How To Write A Reflective Account On The Work Role

The chief nurse or CNO regarding nurse retention at high performing hospitals explained how rounding on nursing units and listening to staff and managers was imperative. The CNO at the higher performing hospitals would spend quality time with staff listening to their concerns as a part of their daily routine. On the other hand, low performing hospitals, the CNO would usually work with upper and middle management in their rounds and were not as accessible to unit level staff (Van den Heede, et al., 2013). Being available to frontline staff showed higher levels of nurse retention from the CNO’s perspective. According to the interviews, my nurse manager’s perspective was clearly to recruit nurses and work on retention. I gathered from her interview that she was passionate about hiring and fulfilling her nurse’s needs in order to keep her nurses. Her view on losing nurses only to rehire new ones was a costly and long process. Lastly, the staff nurse’s perspectives are clear. Staff the floors adequately to avoid getting overwhelmed and burnt out. Listen to their concerns and address any issues they may have as well as allow nurses to have autonomy in their practice. These areas will assist in nurse retention which will positively impact nurse

Unit 1- 1.1, 1.2-This is a reflective account of the things I have done, experience and knowledge I have gained throughout the assessor 's course mainly during the process of assessment. First, I would like to describe the definition of assessment, its key concepts, stages to show the knowledge and understanding I have gained throughout the course. An assessment is a pre-agreed formal session with the learner. Assessment is judging performance against an agreed standard and is also a way of finding out if learning has taken place. It enables yo assessor to ascertain if learner has gained

One mistake that new nurse leaders make is that they believe that the only way to get things accomplished, is to be direct and autocratic (Kerfoot, 2008.) The new leader’s fear of failing can influence them to take on the autocratic role to try and earn respect from their employees. However, this is not considered to be very effective among staff. When the professional nurse takes on the autocratic leadership trait and uses it on a daily basis, employees feel micromanaged. When a manager micromanages their employees they take the risk of lowering morale, and losing good workers (North, 2011.) Nurses have a lot of autonomy in their profession. They work independently and take responsibility for their actions. When they become micromanaged by their nurse leader, it takes away that autonomy and creates a work environment that is very low in morale, and can hurt the relationship between manager and employee. Often managers are experiencing a substantial amount of stress from the administration concerning budgets, deadlines, and high performance issues, but this does not justify micromanaging employees (North, 2011.) It is important to give your staff some independence; this lets them know you trust their judgment (North, 2011.) A nurse leader may also change their leadership style depending on if they are dealing with an inexperienced new graduate nurse, or an experienced veteran nurse.

I am employed by Emerald Coast Behavioral Hospital, which is under management by a national corporation, Universal Health Services. My work environment consists of an 86-bed psychiatric facility that provides specialized inpatient and outpatient services to adults, children, elderly, active-duty service members and veterans. I work the nightshift on the resiliency unit which provides post-traumatic stress disorder and chemical dependency treatment to active-duty military members and veterans. I, as a registered nurse, work with psychiatrists, therapists, social workers, nurse practitioners, mental health technicians, other registered nurses and upper management of the facility. Together, we form an interdisciplinary team that works

There are times that there is the one nurse that seems to be notoriously late for their shift or always calling off. The manager not mentoring this nurse on this behavior causes disruption within the unit and division. Not following policy in disciplinary actions causes a lot of unwanted disharmony amongst the nurses. If disruptive behavior continues being overlooked or if the behavior is endured for long periods of time causes even more dissonance. There needs to be a team accountablity plan in place for responsiblities and to renew personal

It is very true that lack of communication and not being honest with your staff can lead to frustration. It will be more appreciative if the manager will come and recognize that some of the new things are new for him/her to instead of just making it mandatory without any preparation. We understand that many times policies and procedures are coming from higher levels, but discussing with the ones which will be affected will have a better outcome in terms of accepting new changes. "The person who has to deliver the often unpleasant news determines whether to call the unit and leave a brief note on the assignment sheet or go to the nurse to talk directly about the change".

The overall lack of attention when others were talking was also something that showed a lack of respect. On two occasions during the meeting the executive director attempted to return to what they were talking about before distraction began, the only ones who reacted were myself and the two nurses. Although there was a designated leader of the meeting before it began, the executive director, there was a lack of leadership shown throughout that was evidenced by allowing jabs to be thrown, not requesting phones be put away, and not encouraging input on care planning interventions. While there was an agenda prepared for the meeting there was a lack of organization. On two different occasions the “what point are we on now?” question was asked, off topic conversations such as “what are they serving for dinner tonight?” were asked, and the nurses who attended did not review care plan notes before the meeting which is required. Because they did not review their notes they often shuffled through paperwork to find what they were looking for.

The interview took place in a private setting, in the participant’s home that was free of distractions and noise. It is required to obtain an interview in a private setting for patient confidentiality and privacy. It took about an hour to for the interview because of the required information, family health history, current medications and remembering dates of the family history information. I first started introducing myself, explaining the purpose of the interview, estimated duration of the interview, and I asked the patient of any known allergies.

Seaside Convalescent Care Center (SCCC) has many issues that need to be addressed in order to be compliant with state and avoid fines. Due to SCCC high turnover rate tenured staff is not always readily available to train and mentor new staff. For months management tried offering incentives to make staff, particularly the nursing assistance feel like a valued member of the team. Nothing management did seem to stop the high turnover rate and motivate the staff not to be untrustworthy, undependable, and condescending (to residents). Management gave all responsibilities to the Director of Nursing(DON) in hopes that her tenure and experience would turn SCCC around. The DON used a coercive leadership style because she did not value her nursing assistance and assumed they would eventually quit anyway. The coercive leadership style should only be used when for very problematic subordinates

The national nursing shortage is predicted to continue to rise to levels that have not been seen since the 1960’s (Fasoli, 2010). Managers must create an environment that is conducive to employees. The leader needs to promote organizational commitment and retain employees by promoting a positive culture on the unit. Nurses want an environment where they can provide high-quality care to patients and leaders must help facilitate and maintain this environment. Employees also want to feel like their opinions matter to the manager, and they have a say in the future of the unit. Employees do not want to feel like they are not important, or their voices are not being heard.

In a study on qualities of nursing leadership, the authors found nurses’ respect for their manager increased when the manager involved nursing staff in decisions which directly impact the care they provided (Anderson, Manno, O'Connor, & Gallgher, 2010).

Westmount Nursing Inc. is a for profit chain with seven different nursing homes. It has a grown from a small few bed facility to a facility with 4 different divisions that made to help make seniors more independent. The Westmount Nursing Homes were in search for a chief executive officer and president, which was filled by Shirley Carpenter. After Shirley Carpenter came on to the company, many changes were made and implemented. Some implementations were successfully, but she was also challenged with many problems with the Union Federation of Nurses and the Board of directors regarding wages and total quality management implementation. My recommendation would be for Shirley to stop the implementation of total quality management and focus on

In many different instances of my working and volunteering experiences, I have encountered unsafe situations. One of the more prominent ones is when I did a co-op at the local hospital in my town. I was working in the geriatric department of the hospital, and had to deal with an elderly man who got aggressive due to his dementia. I was usually able to deal with this, however on one particular day, it was too much for me to handle and I had to call for help, and use my skills on the spot to help prevent the situation from escalating even further. Although in the end both the patient and I were safe, the situation could have turned out a lot worse, and could have severely impact both my physical and mental health. Next, this past summer while

As nurse manager Barbara is responsible for managing the staff, scheduling and budgeting for the unit. Her staff includes twenty-five registered nurses and eight patient care assistants (PCA’s). The unit is known for its culture of confrontation, blaming, and favoritism. The staff is dissatisfied, unmotivated, and not functioning as a team to deliver quality patient care. In Barbara’s first month she has lost two RN’s and due to a hiring freeze at EMU Barbara was not able to replace the positions. The unit is short staffed, stress levels are high and employee morale is low. Barbara meets individually with twenty or so staff members and comes to the conclusion that no one is happy and she has a lot of work to do. There are multiple groups that Barbara has identified issues with and she must come up with an action plan to manage the discrepancies. She has found issues in downward management which involves senior nurses, newer nurses, and patient care assistants, and in upward management including administrators and physicians,

The issues as described in this case study stem from a lack of communication between the staff nurse and her nurse manager. Apparently until the nurse's performance appraisal she was under the belief that her performance was satisfactory, however the nurse manager used the evaluation as an opportunity to surface past performance deficits and failed to acknowledge any areas of excellence. This had the effect of leaving the staff nurse feeling underappreciated and devalued. The fact that the staff nurse felt the nurse manager's comments seemed "out of the blue" attests to this lack of communication. As a result the level of stress and anxiety of the staff nurse has been heightened due to a lack of trust, and communication between the two, which did not appear to be first-rate in the first place, has gotten worse. Moreover, the manner in which the nurse manager leveled her criticisms at the staff nurse demonstrates a lack of appropriate leadership skills and is indicative of a culture that seems bereft of a "team" concept.