Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Managing Time 13.

Effective Leadership and Effective Leadership and Management in NursingManagement in Nursing

CHAPTER

EIGHTH EDITION

Managing Time

13

Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Learning OutcomesLearning Outcomes

1. Identify time wasters.2. Identify goals.3. Set priorities.4. Group activities and minimize routine

work.5. Manage personal organization and

self-discipline.6. Minimize time wasters.


Time Management Time Management

• No one manages time, but we can determine how we use time


Organizational Factors Organizational Factors

• Job enlargement– Organizational structure that can affect

time demands

• Flatter organizational structure– Positions combined, with managers

having more staff to supervise


Time WastersTime Wasters

• Staff interruptions• Meetings without a clear purpose• Goals, objectives, and priorities that are

not measurable• Plans without time parameters


Time WastersTime Wasters

• Disorganized files or papers• Time logs, not analyzed• Tasks/activities that can be delegated• Waiting for others• Inability to say no


Time Logs Time Logs

• Examine your planner or appointment book to determine how you spend your time

• Determine time wasters and activities that can be delegated to others or eliminated


GoalsGoals

• Goals provide a guide, a time frame, and a way to measure accomplishments


Goal CategoriesGoal Categories

• Department or unit• Interpersonal• Professional• Financial• Social


Goal CategoriesGoal Categories

• Vacation and travel• Physical• Lifestyle• Community• Spiritual


Managing GoalsManaging Goals

• Identify objectives to be achieved• Describe specific activities necessary to

achieve these objectives• Estimate time required for each activity• Determine planned activities for

concurrent action versus sequential• Identify activities that can be delegated


Prioritizing – Urgent and ImportantPrioritizing – Urgent and Important

• A patient’s condition becomes life threatening and you have other patients who need your care

• How do you handle the situation?


Prioritizing – Important but Not Prioritizing – Important but Not UrgentUrgent

• You are the clinical preceptor for a nurse resident who needs to debrief about how he communicated with the case manager about a patient’s discharge plans



Prioritizing – Urgent but Not Prioritizing – Urgent but Not ImportantImportant

• Today is the deadline to submit a quality assurance report about decubitus ulcers; the study results demonstrate that staff practice is consistent with standards and the decubitus ulcer rate is decreasing



Minimize Routine WorkMinimize Routine Work

• Group similar items within the divisions of the work shift

• Group routine tasks during the least productive time

• Use transition or waiting time productively

• Implement the daily plan and follow up


Self-DisciplineSelf-Discipline

• Work from clearly defined priorities based on measurable, achievable objectives

• Establish realistic commitments to manage time effectively


Self-DisciplineSelf-Discipline

• Explain to your superior how being overloaded will have consequences on your assignments

• Communicate your own needs to others


InterruptionsInterruptions

• Each time you are stopped in the middle of one activity to give attention to something else, you are wasting valuable time

• How can you approach interruptions to save time?


Interruption Log Interruption Log

• List interruptions that occur• Describe how the interruption affects

your work• Analyze interruptions to determine

patterns• Calculate how much time is wasted


PaperworkPaperwork

• Plan and schedule times for paperwork • Sort paperwork for effective processing• Send every communication online• Analyze paperwork frequently• Do not be a paper shuffler; handle

paper once


Other InterruptionsOther Interruptions

• Phone calls, text messages– Set a specific time for them

• E-mail– Check only at specific times


Other InterruptionsOther Interruptions

• Drop-in visitors– Control frequency and duration

• Meetings– Schedule only as necessary, have an

agenda, and set time limit

Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Managing Time 13.

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