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A Nurse's Survival Guide to Leadership and Management on the Ward
- 3rd Edition - December 5, 2018
- Authors: Brian Dolan, Amy Lochtie
- Language: English
- Paperback ISBN:9 7 8 - 0 - 7 0 2 0 - 7 6 6 2 - 6
- eBook ISBN:9 7 8 - 0 - 7 0 2 0 - 7 6 6 3 - 3
When you become a ward or unit manager, sister or charge nurse, your responsibilities change and you need a very different set of skills compared to your previous roles. You are no… Read more
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Request a sales quoteWhen you become a ward or unit manager, sister or charge nurse, your responsibilities change and you need a very different set of skills compared to your previous roles. You are now required to manage a team of staff with a set budget and are responsible for maintaining an environment in which people can work well.
This book will help you to:
- Identify your responsibilities and best approaches as a manager to provide patients with a high standard of care through your staff;
- Read through examples, suggestions and tips following a highly practical approach;
- Manage your staff, time and budget;
- Create a positive work environment;
Features:
- Completely updated and revised content written by well-known authors with extensive experience in the field;
- New sections on responsible use of social media, working with different generations in the workplace; how to make an impact, taking care of yourself etc.
- Leading teams in the context of enduring financial and staffing constraints
Part of the A Nurse’s Survival Guide series.
Key features:
- Completely updated and revised content written by well-known authors with extensive experience in the field;
- New sections on responsible use of social media, working with different generations in the workplace; how to make an impact, taking care of yourself etc.
- Leading teams in the context of enduring financial and staffing constraints
- Cover image
- Title page
- Table of Contents
- Series Page
- Copyright
- Dedications
- Foreword
- Preface to Third Edition
- Preface to Second Edition
- Chapter 1. The Role of the Ward Manager
- 1.1. Introduction
- 1.2. Be Clear About What 24-H Responsibility Means
- 1.3. Unless It Is an Emergency, Discourage Being Called at Home
- 1.4. Minimising Risk
- 1.5. Your Professional and Managerial Accountability
- 1.6. Raising Concerns
- 1.7. Transformational Leadership
- 1.8. Developing People – Improving Care
- 1.9. Shared Leadership
- 1.10. Your Line Manager
- 1.11. Your Mentor
- 1.12. Your Clinical Supervisor
- 1.13. The Human Resources Department
- 1.14. The Finance Department
- 1.15. Other Ward Managers
- 1.16. Reducing the Risk of Work Overload
- 1.17. Find Out What You Need to Know
- 1.18. 360-Degree Feedback
- 1.19. Bed Management
- 1.20. Staffing Shortages
- 1.21. Sending Staff to Other Wards
- 1.22. Vicarious Liability
- 1.23. Expanded Roles
- 1.24. Duty to Report Concerns Regarding A Strategic Decision
- 1.25. Duty to Report Causes for Concern Regarding Vulnerable People
- 1.26. Shadow Your Manager
- 1.27. ‘Acting up’ in Your Manager’s Absence
- 1.28. Build Up a Good Working Relationship
- 1.29. Patients Need to Feel That the Manager Is in Control
- 1.30. Balancing Your Clinical Work With Administrative Duties
- 1.31. Doctors, Allied Health and Other Healthcare Professionals
- 1.32. Nursing Students
- 1.33. Patients and Relatives
- 1.34. Conclusion
- 1.35. Action Points
- Appendix 1.1 Questionnaire to Help Identify Development Needs for Ward Managers
- Chapter 2. Manage Your Time
- 2.1. Define Your Workload
- 2.2. Taking Work Home or Staying Late Regularly?
- 2.3. Not Getting Things Done?
- 2.4. Plan and Prioritise
- 2.5. Creating a Calmer, More Organised Work Environment
- 2.6. Keep Everything You Need to Do on One List
- 2.7. Set up an Efficient Filing System
- 2.8. Ensure the Office Environment Is in Good Order
- 2.9. Control Your Diary
- 2.10. Set Yourself Time Limits
- 2.11. Take Your Breaks
- 2.12. Pencil in Your Diary
- 2.13. Book as Much Annual Leave as You Can in Advance
- 2.14. Keep up With Your Emails
- 2.15. Delegate Your Emails to Someone Else in Your Absence
- 2.16. Confidentiality
- 2.17. File Emails
- 2.18. Using Emails as an Essential Time Management Tool
- 2.19. Cut Interruptions
- 2.20. Ward Rounds
- 2.21. Let Your Staff Know What You Are Doing in the Office
- 2.22. Keeping Abreast of Your Reading
- 2.23. Scanning
- 2.24. Journal Articles
- 2.25. Hospital Newsletter and Internal Bulletins
- 2.26. Getting the Best From Meetings
- 2.27. Chair Meetings Effectively
- 2.28. Learn to Let Go Through Delegation
- 2.29. Are You Still Doing the Job You Were Promoted From?
- 2.30. Delegating to Your Deputy
- 2.31. Delegate Effectively
- 2.32. Be Proactive
- Appendix 2.1 Example of Terms of Reference for a Meeting
- Chapter 3. Create a Positive Working Environment
- 3.1. Plan Ahead
- 3.2. Feedback With Sincerity
- 3.3. Do Not Talk Disapprovingly of Others
- 3.4. Encourage Your Staff to Take Greater Responsibility
- 3.5. Deal With Team Conflict
- 3.6. Implement Clinical Supervision
- 3.7. Action Points
- Chapter 4. Manage Staff Performance
- 4.1. Get to Know Your HR Advisor
- 4.2. Write Everything Down
- 4.3. Make Appraisals Work
- 4.4. Know How to Handle Unacceptable Behaviour
- 4.5. Handle Poor Performance/Incompetence
- 4.6. Know When and How to Discipline
- 4.7. Actively Manage Sick Leave
- 4.8. Ensure All Staff Have Appropriate Training, Development and Support
- 4.9. Provide Additional Support for Mentors
- 4.10. Inform and Involve All of Your Team
- 4.11. Consider Team-Based Self-rostering
- 4.12. Action Points
- Chapter 5. Make Sure Care is Patient-Centred
- 5.1. Maintain Your Clinical Skills
- 5.2. Reverse Mentoring
- 5.3. Ensure that all Patients have a Full Assessment and Care Plan
- 5.4. Be Clear About what Healthcare Assistants Can and Cannot Do
- 5.5. Nursing Associates
- 5.6. Eliminate Long Handovers
- 5.7. Work Towards the Named Nurse (or Primary Nursing)
- 5.8. Make Sure Patients are Informed
- 5.9. Producing Your Own Information for Patients and Relatives
- 5.10. Performance Indicators, Audits and Benchmarking
- 5.11. Manage Staffing Shortages
- 5.12. Take the Lead on Ward Rounds
- 5.13. Ensure the Patient’s Own Nurse Attends the Ward Round
- 5.14. Observe the Patient’s Body Language
- Chapter 6. Manage Your Budget
- 6.1. Know What Your Budget Is
- 6.2. Prioritise Pay
- 6.3. Go Through Your Monthly Budget Statement
- 6.4. Manage Annual Leave
- 6.5. Manage Your Unplanned Absence Allowance
- 6.6. Plan Your Study Leave Allowance
- 6.7. Get Your Staff Involved in Non-pay
- 6.8. Be More Active in the Business Planning Process
- 6.9. Do Not Do Anything Without Identified Funding
- 6.10. Meet Regularly With Your Finance Advisor
- 6.11. Action Points
- Chapter 7. Improve Quality and Safety
- 7.1. Quality Indicators
- 7.2. Identify Mistakes and Risks
- 7.3. Investigate Complaints Appropriately
- 7.4. Tips for Calling or Meeting With a Complainant
- 7.5. Investigate Incidents Appropriately
- 7.6. Make Improvements
- Appendix 7.1 Example of Progress Sheet for a Complaint Investigation
- Chapter 8. Instigate a Rolling Recruitment Programme
- 8.1. Review the Post With the Person Who Is Leaving
- 8.2. Write Good Adverts and Application Packages
- 8.3. Shortlist and Arrange Interviews Properly
- 8.4. Get the Best Out of the Interview Process
- 8.5. Follow-up All Candidates Personally
- 8.6. Arrange a Good Induction Programme
- 8.7. Continually Explore All Other Avenues to Get Staff
- 8.8. Do Not Discriminate
- 8.9. Succession Plan
- 8.10. Fully Involve Your Team in All Aspects of Recruitment
- 8.11. Action Points
- Chapter 9. Be Politically Aware
- 9.1. Understand How Healthcare Is Managed Nationally
- 9.2. The Value of the Board of Directors
- 9.3. Network – Get to Know the Right People
- 9.4. Be Diplomatic
- 9.5. Get Recognition for Yours and Your Teams Work
- 9.6. Choose Your Mentor and Mentees With Care
- 9.7. Plan Ahead for Your Own Needs
- 9.8. Keep a File for Your CV
- 9.9. Political Awareness and Social Media
- Appendix 9.1
- Chapter 10. Look After Yourself
- 10.1. Set Up a Peer Support Group or Action Learning Set
- 10.2. Develop the Role of Your Deputy
- 10.3. Get Yourself a Mentor
- 10.4. Choose Your Support System Carefully
- 10.5. Reduce Stress
- 10.6. Learn from Mistakes and Embrace the Experience
- 10.7. Remember It is Only a Job
- Chapter 11. Be a Good Role Model
- 11.1. Be Smart
- 11.2. Make a Good First Impression
- 11.3. Always Try to Smile and Be Positive
- 11.4. Speak Clearly
- 11.5. Be Relaxed and in Control
- 11.6. Make Your Writing Distinguishable
- 11.7. Be Aware of How Others See You
- 11.8. Set an Example With Your Choice of Language
- 11.9. Never Moan or Gossip About Others
- 11.10. Do Not Stagnate
- Chapter 12. Manage Your Manager
- 12.1. Clarify Expectations
- 12.2. Work With, Not Against, Your Manager
- 12.3. Act, if an Important Decision Has Been Made Without Your Consultation
- 12.4. Act, if a Change in Another Department Has a Knock-on Effect in Yours
- 12.5. Write Clear and Timely Reports
- 12.6. Know How to Conduct a Good Investigation
- 12.7. Guiding Principles of Investigations
- 12.8. Action Points
- Chapter 13. Manage Difficult Situations
- 13.1. The Difficult Manager
- 13.2. The Problematic Colleague
- 13.3. Allegations of Bullying or Harassment Within Your Team
- 13.4. Staff Complaints
- 13.5. Helping Your Staff to Act
- 13.6. Dealing With Racism or Other Forms of Discrimination
- 13.7. Unsafe Staffing Levels
- 13.8. Cliques
- 13.9. Be Specific About Expanding Nursing Roles
- 13.10. Be Proactive With Enforced Moves or Mergers of Services
- Appendix 13.1 Example of Simple Gantt Chart for Ward Move/Merger
- Chapter 14. Manage Difficult Team Members
- 14.1. Staff Who Refuse to Look Professional or Wear Proper Uniform
- 14.2. Staff Who Refuse to Accept Change
- 14.3. Staff Who Cannot Seem to Prioritise Their Work
- 14.4. Staff Labelled as Lazy
- 14.5. Staff With Alcohol Problems
- 14.6. Members of Staff Who Do Not Get on
- 14.7. Staff Who Seem Careless and Sloppy
- 14.8. Staff Who Manipulate Situations for Their Own Gain
- 14.9. Staff Who Are Continually Late for Duty
- Appendix 14.1 Example of a SWOT Analysis for Bedside Handover
- Chapter 15. Get the Best Advice
- 15.1. Know Where to Go for Legal Advice
- 15.2. Know Where to Go for Professional Advice
- 15.3. Utilise the Chaplaincy Department
- 15.4. Utilise Nurse Specialists
- 15.5. Help Patients and Relatives Access the Right Advice
- 15.6. Keep Up-To-Date With Risk Management Issues
- 15.7. Consult Policies, Procedures and Guidelines
- 15.8. Maximise Computer Access
- 15.9. Utilise the Knowledge and Skills of Your Nursing Colleagues
- 15.10. Utilise the Practice Development Team
- Index
- No. of pages: 336
- Language: English
- Edition: 3
- Published: December 5, 2018
- Imprint: Elsevier
- Paperback ISBN: 9780702076626
- eBook ISBN: 9780702076633
BD
Brian Dolan
Affiliations and expertise
Director, Health Service 360; Honorary Professor, Leadership in Healthcare, Salford University, Manchester; Honorary President, AGILE - the Professional Network for Physiotherapists working with Older People; Honorary Adjunct Professor of Innovation in Healthcare, Bond University, SE Queensland; Professor, Coventry UniversityAL
Amy Lochtie
Affiliations and expertise
West Yorkshire Innovation Hub Director, Health Innovation Yorkshire & Humber; West Yorkshire Integrated Care Board; NHS Assembly member Northwest Clinical Senate member; NIHR Expert Reviewer