DM 45 DEVELOPING MANAGEMENT STYLE
1. Self- assessment analysis
2. Stakeholders analysis
3. S.W.O.T analysis
DM 46 RECRUITMENT AND SELECTION
DM 47 MANAGING PERFORMANCE
DM 48 DEVELOPING TEAMS & INDIVIDUALS
D.O.H - Department Of Health
N.H.S - National Health Service
N.S.F - National Service Framework
P.E.S.T.O – Political
7 S - Shared Values
S.M.A.R.T – Specific
S.W.O.T - Strengths
I am currently working as a Charge Nurse/ Deputy Ward Manager on Ward X , a Diabetic and Renal ward based at a North London Hospital. The ward contains 21 acute medical male beds and a team of 28 staffs which includes 6 student nurses, 2 domestics, 1 ward clerk, 7 health care assistants, 6 junior nurses, 4 senior nurses and 2 ward sister/charge nurse. Some of my main responsibilities on the ward includes the assessment of care needs for patients, the development of programmes of care and their implementation and evaluation and most importantly carrying out all relevant forms of care without direct supervision, and demonstrate procedures to, and supervise qualified and unqualified staff and contribute to the overall good of the organisation by being a positive role model and treating all staff, visitors and service users with courtesy (Appendix 1).
In this assignment I will demonstrate the use of knowledge, management concepts and theories that I have acquired while undertaking this module of Managing People and relate them to my clinical area. Certain area of practice will be identified, analysed and evaluated through effective people management using the CLINLAP model (Jumaa (1997) ), ( Jumaa & Alleyne (2001) ) within the ward setting. ‘CLINLAP is defined as a strategic nursing leadership and learning process that positions strategic learning as a driving force within health and social care organisations, on a day to day basis, in the management of nursing goals; nursing roles; nursing processes; and nursing relationships’ (Jumaa & Alleyne, 1997 & 2001)
The National service frameworks (NSFs) are long term strategies for improving specific areas of care. They set measurable goals within set time frames. NSFs:
• set national standards and identify key interventions for a defined service or care group • put in place strategies to support implementation
• establish ways to ensure progress within an agreed time scale • form one of a range of measures to raise quality and decrease variations in service, introduced in The New NHS and A First Class Service. The NHS Plan re-emphasised the role of NSFs as drivers in delivering the Modernisation Agenda.
Each NSF is developed with the assistance of an External Reference Group (ERG) which brings together health professionals, service users and carers, health service managers, partner agencies, and other advocates. ERGs adopt an inclusive process to engage the full range of views. The Department of Health supports the ERGs and manages the overall process.(DOH, (2005) )
The NSF makes it clear that the NHS is committed to building a modernisation programme to provide high quality patient care and improving the working lives of all NHS staff. In terms
of patient care, it draws the attention to the need to look at each...
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