Nursing Management

Contents GLOSSARY ABSTRACT/SUMMARY fundament DM 45 DEVELOPING MANAGEMENT STYLE 1. Self- prisement abstract 2. Stakeholders psychoanalysis 3. S. W. O. T analysis DM 46 RECRUITMENT AND infusion DM 47 MANAGING PERFORMANCE DM 48 DEVELOPING TEAMS & INDIVIDUALS recommendation REFERENCES BIBLIOGRAPHY APPENDIX Glossary D. O. H De distinguishment Of Health N. H. S matter Health Service N. S. F National Service Frame become P. E. S. T. O Political Economical Social Technological Others 7 S dual-lane Values Strategy Structure System Staff Style acquirement S. M. A. R. T Specific Measurable Achievable RealisticTime-bound S. W. O. T Strengths Weaknesses Opportunities Threats Abstract/ abridgment I am soon running(a) as a summon Nurse/ De caty cellblock Manager on Ward X , a Diabetic and Renal harbor based at a North London hospital. The shield contains 21 acute medical anthropoid beds and a squad of 28 staves which includes 6 student nurses, 2 domestics, 1 defend clerk, 7 wellness business organization assistants, 6 subordinate nurses, 4 senior nurses and 2 protect sister/charge nurse. Some of my chief(prenominal) responsibilities on the harbor includes the assessment of business organisation fates for long-sufferings, the information of classs of c are and their implementation and valuation and most eventfully carrying out all germane(predicate) forms of divvy up without direct supervision, and demonstrate procedures to, and supervise qualified and unqualified round and contribute to the overall good of the organisation by being a positive role model and treating all faculty, visitors and assistant users with courtesy ( auxiliary 1). In this assignment I resulting demonstrate the use of knowledge, focussing concepts and theories that I collapse acquired while undertaking this module of Managing People and relate them to my clinical area.Certain area of practice pull be identified, analysed and evaluated finished effecti ve hoi polloi management using the CLINLAP model (Jumaa (1997) ), ( Jumaa & Alleyne (2001) ) within the ward setting. CLINLAP is defined as a strategic nursing leadership and learning process that positions strategic learning as a driving force within 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 frameworks (NSFs) are long term strategies for better special(prenominal) areas of care. They set mensural goals within set time frames. NSFs set national standards and recognise linchpin interventions for a defined service or care group put in place strategies to nourishment implementation establish ship tooshieal to check up on pass along within an agreed time scale form mavin of a direct of measures to raise shade and decrease variations in service, introduced in The New NHS and A First Class Service.T he NHS externalise re-emphasised the role of NSFs as drivers in delivering the Modernisation Agenda. Each NSF is developed with the assistance of an External prolongation Group (ERG) which brings to get offher health professionals, service users and carers, health service managers, spouse agencies, and other advocates. ERGs adopt an inclusive process to engage the full range of views. The Department of Health supports the ERGs and manages the overall process. (DOH, (2005) )The NSF makes it clear up that the NHS is committed to building a modernisation programme to provide richly fiber patient role care and improving the working lives of all NHS rung. In terms of patient care, it draws the vigilance to the need to look at each service from the patients point of view and to ensure that a patient focus is imbed in the culture. In order to secure this, new and better representations of working are needed through, for simulation Investing in the hands in terms of more sta ff and better training loose front guide staff responsibility, freedom, skills and resources to do a better job, using their initiative for topical anesthetic innovation within national standards Reducing bureaucracy whilst increasing answerability so that in that respect are clear and trans visualizet process for property the NHS to account for their auction pitch of services Requiring staff to work effectively in squads, for archetype, through managed clinical networks Working in partnership with staff and involving them through representationNHS is critically dependent on its employees for delivering the strategic and operational goals at corporate, departmental, working(a) and aggroup aims and managing people efficiently and effectively has become a inter replace part of the ward manager/sister/charge nurses task at all levels oddly with a view to improving the mathematical operation of employees and on that pointby the instruction execution of the NHS in deliv ering services. Ward managers increasingly are being anticipate to take great responsibility or the power management aspects of their work. This implies that we are able to function effectively in 4 key aspects of managing people Developing our stimulate management style Employee recruitment and selection Managing performance by motivating and developing staffs Developing groups and Individuals by improving staffs performance at both singular and police squad levels. Dm 45 Developing Management Style In this unit I leave behind identify 3 ways of assessing my current skills and competence as a manager.These methods bequeath allow me to discern all the way my strenghs and weaknesses and thereby identify areas on the ward in which improvements hatful be made and work up action envisions which go forth then be monitored for progress. The 3 methods chosen result be, freshmanly self-assessment and analysis through judgment, secondly the stakeholder analysis diaphys is and third the SWOT analysis tool. Self- assessment analysis Self-assessment steps - 1. Arrange a collecting with Ward Manager to agree on an assessment date. 2. Ward Manager distributes pre-appraisal viewing self-assessment form. Appendix 2) 3. Work through the pre-appraisal form qualification nones and identifying potential areas for improvement. (Appendix 2) 4. Meeting with Ward Manager on agreed appraisal date. Work through the Personal Development Plan form (Appendix 3) to pull ahead agreement on the current performance and potential areas for improvement 5. succeeding(a) the meeting the Ward Manager distributes completed Personal Development Plan and list of potential areas for improvement 6. Ward Manager agrees and complete gulp action plan to forward to Matron 7.Matron follows up and verifies the Personal Development Plan. (Appendix 3) 8. put to death plan agreed with matron. condition that all points on the action plan meet the spite (Jumaa & Alleyne, (1998))cr iteria Specific, Measurable, Action based, Realistic and Time bound. (Appendix 3) Stakeholders analysis An constituent(a) part of the clinical governance review process is feedback from stakeholders. The Hospitals definition of stakeholders includes staff, patients, relatives of patients, carers, other local NHS organisations, voluntary groups and other people with an hobby in the authority.The information provided through stakeholder work supports 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 purity in clinical care will flourish. It aims to create not further 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 each level. Appendix 1, Unit 5) As a Dep uty ward manager it is primal for me to take into account feedback from stakeholders for effective managerial performance and to provide high standards of care. In order to do so the table that I have produced down the stairs will help me to identify the role of individuals, or stakeholder groups who are involved or affected by the clinical governance programme and arouse thereby affect its success or failure. Stakeholder analysis map Programme Organisation External Clinical Governance Hospital Diabetes UK , Patients Staffs, Patients Relatives, carers, PCTs Who wants the team to Succeed Yes Yes Fail No No Who is betting on the bring home the bacon 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 reproach Yes No Who send away the teams Happen without No Yes change Not happe n without Yes Yes In the preceding(prenominal) table it can be noted 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 one-to-one interview with them at to the lowest degree once in a month. As for feedback from patients this can be organised by their allocated staff nurse in the form of an free-and-easy one-to-one interview at some point prior to the patient being discharged home. SWOT analysis A SWOT analysis is a tool, use in management and strategy formulation. It can help to identify 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 t o provide care to patients. They can be measured using an internal assessment tool such as Peters & Watermans 7Ss. The table below will help me assess the internal factors of the ward and identify my goals and make them SMART (Jumaa & Alleyne (2001)) This will help me to identify areas for development. Shared Values current The ward believes in team working providing quality care aspiration To support staffs and assist them to carry on working as a team Provide them with feedback from patient on quality of care on the ward. StrategyCurrent The ward believes in staffs further development and clinical skills. terminus To perpetrate either qualified staff on inhouse study years to develop their clinical skills Structure Current Staffs does not communicate clearly surrounded by each other to promote continuity of Care. Goal To meet up with staffs on a one-to-one basis or ward meeting and discourse appropriate communication. System Current Staff appraisals and being carried out once in a year Goal To discuss with manager if appraisals can be done every 6 months Staff Current The invest is introducing of age(p) Health Care associate posts.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 incite staffs to find 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 count study days to expand them. Opportunities and threats are external factors that create or destroy value. usually an organisation cannot match 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 of necessity 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 new delivery system for the NHS and changes for social services, and changes for NHS staff groups. It also sets out plans for cutting wait times, 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 figure has treble since 1997, and will have almost trebled by 2008.All NHS organisations including my ward are receiving above inflation funding adjoins, both this year and next. Goal Meet up with team and prioritise our expenses so we can work within our budget Sociological Current The Hospital accommodate patients from different ethical constitute and beliefs. Goal Ensure that the rely can meet certain sine qua nons for its cultural minority group. For example providing them with special diet manage halal meal in the eggshell of muslim patients. Technological Current The cuss 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 fast access to patients data. OtherCurrent The Hospital has performed well in maintaining and boost The clean our hands campain and reducing the risk of cross transmittal Goal Encourage the team by giving them positive feedback and reinforce infection control policy. DM 46 Recruitment and Selection Once a trust has decided on its goals, it is essential that it identifies whether it has the people required to achieve them. Trusts need to develop ways of assessing the frame 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 Manager part of my responsibilities is also to have a clear view of the number of staffs th at 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 antecedently known as grade E. The new post which is now named knell 5b according to the agenda for change has been created by the trust due to our increase in bed turnover and high demand of standards of care. Before the posts were advertize I had a meeting with my Ward Manager and Matron so we can focus on the basic full points of recruitment which are 1. Agree the vacuum 2. Prepare a job description 3. Prepare a individual specification 4. Attract applicants through good advertisement(Appendix 4a) 5. Selection 6. InductionIt is Copernican for us team leaders to use vacancies as an opportunity for re-assessing peoples needs 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 devis ed the job description and somebody specification taking into account an analysis of the following criterias (Kneeland, (1999)) the present or expected 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 new duties that could be added to the job While preparing the job description my manager and I rivet on 5 important aspects which were Accuracy in order not to understate or overstate the role and duties associated with the post. (Appendix 4b, Section A) Clarity 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 psyche specifications have a different purpose and it actually aims to identify the qualifications, skills, consider and abilities which are seen as essential o r 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 current 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 slightly the selection process were recorded and appropriate feedback minded(p) to unsuccessfull candidates closely their performance at the interview.Once the 2 candidates out of the 8 were successfull and appointed, it was important for me to plan instalment and development for them. Given the investment made i n new employees it is important that they should receive an appropriate induction so they can bring uttermost contribution to the trust. At the Whittington Hospital, the trust induction covers areas such as the trust objectives so that the employee understands what they are trying to achieve, personal objectives so that the staff understands what is expected from them and relevant immediate training so that the person can decent 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 first 2 weeks of employment or even suggest an lax visit to the ward prior to interview so that candidates feel that the working environment is appropriate for their futur development. DM 47 Managing Performance Performance management encompasses a range of standard management techniques and is not necessarily a formal system and is not necessa rily the same as an appraisal system. (Templar, (2001)). On my ward, performance management systems is a gross benefit which modify 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 needs, qualification it happen, review it and doing better. Staffs on the ward need to know what is expected of them. background 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). word 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 reach the standards of performance expected of them in their jobs. This process should result in plan ned 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 public 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, observeboards 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 affected by their working environment. M spokene,motivation, frustration, enthusiasm and commitment all influenc e the performance that the trust can achieve, so understanding what is important to staffs and listening to and acting 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 recognised for their achievement and can identify areas where performance can improve. Reviews are necessary to improve individual and organisational performance but at the same time identify curt 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 members of Senior staff nurses have been reporting to me that standard of care for the group of patient she was looki ng after, has been deteriorating. I had a formal meeting on a one-to-one basis with Miss X where her poor performance issues were raise 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 infeasible e. g imprisonment. For example individuals will be informed of specific complaints against them in writing and will be given the opportunity to state their case directly to those who are considering disciplinary ac tion before any decisions are made.Individuals and their Trade Union representative will be given a written explanation of any penalty imposed and its duration and in the case of written warnings , will have the right to appeal against this penalty. Usually no employee will normally be dismissed for a first breach of discipline except in cases of gross misconduct where compendious dismissal without notice or pay in lieu 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 offence, 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 will be to discuss it first with my line manager as they are the one who are allowed to issue oral warning, dismissal s 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, achievable objectives that make clear what is expected, by when and to what standard, benefit both staffs and managers by clarifying 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)) When 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 reflect 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. aforethought(ip) self-development Meet at least every 6 months for appraisal and plan self -development Mentoring Offer support to fresh qualified staff in the form of mentorship/preceptorship for the first 2 weeks of connexion 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 Degree 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 Allocate new rsponsibilities to members of the team. For example making each member of the staff responsible for certain part of the ward like for instance in charge of the treatment elbow 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/secondment Senior staff nurses to act as team leader in the absence of myself or the ward manager. Membership of 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 relate 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 Health (2005), The New NHS plan London D. O. H Jumaa, M. O & Alleyne, J. (2001), Managing and Leading in a const anly ever-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 Grievance 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 Corporate Strategy 6th Edition Prentice-Hall Martin, V. & Henderson, E. (2001). Managing in Health and Social Care Routeledge