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Introduction to Clinical Management and Supervision

presented by Kim Corral, RN, BSN, MA Ed, COS-C and Tina Marrelli, MSN, MA, RN, FAAN

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Disclosure Statement:

Financial: Tina Marrelli is an employee and share holder of Marrelli and Assoc. Inc, with book sales. Tina Marrelli is  a share holder with book sales of Innovative Caregiving Solutions LLC. Tina Marrelli is an author who receives book royalties from Sigma Theta Tau International Publishing. Tina Marrelli receives compensation from MedBridge for this course. Kim Corral is an employee and share holder of Chelta, Inc  Kim Corral receives compensation from MedBridge for this course. For both instructors there are no financial interests beyond the production of this course.
Non-Financial: Tina Marrelli and Kim Corral have no competing non-financial interests or relationships with regard to the content presented in this course.

Satisfactory completion requirements: All disciplines must complete learning assessments to be awarded credit, no minimum score required unless otherwise specified within the course.

MedBridge is committed to accessibility for all of our subscribers. If you are in need of a disability-related accommodation, please contact [email protected]. We will process requests for reasonable accommodation and will provide reasonable accommodations where appropriate, in a prompt and efficient manner.

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Video Runtime: 40 Minutes; Learning Assessment Time: 23 Minutes

Understanding the transition from peer/coworker/colleague to manager brings a new level of skills needed for success. This course takes the position that clinicians can make this transition with guidance, support, and a great orientation/onboarding experience. What, then, does this information look like in action? In this course, we will identify common concerns, and address the important roles and responsibilities of the new manager, providing examples and key strategies to help make this transition successful for both the new manager and the organization. This course is a continuation from Making a Successful Transition From Clinician to Manager and the second course in a four-part series on clinical management and supervision. Please take the third course Fundamentals of Clinical Supervision upon completion.

Meet Your Instructors

Kim Corral, RN, BSN, MA Ed, COS-C

Kim is a registered nurse with a master's degree in education and more than 30 years of home health experience. She is an experienced leader in home health care, having held both clinical and operational positions at regional and national levels for large corporate home health organizations. She brings a passion for providing the clinical…

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Tina Marrelli, MSN, MA, RN, FAAN

Tina Marrelli is the president of Marrelli and Associates, Inc., a publishing and consulting firm working in home care for more than 30 years. Tina is the author of 13 books, including the Handbook of Home Health Standards: Quality, Documentation, and Reimbursement (6th edition, 2018). Other books include A Guide for Caregiving: What's Next? Planning…

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Chapters & Learning Objectives

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1. Managing the Workload and Priorities: The Manager Role in Action

This chapter seeks to help bring order and structure into the busy days of home care and hospice operations and management. The chapter reviews priorities on a scale of "have to" to "want to." How are decisions best made with dueling and competing workloads? This chapter also addresses making the transition from clinician to manager, highlighting the responsibilities of the manager regarding quality improvement and clinical oversight, and providing tools to aid decision-making in these areas.

2. Where To From Here? Your Personal Path to Leadership

This summary chapter pulls together information from Chapter One and from the previous course, Making a Successful Transition from Clinician to Manager. These two courses together provide a road map for success for the new manager, who is responsible for clinical oversight and related duties at the organization with respect to people, workload, and shifting priorities and schedules. Tools, dashboards, and reports are provided that can help the new manager get a realistic snapshot of the organization on a daily, weekly, monthly, and annual basis. This chapter also addresses what to consider when the new role is not working as expected, as well as information on networking, supporting your further professional development, and maintaining your sanity during your transition, helping you to identify your next steps and goals for your personal path to leadership.

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