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A nurse's survival guide to leadership and management on the ward

Author: Jenny Thomas
Publisher: Edinburgh : Churchill Livingstone Elsevier, 2013.
Edition/Format:   Print book : English : 2nd edView all editions and formats
Summary:
Are you managing other people? If so, you will find this an indispensable guide to situations and problems faced by ward managers, sisters and charge nurses today. This new edition retains the book's practical approach, providing hints and tips on cutting through bureaucracy to ensure patient care remains uppermost on your agenda.
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Document Type: Book
All Authors / Contributors: Jenny Thomas
ISBN: 9780702045837 0702045837
OCLC Number: 815614866
Description: [xiv], 305 pages : illustrations
Contents: 1. Be clear about the role of the ward manager : Be clear about what 24-hour responsibility means ; Be clear about what makes a good leader ; Make sure your decisions are informed ones ; Clarify your objectives ; Understand your legal responsibilities ; Be clear about your matron/line manager's role ; Remember you are the patients' overall advocate ; Don't take on other people's pressures ; Balance your clinical work with administrative duties ; Be aware of the impact of your role on others --
2. Manage your time : Define your workload ; Organise your office ; Control your diary ; Keep up with your e-mails ; Cut interruptions ; Don't waste time with unnecessary reading ; Handle meetings effectively ; Chair meetings effectively ; Learn to let go through delegation ; Be proactive --
3. Create a positive working environment : Plan ahead ; Set meaningful objectives with your team ; Be a good listener ; Feedback with sincerity ; Know your staff well ; Never talk disapprovingly of others ; Get your staff to take more responsibility ; Have a system for dealing with patients' visitors --
Deal with conflict ; Implement clinical supervision --
4. Manage staff performance : Get to know your HR advisor ; Write everything down ; Make appraisals work ; Know how to handle unacceptable behaviour ; Handle poor performance/incompetence ; Know when and how to discipline ; Actively manage sick leave ; Ensure all staff have appropriate training, development and support ; Provide additional support for mentors ; Reduce staff stress ; Inform and involve all of your team ; Consider team-based self-rostering --
5. Make sure care is patient-centered : Maintain your clinical skills ; Ensure that all patients have a full assessment and care plan ; Be clear about what health care assistants can and cannot do ; Eliminate long handovers ; Use task-oriented care only when appropriate ; Work towards the named nurse (or primary nursing) ; Make sure patients are informed ; Performance indicators, audits and benchmarking ; Manage staffing shortages ; Take the lead on ward rounds --
6. Manage your budget : Know what your budget is ; Prioritise pay ; Go through your monthly budget statement ; Manage annual leave ; Manage your unplanned absence allowance ; Plan your study leave allowance ; Get your staff involved in non pay ; Be more active in the business planning process ; Don't do anything without identified funding ; Meet regularly with your financial advisor --
7. Improve quality and safety : Quality indicators ; Identify mistakes and risks ; Investigate complaints appropriately ; Tips for calling or meeting with a complainant ; Investigate incidents appropriately ; Make improvements --
8. Instigate a rolling recruitment programme : Review the post with the person who is leaving ; Write good adverts and application packages ; Shortlist and arrange interviews properly ; Get the best out of the interview process ; Follow up all candidates personally ; Arrange a good induction programme ; Continually explore all other avenues to get staff ; Don't discriminate ; Succession plan ; Fully involve your team in all aspects of recruitment. 9. Be politically aware : Understand how health care is managed nationally ; Know your board of directors and their priorities ; Choose your meetings carefully ; Network: get to know the right people ; Be diplomatic ; Work with your director of nursing ; Get recognition for your work ; Choose your mentor and mentees with care ; Plan ahead for your own needs --
10. Look after yourself : Set up a peer support group or action learning set ; Develop the role of your deputy ; Get yourself a mentor ; Choose carefully who you talk to and what you say ; Reduce stress ; Get over mistakes and move on ; Remember it's only a job --
11. Be a good role model : Be smart ; Make a good first impression ; Always smile and be positive ; Speak clearly ; Be relaxed and in control ; Make your writing distinguishable ; Be aware of how others see you ; Set an example with your choice of language ; Never moan or gossip about others ; Don't stagnate --
12. Manage your manager : Clarify expectations ; Work with, not against, your manager ; Act, if an important decision has been made without your consultation ; Act, if a change in another department has a knock-on effect in yours ; Don't be pressurised into taking on extra work without funding ; If you are doing extra work without funding, take action ; Keep the communication channels open ; Write clear and timely reports ; Know how to conduct a good investigation --
13. Manage difficult situations : The difficult manager ; The problematic colleague ; Allegations of bullying or harassment within your team ; Staff complaints ; Helping your staff to act ; Dealing with racism or other forms of discrimination ; Unsafe staffing levels ; Cliques ; Be specific about expanding nursing roles ; Be proactive with enforced moves or mergers of services --
14. Manage difficult team members : Staff who refuse to look professional or wear proper uniform ; Staff who refuse to accept change ; Staff who can't seem to prioritise their work ; Staff labelled as lazy ; Staff with alcohol problems ; Members of staff who don't get on ; Staff who seem careless and sloppy ; Staff who manipulate situations for their own gain ; Staff who moan and whine ; Staff who are continually late for duty --
15. Get the best advice : Know where to go for legal advice ; Know where to go for professional advice ; Utilise the chaplaincy department ; Use but don't abuse the nurse specialists ; Help patients and relatives access the right advice ; Keep up-to-date with risk management issues ; Consult policies, procedures and guidelines ; Maximise computer access ; Utilise the knowledge and skills of your nursing colleagues ; Utilise the practice development team --
16. Question external directives : Is another link nurse role really needed? ; Has the bed manager considered all other options? ; Are you managing a team of nurses or auditors? ; Has your line manager questioned the decision? ; Do some quality indicators actually lower the quality of care? ; Are senior managers aware of the implications of their decision? ; Are consultant/specialist decisions always appropriate? ; Does your union steward know? ; Is the chief executive aware of what is happening? ; Rely on your own common sense.
Other Titles: Leadership and management on the ward
Responsibility: Jenny Thomas.

Abstract:

Are you managing other people? This book helps you to: manage your time; create a positive work environment; ensure care is patient-centred; manage your budget; be politically aware; and, manage  Read more...

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