Analyzing a Nurse in Manager Role - Weebly



Analyzing a Nurse in a Manager RoleChristian MerzFerris State University Analyzing a Nurse in Manager RoleMedicine advances with technology as does the legal liability that cascades the nurse’s responsibility. A Nurse Manager requires detailed knowledge of legal issues coupled with ethical and culture awareness. Mangers who are viewed as leaders pose skills that include clear communication, confidence, professional experience, patience and motivation. The purpose of this assignment is to “discover the impact of leaders and managers on patient outcomes” (Ferris State University, 2014). Kristin QuinnKristin Quinn is an Administrative Nursing Supervisor at the Spectrum Health Ludington Hospital (SHLH) in Ludington, Michigan. She has obtained her associates degree in nursing 2003 through West Shore Community College. She then transferred to Ferris State University and completed the Bachelor in nursing program in 1999. Mrs. Quinn has ten years of nursing experience. She spent four years working for a dialysis company that include patient care and case management. She wanted hospital experience and obtained a nursing position at Spectrum Health Ludington Hospital formally known as Memorial Medical Center of West Michigan. Currently Mrs. Quinn also provides diabetic teaching for patients in the hospital setting (K. Quinn, personal communication, September 25, 2014). Job ResponsibilitiesThe role of an administrative Nursing supervisor includes supervising staff, overseeing patient care, and maintaining hospital policies and protocols. They are also responsible for planning and implementing patient care services for all nursing care departments. Nursing supervisors are courteous and helpful to patients and families. They work to exceed customer expectations and follow Health Insurance Portability and Accountability Act (HIPAA) strict guidelines. They are bound to maintain SHLH confidentiality requirements at all time.Mrs. Quinn also explained that she collaborates with nursing staff and department directors to assure safe staffing is maintained and calls off staff when appropriate. Other duties include notifying on-call personals of awaiting surgery, opening the operating room, and insuring necessary supplies are available. Nursing supervisors are mindful of resources that include materials and hospital budgets. Mrs. Quinn is trained in completing utilization reviews to determine admission status and qualifications for referrals and other treatment procedures. Mrs. Quinn makes clear that excellent communication skills are pertinent to this position as she interacts with the physicians, hospital staff, patients, and family members. She express that her managing style encourages staff to provide input regarding patient care, staffing concerns and hospital policies. When concerns arise Mrs. Quinn states that she is considerate to all parties when making decisions (personal communication, September 25, 2014). SHLH structure is a functional structure as departments and services are arranged according to specialty (Yoder-Wise, 2014). Executive staffing include president, vice president of operations, vice president of nursing, vice president of finances and vice president of communication and organizational development (SHLH, 2014). Mrs. Quinn reports to Lisa Morrill BSN, Director of Inpatient Services. Lisa Morrill then reports to Helen Johnson, BSN, FACHE, Vice president of Nursing. Nursing staff, patient complaints, and physicians report to Mrs. Quinn with concerns and requests. Communication and RelationshipsEffective communication is a learned process and is indispensable to the nursing profession. Poor communication skills among nursing staff can increased liability and result in reduced patient outcomes. Communication is a dynamic process as elements such as culture, social context, gender, and emotions affect how well we communicate with one another. Improving communication skills can develop stronger relationships between nurses and patients. Baird, Funderburk, Whitt and Wilbanks (2012) explained that “effective communication in the healthcare organization is key for quality care, patient safety, and financial performance” (p 48-49, 52). Mrs. Quinn explained that it is crucial to communicate clearly with all internal employees that include but not limited to laboratory, surgical department, emergency department, environmental cleaning, human resources and inpatient services departments. She also added that working with external individuals that involves family members, police offices, and community resources providers are just as important to collaborate for continued services when patients are discharged from the hospital (personal communication, September 24, 2014). LeadershipAccording to Schyve (2003) the hospital is not only to provide safe, high-quality care, but also to be financially sustainable, serve it’s community, and behave ethically, it needs to be transparent to those it services and solicit input and feedback” (p. 15). Mrs. Quinn feels it is imperative that leaders understand the hospitals vision, missions, and goals to employ safe practices and quality patient care. Leaders work together to generate a healthy environment that promotes productively among workers. Mrs. Quinn explains that it is important to have an empowering work environment as it brings out the best in staff. She supports staff through mentoring, motivating, and educating employees to assure compliance with policies of the organization are followed. Mrs. Quinn also stated that her past experience allows her to recognize emerging conflicts or problems which allow her to be proactive verse being reactive. When faced with making decisions, Mrs. Quinn assesses the situations by consulting charge nurses and nursing staff to review possible solutions prior to taking actions. She feels as a leader it is important to listen and acknowledge concerned staff. Mrs. Quinn employs a transformational leadership style. Yoder-Wise (2013) states, “this style of leadership involves communication that connects with employee’s ideals in a way that causes emotional engagement” (p. 42). She values her relationships that have been built overtime with the management team and staff of the hospital (personal communication, September 25, 2014).ProfessionalismProfessionalism is viewed as a respectable person who behaves in an acceptable manner viewed by society. According to Yoder-Wise (2013), “professionalism is all encompassing, nursing managers must set examples of professional, which include academic preparation, roles, and function, and increasing autonomy” (p.65). Mrs. Quinn defines professionalism includes maintaining accountability and liability, keep proper dress code, being punctual, respecting patients cultures and backgrounds, and maintaining a code of ethics (personal communication, September 25, 2014). Professionalism is a nurse who takes pride in what she does. She is not concerned about how her scrubs fit but apprehensive on improving and achieving patient outcomes. It is the effort and respect she pays forward to coworkers and doctors that she interacts with on a daily basis. Mrs. Quinn feels that nursing professionalism impacts patient care outcomes and the success of a facility. If a facility does not hold high standards of care then accidents can happen and patients can be harmed (personal communication, September 25, 2014). Business SkillsIn the profession of nursing there are different types of skill sets that are needed. Bedside nursing is performing hands on care that includes treatments, changing wound dressings, starting peripheral intravenous lines, excellent communication and assessment skills. Managers should have a strong set of bedside nursing skills along with business knowledge. According to Hildebrand (2005) business runs on relationships, it is important to know and appreciate the support staff for the input to the business and make appreciation public (2005). Mrs. Quinn explains that keeping communicating with staff is just as important as interacting with administrative staff. She highlighted that it is important to remain mindful of available resources and sensitive to the budget set by administration. ConclusionManaging in nursing is dynamic as it takes on different forms of responsibility. Managers help patients by supervising the clinical staff that cares for them. They also work behind the scenes acting as a link between the facility, physicians, and nursing staff. Successful nursing managers pose strong communication skills, maintain high professional standards for themselves and clinical staff, and remain accountable for the clinical decisions they make. Reflecting back to the interview I did not realize that nursing managers wear so many hats. Their responsibilities do not stop at the bedside but continue on through administrative duties.ReferencesBaird, B. K., Funderburk, A., Whitt, M., & Wilbanks, P. (2012). Structure Strengthens Nursing Communication. Nurse leader, 10 (2), 48-49, 52. http:// DOI:?10.1016/j.mnl.2011.07.013?Ferris State University. (2014). Leadership in Nursing 440. Syllabus: analyzing a leader or manager role. Retrieved from , P. C., (2005). Learn the business skills of advanced practice nursing. The Nurse Practitioner 30 (5) 55-6. Schyve, P. (2002). Leadership in Healthcare Organizations: A guide to joint Commission leadership standards. Retrieved from Health Ludington Hospital. (2014). About Ludington Hospital. Executive Staff. Retrieved from , P. S. (2014). Leading and managing in nursing (5th ed.). St. Louis, MO: Elsevier Mosby ................
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