The Structure Of The Nursing Department At My Office

This author spoke with several nurses to discuss Summa’s shared governance. There were two that had two opposing views of it. One nurse, who was younger, felt that the shared governance was just for show to achieve Magnet status. The cons she found was that the recommendations that staff nurses made were just ignored. Another problem she found was that the work that was put into it was not being reimbursed financially. Problem with shared governance is that it is believed to exist where there is empowerment, but it is has more to do with traditional board governance with some staff input. The result is that it is not founded in the actions of the staff nurse, but the actions of administration (Joseph & Bogue, 2016). The other nurse, who was older, was very excited to discuss shared governance. Her department was the first at Summa to initiate shared governance. Some of the pros were nurses had a voice and a path to follow to institute change. She explained how she

Nurse mangers is the leader of a specific department or unit of a healthcare facility. The nurse manager is responsible for recruitment and retention of the nursing staff, collaborating with other health care providers on patient care, and assisting patients and their families when needed. The nurse manager works with administration communicating and interpreting the facility’s policies and procedures to the staff. Usually with other departments in the facility, the nurse managers develop quality improvement measures tracking the patient services and care. According to Espinoza et al (2009), the nurse manager plays a pivotal role in

The main argument against the practice of delegating nursing responsibilities is that organizational structures often fail to ensure that the people receiving the delegated responsibilities are qualified to accept the delegation. Resha (2010) discussed this to some extent, but believed that the practice on the whole was worthy. However, it could be argued that by its very nature, delegation creates a discrepancy between the person performing a nursing action and the person responsible for that action. This could have negative consequences on quality of care, because if a nurse isn 't responsible for her own actions, then she may perform her role less effectively than she would if she had to take responsibility for her performance. As Reising and Allen (2007) write, delegation may be encouraged as a way to decrease costs and deal with low staffing levels, but it can also put the organization at increased risk for law suits if carried out improperly. Both aspects of this warning are instructive. First, Reising and Allen seem to suggest that delegation primarily emerges as a result of practical considerations

Each organization must have a structure of the authority defined and distributed to help in the organization of the tasks and functions with the aim of achieving the objectives of the organization. An organization structure offers details of the formal structure of the authority in the organization. It is essential to study the organization structure of the organization in order to understand the functioning of the organization. This paper examines the organization structure of the nursing department in Kingston Centre hospital. The paper will look at the nursing and the nursing service management department in the hospital (Burke, 2013). The hospital is selected because I have been able to interact with the facility many times. I have been able to work in this department hence I understand the organization structure and the services offered in the department.

Nursing guidance is a complex but essential part of the nursing workforce. Guidance can come in the form of management and in the form of leadership. The two terms are often used interchangeably, but do not always mean the same thing. The nurse manager is often someone who has authority from the facility to be in management. The nursing leader may not have authority over other nurses, but may be a strong guide in the workplace for other nurses and nursing staff. Nursing as a profession is ever-changing and increasingly challenging. Nurse managers are tasked with an enormous variety of functions in their respective workplaces, budgeting, scheduling, hiring, disciplinary actions, implementing facility policies and procedures, and the

An organization’s purpose and primary objectives, its internal function is defined in its mission statement. The mission statement assures that external and internal stakeholders understand the plan and goals the organization is trying to accomplish. An organizations philosophy explains the beliefs used to carry out that mission. The purpose of this paper is to discuss my organization’s mission, and my unit’s mission, and how they are aliened. I will discuss centralized and decentralized structures that apply to my facility. Furthermore, I will look at pros and cons of the facilities nursing model and discuss ways nursing could strengthen the organization.

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.

Marquis, B.L., & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Grippingly, the medical unit met the majority of the criteria of a highly functioning organization. Yet, areas for improvement still exist. On the Organizational Assessment, the answer to question #24, Is there evidence that all nursing personnel know the organizational structure and understand their assignments and those of their

You make great points analyzing the evolution of Clinical Nurse Leader (CNL). It was interesting to learn that the CNL was the first new role in nursing since the nurse practitioner was introduced over many years ago. “The CNL evolved after the AACN convened a task force to identify ways to improve quality of patient care and determine how to prepare nurses with the skills and competencies needed to thrive in the current and future healthcare system” (Stavrianopoulos, 2012). In the health care organizations, CNLs play a significant role and are responsible for patient outcomes by applying evidence-based practices. They design, implement, and evaluate patient care by coordinating, delegating, and supervising the care provided by the healthcare

Ramona, you had a great in-depth discussion as always. The American Organization of Nurse Executives [AONE], (2015) mentions that the system Chief Nursing Officer is responsible for organization wide leadership. The competencies assume that the organizational change will remain to progress or change and the pressure for normalization is based on sound evidence-based practice will remain (AONE, 2015). The Model for Evidence-Based Practice Change is the model that appears to be the most streamline. The steps involved in the model according to Melnyk and Fineout-Overholt, 2015 are: assessing for the need to change; locate the best evidence; critically analyze the evidence; design the practice change; implement and evaluate the change; and then

Healthcare changes occurring today along with shrinking budgets and reimbursement rates for hospitals has forced institution CEOs to do more with less. Changes and restructuring of various health facilities require nursing leaders with flexibility and adaptability. Nurse leaders must also consider budgetary constraints, cost effectiveness, patient safety, and quality care while maintaining focus on improved patient outcome. The responsibility of ensuring patients receive safe and high quality care belongs to every employee in the hospital, including support staff such as IV therapy. In this hospital, this led to the development of a nurse director position to oversee the

Shared governance is a professional model for nurse management which leads to nurse autonomy, empowerment, job satisfaction and improved patient outcomes. Research show nurses want a professional, autonomous environment for practice that recognizes the value of its nurses, and allow greater control over the practice environment. Proximity to job and monetary gain was listed as less important.

3. Manager – As a manager, the nursing director would organize, direct, coordinate and evaluate activities of the nursing service staff. He or she makes sure the there is for professional growth and satisfaction among its personnel.

14 department heads report to the president directly. “Coordination between us and other departments seem to be more serious problem then coordination between shifts of nurses.” is raised in a nurse meeting. These are two indications that Memorial Hospital has a silo type of divisional organization structure.