For Banner Health they have a unique vision for their nurses. It is that “Banner nurses are dedication to blending the art and science of nursing practice to create clinical and service excellence” ("2012 Nursing Division," 2012, p. 4). All in all nursing care is critical to providing excellent patient care and rendering positive patient
Getting to the Goal Krystal McKeever HCS/301 Undergraduate Nursing Studies September 17, 2012 Barbara A. Deets Getting to the Goal Developing goals and sticking with those goals helps to achieve success. According to Hills (2011), “effective goal setting is an important practice management tool and personal development strategy that many individuals credit for their success” (p. 159). Many people develop goals in their professional and personal lives; starting with a short- term goal and leading into a long-term goal. In setting these goals, I will determine the skills needed to achieve my goal, the milestones I will need to accomplish, what barriers I may run into, and how I will overcome those barriers. With set goals, I will learn
Through experience, we develop our skills and knowledge. For most nurses, being able to provide excellent care to our patients is a source of great personal and professional satisfaction. Although team leaders often find opportunities to apply their clinical expertise to direct patient care, their primary responsibility is to facilitate the patient care delivered by members of their team. Competent team leaders are able to look at the big picture. Nurses who assume a leadership role must be able to understand and prioritize the work of the unit as a whole.
Working as a leader in the healthcare profession requires a large amount of responsibility, which takes much work, and is not effortless. One type of leadership used in nursing is relational leadership. This paradigm acknowledges the need for more flexible systems in health care that empower employees, their interdisciplinary colleagues, clients, and
Conclusion Facilitating the progress of staff is an important nursing management function. Working as a hospice nurse, the author has the experience of the team work with different generations. Although generational preferences in the workplace can lead to conflicts, the variety can enrich and strength the work, as well as the quality of care and patient satisfaction level. The work environment should be appropriate, and capitalizing on the strengths of each generation, is a way to achieve the harmony in the workplace
Nurse Retention By Lee Ann Runy An Executive’s Guide to Keeping One of Your Hospital’s Most Valuable Resources With no end in sight for the nation’s nursing shortage, hospitals are placing greater emphasis on retaining their current RN staff. It’s a complex process, requiring in -depth knowledge of the needs and wants of the nursing staff and lots of creativity. “You have to know what motivates nurses to stay,” says Pamela Thompson, CEO of the American Organization of Nurse Executives. To that end, many hospitals regularly conduct retention or exit surveys to understand what’s on nurses’ minds. Leadership involvement is also important.
Lastly, a reflection of findings will be discussed as to how nurses could contribute the information from the two interviews into their own professional growth and development. The first interview question pertained to the interviewee’s role in their current position and their educational preparation. The CRNA interviewed had an extensive emergency and critical care background, which applies greatly to his position today as he works in several areas, including the ICU, of the hospital where he is employed. The nurse educator was previously a nurse practitioner in a family practice office where she learned the patient teaching aspect that transitioned into her educational role today. Each interview participant explained the unique contributions they each made as nurses and brought to their interdisciplinary team.
The Second question in the interview has to do with working on an interdisciplinary team. The staff nurse believes that nursing is holistic and not only staff but families are part of the interdisciplinary team. The Nurse practitioner believes that patient advocacy is unique contribution made to nursing in her field. Through advocacy she is able to help her clients and educate her clients. In this question even though they are worded differently both nurses interviewed are in agreement that the interdisciplinary team not only encompasses staff but also patients and their support people.
I’ve always wanted to do something with my life that is always changing and growing, and helping to better others. As a nurse practitioner there are never ending opportunities. There are so many different areas of work for a nurse practitioner to go into and they will always be helping somebody, whether it is to better there health or just maintaining it. To be a nurse practitioner I believe you will need to be versatile and ready for change. You will also need to be able to make decisions, and have great people and communication skills.
Retention of Nurse Managers in Healthcare Vina Mealey Thomas Edison State College Dr. Jenna Hatcher-Keller June 10, 2012 Abstract Nurse Managers have vast knowledge and experiences not only in managerial work but also in care giving which enables them to effectively accomplish their duties contributing to the overall success of health care organizations. However, in the course of their duties, nurse manager’s performance and work output are affected by various factors such as burnout, poor management systems or policies and inadequate compensation among other factors. Studies show that in order to retain qualified nursing in management roles, health systems must learn to utilize strategies which promote a positive work environment. Creating a good work environment that fosters and enhances the quality of administrative and leadership systems as well as relationships while enabling maintenance of quality of work/life balance, contributes to nurse manager retention (Parsons & Stonestreet, 2003). This paper critiques research studies on several factors such as burnout, job satisfaction, and leadership behavior that may influence the successful performance and retention