligation to perform the work and to
make a decision within the set limits

16. FIVE RIGHTS OF DELEGATION
 Right task
 Right circumstances
 Right person
 Right direction and communication
 Right supervision

17. PRINCIPLES OF DELEGATION
 Select the right person to whom the job is to be
delegated
 Delegate both interesting and uninteresting tasks
 Provide subordinates with enough time to learn
 Delegate gradually
 Delegate in advance
 Consult before delegating
 Avoid gaps and overlaps
 Delegated tasks must be checked from time to time
 Never take back a delegated task
 Responsibility and authority can be delegated but
not accountability

18. STEPS IN DELEGATION
 Describe the task/projects and procedures to be done
 Relay the description of the task
 Establish checkpoints
 Establish dialogue before, during and after, for feedback

19. POINTERS TO THE PROPER DELEGATION OF
WORK
 Provide clear and specific instructions. Make sure that the
responsibility is clear
 Give authority commensurate to responsibility
 Keep subordinates informed
 Show you have confidence in your subordinates
 Be loyal

20. SUPERVISION
 Involves providing guidance and direction to the work in
order to achieve a certain purpose. Its main goal is to attain
quality care for each patient and to develop the potentials of
workers for an effective and efficient performance.
 A good understanding of administration, clinical competence
and democratic management are essential in supervision.
 Supervision ensures that the major goal in patient care is
achieved.

21. LEADING
 Art of developing people
 Includes directing in which actuating efforts to accomplish
goals; supervising or overseeing work of employees; and
coordinating or unifying personnel and services among
others
Leadership in Nursing is necessary to guide nursing personnel
to a specific goal, that is, the provision of quality nursing care
to their patients.

22. LEADERSHIP QUALITIES
1. A leader possesses a striking physical personality
and is energetic
2. A leader possesses a sense of purpose and
direction. A leader knows his own personal
objectives and those of the group. He is able to get
goals and move toward that direction
3. A leader has the power of ready speech. He is able
to communicate in both written and spoken
language
4. A leader is enthusiastic about the purpose of the
group and is devoted to its cause
5. A leader has keen insight into the human nature of
people. He has faith and trust in people he leads

23. LEADERSHIP QUALITIES
6. A leader display courage and persistence
even in the face of opposition
7. A leader is decisive. He uses independent
judgment and does not hesitate to consult
others when needed.
8. A leader is cheerful and even-tempered
9. A leader shows technical mastery that
inspires other to do above average
performance in their jobs
10. A leader is intelligent, idealistic and has
keen sense of humor

24. COMMUNICATION
 is the thread that binds an organization together by
ensuring a common understanding. Official
channels of communication are established
between the COH and heads of the different
services and between individuals with the services.
Organizational charts are the basis or formal
organization.
 Upward communication-flow comes from higher to
lower authority
 Upward communication-two-way flow of information

25. TYPES OF COMMUNICATION
1. Verbal
 Patient contact
 Individual/Group conferences
 Staff meetings
2. Written
Forms of Communication
 Memoranda or memos
 Directives
 Manuals of Operation
 Record and Reports

26. COORDINATION
 Unites personnel and services toward a common objective.
Synchronization of activities among the various services and
departments enhances collaborative efforts resulting in
efficient, smooth and harmonious flow of work.
 Coordination also prevents overlapping of functions,
promotes good working relationships and work schedules
are accomplished as targeted.

27. 5. CONTROLLING
 An ongoing management of function which occurs
during planning, organizing and direction activities.
 Process wherein the performance is measured and
corrective action is taken to ensure the
accomplishment if organizational goals.

28. REASONS FOR CONDUCTING EVALUATION
 Ensures that quality service is provided
 Allow for setting of sensible objectives and ensure compliance
 Provides standards for establishing comparison
 Provides visibility and means for employees to monitor own performance
 Highlight problem related to quality care and determines areas that
require priority attention
 Provides an indication of the cost of poor quality
 Justifies the use of resources
 Provides feedback for improvement

29. EVALUATION PRINCIPLES
 Must be based on behavioral standards of
performance with the position requirement
 There must be enough time to observe employee
behavior
 Employee should be given a copy of scheduled
evaluation, Job description performance, standards
evaluation forms
 Performance appraisal should include both
satisfactory and unsatisfactory results
 Areas needing improvement must be prioritized
 Should be scheduled and conducted at a convenient
time for both evaluator and employee

30. CHARACTERISTICS OF EVALUATION TOOL
1. Objective
 Free from bias
2. Reliable
 Accurate and precise that it will produce the same
results if administered twice
3. Sensitive
 Instrument can measure fine lines of differences
among criteria being measured
4. Valid
 Relevance of the measurement to the performance of
the employee

31. TYPES OF PERFORMANCE STANDARDS
1. Structure
 Focus on the management system or structure used by the agency in
the delivery of care
2. Process Standards
 Decisions and actions of nurse relative to the nursing process
3. Outcome Standards
 Designed to measure the results of care provided in terms of:
 Changes in health status of client served
 Changes in level of their knowledge, skills and attitude
 Satisfaction of those served

32. PERFORMANCE APPRAISAL
 A control process in which employee’s performance
is evaluated against standards
 The most valuable tool in controlling human
resouces and productivity
 Reflects how well a personnel have performed
during a specific period of time

33. QUALITY ASSURANCE
Assurance
 Achieving a sense of accomplishment and implies a
guarantee of excellence
Quality
 Is the degree of excellence
QUALITY ASSURANCE
 A process of evaluation that is applied to healthcare
system and the provision of healthcare services by
health workers
 Focuses on the care and services the patient
receives than on how well the professionals perform
the duties that the position required

34. METHODS USED:
 Patient care audit
 Patient care profile analysis
 Peer review
 Quality Circles

35. CONTROL OF RESOURCES
 Consumption of supplies and materials should be
proportionate to the number of patients served
 Requisition or stock of large numbers of supplies and
materials should be avoided to prevent misused or spoilage
 A high turnover inventory is desired
 A low turnover is the result of poor purchasing policies,
overstock or decreased demand for the item

36. DISCIPLINE
 Rigid obedience to rules and regulations
SELF DISCIPLINE
A constructive and effective means by which employees take
personal responsibility for their own performance and behavior

37. DISCIPLINARY ACTION
 Any employee charge with breach of the rules and
regulation, policies, norms of conducts should be given due
process
 There must be existing rules of conduct governing his
behavior and documentation of actual violation
 The charged employee must be notified in writing about the
violation and be given right counsel

38. COUNSELING
Employee is counseled regarding:
 Expectations of improved behavior/performance
 Ways of correcting the problem
 Warning that a repetition of the same offense may warrant
disciplinary action
 The Employee must commit to correct the behavior
 He should be informed of any follow-up action that may be
taken

39. WRITTEN WARNING
 Preceded by an interview similar to oral warning
 Employee is told after the interview that he will be
given a written warning
 Written warning includes:
 Statement of the problem
 Identification of the rule that was violated
 Consequence of the continued deviant behavior
 Employees commitment to take corrective action
 Any follow-up action to be taken

40. SUSPENSION
 Suspension over minor violation is given
after an evidence if oral and written warnings
 Accurate documentation of oral and written
warnings including suspension, if done are
necessary evidences of due process

41. DISMISSAL
 Invoked only when all other disciplinary
efforts have failed
 Disciplinary Committee should be very sure
that the cause for dismissal conforms with
the criteria of a major discipline violations as
contained in the policy manual
 Review is done by higher management