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A nurse's survival guide to leadership and management on the ward / Jenny Thomas

館藏資訊

Are you managing other people? If so, you will find this an indispensable guide to situations and problems faced by ward managers, sisters and charge nurses today. This new edition retains the book's practical approach, providing hints and tips on cutting through bureaucracy to ensure patient care remains uppermost on your agenda. This book will help you to Manage your time Create a positive work environment Ensure care is patient-centred Manage your budget Be politically aware Manage difficult staff and situations This book will help you to: Organise yourself and your workload Manage staff, people and difficult situations Make sure care is patient-centred Manage your budget Deal with complaints Handle staff recruitment Be a good role model. This new edition retains the book's practical approach, providing hints and tips on cutting through bureaucracy to ensure patient care remains uppermost on your agenda. Reflects the most recent developments affecting ward management, including the current national focus on quality indicators and working within tighter budgets. A new chapter on 'Improving Quality and Safety' explains the national quality initiatives and their impact, as well as taking you through the practical processes of handling complaints and incidents. Updated guidance on pertinent issues such as 'whistle-blowing' and 'safeguarding'.

內容註

1. Be clear about the role of the ward manager : Be clear about what 24-hour responsibility means ; Be clear about what makes a good leader ; Make sure your decisions are informed ones ; Clarify your objectives ; Understand your legal responsibilities ; Be clear about your matron/line manager's role ; Remember you are the patients' overall advocate ; Don't take on other people's pressures ; Balance your clinical work with administrative duties ; Be aware of the impact of your role on others -- 2. Manage your time : Define your workload ; Organise your office ; Control your diary ; Keep up with your e-mails ; Cut interruptions ; Don't waste time with unnecessary reading ; Handle meetings effectively ; Chair meetings effectively ; Learn to let go through delegation ; Be proactive -- 3. Create a positive working environment : Plan ahead ; Set meaningful objectives with your team ; Be a good listener ; Feedback with sincerity ; Know your staff well ; Never talk disapprovingly of others ; Get your staff to take more responsibility ; Have a system for dealing with patients' visitors -- Deal with conflict ; Implement clinical supervision -- 4. Manage staff performance : Get to know your HR advisor ; Write everything down ; Make appraisals work ; Know how to handle unacceptable behaviour ; Handle poor performance/incompetence ; Know when and how to discipline ; Actively manage sick leave ; Ensure all staff have appropriate training, development and support ; Provide additional support for mentors ; Reduce staff stress ; Inform and involve all of your team ; Consider team-based self-rostering -- 5. Make sure care is patient-centered : Maintain your clinical skills ; Ensure that all patients have a full assessment and care plan ; Be clear about what health care assistants can and cannot do ; Eliminate long handovers ; Use task-oriented care only when appropriate ; Work towards the named nurse (or primary nursing) ; Make sure patients are informed ; Performance indicators, 9. Be politically aware : Understand how health care is managed nationally ; Know your board of directors and their priorities ; Choose your meetings carefully ; Network: get to know the right people ; Be diplomatic ; Work with your director of nursing ; Get recognition for your work ; Choose your mentor and mentees with care ; Plan ahead for your own needs -- 10. Look after yourself : Set up a peer support group or action learning set ; Develop the role of your deputy ; Get yourself a mentor ; Choose carefully who you talk to and what you say ; Reduce stress ; Get over mistakes and move on ; Remember it's only a job -- 11. Be a good role model : Be smart ; Make a good first impression ; Always smile and be positive ; Speak clearly ; Be relaxed and in control ; Make your writing distinguishable ; Be aware of how others see you ; Set an example with your choice of language ; Never moan or gossip about others ; Don't stagnate -- 12. Manage your manager : Clarify expectations ; Work with, not against, your manager ; Act, if an important decision has been made without your consultation ; Act, if a change in another department has a knock-on effect in yours ; Don't be pressurised into taking on extra work without funding ; If you are doing extra work without funding, take action ; Keep the communication channels open ; Write clear and timely reports ; Know how to conduct a good investigation -- 13. Manage difficult situations : The difficult manager ; The problematic colleague ; Allegations of bullying or harassment within your team ; Staff complaints ; Helping your staff to act ; Dealing with racism or other forms of discrimination ; Unsafe staffing levels ; Cliques ; Be specific about expanding nursing roles ; Be proactive with enforced moves or mergers of services -- 14. Manage difficult team members : Staff who refuse to look professional or wear proper uniform ; Staff who refuse to accept change ; Staff who can't seem to prioritise their work ; Staff labelled as

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