The aim of the teaching is to acquire the advanced, managerial organizational skills of nursing and midwifery care for: design and evaluate the systematic application of the evidence-based nursing and obstetric care process to the assisted person, the group, the community, taking into account the resources available; apply and manage organizational models of nursing and midwifery based on the different classes of complexity of people's needs and to manage nursing and obstetric staff; to evaluate, in terms of operational effectiveness and efficiency, the application of the theoretical models of nursing and obstetric assistance of the relative tools in complex situations; formulate standards of nursing and obstetric care aimed at effectively orienting the professional activity at different levels of complexity; design and test innovative models for the provision of nursing and midwifery care to the person and to the community, in healthcare contexts with highly multi-professional integration functions, in residential, territorial and hospital facilities; evaluate the classification systems of nursing and midwifery activities, in order to elaborate the standard of resources necessary for the provision of assistance and the related costs; develop systematic plans for continuous improvement of the quality of nursing and obstetrics care and risk management, defining the relative indicators; analyze the models of assessment of nursing and obstetric competence in order to apply them for professional accreditation; develop methods and tools for the assessment of nursing and obstetric outcomes, the effectiveness and appropriateness of the care, satisfaction and quality of life of the assisted person, taking into account the factors of economic balance.
Expected learning outcomes
The student will critically evaluate evidence-based care and organizational models and methods in order to identify possible improvements in patient outcomes in organizational contexts. The student will critically analyze methods and plans to reduce monitoring and control clinical risk in nursing and midwifery care, managing the functions and resources available to improve the safety of the assisted persons. The student will evaluate human resource management models in the various social and health contexts according to criteria of effectiveness and efficiency
Lesson period: year
(In case of multiple editions, please check the period, as it may vary)
The nursing and midwifery direction function Analysis of the professional regulatory evolution Middle management: from abilitation to directional functions to coordination Law 43/2006 and the new system of organizational and professional assignments The path of establishment of the direction of the health professions The classic organizational models of nursing care Historical evolution of the organizational models of assistance Functional Nursing Team Nursing Primary nursing Case Management The new organizational models of assistance Ministerial Decree 70/2015 and the effects on the hospital and territorial care network Hospitals by intensity of care The Chronic care model Community hospitals Measurement methodologies for determining workloads The classic methods for the determination of the workload: methods based on the activities, on the dependence, on the classifications deriving from the application of the Nursing Process (outline) The evaluation of the results and the effects on the determination of the workforce The accreditation legislation The determination of the necessary staff in the different care settings Human resource acquisition systems: constraints and opportunities The methods of recruiting in private companies and public bodies Temporary hires Flexible forms of work The competition law Assessment and development of skills The interdependence between professional figures both on a clinical and organizational level Responsibility towards support staff: delegation and attribution
Prerequisites for admission
Passed all the exams of the first year of the program
Frontal lessons Exercises Discussion of organizational cases
Destrebecq A, Terzoni S. Management infermieristico. Capitolo 3 - Carocci Faber - Roma Lavalle T. Dirigere le risorse umane. Capitolo 5.2 - Carocci Faber - Roma Orlandi C (a cura di) manuale di management per le professioni sanitarie. Capitolo 5 - Mc Graw Hill - Milano Saiani L et al. Il dibattito sullo sviluppo di competenze specialistiche/avanzate degli infermieri. ASSIST INFERM RIC 2016; 35: 116-12 Laquintana D. La separazione tra clinica e assistenza o tra medici e infermieri? ASSIST INFERM RIC 2015; 34: 93-96 Assistenza Infermieristica e Ricerca - Temi e problemi del management infermieristico parte 1; volume 25(1), gennaio -marzo 2006 Laquintana D. Le nuove metodologie di valutazione del fabbisogno del personale infermieristico, medico e di supporto: un esempio di applicazione. ASSIST INFERM RIC 2017; 36: 123-134
Assessment methods and Criteria
Written exam consisting of multiple choice tests and open questions with a short answer. An organizational case and a calculation for the definition of the workforce is foreseen during the examination. The exam can be integrated with an oral at the student choice.