1. Leadership and Management in Nursing-Week 4
Leadership and Management in Nursing-Week 4Leadership and Management in Nursing-
Week 4Florida National universityNUR 4827Professor Angel Cano, DNP, MSN, ARNP-BC,
ANP-C, RNMay 25, 20201I work in a community based not-for-profit organisation in my
neighbourhood. I think there is a general positive climate in the facility and a culture of
communion and communication among members of the nursing staff. It is easy to get help
from members of the nursing staff including the nursing managers in the organisation. The
organisation is structured is not extremely hierarchical as most members of the
organisation can contribute to the development of policies. The main goals of the
organisation include to ensure the complete well-being of stakeholders of the healthcare
process.ORDER NOW FOR ORIGINAL, PLAGIARISM-FREE PAPERS2An organisational
climate affects the ability of managers and leaders in nursing to motivate and empower
nurses. The ability of a manager or leader to motivate nurses towards increased
productivity and increased commitment towards work is dependent on organisational
climate. While a positive organisational climate enhances the leader’s or manager’s
influence on nurses, a negative one diminishes their interaction hence leads to decline in
productivity.3.One way for a nurse to their expertise and skills is through communication
and connection. A nurse needs not only to connect with other professionals in the field but
also patients in order to hone her interpersonal and professional skills. The second measure
for enhancing a nurse’s expertise is by promoting cultural awareness in order to give
complete patient centred care. Understanding the cultural believes and values of a variety of
patients in promotes nursing expertise. Finally, a nurse should engage in continuous and
education and register and take part in professional nursing organisations to improve
expertise.4In a shared governance model of management, there is an increased nurses’
control of practice environment. Based on the principles of partnership, responsibility,
equity and belonging, shared governance promotes collective decision making based on
consensus hence reduce the power of nursing manager and leaders (Burns, 2017). Unlike in
the traditional model where all power rest in nursing manager, in shared governance, the
role of the nurse manager is mainly facilitation of discussions.5The culture and values of a
healthcare organisation gives it an identity and helps bring employees to a common
platform. To effectively deliver, nurses must understand organisation culture in order
adjust and fit and deliver. When all nurses understand organisational culture and works
towards a common goal, there is congruence in the organisation which increases
productivity (Hatcher & Dixon, 2019).1An ideal organization for me is one that encourage
2. the participation of nurse staff in making decisions. It should also encourage direct
supervision where a nurse manager supervises a clinical service area. I also think that the
organisation should ensure the coordination of services by promoting effecting
communication in all areas including encouraging feedback. Leadership and Management in
Nursing-Week 42Among some of the factors that empower nurses in my organisation
according to the one I interviewed include continuous medical education where nurses are
given ideas on how to grow. Also, independence promote creativity and enhance the
capacity of nurses to develop and grow. However, she is not comfortable with the poor
feedback offered by the nursing management in the organisation.3I once went to a hospital
when I was at hospital where I felt extremely uncomfortable with the way I was handled.
First, there were many people waiting while nurses did not even bother to attend to them
hence a lot of confusion at the entrance. Secondly, the ward was disorganised with some
patients left unattended for hours. Given the chance to change, I would organise the nursing
department so that there are teams for every section with a leader to coordinate
activities.4Low cost changes include the automation of repetitive tasks such as record
keeping and administrative tasks so that nurses spending most of their time caring for
patients. Hospitals benefit from electronic record keeping that reduce overhead costs. On
the other hand, employing additional nurses to take care of patients at the organisation is
an expensive change in the organisation. First impression in a healthcare facility not only
influence customer’s decision to revisit but also affect patient outcomes. A facility that is
well organised with flow of activities closely monitored to create a good impression on
patients lead to increased faith among patients (Braithwaite et al., 2016). As such, a good
impression increases the chance of second visits.ReferencesBraithwaite, J., Herkes, J.,
Ludlow, K., Testa, L., & Lamprell, G. (2017). Association between organisational and
workplace cultures, and patient outcomes: systematic review.BMJ open,7(11),
e017708.Burns, H. K. (2017). The Nursing Shared Governance Structure as a Vehicle for
Advancing EBP: An Evidence-Based Approach.Hatcher, D., & Dixon, K. (2019).
Understanding organisational culture in the community health setting.Transitions in
Nursing eBook: Preparing for Professional Practice, 45. Leadership and Management in
Nursing-Week 4
