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**NURSE UNIT MANAGER : :star:, Patient safety, Patient safety, Patient…
**NURSE UNIT MANAGER : :star:
LEADERSHIP :green_cross:
Participative leadership (Asamani et al., 2016; Chan, 2019 Zaheer et al., 2015)
Motivate to work efficiently
Acting as workplace preceptor, tutor or mentor
Participation on accreditation, audit and quality improvement
Developing skills in information technology, problem solving
Committed towards goals
Engage team members
Appreciate staff ideas e.g. bonus
Enabling others to act
Humble, evidence based, good coordination
Lead-by-example, Strategic
Persuasive (Zaheer et al., 2015)
Perform team roles and personal obligations. e.g. presents innovative ideas and approaches.
Transactional leadership (Rihards, 2020; Xu, 2017)
Maintain equilibrium and harmony (Huber, 2021)
Certainty for staff in an ever-changing clinical environment
Follow policies and harmony
Reviewing health service policies and procedures
Checking the NMBA website review of policies and standards
Positive and negative rewards e.g. movie ticket for good working
Use incentives e.g. appreciation certificates, employee of the month
Leaders and followers in contract e.g. looking after each other
Transformational leadership (Fischer, 2016; Albagawi, 2019).
Strong vision and personality e.g. well defined goals
challenging the process e.g. taking risks, and learning from mistakes.
Motivate and inspire others e.g. tell someone an inspirational quote.
Encourage others, Intellectual stimulation e.g. innovation and creativity
Self-aware, balanced and ideal impact e.g. free gym memberships or movie tickets
Reduce error rates
Fewer adverse events and complications
Patient safety culture and work engagement as outcome
Fire and safety training, Cardiopulmonary resuscitation
Online review for medication, disease processes e.g. pathophysiology
Participation, engagement, skill utilisation (Reeves et al., 2017).
Nurses are more involved in the management progression e.g.case management
Charismatic leadership (Moura et al., 2019; Huber, 2021)
Personal power, brings confidence at work e.g. clean uniform
Strong conviction e.g. strong belief or opinion
Strong communication, enhancing the procedures, standards, and judgments e.g. positive attitude
Extraordinary ideas e.g. problem solving ideas
Persuasion, punctuality, discipline and professionalism e.g. coming on time at job
Democratic leadership (Sfantou et al., 2017; Cherry & Jacob, 2014)
Empower their team, staff development
Participation in mandatory skills acquisition
Participation in workplace education and learning
Management Support
Values providing feedback e.g. Keep up the good work
Natural delegation, contribute to decision-making e.g. act on one's behalf
Encourage staff, focuses on building relationships e.g. good rapport
Open and honest communication
GOVERNANCE :pencil2:
Clinical and financial management skills
Resource management e.g. appropriate use of equipment
Quality and resources required for clinical service
Policy development e.g. identifying need
Integrate ethical standards into care e.g. consent before any procedure
Advocacy skills e.g. properly document and keep records
5 Rights of administering medication, 5 moments hand hygiene
Management of Human resources (Ree & Wiig, 2019; Aliakbari et al., 2015)
Sufficient resources
Formulate positive incentive method
Deploy medical supplies scientifically
Emergency management system
Focused training and supervision
Pre-service training and assessment
Emergency resource management
Hospital equipment and supplies
Encouragement of professional development e.g. attending conferences, and informal learning
Appropriately delegate responsibilities
Strong leadership role
Administrative vision
Budget statments
Use of Legislations, guidelines and standards (Staunton & Chiarella, 2017)
Harassment and bullying policies
Clinical supervision
Improvement in standards of care
Physical environment at work place
Health safety and welfare
Work rehabilitation programmes
Sickness and absence management
Seminars and workshops
Work station assessments e.g. ergonomic
counselling e.g. health condition or social disadvantage
Respect, advocacy, consent and confidentiality (Staunton & Chiarella, 2017)
Beneficence, non-maleficence, autonomy and justice
Complaints and redress e.g. fix something that was wrong.
Competency assessments
Formal discussions e.g.
making mental notes of information
Understanding of current trends
Knowledge of risk e.g. measure of the probability and severity of adverse effects
Review operational/clinical and organizational change
Promote optimal patient care e.g. safety check at starting of shift
Evaluate clinical standards e.g. dignity and respect,
Report writing, vicarious liability (Staunton & Chiarella, 2017)
Reportable deaths leading to inquest
Understanding of dynamic
Research and policies in nursing
Presenting at conferences, seminars learning sessions
Participating in workplace projects e.g. critical incidents, case studies
Reflecting on feedback
Problem solving ability e.g. active listening
Research and policies
Contemporary teaching techniques e.g. Cooperative Learning
Report writing
MANAGEMENT :smiley:
Classical management theory (Manav, 2019; McCann & Polacsek, 2018)
Over emphasis of rules and regulations
Neglect employee's aspiration
Clear hierarchy of staff
With a clear division of responsibilities and work
Manager guide organization (Gopee & Galloway, 2017)
Taking the staff load of other nurse when other nurse busy
improving management, team work, work processes, and organizational culture
overlook interpersonal needs
Can lead to burnouts
Fatigue
Administrative vision
Workers must have proper tools and equipment's.
Human Behavioural theories (Huber, 2021; Cherry & Jacob, 2014).
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autocratic management
Nursing a patient in cardiac arrest
When no one is available for help
Democratic management
Shared mindset to achieve a common goal, patient care.
Basic premise is to encourage other members to participate in decision-making
laissez-faire management
Unexpected violent episode
Free to experiment
Quick decision e.g. hospital in home
The contingency approach (Olden, 2016; Reeves et al., 2017).
Flexibility in choosing strategies Cherry & Jacob, 2014)
Follow the trust's process or clinical guidelines
Balance internal needs e.g. employee performance
Adapt to environmental circumstances
No one best way to manage
Action depend on internal and external situation.
Specialization, standardization, and formalisation to achieve competence
The systems approach (Carter, 2017; Spurgeon et al., 2019; Kaplan et al., 2013)
Design and incorporate processes, policies e.g. code of conduct
organisations are open systems with numerous channels
Results to be communicated to clinical staff more quickly e.g. emails, telemetry
Manage, encapsulate, and anticipate.
Patient safety
Patient safety
Patient safety