Nursing

Managing Task Forces:There are a few critical differences between task forces and formal committees. For example, members of a task force have less time to build relationships with each other, and, because task forces are temporary, there may be no desire for long-term positive relationships. Formation of a task force may suggest that the organization’s […]

LEARNING KEY SKILLS IN NURSING MANAGEMENT ● Help the discussion stay on track ● Assist with implementation as agreed These behaviors facilitate group performance. All attendees should be familiar with behaviors that they may employ to facilitate well-managed meetings. All meeting participants must be helped to understand that they share responsibility for successful meetings. A

Group members should: ● Be prepared for the meeting, having read pertinent materials ahead of time ● Ask for clarification as needed ● Offer suggestions and ideas as appropriate ● Encourage others to contribute their ideas and opinions ● Offer constructive criticism as appropriate Place Your Order Here!

BUILDING AND MANAGING TEAMS 155 Guidelines for Conducting Meetings Although meetings are vital to the conduct of organizational work, they should be held princi- pally for problem solving, decision making, and enhancing working relationships. Other uses of meetings, such as socializing, giving or clarifying information, or soliciting suggestions must be thoroughly justified. Meetings should be

Nurses are often selected for leadership roles on committees and task forces. In these leader- ship roles and as unit managers and team leaders, they conduct numerous meetings. The follow- ing section provides guidance for leading and conducting meetings. INTRODUCING MULTIDISCIPLINARY TEAMS Bruce Shapiro was promoted six months ago to nurse manager for the stroke

LEARNING KEY SKILLS IN NURSING MANAGEMENT:can increase the perceived value of group membership. Members of groups who have a history of success are attracted to each other more than those who have not been successful. See how one nurse handled his new assignment as manager for an interprofessional team in Case Study 11-1. Leading Committees

Evaluating Team Performance The manager may be accustomed to evaluating individual performance, but evaluating how well a team performs requires different assessments. Patient outcomes and team functioning are the criteria by which teams can be evaluated (Rosen et al., 2008). Outcome data, such as clinical pathway information, variances in critical paths, complication rates, falls, and

The manager’s communication style also affects group cohesiveness. If the manager main- tains a high degree of information power and controls not only what information is received but also who receives it, group performance may suffer. By interrupting, changing the subject, monopolizing the conversation, or ignoring the feedback, problems escalate and the leader re- mains

Communication Communication is a central component of the nurse manager’s leadership. The Joint Commis- sion, the organization that accredits hospitals, found that poor interprofessional communication was the cause of nearly 70 percent of unexpected events causing death or serious injury (Joint Commission, 2011). Effective nurse managers can facilitate communication in groups by maintaining an atmo-

BUILDING AND MANAGING TEAMS 153 As a requirement for Magnet certification, shared governance increases staff involvement in the organization’s functioning and future planning and, at the same time, increases staff allegiance to the organization. The Nurse Manager as Team Leader Because staff nurses work in close proximity and frequently depend on each other to perform