LSU BSN 4 – Leininger CI: Mr.

Jiddo Andrei MAranda, RN

CAREER DEVELOPMENT
-is the planning and implementation of career plans and can be
viewed as a critical life process involving both the individual and the
employer.

Mcpeck (2001) states, “Career plans are about where you are today
and, more importantly, where your going tomorrow” thus career
planning is about exploration, opportunities and change.

Career development is accomplished through assessment of oneself

and ones work environment, job analysis, education, training, job
search and acquisition and work experience.

3 Different job stage among nurses (McNeese-Smith)

1. Entry
2. Master
3. Disengagement

1. Entry
- is the process of involvement, skill development, and
increasing congruity between an individual’s self conception and his or
her role in the job. Group membership follows a period of training,
orientation and supervision.

2. Master
- Begins with the new member having advanced beginner
skills, possessing some job esteem, and moving toward seniority,
expertise and high esteem.
This is a time of accomplishment, challenge and a sense of
purpose and the individual often achieves a high enough level of
expertise to be a role model to others.

3. Disengagement
- Commences if the congruency and relationship between
self identity- and job identity begins to decline. The focus of identity
shifts to something else and the job no longer provides growth and a
relevant sense of identity and job identity begins to decline.
Thus the employee may become bored and indifferent to
the job.

Justification for Career Development

1. Reduce Employee attrition.
2. Provides equal employment opportunity.
3. Improves use of personnel
4. Improves quality of work life.
5. Improves competitiveness of the organization.
6. Avoids obsolescence and builds new skills.

The components of Career Development

Career Planning
(Individual)
 Self-assess interests, skills, strengths, weaknesses and values
 Determine goals
 Assess the organization for opportunities
 Develop strategies

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

 Implement plans
 Evaluate plans
 Reassess and make new plans as necessary, at least biannually.

Career Management
(Organizational)

 Integrate individual employee needs with organizational needs

 Establish, design communicate and implement career paths.
 Disseminate career information
 Post and communicate all job openings.
 Assess employees career needs.
 Provide work experience for development
 Give support and encouragement
 Develop new personnel policies as necessary.
 Provide training and education.

The employees Responsibility for Career Planning

Career Planning is the subset of career development that
represents individual responsibility. It includes evaluating ones
strengths and weaknesses, setting goals, examining career
opportunities, preparing for potential opportunities and using
appropriate developmental activities.

RESUME
The resume is an important screening tool used by
employers for selection of applicants. Often resumes are attached to
the applicants but they serve somewhat different purpose.
Resumes are important as a career-planning tool. They
also are used for promotion decisions; therefore, maintaining an
accurate and current resume becomes a career- planning necessity for
the professional nurse.

Guidelines for RESUME Preparation:

 1 The resume should be typed in a format that is easy to read.
 2. The resume should maximize strong points and minimize
weakness.
 3. The style should reflect good grammar, correct punctuation,
proper sentence structure, and simple, direct language.

Content of Resume:
 Educational History
 Work Experience
 Personal characteristics; membership in professional
organizations; community involvement, awards, honors, and
publications, professional objectives; health status

Preparing a professional portfolio

A professional portfolio can be described as a collection of materials
that document a nurses competencies and illustrate the expertise of
the nurse. All nurses should maintain a portfolio to reflect their own
professional growth.

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

Maintaining a professional portfolio avoids lost opportunities to

save documents. It allows the nurse to always have readily available
documentation when pursuing a promotion, considering a new position
in a new agency, or when applying for another person in the present
employement.

Management Development
Is a planned system of training and developing people so they
acquire the skills, insights, and attitudes needed to manage people
and their work effectively within the organization. Management
development is often referred to as succession planning.

Roles and Functions in Organizing

Organizational Structure
Refers to the way in which a group is formed, its lines of
communication, and its means for channeling authority and making
decisions.
a. Formal Organizational structure- generally highly planned and
visible
b. Informal Organizational structure-unplanned and is often
hidden. It is generally social with blurred or shifting lines of authority
and accountibility.

Setting up the organizational structure

The successful setting up of the organizational structure enables and
organization to achieve its purposes.
1. It informs members of their responsibilities so that they may
carry them out.
2. It allows the manager and the individual workers to
concentrate on his/her specific role and responsibilities.
3. It coordinates all organizational activities so there is minimal
duplication of effort or conflict.
4. It reduces the chances of doubt and confusion concerning
assignments.
5. It avoids overlapping of functions because it pinpoints
responsibilities
6. It shows to whom and for whom they are responsible

Organizational Theory
Max Weber a german scientist, known as the father of organizational
theory. Generally acknowledge to have develop the most
comprehensive classic formulation on the characteristics of
bureaucracy.

Weber postulated types of authority or reasons why people

through out history have obeyed their rulers. One of these, legal-
rational authority. Obedience then was owed to the legally established
impersonal set of rules. Rather than to a personal ruler.

Characteristics of Bureaucracies:
a. A clear division of labor
b. A well defined hierarchy of authority in which superiors are
separated from subordinates.
c. Impersonal rules and impersonality of interpersonal
relationships.

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

d. A system of procedures for dealing with work situation must

exist.
e. A system of rules covering the rights and duties of each position
must be in place.
f. Selection for employment and promotion based on technical
competence.

Components of Organizational Structure

Organizational Chart is a picture of an organization. It
can help identify roles and their expectations. By observing such
elements as which departments report directly to the executive
officer.
Weber was correct when he determined that a lack of unity of
command results in some conflict and lost productivity. This is
demonstrated frequently when healthcare workers become
confused about unity of command.

Major Characteristics of an Organizational Chart:

a. Relationships and Chain of Command
Unity of command is difficult to maintain in some large
healthcare organization because of the nature of health care
requires a multidisciplinary approach. Nurses frequently feel as
though they have many bosses.
b. Division of Work – each box represents the individual sub-unit
responsible for a given task of the organizations work load.
c. Type of work to be performed- indicated by labels or
descriptions for the boxes.
d. Grouping of work segments- shown by the clusters of work
groups (departments or single units)
e. Levels of Management – indicate individual and entire
management hierarchy. Hierarchy refers to a body of persons or
things organized or classified in pyramidal fashion according to
rank, capacity or authority assigned to vertical levels with offices
ranked in grades, orders or classes, one above the other.
g. Span of Control- also can be determined from the organization
chart. The number of people directly reporting to any one manager
represents that managers span of control and determines the
number of interactions expected of him or her.
h.Centrality refers to the location of a position on an organization
chart where frequent and various type of communication occur.
Because all communication involves a sender and a receiver,
messages may not be received clearly because of the senders
hierarchical position.

Similarly, status and power often influence the receivers ability to

hear information accurately. An example of the effect status on
communication is found in the “principal syndrome”.

Types of Organizational Structures

 Line Structures
Bureaucratic- Organizational design are commonly called line
organizations. Those with staff authority may be referred to as staff
organizations.
- in this structures, authority and responsibility are
clearly defined, which leads to efficiency and simplicity of
relationships.

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

Ad Hoc design
Is a modification of the bureaucratic structure and is
sometimes used on a temporary basis to facilitate completion of a
project within a formal line organization.
This structures disadvantages are decreased strenght in
the formal chain of command and decreased employee loyalty to
the parent organization.

Matrix Structure
A matrix organization structure is designed to focus on both
product and function. Function is described at all tasks required to
produce the product, and the product is the end result of the
function. For example, good patien outcomes are the product and
staff education and adequate staffing may be the functions
necessary to produce the outcome.

Service Line Organization

Flat Designs
Are an effort to remove hierarchical layers by flattening the
scalar chain and decentralizing the organization. There continues to
be line authority, but because the organizational structure is
flattened, more authority and decision making can occur where the
work is being carried out.

Decision Making within the Organizational Hierarchy

In General, the larger the organization, the greater the
need to decentralize decision making.

Limitations of Organizational Charts

Authority- is defined as the official power to act. It is power given
by the organization to direct the work of others. A manager may
have the authority to hire, fire or discipline others.

Responsibility- is a duty or an assignment . It is the implementation

of the job. For example. A responsibility common to many charge
nurse is establishing the units daily patient care assignment.

Accountability – is similar to responsibility but it is internalized.

Thus to be accountable means that individuals agree to be morally
responsible for the consequence for their action. Thus, one
individual cannot be accountable for another.

Organizational Culture
Is a system of symbols and interactions unique to each
organization. It is the ways of thinking, behaving, and believing that
members of a unit have in common.

Waters (2004) defines organizational culture as “the source of

motivated and coordinated activities within organizations, activities
that serve as a foundation for practice and behaviors that endure
because they’re meaningful have a history of working well are
likely to continue working in the future.

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN