Core Topics in Operating Department Practice: Leadership and Management

Half-title......Page 3
Title......Page 5
Copyright......Page 6
Contents......Page 7
Contributors......Page 9
Foreword......Page 11
References......Page 12
Preface......Page 13
Operating department assistant training......Page 15
Perioperative nursing programmes......Page 17
Introducing national vocational training......Page 18
Moving into higher education......Page 20
Mode neutral approaches to operating department practitioner education......Page 21
Conclusions......Page 22
References......Page 23
Key Learning Points......Page 24
Organizational structure and function......Page 25
Levels of management......Page 27
Organizational functions......Page 30
Conclusions......Page 31
Further reading......Page 32
Introduction......Page 33
Action learning: Where does it come from?......Page 34
Action learning: a framework......Page 35
Why use action learning?......Page 36
How often do action learning sets meet?......Page 37
How do meetings work?......Page 38
The role of the set member......Page 39
References......Page 40
Agenda for Change......Page 42
Banding......Page 43
The appraisal......Page 44
The portfolio......Page 45
Teamwork......Page 46
References......Page 47
Introduction......Page 48
What is SWOT?......Page 49
Weaknesses......Page 50
Threats......Page 51
References......Page 52
Introduction......Page 53
Corporate governance in the United Kingdom......Page 54
Codes of conduct......Page 55
Principles of good governance......Page 56
Warning signs of service failure......Page 57
Challenging standards of governance......Page 58
Enron......Page 59
Outbreaks of Clostridium difficile infection......Page 60
References......Page 61
Further reading......Page 62
Evidence of problems......Page 63
The consequences of poor working relations......Page 65
The responsibility of a manager......Page 66
Some common cultural conflicts......Page 67
References......Page 69
Useful websites covering bullying at work......Page 70
Leading a team......Page 71
Leadership styles......Page 72
Delegation and development......Page 73
Communication......Page 74
Managing change......Page 76
Personal traits......Page 77
References......Page 78
The PEST analysis......Page 79
Policy demands......Page 80
Impact of reduction in working hours of doctors......Page 81
Definitions......Page 82
Improving the quality of service......Page 83
Practicalities in setting up an advanced practitioner role......Page 84
References......Page 85
Key Learning Points......Page 87
Perceptions......Page 90
Problem-solving skills......Page 91
Example scenario of dealing with conflict......Page 92
Discussion of conflict resolution options......Page 93
References......Page 94
Definition of an emergency patient......Page 96
Staffing......Page 97
The role of the emergency surgical coordinator......Page 98
Emergencies sent directly to the operating room......Page 99
Clinical priorities......Page 100
References......Page 101
What do we mean by culture?......Page 103
Describing organizational culture......Page 104
What are the unwritten rules?......Page 105
Does culture play a role?......Page 106
Why is understanding culture so important?......Page 107
Culture and change......Page 109
How can you determine the culture within an organization?......Page 110
Organizational development continuum......Page 113
The leadership role......Page 114
How can culture be influenced?......Page 115
An eight-step reflective model for cultural awareness......Page 116
Conclusions......Page 118
References......Page 119
Development matters in the NHS......Page 121
Professional development......Page 123
3. KSF outlines......Page 125
The perioperative template discussion......Page 126
Conclusion......Page 128
Appendix I Frequently asked questions......Page 130
Appendix II Illustrative Example of the Perioperative Template System......Page 131
Appendix III Illustrative Example of the Perioperative Template System......Page 133
References......Page 134
Introduction......Page 135
Know the theatre's spend......Page 136
Spend profile......Page 137
Working with the supply manager......Page 138
The price paid......Page 139
Collaboration......Page 140
Supplier representatives......Page 141
References......Page 142
Introduction......Page 143
Stage 1: description......Page 144
The use of critical incidents as a basis for reflection......Page 145
References......Page 146
Efficiency and effectiveness in the operating department......Page 148
Cost culture......Page 149
Expanding roles in perioperative care......Page 150
The role of non-registered staff groups......Page 151
Staff shortages and skill mix......Page 152
Change management and leadership......Page 153
Evidence-based practice and quality issues......Page 155
References......Page 157
Introduction......Page 160
Does whistle blowing imply going outside of the organization?......Page 161
Does whistle blowing, by definition, involve acceptance of a degree of personal risk?......Page 164
What about the subjects of whistle blowing?......Page 165
References......Page 166
Key Learning Points......Page 167
Staff retention......Page 171
Further reading......Page 172
Introduction......Page 173
The change equation......Page 174
Tools and methods of change......Page 176
The unfreezing phase......Page 177
Environmental mapping......Page 179
Commitment planning......Page 180
Force field analysis......Page 181
The refreezing phase......Page 182
Case study: planning and achieving a transfer of services to a new hospital......Page 183
Communication......Page 184
Acknowledgement......Page 188
References......Page 189
Index......Page 190