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Nurse manager
- 1. By: Ailine Sanger& Verina Wardoyo Introduction to Speakers
- 2. Born on….. Graduated her…. Shehas beena staff nurse…… At present, she is pursuing Master of Science in Nursing major in Medical Surgical Nursing at Adventist University of the Philippines.
- 3. Bornon….. GraduatedhisBSNursing…. Board passer…. Hehasbeena staffnurse…… HeisnowpursuinghisMasterdegree inNursingatAdventistUniversityof thePhilippines.
- 4. Born onJanuary, 30th 1980 at Toraja, Sulawesi Selatan, Indonesia Graduated Diploma Nursing in 2005 from Adventist University of Indonesia Graduated his BS Nursing in 2008 from Adventist University of Indonesia Work Experiences - 2005 – 2007 International SOS as Paramedic - 2007 -2008 Nurse Practitioner at Adventist University Clinic. - 2008 – 2012 Clinical Instructor at Adventist University of Indonesia He is now pursuing his Master degree in Nursing at Adventist University of the Philippines.
- 5. DEMYSTIFYING THE ROLESOF CLINICAL NURSE MANAGER PATRICK, FRANCES & ELON NURSE MANAGER
- 6. “One person always makes adifference.” John O’Leary, President, Rising Above
- 7. Learning Objectives Understand the responsibilities of thenurse manager Understand the leadership and management roles of the nurse manager Learn about key business and health care quality improvement frameworks Learn about the quality improvement measures nurse managers use
- 8. What Is aNurse Manager? Nurse managers embody nurse and executive roles Typically report to a superior in nursing: director, chief nursing officer, or vice president of nursing Responsible for functions of the unit: - Staffing, employee satisfaction - Safety and quality - Customer satisfaction
- 9. Why Are NurseManagers So Important?1, 2, 3, 4 Nurse managers lead the care efforts on their units Nurse managers benefit patient safety and quality through their leadership Nurse managers support nursing staff in preventing patient harm
- 10. The Nurse Manager’sDual Roles Nurse managers wear two hats: They deliver clinical care and serve as administrative leaders. Represent and support their nursing staff (staff) - Mentor and coach nursing staff - Listen to concerns and provide counsel - Represent their unit and staff within the hospital Oversee unit-based operations (administration) - Financial - Human resources - Customer-/patient-focused care delivery - Regulation and unit-based protocol
- 11. Management It isthe process of working with people to achieve a common goal.
- 12. Nursing Management Isthe process of working through staff members to be able to provide comprehensive care to the patient. Is performing leadership functions of governance and decision-making within organizations employing nurses. It includes processes common to allmanagement likeplanning, organizing, staffing, directing and controlling.
- 13. Leadership and Management Are intertwinedconcepts, Are different, Difficult to discuss one without the other.
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- 16. Manager Leader 1. Appointed 2.Powerand authority vested by organization 3. Relates with people according to their roles 4. Ability to influence based in formal authority 5. Implements predetermined goals *apply standards in order to do things right to be able to achieve goal 1. May or may notbeappointed by choice *stand up without telling 2. Power vestedby group 3. Relates with people personally 4. Inspire
- 18.
- 19. Henry Fayol-1925, anengineer. He identified management functions. Fayol’s five functions of managers are: Although these functions appear to be independent, they are really interactive and make up the management process.
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- 21. Planning (what isto be done) Planning includes everything that has to do with determining: Mission/philosophy Goals/objectives Policies/rules Procedures Scheduledchanges Fiscal/budgetaction
- 22. Organizing (how itis to be done) Organizing provides the structure required to execute the plan. Organizing includes everything needed to:
- 23. Staffing Staffing involvesselecting the right person to execute each planned task. Staffing transforms a plan into action. It includes everything that has to do with: Recruiting Interviewing Hiring Orientation Staff development
- 24. Directing (who isto do it) Directing includes everything needed to: Motivate Manageconflict Delegate Communicate Collaborate
- 25. The nursemanager guides the team by training, coaching, instructing, and indicating what to do, when to do it, and how to do it. Directing also includes monitoring team members to ensure high standards of practice and efficiency. The function of directing includes giving orders and instructions; supervising or overseeing people at work; enhancingmotivation by creating a willingness in others to work toward specificobjectives; communicating or establishingan understanding with employees about what the plans are and how they ought to be implemented; and influencing others.
- 26. Controlling (when andhow it is done) Controlling includes everything related to: Performanceappraisals Fiscalaccountability Quality control Legal andethicalissues Professionaland collegialcontrol
- 27. Controlmechanismshelp keeptheteamon course by removing obstacles whenever possible or by findinga new course if the present one is not working. Controlsystems help identify who isn’t performing or who is functioningat a very low level of performance.
- 28. The process ofcontrolling involves: Establishingstandards for measuringwork performance Measuring performance and comparing it with standards Identifyingthereasons for thediscrepancy between standards and performance Taking corrective action to ensure thatgoals are attained.
- 30. In every organization,the work of management is dividedinto levels of responsibility. Generally,three levels of management are used innursing: front line,middle,and upper.
- 32. 1. First Lineor Front-Line Management Who: Unit Manager, clientcare coordinator, teamleader, Headnurse, Charge nurse—different entity, limited authority a subordinate of headnurse.
- 33. Roles: Managingand supervise aparticular unit. Connectinglinkbetweenstaff nurses and the higher management Managementfunctionclosely identifiedwiththe actual delivery of client care They also plan daily activities of the staffnurses. Assisting staff members in decision making.
- 34. Important responsibilities of thismanager: Role modelling, mentoring, and education.
- 35. According toMasters (2005), In many organizations, Allnurses in every situationmustmanagethemselves and those under theircare.
- 36. 2. Middle Level Who: Supervisor,divisionheads/ department head.
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- 38. The majorresponsibility of these managers is to serve a liaisonbetween top andfront-line managers.
- 39. 3. Top LevelManagement Who: Top Manager, Nurse Executive Level, Chief Nurse, Medical Director. Roles: Liaison between the community, the organization, and the nursing work force. Concerned at overall planning Setting up of objectives Scheduling programs Establishment of Policies Budget Proposal Mentoring and career development of other nurse managers.
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- 41. The majorresponsibility of this administrator includes establishinggoalsand strategicplans for the entire divisionof nursing toachieve the organization’s mission.
- 42. How to bea Nurse Manager (Qualifications)
- 43. Qualification #1 Graduatefrom nursing school. In order to become a nurse manager you must first become a nurse. In order to become a nurse you must first earn your RN or LPN license. You must complete all undergraduate coursework and spent at least one term working with patients in a hospital setting.
- 44. Qualification #2 Gainexperience. Spend at least two years working full time in a hospital or other health care setting. During this time pay close attention to the hospital's procedures and practices as well as how other nurse managers interact with staff members.
- 45. Qualification #3 Getadditional education. In order to become a nurse manager you should ideally graduate with a BSN or bachelor's of science in nursing degree. Once you have graduated from a college you should seek out additional educational credits such as a master's degree in the field of nursing as well as credits in business in order to understand
- 46. Additional.... Learn allaspects of the nursing business. As part of your nursing training you should learn as much as possible about nursing care including how to take care of patients and how to work with other nurses and doctors to make sure that patients receive the best possible health care.
- 47. Look fora mentor. Seek out a mentor. A nursing manager should have a role model they can follow and emulate. A good mentor will work with you to help you achieve your career goals. A good nursing mentor will understand all aspects of patient care and work with you to become better at your job.
- 48. Challenges & Opportunitiesof being a Nurse Manager.
- 49. Challenges of beinga Nurse Manager.
- 50. Challenges of beinga Nurse Manager. Skills and Staffing Shortages
- 51. Challenges of beinga Nurse Manager. Staff Retention
- 52. Challenges of beinga Nurse Manager. Uncooperative Staff / Attitude Problem.
- 53. Challenges of beinga Nurse Manager. 100% responsibility without 100% authority
- 54. Challenges of beinga Nurse Manager. Budget and financial management
- 55. Challenges of beinga Nurse Manager. Self- development
- 56. Opportunities of beinga Nurse Manger Better Salary / Opportunities abroad.
- 57. Opportunities of beinga Nurse Manger Strengthens bond with co- nurses.
- 58. Opportunities of beinga Nurse Manger Nurse managers' careers usually extend into information management/pro ject type roles, or proceed to higher level management positions.
- 59.
Editor's Notes
- #12 Management is a problem oriented process with similarities to the nursing process.. Work together toward a common goal. Just like nursing process... And Goal must be SMARTER... Specific, Measureable, Attainable, Relevant, Time bound, Efficient, Rewarding...if not conflict may occur AND to achieve this it should be a good leader/manager
- #15 Before we learn more about management process let us discuss about leadership and management.
- #16 Efficiency (do things right)—ability to make the best use (maximize) available resources in the process of achieving goal Effectiveness (Do right things)—ability to chose appropriate
- #20 For example, if planning is awry, that will affect all other management functions. If a unit is understaffed, that will affect the nurse leader’s ability to plan, organize, direct, and control. The interactive nature of management functions explains why a nurse leader must provide all five functions in a way that not only betters the organization but also motivates employees.
- #21 Depicts the management process as a circular rather than linear continuum. The nurse manager is always working toward assuring and improving the quality of care offered.
- #22 What is to be done
- #33 Responsible for supervising the work of staff and the day-to-day activities of a spcified work unit or units Responsibilities include patient care delivery, planning and monitoring the use of human and material resources, maintaining codes and standards, and developing and evaluating staff. Often trouble shoots problems and assists staff members in decision making.
- #52 The well-prepared manager learns to cope with this crucial challenge. She understands what is needed, remains resilient, and does what the patient, her staff, and the hospital need. She identifies, recruits, and retains talent for her organization, while screening out less qualified candidates. And she serves as a positive mentor, role model, and leader of her staff despite the intricacies of unanswered questions plaguing the healthcare industry and the nursing profession today.
- #53 Nurse Managers have a challenging time creating a positive, productive, high-morale climate on their units. Nursing staff comes to its work already feeling underappreciated and negative. The Nurse Managers have to cope with these attitudes and create a positive tone.
- #54 the new Nurse Manager may be uncomfortable or frustrated when she realizes that she has 100% responsibility for everything that happens on her unit, without 100% authority. That’s because she has to rely partially on other departments (e.g. housekeeping, food services, pharmacy, etc.) for her success. The successful seasoned manager has developed interpersonal skills, interdepartmental relationships, and the skill to apply effective influence, even lacking formal authority.
- #55 To be successful, Nurse Managers must become adept at understanding and meeting a budget.
- #56 The final challenge for the Nurse Manager often gets left behind given all of the immediate fires that need extinguishing on the unit. This is the challenge of ongoing self-development, career development, and improvement. Personal and professional development is both a responsibility and a right.