Pofessional responsibility and accountibility.pptx

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1. PROFESSIONAL RESPONSIBILITY AND ACCOUNTIBILITY

2. OBJECTIVES The student will able to D efinition C haracteristics of responsibility S trategies for building accountability and responsibility . Typology of Moral Accountability T ypes of responsibility B arrier of accountability and responsibility R esponsibility and Accountability for special individual & group. Accountability in Nursing Practice Summary Conclusion Abstracts

3. INTRODUCTION The concepts of accountability and responsibility are often confused and many dictionaries define one in terms of the other. Although the two may appear similar, there is a huge difference between accountability and responsibility . It is very crucial to understand the professional responsibility and accountability "If you want the credit, you take the responsibility.'

4. Cont... Nursing is one of the most demanding professions in the entire universe. Moreover, this profession has been voted as the most trustworthy several times as decades pass. As such, it requires a lot of discipline. Due to this particular reason, professional accountability and responsibility in nursing guidelines were established. This was in order to regulate the behavior of nurses. A lot of students think that professional accountability and responsibility in nursing are the same concepts. However, there is a difference between accountability and responsibility in nursing.

5. TERMINOLOGIES Responsibility, Accountab le , A uthority Delegation

6. RESPONSIBILITY Responsibility" means that it is on you to complete a task faithfully. You may or may not be accountable for the tasks you are responsible for. Eg- Dr. Bansal is responsible for many tasks, but he is n ot accountable to anyone else. G etting to work on time, T aking care of children properly, P aying rent or paying taxes.

7. Characteristics of responsibility Responsibility is to assign duty to human beings only. Responsibility always flows upwards from juniors to seniors. Responsibility is result of duty assigned. Responsibility is the obligation to complete the job as per instructions. Responsibility can never be delegated. It is the personal obligation ,and absolute also.

8. Responsibilities Of A Professional Nurse Nurse As A Caregiver. Nurse As An Advocate. Nurse As A Counselor. Nurse As A Leader. Nurse As A Manager. Nurse As A Director. Nurse As A Designer. Nurse As A Coach. Nurse As A Health Professional.

9. ACCOUNTABILITY Accountability" means that you are answerable to others for what you do. Eg- Employees working under Dr. Bansal is responsible for certain tasks in their job & and they are accountable to their superior.

10. ACCOUNTABILITY IN NURSING PROFESSION To whom is the Professional Nurse accountable - Accountability To Profession. Accountability To Client. Accountability To Health Care Team. Accountability To Employing Agency. Accountability To Self.

11. Strategies for Building Accountability and Responsibility Tool 1: How to Hold People Responsible and Accountable Using the RACI Chart. The RACI chart is designed to help people define who is Responsible, Accountable, Consulted, and Informed for the various tasks or decisions required either by individuals or teams. By completing the RACI, the manager or project leader clarifies what is expected and by whom. Responsible The person or position required to complete a task. Each task is required to have a responsible person or position assigned to it. Multiple people or positions can be assigned responsibility for completing a task.

12. Accountable The person or position accountable for a task is responsible for insuring that it is completed on-time and in a manner which meets all expectations for it. The Accountable (A) person or position does not have to physically do the task. Accountability should be focused on the "Responsible" person whenever possible. Accountability must be assigned to each task. Consulted The person or position assigned consulting status for a task is required to be consulted with by the Responsible (R) person or party before performing a task. A task with a consulting position assigned to it must be consulted with before the task is performed. Because of the delay caused by consultations, their use should be minimized. The responsible party should be empowered to do the required task with very few exceptions.

13. Informed The person or position assigned informed status for a task is required to be informed that a task has been completed. The person or position with the "T" can be informed before or after the fact. The Informed person or position is not being informed for permission or approval.

14. Tool 2: Using Situational Leadership to Build Environments of Accountability According to Blanchard, employees typically fall into one of these four categories: D1: Low competence high commitment Often a new employee (or an experienced employee) who is given a new task. Employee has high expectations for what will happen . They are very enthusiastic about the future and own ability to deliver results. Often eager to please, readily volunteers and tries to do extra in order to be accepted.

15. . D2: Some competence low commitment Characterized as a "sophomore" employee who has taken a nose-dive in motivation because job expectations don't match reality; the work is more difficult than expected, and not as "flashy" as desired. This employee watches the clock, acts like a know-it all and is critical of authority. D3: High competence variable commitment A long-term employee who has become cynical, bitter and frustrated over time. Although competent, the employee often displays negativity and procrastination. The D3 has experienced many disappointments in the work environment and has "collected stamps" about those disappointments over time.

16. D4: High competence high commitment A star employee who brings experience and commitment to the job. They are able to set goals and deliver results. The D4 is very self-motivated and self directed. Having examined the four developmental categories, it's easy to see that it doesn't make sense to lead, manage, supervise or coach these four types of employees in the same way. Each developmental level needs a different leadership approach to encourage responsibility and accountability.

17. Tool 3: Performance Management: Applying Natural Consequences to Improve Accountability A D4 is a terrific employee whom we want to challenge and keep moving along, while our D2 is a self-proclaimed know-it-all who is ready to leave ten minutes early and never seems to put in a full day’s work. “Moving” the D4s behavior and “Stopping” the D2s behaviour is what Performance Management is all about.

18. Typology of Moral Accountability Malice: to set out on a course of action with the deliberate aim of imposing harm or risks to people. Recklessness: to act knowing that it will cause harm or risk, but not taking this properly into account. Negligence: the failure to exercise in the given circumstances that degree of care for the safety of others which a reasonable person would exercise under the same or similar circumstances. Incompetence: not qualified or suited for a purpose; showing lack of skill or aptitude; "a bungling workman" .

19. Cont.. Competence: qualified or suited for a purpose, showing appropriate skill or aptitude Due Diligence: the exercise in the given circumstances that degree of care for the safety of others which a reasonable person would exercise under the same or similar circumstances. Dutiful: to know what the right thing to do is and to do it regardless of how it effects you. Supererogatory behavior: going above and beyond the call of duty.

20. Types of Responsibility Four-Fold Definition of Responsibility Causal Responsibility Liability-Responsibility Role-Responsibility Moral-Responsibility

21. Causal Responsibility A purely descriptive sense of responsibility. "The heavy rain is responsible for the flooding". "The operator was responsible for turning off the control switch". The "But-For" conception of being causally responsible: X was causally responsible for Y. The infant did not spill the milk intentionally or deliberately, but the infant is responsible for spilling it nonetheless, but only in the causal sense.

22. Liability-Responsibility Liability for one's actions means that one can rightly be made to pay for the adverse effects of one's actions on others. Automobile liability insurance is intended to cover the costs of damage to other persons or property. We are usually liable for such payments as long as we are causally responsible, even if our actions were unintentional. Liability, does not necessarily involve moral responsibility for the action. It means that no excusing conditions are applicable or accepted. Responsibility without fault.

23. Role-Responsibility Role-Responsibility: "Whenever a person occupies a distinctive place or office in a Social organization, to which specific duties are, attached. H e or she is properly said to be responsible for the performance of these duties, or for doing what is necessary to fulfill them. Such duties are a person's (role) responsibilities.

24. Moral-Responsibility Moral Responsibility: Accountability for the actions one performs and the consequences they bring about, for which a moral agent could be justly punished or rewarded. M oral responsibility is the status of morally deserving praise, blame, reward, or punishment for an act or omission in accordance with one's moral obligations . Eg-Safe and Healthy Workplace According to the Occupational Safety and Health Administration, it is an employer's moral and legal responsibility to provide a safe and healthy workplace. Employers must take steps to be certain that employees have an environment free of unnecessary hazards.

25. Barriers to Responsibility and Accountability 1.Self-Interest 2. Fear 3. The Blame Game 4.Facing Shame 5. Ignorance 6. Egocentrism 7. Narrowness of Vision 8. Uncritical Acceptance of Authority 9. Groupthink

26. Responsibility and Accountability for special individual & group 1.All Managers The following responsibilities are established in law and are the general responsibility of all management staff. Provide and maintain workplaces, P lant and systems of work such that as far as practicable . S taff, students, contractors and others are not exposed to hazards. Provide such information, instruction, training and supervision of staff and students as is necessary to enable them to perform their work in such a manner that they are not exposed to hazards.

27. Cont... Consult and co-operate with safety and health representatives, employees and others at the workplace regarding safety and health issues. Where it is not practicable to avoid the presence of hazards at the workplace, provide staff and students with such adequate personal protective clothing and equipment as is practicable to protect them against those hazards, without any cost to the staff and student.

28. 2. Deans, Heads of s chools, Directors of Centers / Sections In addition to the general responsibility placed on all managers, Deans, Heads of Schools, Directors of Centers / Sections are also responsible for the following within their work areas Establishing local policy and management of safety and health. Reviewing occupational safety and health performance indicators for the work area. Appointing and supporting the necessary safety personnel. Allocating the necessary resources to the safety and health program. Ensuring all staff are adequately trained and competent, with respect to safety and health, for the tasks undertaken.

29. Cont... Ensuring all staff, students and others undertake a thorough safety induction upon commencement of employment or duties. Ensuring the proper supervision of staff, students and others. Ensuring staff and students are aware of the reporting and resolution process for hazards, incidents and injuries. Establishing local safety and health consultation and information arrangements. Establishing and actively supporting a local Safety Committee. Annually reviewing the safety and health record of the work area. Ensuring all necessary records are kept and maintained up to date

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31. 3. Safety Committees Suggested agenda items for these Committees are Hazards reported and actions arising. Incident/injuries and follow ups. Safety related training (including inductions). Workplace inspections and follow ups. Implementation of university, faculty and school safety related policies, procedures, and guidelines. Safety budgets and funding. Preparing for workplace audits and submitting for recognition of achievements (e.g. UWA Safety Awards).

32. 4. Supervisors Supervisors are those who have responsibility for the control of other persons within a work area. In addition to the general responsibilities, supervisors are also responsible for Ensuring that all staff supervised within their area are aware of their responsibility to work and act safely. Conducting regular safety inspections. Conducting and reporting incidents, injuries or near miss reports and/or investigations and ensuring corrective action is taken as necessary. Making training recommendations, as they see necessary, to the faculty/school/ centre/section heads. Ensuring the proper induction of new staff, following university guidelines. Cooperating in the rehabilitation of injured employees.

33. 5. University employees, undergraduate and post-graduate students All employees and students are responsible for working and acting safely. Specific responsibilities include Taking reasonable care of their safety and health and that of co-workers, students and visitors. Cooperating with the implementation and administration of university safety policies, procedures and guidelines. Observing all instructions and rules issued to protect their safety and health. Making proper use of all safeguards, safety devices, personal protective equipment and other appliances for safety purposes. Using protective equipment and wearing personal protective clothing as instructed.

34. 6. School Safety Officers The role of School Safety Officers is to assist Heads of Schools and Directors of Centers and supervisors in fulfilling their safety and health related responsibilities. Specific responsibilities include Assisting with a management systems approach to safety and health within the School/Centre /Section. Assisting with the appointment of safety personnel and ensuring they understand and fulfill their responsibilities. Coordinating their activities with those of other safety personnel such as Safety and Health Representatives, First Aid Officers, Building Wardens, Wardens and designated School Safety Officers (Biological, Chemical, Fieldwork, Radiation). Conducting or coordinating regular internal safety inspections. Informing Heads of Schools and Directors of Centers in writing of remaining hazards.

35. 7. Wardens The evacuation of buildings may be required in the event of fires, major spills, bomb threats or earthquakes. Wardens are responsible for assisting in the planning and the actual execution of building evacuations.

36. 8. Contractors Contractors includes principal contractors and their sub contractors work for construction, building and infrastructure maintenance and repair. Contractors are responsible for: Ensuring their staff are properly qualified and trained to safely undertake the work. Ensuring they and their staff are properly inducted to UWA specific standards. Submitting a Safety Management Plan for larger contract works.

37. 9. UWA Safety and Health The role of UWA Safety and Health is to develop, advise on and assist in the implementation of the University's Occupational Safety and Health policy. This is achieved through Developing and implementing occupational safety and health policies, plans and procedures. Effective workplace consultation. Conducting hazard identification, risk assessment and control. Emergency planning and response. Hazard, incident and injury investigation. Safety information and training.

38. Accountability in Nursing Practice Accountability is a key concern for nurses and midwives in the National Health Service (NHS) today. Accountability means assuming responsibility for ones actions. The modern concept of professional accountability, applied to nursing, assumes that the nurse is a member of a profession. It depends on individual nurses being aware of their membership of a profession and accepting that status, with the rights and responsibilities that go with it.

39. Cont.. The importance of professional accountability is Part of being an effective nurse manager is to celebrate successes but also be forthcoming and honest regarding errors or near misses . When missteps do happen, nurses should embrace professional accountability rather than avoiding it. When a new graduate nurses enter our clinical areas, we have the responsibility to model professional behaviors, with patient-centered care as our focus rather than a task-based environment.”

40. Accountability can be seen throughout all aspects of nursing practice, such as: Ensuring/providing safe, quality care Delegation Following policy and procedures Practicing within the guidelines of the Nurse Practice Act Maintaining confidentiality Provide standard of care Competence in clinical skills Lifelong learning Patient advocacy

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43. Conclusion: The hope is that the concepts and processes depicted in the Responsibility and Accountability p rocess will help reduce confusion in future discussions on accountability and responsibility, and will stimulate further research into responsibility and accountability processes.

44. Abstract: Examining relationships between balanced scorecard effectiveness and nursing leaders' accountability Background With increasing health care quality and safety issues, health care leaders especially nursing leaders, need both strategic management tools and accountability to tackle these issues in their workplaces. Method and purpose The purpose of this quantitative non-experimental correlational web-based survey research study was to examine the relationships between balanced scorecard (BSC) effectiveness and nursing leaders’ accountability. The researcher used a nonprobability sampling method .

45. Result The study results showed positive correlation between the BSC effectiveness variables (mission achievement, customer perspective and financial perspective) and all three leader accountability variables (responsibility, openness and answerability). The results also showed that internal process variable was only related to responsibility. Finally, the study results also showed non-significant relations between employee learning and growth variable and all three leader accountability variables. Overall, this study results showed that there are relationships between the BSC effectiveness and leader accountability

46. Conclusion The healthcare industry demands and challenges call for nursing leaders to implement strategic management tools like the BSC. Such tools will help health care leaders to continuously measure their performance and effectively communicate organizational strategy and vision in order to offer safe patient care. The BSC is one such system that could help leaders to strategically plan, monitor their performance and communicate to their constituents how they are performing.

47. Abstract: 1.Accountability is increasingly critical for individual managers, company directors and board members, as well as for organizational operations. Despite growing attention in the literature, accountability processes are generally poorly understood and under-researched. This paper seeks to clarify the concepts of responsibility and accountability, and show how they relate to each other. The Integrative Responsibility and Accountability Process Model proposed here integrates respon-sibility and accountability processes from the viewpoint of both accountor and accountee. It is in-tended to be applicable at both individual and group levels in organizational settings.

48. GROUP DISCUSSION Accountability: a fundamental component of nursing practice .

49. BIBLIOGRAPHY BOOK 1.Deepak K, Chandran S & Kumar M (2013), A comprehensive textbook on nursing management, 2nd ed., Bangalore, Emmess Medical Publishers. 504-112 2. Barar navneet kaur,Textbook of advanced Nursing practice,Jaypee publication,New Delhi, first edition-2015,page no- 5 4 4- 5 46 . JOURNAL 1 . Bergsteiner, Harald & Avery, Gayle. (2011). Responsibility And Accountability: Towards An Integrative Process Model. International Business & Economics Research Journal (IBER). 2. 10.19030/iber.v2i2.3763. 2 . McGrath, Stephen & Whitty, Jonathan. (2018). Accountability and responsibility defined. International Journal of Managing Projects in Business. 11. 10.1108/IJMPB-06-2017-0058.

50. . 3 . Jacob R. (2015). Responsibility and accountability. Journal of anaesthesiology, clinical pharmacology, 31(1), 1–3. doi.org/10.4103/0970-9185.150512 4 . Faust, G.W., Lyles, R.I. & Phillips, W. (1998) Responsible Managers Get Results: How the Best Find Solutions – Not Excuses, AMACOM, New York: American Management Association. 5. Rowe JA. Accountability: a fundamental component of nursing practice. Br J Nurs. 2000 May 11-24;9(9):549-52. doi: 10.12968/bjon.2000.9.9.6289. PMID: 11904889. WEBSITE 1 .https://www.slideshare.net/LoveSuzan/nursing-responsibility-accountability-employment-issues 2 .https://www.slideshare.net/Smileahuja/authority-responsibility-and-delegation

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