A Nurse's Survival Guide to Leadership and Management on the Ward - Elsevier eBook on Vitalsource, 3rd Edition
When you become a ward or unit manager, sister or charge nurse, your responsibilities change and you need a very different set of skills compared to your previous roles. You are now required to manage a team of staff with a set budget and are responsible for maintaining an environment in which people can work well.
A Nurse's Survival Guide to Leadership and Management on the Ward, Third Edition will help you to:
- Identify your responsibilities and best approaches as a manager to provide patients with a high standard of care through your staff;
- Read through examples, suggestions and tips following a highly practical approach;
- Manage your staff, time and budget;
- Create a positive work environment;
Part of the A Nurse’s Survival Guide series.
When you become a ward or unit manager, sister or charge nurse, your responsibilities change and you need a very different set of skills compared to your previous roles. You are now required to manage a team of staff with a set budget and are responsible for maintaining an environment in which people can work well.
A Nurse's Survival Guide to Leadership and Management on the Ward, Third Edition will help you to:
- Identify your responsibilities and best approaches as a manager to provide patients with a high standard of care through your staff;
- Read through examples, suggestions and tips following a highly practical approach;
- Manage your staff, time and budget;
- Create a positive work environment;
Part of the A Nurse’s Survival Guide series.
特長
- Completely updated and revised content written by well-known authors with extensive experience in the field
- New sections on responsible use of social media, working with different generations in the workplace; how to make an impact, taking care of yourself etc
- Leading teams in the context of enduring financial and staffing constraints
著者情報
| ISBN Number | 9780702076640 |
|---|---|
| Description Author List | By Brian Dolan, OBE, FFNMRCSI, FRSA, MSc (Oxon), MSc (Nurs), RMN, RGN, Director, Health Service 360; Honorary Professor, Leadership in Healthcare, Salford University, Manchester; Honorary President, AGILE - the Professional Network for Physiotherapists working with Older People; Honorary Adjunct Professor of Innovation in Healthcare, Bond University, SE Queensland; Professor, Coventry University, UK; Amy Lochtie, FRSA, RGN, FSBP, West Yorkshire Innovation Hub Director, Health Innovation Yorkshire & Humber; West Yorkshire Integrated Care Board; NHS Assembly member Northwest Clinical Senate member and NIHR Expert Reviewer, UK |
| Copyright Year | 2019 |
| Edition Number | 3 |
| Format | E-Book |
| Trim | Other |
| Imprint | Elsevier |
| Page Count | 336 |
| Publication Date | 20 Dec 2018 |
| Stock Status | IN STOCK |
1. The role of the ward manager
1.1. Be clear about what 24-hour responsibility means
1.2. Be clear about what makes a good leader
1.3. Make sure your decisions are informed ones
1.4. Clarify your objectives
1.5. Understand your legal responsibilities
1.6. Be clear about your matron/line manager's role
1.7. Remember you are the patients' overall advocate
1.8. Balance your clinical work with administrative duties
1.9. Be aware of the impact of your role on others
2. Manage your time
2.1. Define your workload
2.2. Organise your office
2.3. Control your diary
2.4. Keep up with your e-mails
2.5. Cut interruptions
2.6. Keeping abreast of your reading
2.7. Getting the best from meetings
2.8. Chair meetings effectively
2.9. Learn to let go through delegation
2.10. Be proactive
3. Create a positive working environment
3.1. Plan ahead
3.2. Set meaningful objectives with your team
3.3. Be a good listener
3.4. Feedback with sincerity
3.5. Know your staff well
3.6. Never talk disapprovingly of others
3.7. Get your staff to take more responsibility
3.8. Have a system for dealing with patients' visitors
3.9. Deal with conflict
3.10. Implement clinical supervision
4. Manage staff performance
4.1. Get to know your HR advisor
4.2. Write everything down
4.3. Make appraisals work
4.4. Know how to handle unacceptable behaviour
4.5. Handle poor performance/incompetence
4.6. Know when and how to discipline
4.7. Actively manage sick leave
4.8. Ensure all staff have appropriate training, development and support
4.9. Provide additional support for mentors
4.10. Reduce staff stress
4.11. Inform and involve all of your team
4.12. Consider team-based self-rostering
5. Make sure care is Patient-Centred
5.1. Maintain your clinical skills
5.2. Ensure that all patients have a full assessment and care plan
5.3. Be clear about what health care assistants can and cannot do
5.4. Eliminate long handovers
5.5. Use task-orientated care only when appropriate
5.6. Work towards the named nurse (or primary nursing)
5.7. Make sure patients are informed
5.8. Performance indicators, audits and benchmarking
5.9. Manage staffing shortages
5.10. Take the lead on ward rounds
6. Manage your budget
6.1. Know what your budget is
6.2. Prioritise pay
6.3. Go through your monthly budget statement
6.4. Manage annual leave
6.5. Manage your unplanned absence allowance
6.6. Plan your study leave allowance
6.7. Get your staff involved in non-pay
6.8. Be more active in the business planning process
6.9. Don't do anything without identified funding
6.10. Meet regularly with your finance advisor
7. Improve quality and safety
7.1. Quality indicators
7.2. Identify mistakes and risks
7.3. Investigate complaints appropriately
7.4. Tips for calling or meeting with a complainant
7.5. Investigate incidents appropriately
7.6. Make improvements
8. Instigate a rolling recruitment programme
8.1. Review the post with the person who is leaving
8.2. Write good adverts and application packages
8.3. Shortlist and arrange interviews properly
8.4. Get the best out of the interview process
8.5. Follow up all candidates personally
8.6. Arrange a good induction programme
8.7. Continually explore all other avenues to get staff
8.8. Don't discriminate
8.9. Succession plan
8.10. Fully involve your team in all aspects of recruitment
9. Be politically aware
9.1. Understand how health care is managed nationally
9.2. The Value of The Board of Directors
9.3. Choose your meetings carefully
9.4. Network – get to know the right people
9.5. Be diplomatic
9.6. Work with your director of nursing
9.7. Get recognition for your work
9.8. Choose your mentor and mentees with care
9.9. Plan ahead for your own needs
10. Look after yourself
10.1. Set up a peer support group or action learning set
10.2. Develop the role of your deputy
10.3. Get yourself a mentor
10.4. Choose carefully who you talk to and what you say
10.5. Reduce stress
10.6. Get over mistakes and move on
10.7. Remember it's only a job
11. Be a good role model
11.1. Be smart
11.2. Make a good first impression
11.3. Always smile and be positive
11.4. Speak clearly
11.5. Be relaxed and in control
11.6. Make your writing distinguishable
11.7. Be aware of how others see you
11.8. Set an example with your choice of language
11.9. Never moan or gossip about others
11.10. Don't stagnate
12. Manager your manager
12.1. Clarify expectations
12.2. Work with, not against, your manager
12.3. Act, if an important decision has been made without your consultation
12.4. Act, if a change in another department has a knock-on effect in yours
12.5. Don't be pressurised into taking on extra work without funding
12.6. If you are doing extra work without funding, take action
12.7. Keep the communication channels open
12.8. Write clear and timely reports
12.9. Know how to conduct a good investigation
13. Manage difficult situations
13.1. The difficult manager
13.2. The problematic colleague
13.3. Allegations of bullying or harrassment within your team
13.4. Staff complaints
13.5. Helping your staff to act
13.6. Dealing with racism or other forms of discrimination
13.7. Unsafe staffing levels
13.8. Cliques
13.9. Be specific about expanding nursing roles
13.10. Be proactive with enforced moves or mergers of services
14. Manage difficult team members
14.1. Staff who refuse to look professional or wear proper uniform
14.2. Staff who refuse to accept change
14.3. Staff who can't seem to prioritise their work
14.4. Staff labelled as lazy
14.5. Staff with alcohol problems
14.6. Members of staff who don't get on
14.7. Staff who seem careless and sloppy
14.8. Staff who manipulate situations for their own gain
14.9. Staff who moan and whinge
14.10. Staff who are continually late for duty
15. Get the best advice
15.1. Know where to go for legal advice
15.2. Know where to go for professional advice
15.3. Utilise the chaplaincy department
15.4. Use but don't abuse the nurse specialists
15.5. Help patients and relatives access the right advice
15.6. Keep up-to-date with risk management issues
15.7. Consult policies, procedures and guidelines
15.8. Maximise computer access
15.9. Utilise the knowledge and skills of your nursing colleagues
15.10. Utilise the practice development team
