First-Line Nurse Manager And The Change Process Sample Paper

Introduction

A first-line nurse manager is given a full executive position and is responsible for nursing, including staffing, quality of care, financial planning, and organizational growth. It is generally accepted that first-line nurse managers frequently have to balance the everyday requirements of the nursing profession with other commitments, such as providing safe staff numbers, conducting staff evaluations, addressing quality issues, and making adjustments in their delivery or team. Research on first-line nurse managers has pointed out how important it is to describe their responsibilities precisely.

The Role of First Line Nurse Manager in Planning, Implementing and Evaluating Change

First-line managers have a variety of responsibilities within the health service (Gunawan et al., 2020). For example, their commitment may consist of carrying out the everyday tasks associated with people management. These tasks may include the scheduling of work shifts, the recruitment of substitutes, the arranging of employee training, etc. It is the responsibility of the first-line nurse manager of an institutional, medical, and rehab facility to oversee the trained nurses, medical equipment, and nursing facilities.

Planning

Before putting change into motion, there is a need to plan for change. Planning for change includes identifying the loopholes in the organization and making proper plans. First-line nurse managers use the insights acquired throughout the preparation phase to determine how to put into effect the necessary modifications. They make plans that outline the path that the healthcare facility and nurses will take, including the steps taken to implement the required adjustments and the criteria that will be used to determine whether or not those changes were effective. First-line nursing managers may need to include a strategy detailing how to assist staff during this transition. This will depend on the magnitude of the change they decide to execute. Since they could identify the team most affected by the change as a result of impact analysis, an action plan must also include any form of assistance or education that these workers may require. Coaching and mentoring, cross-training strategies, and open-door practices are some of the things that should be taken into consideration. These are places where staff may seek assistance and obtain clarity.

Implementing

The most successful changes are implemented in phases, preventing staff from becoming overwhelmed. Make a schedule that begins with the tasks in order of priority, such as the staff training, the purchasing of hardware, or the software updates. It is helpful to establish and implement changes in phases so that you can quickly evaluate and review intended goals and then set a deadline for that evaluation. First-line nurse managers can improve the odds that the change will be successful for the entire organization by first putting it through its paces with a pilot group consisting of a relatively small number of people.

Evaluation

Collaborating with staff or team to establish the metrics to evaluate the effectiveness of the implementation is essential. First-line nurse managers might have quantitative results that are simple to measure. If there is no quantifiable data, first-line nurse managers develop alternative methods for evaluating the impact of the change process:

  • Why was this modification made in the first place?
  • Given the objective we set out with, what characteristics should success have?
  • Which aspects of our company’s operations have seen the most significant progress due to the change?
  • Is there any part of the operation that has decreased productivity?

The first line nurse manager will establish a time limit for evaluating the implementation during the planning phase. When they reach the target date, first-line nurse managers convene meetings with teams to assess the results using the criteria above to determine whether or not the change has been successful.

How Change Theories Can be Used to Guide the Change Process

Knowing the science and philosophy of change is essential to shifting organizational systems successfully. Change theory and research can build a theoretical framework by assisting first-line nurse managers in determining which signs can encourage growth and strength toward a long-term end (Reinholz & Andrews, 2020). The change theories also serve as the prerequisites that must be met before reaching the desired outcome. A foundation for initiating, monitoring, and assessing change inside the realm of human behavior can be obtained by becoming familiar with a variety of change theories, which can be found in various contexts. Change theories can serve as an agreed-upon theory about what has to shift to realize an enhancement aim. The first-line nurse managers create theoretical frameworks on the current understanding of the change theories and encourage flexibility to allow for updates as they gain additional knowledge.

How Change-induced Stress can be Managed by First-line Nurse Managers

Nurses can face acute stress since they frequently work long, erratic hours in chaotic surroundings while caring for several patients (Babapour et al., 2022). Their job outcomes can mean the difference between life and death in some cases. First-line nurse managers understand the added strain that comes with having a limited amount of control and influence during times of organizational change. A nurse’s health and well-being can be negatively impacted by high-stress levels, which can even sap their vitality and impair their ability to think critically. Here is how first-line nurse managers can handle change-induced stress.

Make a Plan for Change Announcement

Before first-line nurse managers implement change, they provide the staff with multiple opportunities to process the information (Chesak et al., 2019). Staff will have the chance to voice their concerns and hear more in-depth information regarding the change process. After the team has had some time to process everything that has been spoken to them, they would be able to pose questions and request additional information. After that, individual meetings might take place in each department.

Put Yourself in the Staff’s Position

first-line nurse managers often step away from their roles for a short period. They put themselves in the place of the employees and ask salient questions. Then, they try to answer those questions. When first-line nurse managers first break the news about organizational change, they make an effort to be ready for inquiries such as these and answer them as soon as possible.

Keep Staff Informed Always

So staff needs to be informed. First-line nurse managers describe the benefits of the change and go over the challenges. Sending out regular progress reports will improve people’s attitudes toward a shift.

Encourage Staff Participation

Asking for input from staff is another fantastic method to alleviate the stress associated with organizational change. Not only may this assist staff feel like they have a greater say in the process, but it also has the potential to make first-line nurse managers’ tasks a little less demanding.

Prepare Staff for the Future

After the initial news and the dust have settled, first-line nurse managers prepare personnel for the actual organizational change. First-line nurse managers provide staff with a detailed explanation of their obligations, including what they are expected to do.

Conclusion

Communicating a change is a large job, and informing staff about the process is only a tiny portion. How effectively the first-line nurse managers plan messages is necessary to determine how easily the announcement goes out without a hitch. First-line nurse managers understand the need for change, and stress can impact staff negatively. Using change theories and measures to combat change stress will give first-line nurse managers, teams, and patients the best care.

References

Babapour, A. R., Gahassab-Mozaffari, N., & Fathnezhad-Kazemi, A. (2022). Nurses’ job stress and its impact on quality of life and caring behaviors: a cross-sectional study. BMC Nursing21(1). https://doi.org/10.1186/s12912-022-00852-y

Chesak, S. S., Cutshall, S. M., Bowe, C. L., Montanari, K. M., & Bhagra, A. (2019). Stress Management Interventions for Nurses: Critical Literature Review. Journal of Holistic Nursing37(3), 288–295. https://doi.org/10.1177/0898010119842693

Gunawan, J., Aungsuroch, Y., Fisher, M. L., McDaniel, A. M., & Marzilli, C. (2020). Managerial Competence of First-Line Nurse Managers in Public Hospitals in Indonesia. Journal of Multidisciplinary HealthcareVolume 13, 1017–1025. https://doi.org/10.2147/jmdh.s269150

Reinholz, D. L., & Andrews, T. C. (2020). Change theory and theory of change: what’s the difference anyway? International Journal of STEM Education7(1). https://doi.org/10.1186/s40594-020-0202-3

Fish! A Remarkable Way To Boost Morale And Improve Results Free Sample

Introduction

Stephen Lundin’s, Christensen and Paul’s (2020) “Fish” revolves around a general management approach to work and personal life. The approach in this book is demonstrated through the workers at the Pike Place Fish Market in Seattle, who were seen working while performing fish-tossing hijinks simultaneously. This essay discusses some of the important principles from the book ‘Fish’ and demonstrates how they could motivate us and change our lives at work and in our personal lives.

Fish, the Book’s Principles

With the current life unpredictability, the ever-changing environments, busy schedules and responsibilities, people are constantly faced with uncertainty, worries or fears of the unknown. In the book ‘Fish,’ to be positive and have a good attitude towards life. Overall, this could be addressed to individuals and managers and leaders, specifically in trying to create a work environment that is good enough to encourage positivity of attitude from employees.

At the Pike’s Place Fish Market, workers were seen to be throwing fish around at the market as a way to create a fun environment at their workplace. Even when we acknowledge that not every job or life situation is fun, the book stills show us that we can ‘choose’ to have fun regardless. Most importantly, this can influence workers’ authenticity, and as each employee is encouraged to become their authentic selves, and while it may not necessarily eliminate the stressful aspects, it can at least ease the tension and naturally improve workers’ or individuals’ productivity.

While at work, we can either attract or drive off opportunities from our lives. At Pike’s Place Fish Market, workers seemed to love their job, leading to more customer acquisition. They gained customer loyalty by engaging with them through their energetic hijinks, ‘making their day.’ In due course, engaging with customers or your surrounding community helps create bonds and relationships. As social human beings, this creates goodwill and a spirit of belonging and security.

Being present at work and in your personal life means being reliable and accountable to your surroundings. This could mean being reliable for your colleagues, friends or customers by giving your full attention to an assigned task or an individual. Paying attention to people or activities means being aware of the needs of those around you and being readily available for service. In due course, this helps get the same attention back, thus creating strong relationships and life networks.

Conclusion

As it flows from the above discussions, life is complex at work and in our personal lives. Due to its unpredictability, we cannot reach a positive change while maintaining a rigid approach to it. As human beings, we seek understanding, hope and relationships; this can be achieved through observing the various principles presented in the book ‘Fish .’Although the book is fictional, it offers an important philosophy that portrays the need for positivity, relaxation and building trusting relationships at work to achieve better creativity and productivity in all spheres of life. Particularly addressing business management, the book presents a management approach that requires trust between employees and management. Employees should trust their leadership, where positive work culture is primarily developed, to feel free at work. Lastly, management has to trust their employees’ ability to perform to the best of their ability.

References

Lundin, S. C., Christensen, J., & Paul, H. (2020). Fish! A Remarkable Way to Boost Morale and Improve Results. Hachette Go.

Flood And Havoc Response Measures Free Essay

The dilemma the Emergency Manager of Averyville faces is common when disasters occur, where the affected communities often have needs that exceed immediately available resources. When faced with such a challenge, the disaster manager is obligated to prudently utilize available resources to have the most desirable outcomes for the affected people. In line with this, the emergency manager should consider triaging, an effective disaster management practice that entails separating, classifying, and prioritizing the needs of injured or at-risk individuals for urgent attention. Triaging allows the first respondents to a disaster scene lacking resources to provide services to the neediest to ensure the greatest number of people are secured. The emergency manager has performed remarkably well in the pre-disaster phase by activating the Emergency Operations Center in anticipation of a major flooding disaster but faces challenges because of an acute shortage of resources, particularly the rescue boats. The demands placed by the Fire Chief and the Police Chief contrast; in line with the circumstances, the most viable option for the emergency manager is to provide the Fire Chief with the boats first because of the chances of rescuing as many people as possible.

The decision to provide the Fire Chief with the boats ahead of the Police Chief is justified because the department has been in the process of rescuing people and understands their immediate needs. On the contrary, the Police Chief is concerned with the fate of his officers and the inmates currently under threat in the local jail annex. Accordingly, the officers at the jail annex may not be prepared to respond effectively to the disaster because they do not understand the logistics of the disaster currently underway. In disaster management, preparation is paramount because it enhances resilience and boosts the capacity to respond effectively to the disaster (Torani et al., 2019). The Fire Chief is capable of rescuing individuals trapped in their homes before rescuing the jailer and offenders held at the local jail annex. Hence, the emergency manager should reach out to the Fire Chief, who is well-placed to assist individuals already trapped on rooftops and whose homes are close to a river, before proceeding to rescue individuals at the jail annex.

Appeasing the other chief who does not get the boat should happen much later after the situation is securely under control. In disaster response, concerned stakeholders should refrain from trading accusations because it interferes with the rescue mission and negates efforts to rescue people (Khan et al., 2018). However, the emergency manager could inform the Police Chief who fails to receive the boats that the decision was made based on the immediate needs and available resources in line with the principles of triage. In most cases, triaging in emergencies requires the classification and prioritization of people at risk, the speed of response, and the expected performance accuracy (Bazyar et al., 2020). In any case, officers at the jail annex are likely to have received emergency response training, implying they were likely to survive the flooding compared with members of the public whose houses are inundated. Thus, the Police Chief should be informed that the decision was reached after carefully analyzing the needs of the most affected but vulnerable people.

The fact that the boats from the State Office of Emergency Management are three away hours implies the emergency manager has to use available resources pragmatically while waiting for the arrival of backup. When faced with challenges, the most effective response is to utilize available resources while coordinating efforts to secure external assistance. The emergency manager should not wait for the additional boats to arrive; instead, the available boats should be deployed to assist rescue efforts. One of the core attributes of an emergency manager is the ability to use discernment in allocating scarce resources in the wake of a disaster and making the most out of the situation; the focus should not be on the delivery of resources but rather on the effective management of the available but limited resources (Kironji et al., 2018). Taking such an approach would make operational sense in the short term, given the prevailing circumstances.

The After Action Report should be as comprehensive and objective as possible in analyzing the response to a disaster to inform future measures. The essence of the After Action Report is to identify specific issues with the emergency management plan and areas of improvement, recommend measures to improve the plan and capture vital lessons learned from the experience (Gossip et al., 2017). Accordingly, the After Action Report will not focus on personal relations between the emergency manager, the Fire Chief, and Police Chief. On the contrary, it will be used for the benefit of all people living in Averyville to ensure the community is better prepared to handle similar incidences in the future.

Disasters can be overwhelming when the scarcity of resources hinders the response, but effective management should guide decision-making and ensure the recovery efforts produce the desired results. The case of the emergency manager of Averyville aptly captures the dilemmas likely to emerge when limited resources are available for a massive rescue mission. Ethical issues are bound to occur, especially in situations where the decision taken could determine whether certain groups of affected people survive the disaster or not. The emergency manager should demonstrate courage to make the most suitable decision guided by facts and driven by the will to do the things that are humanly possible. Importantly, stakeholders should support the emergency manager in executing measures that promise the most desirable outcomes for the largest number of affected people.

References

Bazyar, J., Farrokhi, M., Salari, A., & Khankeh, H. R. (2020). The Principles of Triage in Emergencies and Disasters: A Systematic Review. Prehospital and disaster medicine35(3), 305–313. https://doi.org/10.1017/S1049023X20000291

Gossip, K. et al. (2017). Monitoring and evaluation of disaster response efforts undertaken by local health departments: a rapid realist review. BMC health services research, 17(450); 1-11. https://doi.org/10.1186/s12913-017-2396-8

Khan, Y. et al. (2018). . Public health emergency preparedness: a framework to promote resilience. BMC public health, 18(1344). https://doi.org/10.1186/s12889-018-6250-7

Kironji, A. et al. (2018). Identifying barriers for out of hospital emergency care in low and low-middle income countries: a systematic review. BMC health services research, 18(291). https://doi.org/10.1186/s12913-018-3091-0

Torani, S., Majd, P. M., Maroufi, S. S., Dowlati, M., & Sheikhi, R. A. (2019). The importance of education on disasters and emergencies: A review article. Journal of education and health promotion8, 85. https://doi.org/10.4103/jehp.jehp_262_18

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