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Roles and responsibilities of a nurse
Leadership and management skills in nursing
Leadership and management skills in nursing
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Nurse Administrator Roles
The nurse administrator practices in numerous settings and in various roles, with varying degree of influence, according to the American Nurses Association (ANA, 2016). Where I work, we have a chief nurse executive (CNE), who is the system wide leader for the nursing staff under Harris Health System, which comprised of three hospitals and ambulatory care clinics. There are chief nurse officers for the hospitals and outpatient clinics. Below the Chief Nurse Officer (CNO), there are Directors of Nursing, then Nurse Managers. ANA (2016) stressed that the core role accountabilities remain the same, regardless of setting, role, or title. The core role accountabilities encompass clinical care delivery; healthy work
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The CNO maintains a high level of communication and productive relationships with physicians and other healthcare personnel to collaborate in developing standard key processes and evidence-based practice standards. The CNO is accountable for nursing leadership and establishes an environment of professional nursing practice that empowers nurses to provide safe, effective, compassionate, and efficient care. The CNO ensures alignment with nursing standards of practice, legal regulation and regulatory and accreditation …show more content…
An example could be the leadership and organization want the hospital to be recognized as a magnet hospital, in order to do that you need to empower your staff, to provide safe, effective, and efficient nursing care with the collaboration of the other health care members. Taking responsibility for our own empowerment can transform our coworkers, patients, departments, organizations, nursing profession, and even the society in general (Larkins, 2016). Magnet Status
Marquis and Huston (2015), declared that for hospitals or healthcare organizations to achieve a magnet status, they must create and promote a comprehensive professional practice culture of nursing excellence that are linked to improved outcomes. Aside from the 14 forces of magnetism required for organizations, they must also demonstrate empirical modeling of five key components: transformational leadership; structural empowerment; exemplary professional practice; new knowledge innovation and improvements; and empirical quality results (Marquis & Huston, 2015). With magnet status in mind, all nurses, nursing staff, and other personnel should be a willing participant to do their best in regards to providing a safe quality care, following the standards of practice, and outstanding
Magnet hospitals are named for their potential to attract and retain qualified nurses. Magnet hospitals are facilities that have been certified by the American Nurses Credentialing Center for promoting positive patient outcomes through best practices in nursing (Upenieks, 2003). The Magnet environment fosters autonomy and professional nursing practice. Research shows that Magnet hospitals have better work environments, a more highly educated nursing workforce, superior nurse-to-patient staffing ratios, and higher nurse satisfaction than non-Magnet hospitals (Aiken, Kelly, & McHugh, 2011). Implementation of that environment requires the ability to create trust, accountability, and open communication in changing times. The American Nurse Credentialing Center (ANCC) organized 14 Forces of Magnetism into 5 Model Components to measure outcomes for the Magnet Recognition program. The first of the five components, Transformational Leadership, encompasses two of the 14 Forces of Magnetism: Quality of Nursing Leadership and Management Style (American Nurses Credentialing Center). The leadership approach best suited for the pursuance of Magnet recognition would be a transformational leadership approach. Nurse executives in a Magnet institution require the ability to foresee the future needs of healthcare, and must devise plans of action to meet those needs. They must communicate, monitor, engage, and inspire others toward the common goal. Management, likewise, has to communicate ideas and monitor progress, but must also be prepared to organize the undertaking and implementation of future pathways.
The history of Magnet Status began in 1992. The American Nurse Credentialing Center first developed of the idea of Magnet Status after extensive research studies were perform during the nursing shortage of the 1980’s. The goal was to find out why some hospitals were able to retain and even recruit nurses during the shortage. It was found that of the 165 hospitals that participated, 41 shared seven core attributes. (Chaffee, Leavitt, & Mason, 2007) These seven attributes were the beginning of what have become the fourteen forces of Magnetism. The attributes or forces are based on nursing standards of care. That is the ability of the hospitals, working with the nursing staff to provide the excellent nursing care. That is care for the patient as well as the nursing staff and the hospital as a whole. The programs first awarded Magnet status in 1994. Since then several hundred have reached Magnet Status with several hundred more in the application process. In 2001 the first international hospital was awarded Magnet status. As with the medical field and even nursing all things must change, this includes the Magnet Program. In 1996 the standards and requirements along with the name evolved and changed. The program became known as the Magnet Recognition program for excellence in Nursing Service with requirements moving from internal review to pu...
A licensed nursing home administrator is qualified to be the successful administrator of a hospital and any health care organization in the long-term care continuum: life care communities, home health agencies, hospice, assisted living and senior living centers. With the baby boomer generation aging and retiring, leaving voids in the job field along with health care having to satisfy a larger elderly population. Health nursing home administrator is an individual educated and trained within the field of nursing home administration who carries out the policies of the licensee of a nursing home and is licensed in accordance the state (“Nursing home administrator program,2016). The nursing home administrator deals with the general administration
Roussel, L., & Swansburg, R.C. (2009). Management and leadership for nurse administrators. Sudbury, MA: Jones & Bartlett Publishers.
The modern nurse has much to be thankful for because of some of the early pioneers of nursing, such as Florence Nightingale and Jensey Snow. However, the scope and influence of professional nursing, as well as the individual nurse, has seen more exponential growth and change in North America since the establishment of the first professional organization for nursing, the Nurses Associated Alumnae of the United States and Canada, which in 1911 came to be known as the American Nurses Association.
The recommendations called for increased opportunities for nurses to be leaders, manager, and executives in the various settings that they are employed. In addition, there was a push for more interdisciplinary collaboration during training as well as in the various levels of professional interactions (IOM, 2011). In practice these recommendations suggest more diverse performance measures, pooling of interdisciplinary funds, organizations supporting nurses in leadership, and encouraging nurses to work with information technology and medical device developers and manufacturers on new products.
Magnet status is an award given by the American Nurses’ Credentialing Center (ANCC) an affiliate of the American Nurses Association (ANA) to hospitals that meet Magnet status criteria. Upon analysis of the history, concepts and theories which drive Magnet status, and reactions to Magnet status by various professionals, one will see that the Magnet Recognition Program awards an extremely positive accreditation that improves nursing, hospitals, and community image.
According to Yoder-Wise (2011), “Leadership is the use of personal traits to constructible and ethically influence patients, families, and staff through a process in which clinical and organizational outcomes are achieved through collective efforts” (p. 612). The following paragraphs will explain components of leadership of an anonymous healthcare facility.
There are certain aspects and competencies common to role of the nurse practitioner (NP), nurse educator (NE), nurse informatics (NI), and nurse administrator (NA). All four roles act as leaders within the health care organizations depending on their designated areas of duty. Their input is needed to keep the health care institution running. To assume their roles, NP, NE, NI, and NA require some education and credential from nursing perspective or other related experiences.
Certified Nursing Assistants (CNA) are a vital element of the health team. Serving as a middleman between patients and other members of the health team nursing assistants play many different, yet equally important roles in patient care. Nursing assistants provide emotional, physical, and social support for patients, and residents. I will inform readers about the role of certified nursing assistants in long-term care centers (LTC) and their importance as a member of the health team.
Hospital administrators will charge nurse leaders with ensuring that patient positive outcomes prevail while also controlling overhead. Nurse leaders are specially trained just for this task. Clinical Nurse Leaders are the experts that America’s patients will rely on to keep them safe and healthy in hospital settings.
The American Nurses Association (ANA) developed a foundation for which all nurses are expected to perform their basic duties in order to meet the needs of the society we serve. The ANA “has long been instrumental in the development of three foundational documents for professional nursing; its code of ethics, its scope and standards of practice, ands statement of social policy.” (ANA, 2010, p. 87) The ANA defined nursing as “the protection, promotion, and optimization of health and abilities, prevention of illness and injury, alleviation of suffering through the diagnosis and treatment of human response, and advocacy in the care of individuals, families, communities, and populations” and used to create the scope and standards of nursing practice. (ANA, 2010, p. 1) These “outline the steps that nurses must take to meet client healthcare needs.” () The nursing process, for example, is one of the things I use daily. Other examples include communicating and collaborating with my patient, their families, and my peers, and being a lifelong learner. I continually research new diagnoses, medications, and treatments for my patients. As a nurse of ...
Nurses are uniquely qualified to fill a demand for change through leadership. Unlike business minded individuals whose primary outcome concern is monetary, a nurses’ primary concern is organic: a living, breathing, tangible being. In a leadership role, a nurse might consider an organization as if it were a grouping of patients, or perhaps an individual patient, each limb with its own characteristics and distinct concerns. They can effectively categorize and prioritize important personal and professional matters and are therefore ideally positioned to lead change efforts. Perhaps most importantly, effective nurse leaders can provide clarity to the common goal and empower others to see their self-interests served by a better common good (Yancer, 2012).
The nursing profession has changed drastically over time. The roles and responsibilities that nurses take on have increased and become far more complicated. Nurses are managers, leaders, supervisors and have become experts in many areas of care. Every day nurses are faced with the task of improving and strengthening professional leadership within their work environment. Managing good quality and eliminating risk is the major challenge in health care. All members of the team must work together to accomplish outstanding patient care. Budget cuts and nursing shortage in all areas of health care leads to less licensed staff, where use of unlicensed personnel have been used widely, where delegation is not an option, but a necessity. Nurses must be aware of delegation guidelines, what tasks to delegate,when to delegate for the safety of patients, liability of nurses and the facility.
Empowerment is about decision-making and autonomy, personal and professionally. Nancy should have empowered her staff’s nurses with the opportunity to be involved in the organization decision-making process. When nurses can influence and control their nursing practice, their autonomy, confidence, and commitment to the organization increase (Manojlovich, 2007). Organizations that empowered nurses to act and guide their everyday challenges using their professional skills, knowledge, and own judgment, shows positives patient outcomes, and less nurse turnover, burnout, dissatisfaction, stress, and powerlessness among their staff (Rao,