Nursing Management

Contents GLOSSARY ABSTRACT/ succinct INTRODUCTION DM 45 underdeveloped MANAGEMENT STYLE 1. Self- mind epitome 2. S doholders digest 3. S. W. O. T analysis DM 46 recruitment AND SELECTION DM 47 MANAGING PERFORMANCE DM 48 DEVELOPING TEAMS & INDIVIDUALS RECOMMENDATION REFERENCES BIBLIOGRAPHY APPENDIX Glossary D. O. H De assortment Of wellness N. H. S National wellness expediency N. S. F National Service Framework P. E. S. T. O Political Economical cordial Technological Others 7 S Shargond Values Strategy Structure System lag trend Skill S. M. A. R. T Specific Measurable Achievable RealisticTime-bound S. W. O. T Strengths Weaknesses Opportunities Threats Abstract/Summary I am currently works as a Charge Nurse/ Deputy cellblock Manager on cover X , a Diabetic and Renal hospital guard found at a North London Hospital. The screen contains 21 bang-up medical male beds and a ag multitude of 28 supplys which allows 6 school-age child nurses, 2 domestics, 1 hold clerk, 7 health c atomic number 18 assistants, 6 secondary nurses, 4 senior nurses and 2 guard sister/ institutionalise nurse. Some of my main responsibilities on the ward includes the assessment of care inevitably for patients, the evolution of computer programs of care and their implementation and valuation and nigh burning(prenominal)ly carrying forth all relevant frames of care without direct supervision, and demonstrate procedures to, and supervise restricted and unqualified staff and contribute to the overall good of the plaque by existence a positive role model and treating all staff, visitors and portion characterrs with courtesy (Appendix 1). In this assignment I pass oning demonstrate the in resign of k straight offledge, management concepts and theories that I project acquired while undertaking this module of Managing nation and re youthful them to my clinical area.Certain area of practice bequeath be identified, analysed and evaluated by dint of ef fective bulk management using the CLINLAP model (Jumaa (1997) ), ( Jumaa & Alleyne (2001) ) inside the ward fateting. CLINLAP is specify as a strategic breast feeding leadership and learning process that positions strategic learning as a control force inside health and social care organisations, on a day to day basis, in the management of nursing goals nursing roles nursing processes and nursing relationships (Jumaa & Alleyne, 1997 & 2001)Introduction The National service simulations (NSFs) are broad term strategies for improving unique(predicate) areas of care. They repair measurable goals in spite of appearance gear up time frames. NSFs set national standards and station diagnose interventions for a defined service or care group put in backside strategies to stand implementation establish ways to en certainly progress at bottom an agree time scale form peerless of a simulacrum of measures to raise quality and decrease variations in service, introduce d in The New NHS and A First Class Service.The NHS visualize re-emphasised the role of NSFs as drivers in delivering the modernisation Agenda. Each NSF is developed with the assistance of an External Reference Group (ERG) which set ashores unneurotic health professionals, service users and carers, health service managers, partner agencies, and other advocates. ERGs hold an inclusive process to engage the full range of beguiles. The Department of wellness have gots the ERGs and manages the overall process. (DOH, (2005) )The NSF makes it overhaul that the NHS is committed to building a modernisation political program to leave behind high quality patient care and improving the on the job(p) lives of all NHS staff. In term of patient care, it draws the attention to the request to smelling at each service from the patients point of view and to ensure that a patient focus is embedded in the culture. In gild to achieve this, virgin and better ways of working are required by dint of, for archetype Investing in the workforce in terms of to a greater extent staff and better preparedness Giving frontline staff responsibility, freedom, skills and resources to do a better business enterprise, using their initiative for local innovation within national standards Reducing bureaucracy whilst increasing accountability so that in that location are clear and trans computer programmet process for holding the NHS to account for their lecture of operate Requiring staff to work effectively in police squads, for example, through managed clinical networks Working in partnership with staff and involving them through re frontationNHS is critically dependant on its employees for delivering the strategic and operational goals at corporate, departmental, functional and group levels and managing pot efficiently and effectively has become a central part of the ward manager/sister/ delegation nurses task at all levels particularly with a view to improving the wo rk of employees and thereby the mental process of the NHS in delivering services. Ward managers increasingly are being anticipate to take great responsibility or the personnel management aspects of their work. This implies that we are able to function effectively in 4 key aspects of managing citizenry underdeveloped our own management style Employee recruitment and selection Managing cognitive process by motivating and developing staffs create Teams and Individuals by improving staffs implementation at both individual and team levels. Dm 45 Developing Management Style In this unit I testament delineate 3 ways of assessing my current skills and competence as a manager.These methods give allow me to discern clearly my strenghs and weaknesses and thereby secernate areas on the ward in which rectifyments shadow be made and devise accomplish purposes which result then be monitored for progress. The 3 methods chosen will be, premierely self-assessment and analysis t hrough appraisal, secondly the stakeholder analysis tool and thirdly the SWOT analysis tool. Self- assessment analysis Self-assessment steps - 1. Arrange a coming to checkher with Ward Manager to agree on an appraisal date. 2. Ward Manager distributes pre-appraisal meeting self-assessment form. Appendix 2) 3. Work through the pre-appraisal form making notes and sending effectiveness areas for improvement. (Appendix 2) 4. brush with Ward Manager on agreed appraisal date. Work through the Personal Development Plan form (Appendix 3) to work agreement on the current carrying out and potential areas for improvement 5. Following the meeting the Ward Manager distributes completed Personal Development Plan and list of potential areas for improvement 6. Ward Manager agrees and complete draft action plan to forward to Matron 7.Matron follows up and verifies the Personal Development Plan. (Appendix 3) 8. Action plan agreed with matron. Ensure that all points on the action plan meet the chichi (Jumaa & Alleyne, (1998))criteria Specific, Measurable, Action based, Realistic and Time bound. (Appendix 3) Stakeholders analysis An integral part of the clinical formation review process is feedback from stakeholders. The Hospitals rendering of stakeholders includes staff, patients, relatives of patients, carers, other local NHS organisations, voluntary groups and other throng with an interest in the charge.The information provided through stakeholder work helps shape some of the areas that the clinical governance review will concentrate on. Clinical Governance is a framework through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish. It aims to create not only a culture, but systems and ways of working which assure that the safety and the quality of care is at the heart of the business at all(prenominal) level. Appendix 1, building block 5) As a Deputy ward manager it is most-valuable for me to take into account feedback from stakeholders for effective managerial exertion and to provide high standards of care. In order to do so the table that I have produced under will help me to report the role of individuals, or stakeholder groups who are mired or matched by the clinical governance programme and flock thereby affect its success or failure. Stakeholder analysis chart menstruate of con Organisation External Clinical Governance Hospital Diabetes UK , Patients plys, Patients Relatives, carers, PCTs Who wants the team to heed Yes Yes Fail No No Who is betting on the Succeeding Yes Yes team Failing No No Who is supporting the Visibly Yes No team Invisibly No Yes Whose success Affects the team Yes No Does the team affect Yes Yes Who does the teams Benefit Yes No change Damage Yes No Who target the teams Happen without No Yes change non happen without Yes Yes In the in a higher place table it put forward be famed that the group of stakeholder who are mostly involved and influence a programme are mainly the patients and the staffs. As part of my objectives I will in future concentrate on feed back from my staff on the ward and our group of patients. This can be achieve by organising ward meetings with staffs or actually having a matched interview with them at least(prenominal) once in a month. As for feedback from patients this can be organised by their allocated staff nurse in the form of an informal one-to-one interview at some point prior to the patient being discharged home. SWOT analysis A SWOT analysis is a tool, used in management and strategy formulation. It can help to range the Strengths, Weaknesses, Opportunities and Threats of an organisation.Strengths and weaknesses are internal factors that create or destroy value. They can include assets, skills or resources that the ward has at its disposal to provide care to patients. They can be measured using an internal assessment tool such(prenominal) as Peters & Watermans 7Ss. The table below will help me assess the internal factors of the ward and identify my goals and make them injure (Jumaa & Alleyne (2001)) This will help me to identify areas for schooling. Shared Values on-line(prenominal) The ward believes in team working providing quality care tendency To support staffs and encourage them to carry on working as a team Provide them with feedback from patient on quality of care on the ward. Strategy menstruation The ward believes in staffs further development and clinical skills. goal To escape every qualified staff on inhouse study days to develop their clinical skills Structure Current Staffs does not enunciate clearly between each other to promote continuity of attention. end To meet up with staffs on a one-to-one basis or ward meeting and discuss appropriate parley. System Current Staff appraisals only being carried out once in a course Goal To discuss with manager if appraisals can be done every 6 months Staff Current The intrust is introducing Senior Health maintenance Assistant contains.Goal Identify if any of the present Health Care Assistants on the ward are suitable candidates for the post by appropriate supervision. Style Current The ward has a team with multicultural staffs Goal get on staffs to respect each others cuture and thereby work more efficiently. Skill Current The ward has staffs with different skill mix. Goal Give positive feedback on their skills and encourage them to share their knowledge and serve study days to fly high them. Opportunities and threats are external factors that create or destroy value. Usually an organisation cannot control them and they emerge from Political, Economical, Social, Technological and Others.The assessment below using PESTO will help me to identify the goals set up by external factors and which in evitably to be included on the ward to meet expectations and thereby identify areas for my own professional development. Political Current The NHS Plan outlines a impudently delivery system for the NHS and changes for social services, and changes for NHS staff groups. It also sets out plans for lancinating waiting multiplication, clinical priorities and reducing inequality. Goal Have regular ward meetings to discuss with team how to incorporate changes on the ward. Economical Current The NHS budget has doubled since 1997, and will have almost trebled by 2008.All NHS organisations including my ward are receiving above inflation funding increases, both this year and next. Goal hurt up with team and prioritise our expenses so we can work within our budget Sociological Current The Hospital accommodate patients from different honourable background and beliefs. Goal Ensure that the trust can meet authentic requirements for its ethnic minority group. For example providing them with sp ecial diet like proper meal in the case of muslim patients. Technological Current The trust is currently using advance computer system to handle patients data. Goal Ensure that members of the staffs who are not computer literate attend IT course for quicker access to patients data. OtherCurrent The Hospital has performed well in maintaining and encouraging The clean our hands campain and reducing the risk of cross infection Goal Encourage the team by giving them positive feedback and honor infection control policy. DM 46 Recruitment and Selection at a time a trust has decided on its goals, it is subjective that it identifies whether it has the people inevitable to achieve them. Trusts need to develop ways of assessing the number of employees that they need to provide specific services. The implications of the recent policy changes in the NHS are that there will be further major changes in the numbers and deployment of employees across trusts. DOH, (2005)) As a Deputy Ward Mana ger part of my responsibilities is also to have a clear view of the number of staffs that we have on the ward and the number that we need to deliver the trusts objectives. Currently on my ward we have vacancies for 2 permanent Senior Staff nurses post previously known as grade E. The clean post which is now named Band 5b according to the agenda for change has been created by the trust callable to our increase in bed turnover and high demand of standards of care. sooner the posts were advertise I had a meeting with my Ward Manager and Matron so we can focus on the basic stages of recruitment which are 1. oblige the vacancy 2. Prepare a job exposition 3. Prepare a person specification 4. Attract applicants through good advertisement(Appendix 4a) 5. Selection 6. InductionIt is great for us team leaders to use vacancies as an opportunity for re-assessing peoples of necessity and the organisations structure so objectives can be achieved. Therefore an agreement between team leaders is important to reach our goals. After the agreement me and my ward manager we devised the job description and person specification taking into account an analysis of the following criterias (Kneeland, (1999)) the present or judge duties of the job changes which might impact on the job in the future existing duties which might be done more effectively or efficiently by some one else naked(a) duties that could be added to the job While preparing the job description my manager and I focused on 5 important aspects which were Accuracy in order not to under evoke or overstate the role and duties associated with the post. (Appendix 4b, constituent A) pellucidity in terms of tasks, duties, roles and responsibilities(Appendix 4, Section B) Up-to-date (Appendix 4b, Section A, E) Flexibility (Appendix 4b, Section A, B) Non-discriminatory particularly in terms of gender,marital status or ethinic background The use of person specifications have a different purpose and it actually aims to identify the qualifications, skills, experience and abilities which are seen as essential or desirable in the post-holder and is used primarily to assist those involved in the selection process. (Appendix 5)After the posts were advertised and the applications received me and my ward manager short-listed 8 candidates out of 23 applications. This was undertaken by eliminating those who did not meet the pre-agreed essential requirements as set out in the person specification. (Appendix 5). For example some candidates did not have the knowledge of the KSF of Diabetes which is an essential requirement for the post as we specialise in this area or did not have a minimum of 12 months experience as a qualified staff nurse. We made sure that the necessary information active the selection process were recorded and appropriate feedback effrontery to unsuccessfull candidates about their performance at the interview.Once the 2 candidates out of the 8 were successfull and appointed, it was important for me to plan induction and development for them. Given the investment made in new employees it is important that they should receive an appropriate induction so they can bring maximum contribution to the trust. At the Whittington Hospital, the trust induction covers areas such as the trust objectives so that the employee scans what they are trying to achieve, personal objectives so that the staff understands what is expected from them and relevant immediate tuition so that the person can properly undertake their job. Though it is a policy for every new employees to attend the trust nduction, I would personally recommend that all new starters on my ward should have a mentor to supervise them for at least the setoff 2 weeks of employment or even provoke an informal visit to the ward prior to interview so that candidates spirit that the working environment is appropriate for their futur development. DM 47 Managing accomplishment Performance management encompasses a range of standard management techniques and is not inevitably a formal system and is not necessarily the same as an appraisal system. (Templar, (2001)). On my ward, performance management systems is a common do good which enable my staffs to see more clearly their role on the ward and the trusts objectives. The key elements of managing my group of staffs involve setting objectives for the ward, assessing their development inevitably, making it happen, review it and doing better. Staffs on the ward need to know what is expected of them. Setting objectives which are S. M. A. R.T for action means that they can be sure what they should deliver, when and how. (Appendix 6). Discussion about individual objectives will also enable my staffs to understand why they should do the things that they have to do and how they fit into and contribute to the wider goals and aims of the trust. It is important to assess the training and development needs of my staffs to improve their ability to re ach the standards of performance expected of them in their jobs. This process should result in intend actions to meet individual needs, and will, where appropriate. (Appendix 6). In order to make the assessment happened, communication between me and my staffs should be improved.Many tangible and intangible factors contribute to an effective working environment. As a deputy manager it is important for me to focus on the creation of a shared understanding and sense of purpose in my workplace, in particular, communication,culture and climate. Good communication is essential for effective performance management. For example on my ward internal communication such as team briefings, staff meeting, noticeboards and emails enables me and my ward manager to ensure that all our staffs are clear about the wards goals and that messages are given and received to and from staffs. This include aims and objectives as well training and development opportunities.Peoples performance is unnatural by their working environment. Morale,motivation, frustration, enthusiasm and commitment all influence the performance that the trust can achieve, so understanding what is important to staffs and listening to and performing on their views is an essential part of organising effectively. (Templar, (2001)). Having set objectives for individual staffs it is essential that performance and progress are regularly reviewed with individuals so that staffs feel prize for their motion and can identify areas where performance can improve. Reviews are necessary to improve individual and organisational performance but at the same time identify poor performance.The scenario below will demonstrate a situation where one of my junior staff nurse was constantly showing poor performance on the ward and the action taken against her. Scenario Miss X, a junior staff nurse on the ward has been persistently coming late to work and is very slow in carrying out her daily tasks. several(prenominal) members of Se nior staff nurses have been reporting to me that standard of care for the group of patient she was looking after, has been deteriorating. I had a formal meeting on a one-to-one basis with Miss X where her poor performance fall outs were raised and an action plan was devised. It was discussed that she will be on a 3 months probation and will be supervised at all times by a senior member of staff and feedback will be given to me if her performance was improving.A copy of her job description and a self-assessment form was provided to her so she can set her personal objectives and discuss it with my manager or myself. The disciplinary and grievance process of the trust states that no disciplinary action will be taken against an employee until the case has been fully investigated. However, it should be recognised that there may be occasions when a full investigation is impossible e. g imprisonment. For example individuals will be informed of specific complaints against them in writing a nd will be given the opportunity to state their case directly to those who are considering disciplinary action before any decisions are made.Individuals and their Trade Union representative will be given a written explanation of any penalty imposed and its term and in the case of written warnings , will have the right to salute against this penalty. Usually no employee will normally be dismissed for a offset printing breach of discipline except in cases of gross bollocks where summary dismissal without notice or pay in emplacement of notice will be appropriate sanction. It, should, however, be recognised that there will be occasions, not covered by gross misconduct, when it will be necessary, because of the seriousness of the crime, for disciplinary action to begin at any stage of the procedure up to and including dismissal with notice for a first offence. (The Hospital disciplinary and grievance policy, (2006) )In the case of a first offence or disciplinary measures my role w ill be to discuss it first with my line manager as they are the one who are allowed to issue oral warning, dismissals and discuss the circumstances with Human Resources. DM 48 Developing Teams & individuals To get the best from employees, managers need to know who will be doing what, where the strengths and weaknesses of staffs are and which skills need to be developed by their teams. Properly set, realizable objectives that make clear what is expected, by when and to what standard, benefit both staffs and managers by elucidate roles and responsibilities, and assist in delivering value for money in the use of people resources.Setting performance objectives with staffs will also enable us managers to assess how our team can be best be used productively and identify any areas where staffs are producing different results and output. This can be useful in benchmarking performance and identifying individual, team and departmental areas for improved productivity. (Templar, (2001)) Wh en performance objectives and standards are set for a team, it is necessary to assess whether the team has the skills to meet the standards being set and to agree how skills will be developed if they do not already exist. This is particularly important when ways of working are being changed.The developmental plan below which has been devised with a team member and also formulate the teams objectives as a whole, demonstrate the organisational and individual needs that can be met in many ways Development Plan Individual/Team Work shadowing Get full support from Senior members of the team and provide feedback. Special Projects Encourage staffs to actively get involve with hospital projects such as campaings. Planned self-development Meet at least every 6 months for appraisal and plan self -development Mentoring quip support to newly qualified staff in the form of mentorship/preceptorship for the first 2 weeks of amounting the team Coaching and guidance Provide staffs with support and guidance whenever and wherever required. Study for professional qualifications Encourage staff to go for further studies for example encourage Diploma holder to complete their compass point or send people for specialist course such as the Diabetic Course. Planned delegation Ensure that Senior staff nurses take responsibility in delegating tasks to junior staffs, H. C. As and student nurses on-the-job training Encourage staffs to attend in-house clinical skills study days. New responsibilites deal new rsponsibilities to members of the team. For example making each member of the staff obligated for certain part of the ward like for instance in charge of the treatment rooms general tidiness. Off the- job training Negociate with staffs if there is any external training they want to attend and provide them with leave or day off. Job rotation/ second base Senior staff nurses to act as team leader in the absence of myself or the ward manager. Membership o f professional societies Encourage staffs to join professional bodies like the Royal College of Nursing and UNISON In the above table it can be noted that the individual development needs add up to the team development needs and trust-wide development needs.Individual managers must have a view of the team needs across the trust so that common needs can be met in the most cost-effective way and competing needs can be prioritised. Recommendations Staff development should be linked to the achievement of the trusts goals and targets. If a key priority for the trust is to improve patient care, development plans at individual, team, departmental and corporate level should reflect that goal by focusing on enhancing the skills of staffs to deliver the required levels of patient care. Staffs will know which aspects of their work need support and development and are well placed to identify training and development needs to help them perform better in their jobs ReferencesDepartment of Hea lth (2005), The New NHS plan London D. O. H Jumaa, M. O & Alleyne, J. (2001), Managing and principal in a constanly changing contexts in Health and Social Care Middlesex University Kneeland, S. (1999), Recruiting for Results How To Books Ltd Templar, R. (2001), Fast Thinking Appraisal Pearson Education Ltd The Hospital (2006)Disciplinary and grade policy The Whittington Hospital Bibliography Belbin, R. M. (1996). Managing Teams Why they succeed or fail. Oxford Butterworth-Heinemann. Johnson, G. & Scholes, K. (2001). Exploring bodied Strategy 6th Edition Prentice-Hall Martin, V. & Henderson, E. (2001). Managing in Health and Social Care Routeledge