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cover image - A Nurse's Survival Guide to Leadership and Management on the Ward,3rd Edition
ISBN: 9780702076626
Publication Date: 02-08-2019
Page Count: 336
Imprint: Elsevier
List Price: $37.95

A Nurse's Survival Guide to Leadership and Management on the Ward, 3rd Edition

by Brian Dolan, FRSA, MSc (Oxon), MSc (Lond), RMN, RGN and Amy Lochtie, FRSA, RGN, FSBP

Paperback

cover image - A Nurse's Survival Guide to Leadership and Management on the Ward,3rd Edition
ISBN: 9780702076626
Publication Date: 02-08-2019
Page Count: 336
Imprint: Elsevier
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Important note
Please note
This item has low stock levels and may be back-ordered. We'll let you know if it is back-ordered, and you will not be charged until the item ships.
  • Chapter 1 - 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

    Balance your clinical work with administrative duties

    Be aware of the impact of your role on others

    Chapter 2 - Manage your time

    Define your workload

    Organise your office

    Control your diary

    Keep up with your e-mails

    Cut interruptions

    Keeping abreast of your reading

    Getting the best from meetings

    Chair meetings effectively

    Learn to let go through delegation

    Be proactive

    Chapter 3 - Create a positiver 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

    Chapter 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

    Chapter 5 - Make sure care is Patient-Centred

    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-orientated care only when appropriate

    Work towards the named nurse (or primary nursing)

    Make sure patients are informed

    Performance indicators, audits and benchmarking

    Manage staffing shortages

    Take the lead on ward rounds

    Chapter 6 - Manage your budget

    Know what your budget is

    Prioritise pay

    Go through your monthly budget statement

    Manage annual leave

    Manage your unplanned absence allowance

    Plan your study leave allowance

    Get your staff involved in non-pay

    Be more active in the business planning process

    Don’t do anything without identified funding

    Meet regularly with your finance advisor

    Chapter 7 - Improve quality and safety

    Quality indicators

    Identify mistakes and risks

    Investigate complaints appropriately

    Tips for calling or meeting with a complainant

    Investigate incidents appropriately

    Make improvements

    Chapter 8 - Instigate a rolling recruitment programme

    Review the post with the person who is leaving

    Write good adverts and application packages

    Shortlist and arrange interviews properly

    Get the best out of the interview process

    Follow up all candidates personally

    Arrange a good induction programme

    Continually explore all other avenues to get staff

    Don’t discriminate

    Succession plan

    Fully involve your team in all aspects of recruitment

    Chapter 9 - Be politically aware

    Understand how health care is managed nationally

    The Value of The Board of Directors

    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

    Chapter 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

    Chapter 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

    Chapter 12 - Manager 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

    Chapter 13 - Manage difficult situations

    The difficult manager

    The problematic colleague

    Allegations of bullying or harrassment 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

    Chapter 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 lazy

    Staff with alcohol problems

    Members of staff who don't get on

    Staff who seem careless and sloppy

    Staff who manipulate situations for their own gain

    Staff who moan and whinge

    Staff who are continually late for duty

    Chapter 15 - Get the best advice

  • Brian Dolan, FRSA, MSc (Oxon), MSc (Lond), RMN, RGN, Director, Health Service 360,Visiting Professor of Nursing, Oxford Institute of Nursing, Midwifery and Allied Health Research, Oxford. Honorary Professor of Leadership in Healthcare, Salford University,Director of Service Improvement, Canterbury District Health Board, New Zealand . and Amy Lochtie, FRSA, RGN, FSBP, Innovation Hub Director,West Yorkshire & Harrogate,UK
In Stock
Important note
Please note
This item has low stock levels and may be back-ordered. We'll let you know if it is back-ordered, and you will not be charged until the item ships.