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Survival Guide for Ward Managers, Sisters and Charge Nurses

Survival Guide for Ward Managers, Sisters and Charge Nurses

9780443103247
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Description
  • Preface

    Chapter 1 - Be Clear about your Responsibilities
    Be clear what 24-hour responsibility means
    Be clear about what makes a good leader
    Make sure your decisions are informed decisions
    Clarify your objectives
    Understand your legal responsibilities
    Be clear about your line managers role
    Remember you are the patients overall advocate
    Dont take on other peoples pressures
    Balance your clinical work with administrative duties
    Beware of the impace of your role on others

    Chapter 2 - Define and prioritise your workload
    Define your workload
    Organise your office
    Control your diary
    Keep your e-mails
    Cut interruptions
    Dont waste time with unnecessary reading
    Reduce your meetings and get the best out of the ones you do attend
    Chair meetings effectively
    Learn to let go through delegation
    Be proactive

    Chapter 3 - Create a Positive Working Environment
    Have a plan
    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 and Treat your Staff Well
    Get to know your HR advisor
    Write everything down
    Make appraisals work
    Know how to handle unacceptable behaviour
    Deal with poor performance
    Know when and how to discipline
    Actively manage sick leave
    Ensure all staff have appropriate training, development and support
    Inform and involve your team
    Implement self-rostering

    Chapter 5 - Make Sure Care is Patient-Centred
    Maintain your clinical skills
    Ensure that all patients have a full assessments 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 primary nursing
    Make sure patients are informed
    Improve care through audit and benchmarking
    Dont accept poor standards of care when short-staffed
    Take the lead on ward rounds

    Chapter 6 - Get Your Budget Right
    Know what your budget is
    Prioritise PAY
    Go through your budget statement each month
    Manage annual leave
    Manage your allowance for unplanned absence
    Plan your study leave allowance
    Get your staff involved in NON PAY
    Be more active in the business planning process
    Dont do anything without identified funding
    Meet reguarly with your finance advisor

    Chapter 7 - Respond Well to Complaints
    Work on the content, not number of complaints
    Take appropriate steps before you investigate
    Investigate sensitively
    Know when to stop the complaint investigation
    Consider holding a meeting with the complainant
    Follow 6 key steps when meeting complainants
    Write a good final response letter
    If you are stuck for words in starting your letter...
    If you are stuck for words in finishing your letter...
    Follow up the complaint with action

    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
    Dont discriminate
    Succession plan
    Fully involve your team in all aspects of recruitment

    Chapter 9 - Be Politically Aware
    Understand how health care is managed nationally
    Know your board of directors and their priorities
    Choose your meetings carefully
    Network, and get to know the right people
    Be diplomatic
    Talk of we rather than I
    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
    Recognise symptoms of stress
    Recognise and deal with any staff stress
    Get yourself a mentor
    set up a peer support group or action learning set
    Train up your deputy ward manager
    Get a union representative or steward on your team
    Choose carefully who you talk to and what you say
    Get over mistakes and move on
    Drink plenty of water and eat regularly
    Remember its 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
    Dont stagnate

    Chapter 12 - Manage 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
    Dont 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 good and timely reports
    Actively manage incidents, mistakes and accidents
    Know how to conduct a good investigation

    Chapter 13 - Manage Difficult People and Situations
    Manage a difficult manager
    Deal with that problematic colleague
    Manage any allegations of bullying or harrassment
    Manage staff complaints
    Make sure staff are not being used or abused by others
    Dont tolerate any form of racism or discrimination
    Take action when staffing levels are dangerously low
    Break up any cliques
    Be specific about expanding nursing roles
    Be proactive with enforced moves or mergers of services

    Chapter 14 - Manage Difficult Staff
    Staff who refuse to look professional or wear a uniform
    Staff who refuse to accept change
    Staff who cant seem to prioritise their work
    Staff who are lazy
    Staff who have alcohol problems
    Members of staff who dont get on
    Staff who are careless and sloppy
    Staff who manipulate situations for their own gain
    Staff who maon and whinge
    Staff who are continually late for duty

    Chapter 15 - Get the Best Advice
    Know where to go for legal advice
    Know where to go for professional advice
    Utilise the wide range of services from the chaplaincy department
    Use but dont abuse the nurse specialists
    Help patients and relatives access the right advice
    Keep up-to-date with risk management issues
    Consult policies, procedures and guidelines
    Maximise computer access
    Utilise the knowledge and skills of your nursing colleagues
    Utilise the practice development team

    Chapter 16 - Question External Directives
    Is another link nurse role really needed?
    Has the bed manager consulted all other options?
    Is that audit really necessary?
    Has your line manager questioned the decision?
    Are performance targets worth lowering the quality of care for?
    Are the senior managers aware of the implications of their decision?
    Are consultant/specialist decisions always right?
    As your union steward for assistance
    Dont hesitate in contacting the chief executive or other board directors if necessary
    Rely on your own common sense

    Index
Product Details
Churchill Livingstone
36644
9780443103247
9780443103247

Data sheet

Publication date
2006
Issue number
1
Cover
paperback
Pages count
352
Dimensions (mm)
123 x 186
Weight (g)
408
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