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

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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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