ASSIGNMENT ON

EDUCATION AND
TRAINING IN
OBSTETRICAL AND
GYNAECOLOGICAL
CARE

SUBMITTED TO:

SUBMITTED BY:

PROF. MRS. SARAMMA M. S

LEKSHMI P

H O D (OBG DEPARTMENT)

IIND YEAR MSC NURSING

JOSCO COLLEGE OF NURSING

SUBMITTED ON 20/7/2015

STAFF ORIENTATION, TRAINING, AND DEVELOPMENT

INTRODUCTION
Obstetrics & Gynaecology is that branch of medicine concerned with the study of womens
health and reproduction. The specialty encompasses medical, surgical and obstetrical and
gynaecologic knowledge and skills for the prevention, diagnosis and management of a broad
range of conditions affecting women's general and reproductive health. Specialists in
Obstetrics & Gynaecology provide clinical care and education in normal and complicated
Obstetrics & Gynaecology. They provide patient and family-centered care in a compassionate
and respectful fashion. They are committed to advancing the field through education at all
levels: undergraduate, postgraduate and continuing education. Specialists in Obstetrics &
Gynaecology are dedicated to advancing the science of the field through research.
STAFF ORIENTATION
Orientation or induction is the process of introducing new employees to an
organization, to their specific jobs & departments, and in some instances, to their community.
An orientation program principally conveys 3 types of information, namely:
a) General information about the daily work routine to be followed
b) A review of the organizations history, founders, objectives, operations & products or
services, as well as how the employees job contributes to the organizations needs.
c) A detailed presentation of the organizations policies, work rules & employee benefits.
TOPICS COVERED IN ORIENTATION AND TARINING PROGRAMS

Organizational Issues
History of the employer
Organization of employer
Names & titles of key executives
Employees title & department
Layout of physical facilities
Probationary period
Product line or services provided
Overview of production process
Company policies & rules Disciplinary regulations
Employee Handbooks
SAFETY PROCEDURES & ENFORCEMENT

EMPLOYEE BENEFITS

Pay Scale & Pay Days

Vacations & leaves
Rest Breaks
Training & Development benefits
Counselling

Insurance Benefits
Retirement program
Employer-provided services to employees

OBJECTIVES OF AN ORIENTATION AND TRAINING PROGRAM

To welcome the new employee, relieve anxieties & make him/her free comfortable.
To develop a rapport between the company & the new employees & make them feel part
of the organization as quickly as possible.
To inspire the new employee with good attitude towards the organization & the job.
To acquaint new employees with the organizational goals, history, management,
traditions, policies, departments, divisions, products & physical layouts.
To communicate to new employees what is expected out of them, their responsibilities
and how they should handle themselves.
To present the basic information the employee wants to know: rules & regulations,
benefits, paydays, procedures & general practices followed in the organization.
To encourage the new employee to have an inquiring mind & assist him/her towards a
discipline effort in developing additional knowledge.
To provide basic skills, terms & ideas of the business & help the new employee in
building effective human relations.

ORIENTATION AND TRAINING PROGRAM

An organization needs to make four strategic choices before designing its Orientation
Program. These include:
Type of Orientation Program
1. Formal or Informal

2. Individual or Collective

3. Serial or Disjunctive

Features/Hallmarks
In case of informal orientation, new recruits
are directly put on to the job are expected to
acclimatize themselves with the work
environment & the Organization.
In case of Formal Orientation, the
management provides a structured program.
The individual approach aims to develop far
less homogeneous views in individuals about
their respective jobs & is also likely to
preserve
individual
differences
&
perspectives.
Collective Orientation aims to socialize
individuals with themselves & with the
organization as a whole.
A serial orientation is the one where an
experienced employee inducts a new hire.
When new hires do not have any
predecessors available to guide them or to
model their behavior in the organization, it is

known as disjunctive orientation.

Investiture Orientation seeks to ratify
(approve) the usefulness of the characteristics
that the person brings to the new job.
Divestiture Orientation, seeks to make minor
modifications in the characteristic of the
new hire & this is done to so as to seek a
better fit between a new member & the
organization.

4. Investiture or Divestiture

COMPONENTS OF A FORMAL ORIENTATION PROGRAM

HR
REPRESENTA
TIVE

Organizational
issues
Employee
benefits
Specific Job
Locations & duties

Special
Anxiety
reductio
n
Seminar

To
Placeme
nt

REQUISITES OF AN EFFECTIVE ORIENTATION PROGRAM

To prepare new employees

To determine information, which the new employees might want to know
To determine how to present information
Completion of paperwork.

EVALUATION OF ORIENTATION PROGRAM:

A systematic orientation program should have an evaluation & follow-up. To measure how
well the orientation program has met its objectives, the Hr manager may use:

Testing or questionnaires
The checklist
Evaluation forms or opinions
Discussions with immediate supervisors of newly oriented employees
Formal or informal interviews during probationary periods or at the end of a months
employment.
Exit or terminal interviews.
STAFF DEVELOPMENT

Staff development refers to all training and education provided by an employee to improve
the occupational and personal knowledge skills and attitudes of vested employees

Functions
The main purpose of staff development is to provide educational activities for all nurses
employed by health care agencies directed towards change in behaviour related to role
expectations which build up on the individuals varying educational and experimental basis
Types
Staff development includes formal and informal , group and individual training and education
Staff development activities include the following

Induction training
Job orientation
In-service education
Continuing education
Training for special functions-mgdt training, team building techniques etc

1.Induction training
It is a brief, standardized indoctrination to an agencies, philosophy, purpose, policies and
revolutions given to each worker during her or his first two or three days of employment
inorder to ensure his or her identification with agencies philosophies goals and norms
2.Orientation
An individualized training programme indented to acquaint a newly hired employee with job
responsibilities work place, clients and co workers
Purpose

To reduce start up cost

To reduce anxiety
To reduce employee turn over
To save time for supervisor an co workers
To develop realistic job expectations, positive attitudes and job satisfaction

3.In service education

It is a planned instructional or training programme provided by an employing agency in the
employee setting and designed to increase competence in a specific areas
Types
Centralized approach
In nursing service department one department will hold the responsibility for improvement of
knowledge skills practice of the nursing staff
Decentralized approach

This is planned for staffing members who worked together, giving care for clients with
similar conditions and share common nursing goals
Co ordinate or combined approach
There will be a central nursing in service education department consists of nurse in each
division, who holds leaderships responsibilities for staff development activities, whose time
is devoted fully for teaching learning situations
4. Continuing education
Continuing education in nursing consists of planned learning experiences beyond a basic
nursing educational programme. These experiences are designed to promote the development
of knowledge skills and attitudes for the enhancement of nursing practice, thus improving
health care to the public
Functions

To meet health needs and public expectations

Recruitment functions
To improve communication
To ensure the qualities of education
To maintain academic standards

5.Training for special functions

a) Management training this is a form of SD that is growing in popularity.
Management development is an educational as well as training activity. It occurs in a
situation that closely resembles the application of the required skills or knowledge to
maximize transfer of training
b) Organization development this is a method for improving the process by which
employees interact to achieve organizational goals to feed back and disclosure

CLINICAL TEACHING PROGRAMMES

Clinical teaching workshops and courses are important for preceptor development. Most
nurses practitioners and midwives can become better clinical teachers when they are exposed
to information and teaching strategies for educating health science students.
CHARACTERISTICS OF EXPERT CLINICAL TEACHERS

Competence
A broad base of knowledge in their chosen field
Respect for students and patients
Accessibility and supportiveness
Being well organized

Giving clear direction to students about what is expected

Teaching in practical, engaging manner
Providing frequent, nonthreatening feedback
Teaching at the students level
Continuously reflecting on their teaching successes and failures

TEACHERS REQUIREMENTS

Clinical competence
Familiarity with clinical environment
Role clarification
Understanding of the students individual differences

METHODS OF CLINICAL TEACHING

Case study
A case study is a research method common in nursing practice. It is based on an in depth
investigation of a single individual or group patients. It includes collecting data, analyzing
information and reporting the results.
Case method
It is an organizational mode for allocation of nursing staff in which one nurse is assigned
to provide total nursing care to one or more patients.
Grand rounds
Nursing grand rounds are ritual of nursing clinical education and inpatient care,
consisting of presenting the medical problems and treatment of a particular patient to an
audience consisting of instructors, tutors and nursing students.
Discussion and clinical conferences
It is a formal presentation and opposition of a specific motion.
Self directed learning
Self directed training includes the learner initiating the learning, making the decisions
about what training and development experiences will occur and how.
Clinical simulation
Clinical simulations are health care education procedures used to teach health care
students how to perform various tests and procedures. Clinical simulations allow health care
students to learn even when real patients are not available, and endangering patients lives in
the process of learning.
CLINICAL TEACHING CHALLENGES

Preceptors are pressured to see more patients in less time and worried about being
slowed down by students. It can be difficult to arrange additional examination rooms or call
rooms for learners. The atmosphere in the health facility may be chaotic and stressful, as
hospitals and practices merge, dissolve and change to survive.
Students face multiple stresses that affect their clinical experience, including time and
financial pressures, long commutes, juggling responsibilities for family, work and school,
insufficient time to study and for some, the role change from expert nurse to novice midwife
or APN.
Faculty in research intensive universities face increasing pressure to public and secure
research grants, leaving less time available to work with students and preceptors.
BENEFITS

Problem solving skills

Critical thinking skills
Decision making ability
Psychomotor skills enhancement
Interpersonal skills development

CONCLUSION
Employee training is the responsibility of the organization. Employee development is a
shared responsibility of management and the individual employee. The responsibility of
management is to provide the right resources and an environment that supports the growth
and development needs of the individual employee.For employee training and development
to be successful, management should provide a well-crafted job description - it is the
foundation upon which employee training and development activities are built.
BIBLIOGRAPHY
Textbooks
1) B T Basavanthappa. Nursing administration. Ist edn. New Delhi: Jaypee brothers; 2000.

2) Joginder Vati. Principles and practice of Nursing Management and administration. 1st
edition. Jaypee publishers. Page no 664- 678
3) Tabish S. A. Hospital and Nursing Home Planning, Organization and Management. New
Delhi. Jaypee brothers medical publishers, 2003. Page no: 213- 220.
4) Davis N, Lalour M. Health Information Technology. Missouri:Elsevier;2007.
5) Marquis B.L, Huston c.j, Leadership Roles and Management Functions in Nursing:
Theory and Application. Philadelphia: Lippincott; 2006.
Internet
1) Function of nursing management- Nursing management- open access articles on nursing
management http://currentnursing.com/nursing_management/staffing_nursing_units.html
2) High power committee on nursing in India
http://nursingplanet.com/nr/blog6.php/2009/11/21/high_power_committee_nursing_india
3) Staff Inspection Unit
http://finmin.nic.in/the_ministry/dept_expenditure/staff_inspection_unit/index.html
4) Indian Nursing Council http://www.indiannursingcouncil.org/pdf/Resolution-circular-1203-2007.pdf
5) Staffing in nursing management http://www.scribd.com/doc/16245136/Staffing-inNursing-Management
6) Staffing in the 21st Century: New Challenges and Strategic Opportunities
http://jom.sagepub.com/content/32/6/868.abstract.