Effective Approaches in Leadership and Management Essay

The enactment of the affordable attending act has signifi crumbtly changed the structure of completely health cargon. As the charge of treatment at health care facilities each across the realm transitions from specialty care and acute illnesses to preventative and long term health management, more changes begin taken effect that train directly alter the approach and delivery of care. One of the greatest changes is the wide amount of tolerants that are now seeking health care. In an attempt to keep up with these high demands, many facilities become been left scrambling to adjust their budgets, reduce s croupety spending, and implement more effectual means of care delivery. Nurses through issue this deal have had to adapt to a work environment that is constantly being changed and restructured. As a result, decreased job gladness, increased incidence of grace fatigue, and nurse to patient ratios involving higher acuity levels have all contributed to the vast nursing s hortage that is being experienced today. In addition, patient satisfaction scores and Medicare reimbursement have been greatly affected as well.Despite all of the aforementioned issues, there are some facilities that are taking the supererogatory step to recognize and promote nursing excellence by riding horse the standards higher in an attempt to gain Magnet stead. The focus of this writing is to compare and contrast the expectations of the approaches that nurse leaders and charabancs may use regarding attractive force out office as well as discuss the approach that approximately identifies with the values and beliefs of this author. Magnet status, as be by Miriam Hospital, is a appointee awarded to hospitals for their creation of a Magnet Culture an environment that not totally supports nursing practice, but focuses on headmaster autonomy, decision making at the bedside, nursing involvement in determining the nursing work environment, professional education, career de velopment and nursing leadership (Miriam Hospital, n.d.).The concept of magnet status was first conceived in the early 1980s and was born of an inquiry as to how certain hospitals were able to retain and motivate nursing staff. This concept was determine based on the results of several research studies and documented in an phrase entitled Magnet Hospitals Attraction and Retention of Professional Nurses, written and promulgated in 1983 by Dr. McClure president of the American Academy of Nursing (AAN), prof at NewYork University, and a member of the original task force (Hawke, 2004). Currently in the United States only six percent, or 389 hospitals, have gived Magnet status with twenty-six of these located in California (Magnet, 2013, para. 2).Statistics have shown that Magnet hospitals have excellent patient satisfaction scores, safer patient environments, less repeat admissions, and better patient outcome overall. There are many rigorous qualifications that must be met and maint ained throughout a facilities designation. It is desperate that nursing leadership and management work together within their defined divisions to accomplish the goal of recognizing, organizing and accomplishing the tasks and to ensure the staff participation needed to pass on nursing excellence. Only by existing within these defined roles, can the most efficient and accurate results be obtained. The role of management is to depict the resources that are required to accomplish the target goal of the organization. A music director must also plan, organize and implement strategies from an organizational level that compendium what is required of subordinates in order to meet the proposed goal (Huber, 2010, p. 31).It is the responsibility of the manager to ensure that policies and procedures are implemented and carried out correctly. To achieve Magnet status the nurse manager would need to survey patients and staff to define areas of weakness that would need to be addressed by st aff to improve patient satisfaction. These actions can include steps to becoming more financially efficient by reducing waste, ensuring Medicare reimbursement through patient satisfaction, and nursing practices that reflect these decisions such as bedside reporting, user-friendly patient education, hourly rounding and updating whiteboards. The role of the nursing leader is to assist the nurse manager in accomplishing the organizational goals by facilitating smoother transitions through communication, guidance and assisting staff in the reason of what the vision is, why they are being asked to do certain things, and how they colligate to the larger picture.This is accomplished by establishing trust and striving toward cohesion and plebeian tolerance while managing conflict (The exit between leadership and management, 2012, para. 2). In comparing and contrasting managers and leaders there are some points to consider. In management, many goals are established by other people and c arried out by the managers within the organization. Leaders will act to develop raw and fresh approaches toproblems that may exist within the organization. The leaders intelligence is to take risks and to challenge those people and ideas within an organization that may be holding it back. Managers work to accomplish the tasks and usually will continue to do whatever is necessary to get the job done without taking on too much risk or moving forward (The difference between leadership and management, 2012, para. 7). Magnet culture is one of empowerment, shared decision-making and duty (Frellick, 2011, para. 8). In order for this vision to succeed, health care facilities must represent mastery of specific core principles known as the Fourteen Forces of magnetic force which includes a high quality of nursing management, and an environment that is built upon bulletproof participation, where nurses are recognized by the top levels of management.Another key to conquest is strong inte rdisciplinary relationships meaning members from all departments of the health care police squad are able to work together this includes nurses, physicians, pharmacists and therapists. Participatory leadership focuses on the mutual respect and involvement of all parties. It is democratic in reputation and promotes shared responsibility for actions it is this leadership style that this author most identifies with. It is of the public opinion of this author that personal involvement and the inclusion of everyone is key to maintaining a operative professional relationship between management and subordinates because it empowers everyone to work together to achieve a vision or goal.If employees on all levels feel that their opinions and ideas proceeds and are important, than they will be willing to go the extra gnarl to see that goals get accomplished as the organizations visions require their visions as well. This cannot be accomplished without managers and leaders who have the a bility to decree this commitment and facilitate unity between all parties involved. True success is not gained through the dictation of what is and what will be, it is gained through the understanding that if we all work together, we can be really great because we all have something to contribute and when joined together, these contributions will make us the best we can be.ReferencesFrellick, M. (2011). A Path to Nursing Excellence. Hospitals & Health Networks. Advance online publication. Retrieved fromhttp//www.hhnmag.com/hhnmag/jsp/articledisplay.jsp?dcrpath=HHNMAG/Article/ data/04APR2011/0411HHN_FEA_workforce&domain=HHNMAG Frequently Asked Questions (FAQs) about Magnet. (2013). Retrieved from https//www.ucdmc.ucdavis.edu/nurse/magnet/faq.html Hawke, M. (2004, January). Magnet term Attracts Mettle. Nursing Spectrum, 19-21. Retrieved from http//www.nsna.org/portals/0/skins/nsna/pdf/career_jan04_hawke.pdf Huber, D. L. (2010). Leadership and Nursing Care Management (4th ed.). . Ret rieved from http//pageburstls.elsevier.com//books/9781416059844/pages/49495303 Miriam Hospital. (n.d.). http//www.miriamhospital.org/service/nursing/magnet-hospital.html The difference between leadership and management. (2012). Retrieved from http//www.strategiesfornursemanagers.com/ce_detail/208037.cfm