Essay: Management Nursing -- Preparing

Pages: 7 (2630 words)  ·  Bibliography Sources: 20  ·  Level: Master's  ·  Topic: Healthcare  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] The distinction between the concept of leader and manager are important for this analysis. It is entirely possible to be a wonderful leader and not be a good manager, or to be an excellent manager yet not be a good leader. In the hospital environment, a manager will necessarily have delegated authority. A manager conducts his or her work within the context of a formal role that has a particular status and delineated duties and responsibilities. The focus of a manager's job in a hospital is on control and coordination ("SIGN," 2002). Control must be extended over medical and institutional processes, over decision-making, and over the execution of duties carried out by those the manager directly or indirectly supervises. Managers are expected to be good at coordinating the allocation and use of financial and personnel resources in order to meet the hospital's goals and objectives. Managers must be good role models and follow the rules and best practices as set out by hospital administrators, the board of directors, and the NMC Code of Professional Conduct.

Unlike a manager, a leader doesn't have an assigned position as a "leader" in the formal organization of the hospital (Jennings, 2007). In fact, a leader may not have any delegated authority at all (Jennings, 2007). A leader must substitute power for official authority and, generally, that power is granted by others who indicate a willingness to follow (Jennings, 2007). Invariably, leaders are effective, persuasive, and inspirational communicators (Jennings, 2007). Leaders typically exhibit excellent interpersonal skills and, as a result -- and in concert with their strong communication skills -- are capable of motivating and influencing others (Jennings, 2007). Leadership requires sincerity, energy, and a willingness to try new approaches to old problems -- all of which contribute to a leader's ability to communicate his or her vision (Jennings, 2007).

A student nurse preparing for management needs to be an excellent nurse practitioner, an excellent manager, and an effective leader. Necessarily, the roles overlap, with some situations calling for student nurse to learn to be both a leader and a manager. The old aphorism is that leaders do the right thing and managers do things right. But it should be apparent that those two ways of doing things must not be mutually exclusive. In a rapidly changing environment where disruptive technologies must be accommodated and dramatic shifts in the economic landscape have become the norm, nurses must also lead change in ways that benefit patients, praxis, and the healthcare institution. Moreover, a student nurse preparing for management must ensure that staff take advantage of professional growth opportunities and seek ways to make positive differences in the nursing profession.

Whether there are nursing shortages or not, there will always be competition between medical facilities to acquire the most qualified and experienced staff. Opportunities for professional development -- in the traditional sense and in the form of guided participatory engagement in decision-making -- can be an effective strategy for retaining nursing staff. The results of participatory management can include better trained and more satisfied nurses, improved patient outcomes, and nurses who challenge themselves to develop new approaches, skills, and styles -- all of which are designed to better meet the requirements of a changed healthcare environment. Moreover, a transformative leadership style can go a long way toward establishing good working relationships with professionals in other disciplines. Increasingly, the responsibilities of a nurse demand collaborative inter-professional practice. Taking a systems approach to healthcare, a nurse can apply the skill sets conventionally implemented with unit staff to a wider circle of professionals who function as part of a loosely coupled team.

Conclusion

This paper has focused on the articulation of the ways and means for achieving the following code: Work with others to protect and promote the health and well-being of those in your care, their families and carers, and the wider community. The hub of effective nursing care in the long-term health care environment consists of the following efforts: To ensure that information is shared with colleagues, to work effectively as part of a team, to delegate effectively, and to manage risk.

References

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Burgers, J.S., Grol, R., Klazinga, N.S., Makela, M., Zaat, J. (2003, February). AGREE Collaboration. Towards, clinical practice: an international survey of 18 clinical guideline programs. International Journal of Quality Health Care. 15(1), 31-45.

Davis, D.A. And Taylor-Vaisey, A. (1997, August 15). Translating guidelines into practice. A systematic review of theoretic concepts, practical experience and research evidence in the adoption of clinical practice guidelines. CMAJ. 157(4), 408-16

Dolan, L. (2003, March / April). Management style and staff nurse satisfaction. Dimensions of Critical Care Nursing, 22(2), 97.

Eaton, S.C. (1997). Pennsylvania's nursing homes: Promoting quality care and quality jobs. Keystone Research Center High Road Industry Series, #1. Harrisburg, PA.

Eccles, J.S. And Wigfield, A. (2002). Motivational beliefs, values, and goals. Annual Review of Psychology, 53, 09-132. DOI: 10.1146/annurev.psych.53.100901.135153

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Leininger, M. (1997). Overview of the theory of culture care with the ethnonursing research method. Journal of Transcultural Nursing, 8(2), 32-52.

Leininger, M.M. (1988, November). Leininger's theory of nursing: Cultural care diversity and universality. Nursing Science Quarterly, 1 (4), 152-160 doi: 10.1177/08943184880010040

Jennings, B.M., Scalzi, C.C., Rodgers, J.D., & Keane, A. (2007). Differentiating nursing leadership and management competencies. Nursing Outlook, 55, 169 -- 175

http://www.aacn.org/WD/Practice / Docs/NMSL_BrochureFINAL%20(2).pdf

Nursing and Midwifery Council (Education, Registration and Registration Appeals) Rules 2004 (SI 2004/1767). The Stationery Office, Norwich, www.hmso.gov.uk

NMC Code of Conduct. Retrieved http://www.nmc-uk.org

Scottish Intercollegiate Guidelines Network SIGN guideline development methodology

SIGN 50: A guideline developer's handbook (SIGN Publication No. 50). Published February 2001 Last updated October 2002.

Shaneyfelt, T. M., Mayo-Smith, M.F., Rothwangl, J. (1999, May 26). Are guidelines following guidelines? The methodological quality of clinical practice guidelines in the peer-reviewed medical literature. JAMA, 281(20),1900-5.

Suh, E.E. (2004, April). The Model of Cultural Competence Through an Evolutionary Concept Analysis. Journal of Transcultural Nursing, 15 (2), 93-102.doi: 10.1177/1043659603262488

Sullivan, E.M. And Gray-Miceli, D. (Eds.). (2008). Leadership and Management Skills for Long-Term Care. New York, NY: Springer Publishing Company. Retrieved http://www.springerpub.com/samples/59931_chapter.pdf

____. (2011,July 5). Why Andrew Dilnot's report on long-term care needs revising. The Telegraph. Retrieved http://www.telegraph.co.uk/health/8617589/Why-Andrew-Dilnots-report-on-long-term-care-needs-revising.html

____. (n.d.). Case management for patients with complex long terms conditions and high intensity needs. Publications and policy guidance. Department of Health. Retrieved http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/Browsable/DH_4966006

____. (2005, January 5). Supporting… [END OF PREVIEW]

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