Nursing

what if you were a pediatric oncology clinic manager? Staff Nurse Although not formally a manager, the staff nurse supervises LPNs, other professionals, and assistive personnel and so is also a manager who needs management and leadership skills. Com- munication, delegation, and motivation skills are indispensable. In some organizations, shared governance has been implemented and […]

Emotional Intelligence Domains and Associated Competencies PERSONAL COMPETENCE: These capabilities determine how we manage ourselves. Self-Awareness • Emotional self-awareness: Reading one’s own emotions and recogniz- ing their impact; using “gut sense” to guide decisions • Accurate self-assessment: Knowing one’s strengths and limits • Self-confidence: A sound sense of one’s self-worth and capabilities Self-Management • Emotional

What would you do if two registered nurses called in sick for the 12-hour night shift? What if you were a manager for a specialty unit and received a call for an admission, but had no more beds? Or what if you were a pediatric oncology clinic manager and a patient’s sibling exposed a number

Five Areas of Competency AONE BELIEVES THAT MANAGERS AT ALL LEVELS MUST BE COMPETENT IN THE FOLLOWING: COMMUNICATION AND RELATIONSHIPS-BUILDING COMPETENCIES INCLUDE: ● Effective communication ● Relationship management ● Influence of behaviors ● Ability to work with diversity ● Shared decision making ● Community involvement ● Medical staff relationships ● Academic relationships KNOWLEDGE OF THE

Examples of shared leadership in nursing include: ● Self-directed work teams. Work groups manage their own planning, organizing, schedul- ing, and day-to-day work activities. ● Shared governance. The nursing staff are formally organized at the service area and orga- nizational levels to make key decisions about clinical practice standards, quality assurance 44 PART 1 •

UNDERSTANDING NURSING MANAGEMENT AND ORGANIZATIONS Traditional Leadership Theories Research on leadership has a long history, but the focus has shifted over time from personal traits to behavior and style, to the leadership situation, to change agency (the capacity to trans- form), and to other aspects of leadership. Each phase and focus of research has contributed

Charge nurse Clinical nurse leader Controlling Directing Emotional intelligence First-level manager Followership Formal [leadership] Informal [leadership] Leader Manager Organizing Planning Quantum leadership Servant leadership Shared leadership Transactional leadership Transformational leadership Key Terms 1. Explain why every nurse is a manager and can be a leader. 2. Differentiate between leaders and managers. 3. Discuss how different

Describe the patient care delivery system(s) at your place of work or clinical placement site. How well does it work? Can you suggest a better system? 2. Pretend that you are designing a new nursing care delivery system. Select the system or combination of systems you would use. Explain your rationale. 3. Why have different

UNDERSTANDING NURSING MANAGEMENT AND ORGANIZATIONS:The goal of the chronic care model is not to manage a disease but to change how daily care is delivered by clinical teams The goal of the chronic care model is not to manage a disease but to change how daily care is delivered by clinical teams (Coleman et al.,

Clinical microsystems include the following elements: ● Core team of caregivers ● Defined population to receive care ● Informational system for both patients and caregivers ● Support staff, equipment and facilitative environment The clinical microsystem model has been shown to be effective in neonatal intensive care units (Reis, Scott, & Rempel, 2009) and to increase