The following post is another student reply to wish I have to react adding some extra information related to what already the student post. please use APA. 3 references and be careful with similarity it should be less than 20 %
Leadership and Management in Nursing-Week 4
Florida National university
Professor Angel Cano, DNP, MSN, ARNP-BC, ANP-C, RN
May 25, 2020
I work in a community based not-for-profit organisation in my neighbourhood. I think there is a general positive climate in the facility and a culture of communion and communication among members of the nursing staff. It is easy to get help from members of the nursing staff including the nursing managers in the organisation. The organisation is structured is not extremely hierarchical as most members of the organisation can contribute to the development of policies. The main goals of the organisation include to ensure the complete well-being of stakeholders of the healthcare process.
An organisational climate affects the ability of managers and leaders in nursing to motivate and empower nurses. The ability of a manager or leader to motivate nurses towards increased productivity and increased commitment towards work is dependent on organisational climate. While a positive organisational climate enhances the leader’s or manager’s influence on nurses, a negative one diminishes their interaction hence leads to decline in productivity.
One way for a nurse to their expertise and skills is through communication and connection. A nurse needs not only to connect with other professionals in the field but also patients in order to hone her interpersonal and professional skills. The second measure for enhancing a nurse’s expertise is by promoting cultural awareness in order to give complete patient centred care. Understanding the cultural believes and values of a variety of patients in promotes nursing expertise. Finally, a nurse should engage in continuous and education and register and take part in professional nursing organisations to improve expertise.
In a shared governance model of management, there is an increased nurses’ control of practice environment. Based on the principles of partnership, responsibility, equity and belonging, shared governance promotes collective decision making based on consensus hence reduce the power of nursing manager and leaders (Burns, 2017). Unlike in the traditional model where all power rest in nursing manager, in shared governance, the role of the nurse manager is mainly facilitation of discussions.
The culture and values of a healthcare organisation gives it an identity and helps bring employees to a common platform. To effectively deliver, nurses must understand organisation culture in order adjust and fit and deliver. When all nurses understand organisational culture and works towards a common goal, there is congruence in the organisation which increases productivity (Hatcher & Dixon, 2019).
An ideal organization for me is one that encourage the participation of nurse staff in making decisions. It should also encourage direct supervision where a nurse manager supervises a clinical service area. I also think that the organisation should ensure the coordination of services by promoting effecting communication in all areas including encouraging feedback.
Among some of the factors that empower nurses in my organisation according to the one I interviewed include continuous medical education where nurses are given ideas on how to grow. Also, independence promote creativity and enhance the capacity of nurses to develop and grow. However, she is not comfortable with the poor feedback offered by the nursing management in the organisation.
I once went to a hospital when I was at hospital where I felt extremely uncomfortable with the way I was handled. First, there were many people waiting while nurses did not even bother to attend to them hence a lot of confusion at the entrance. Secondly, the ward was disorganised with some patients left unattended for hours. Given the chance to change, I would organise the nursing department so that there are teams for every section with a leader to coordinate activities.
Low cost changes include the automation of repetitive tasks such as record keeping and administrative tasks so that nurses spending most of their time caring for patients. Hospitals benefit from electronic record keeping that reduce overhead costs. On the other hand, employing additional nurses to take care of patients at the organisation is an expensive change in the organisation. First impression in a healthcare facility not only influence customer’s decision to revisit but also affect patient outcomes. A facility that is well organised with flow of activities closely monitored to create a good impression on patients lead to increased faith among patients (Braithwaite et al., 2016). As such, a good impression increases the chance of second visits.
Braithwaite, J., Herkes, J., Ludlow, K., Testa, L., & Lamprell, G. (2017). Association between organisational and workplace cultures, and patient outcomes: systematic review. BMJ open, 7(11), e017708.
Burns, H. K. (2017). The Nursing Shared Governance Structure as a Vehicle for Advancing EBP: An Evidence-Based Approach.
Hatcher, D., & Dixon, K. (2019). Understanding organisational culture in the community health setting. Transitions in Nursing eBook: Preparing for Professional Practice, 45.