Running Head: ANALYZING A MANAGER

Analyzing a Manager Sherri Gaultney Ferris State University

ANALYZING A MANAGER

Analyzing a Manager Managers are a large part of how a team works together, and encourages communication and unity. A manager is an administrative figure that works closely with the staff on the floor. Understanding the role of the manager can help the staff be supportive of the individual in the role. Managers in the clinical setting are not required to have clinical experience but it is beneficial to having a common ground with the staff. One of the managers that I have had the great fortune of working within the clinical setting is Deb Close. Deb Close is a unit manager at Mercy Health Partners.

Deb Close began her healthcare career as a Licensed Practical Nurse and then the next year was able to earn her degree as a Registered Nurse. She worked as a Registered Nurse for fourteen years before becoming a manager. She was able to complete her Bachelors Degree in nursing prior to being a manager and feels that it helps her see a bigger picture of the complexities of patients and the world around us (Close, D.). She has been a manager for a little over four years. A managers responsibilities are vast and incorporate education for the manager and specific tasks, as well as responsibilities to others on the unit. Deb Close sees the highlights of her job as being the various engagements that she is a part of, the education of the staff and the subsequent growth, and the changes for good that happen in the department.

Changes that happen in the department are also a result of good communication. The manager is responsible for good communication and supporting staff. Every nurse has the opportunity to make a positive impact on the profession through day-to-day advocacy for nurses and the nursing profession (Tomajan). A nurse manager is a good asset on the floor because he/she is able to see both sides of the work. Since, he/she was a nurse before they fully

ANALYZING A MANAGER

understand the work that the staff on the floor is responsible for and incorporates the knowledge that they have gained from being a manager. The manager encourages collaboration between professions to reach the best outcome for the patient. The manager is responsible for audits related to quality and performance of the staff on the unit. Currently, there is an important audit about pain management and if the nurses are recording the response to the pain medicine. Also, the manager must process requests related to material, positions, performance evaluation, and so on. The manager also speaks with the unions of the various staff members, and coordinates the care that must be in place for these criteria to be met. The unions can be specific about how the employees are to be treated, cared for, and disciplined. Therefore, it is essential that the manager be very aware of the union contracts. A manager is a representative of the unit staff and an administrative figure. The manager oversees the staff on the unit and reports to the Director of Nursing. The manager needs to be aware of the staff and speak in their behalf. Advocacy often requires working through formal, decision-making bodies to achieve a desired outcome. This process could include the 'chain of command' within a healthcare organization, a commission, a state legislature, or other groups at the healthcare system's policy level (Tomajan). The manager discusses ideas and staff relations with other managers through personal communication, e-mails, and telephone calls. Communication between managers is especially important for staff that works on multiple floors by choice and by job title. The responsibilities of the manager are not related solely to the hospital protocols. The ANA Scope and Standards of Practice identifies advocacy for safe, effective practice environments as a responsibility of the professional nurse (ANA, 2010).The Code of Ethics describes the responsibility of the nurse to work through appropriate channels to address

ANALYZING A MANAGER

concerns about the healthcare environment (Tomajan). Deb feels that the ANA Scope and Standards of Practice as well as the Code of Ethics have a very large influence job. Each facet of the Code of Ethics is expected from the manager. It is my responsibility to establish, maintain, and improve the health care environment (Close, D.). The manager is responsible for all actions on the floor as well as his/her own actions. The hospital encourages ongoing education for the managers to learn new ways to communicate and how to be an effective leader. Initially, Deb participated in a year program for training managers. Now, she attends a Leadership Retreat about every four months. Leadership development is not a single event, but an ongoing and interactive process between the clinical leader and the co-workers: the clinical leader (e.g. the head nurse) needs to exert himself to become more effective and the persons involved must deal with the resulting changes and coevolve accordingly (Dierckx, etc.). Change is never easy, but a manager must not only encourage change but be the motor behind it happening. The communication and trust that the manager has developed with the staff aids in making a change occur. Changes may occur for various reasons; such as, hospital finances, patient safety, safe work environment, or to make the job a little easier. The manager also has to address legal and ethical issues that must be addressed on a daily basis. Usually, the issues are related to patient care and safety, but sometimes they are directly related to a specific staff member. Deb has found that you just need to address the issue head on, and if it is between staff members than they need to be brought together to discuss the issue (sometimes with a mediator). Deb states that it is not only a legal issue but a moral concern for her to know that each staff member is providing safe care for the patients. The patients safety is the ultimate goal and responsibility of the manager. The patients are why so many staff are

ANALYZING A MANAGER

employed at the hospital, and it is vital that the manager ensure their safety. As a manger there are many legal responsibilities that are primarily based upon the duty of overseeing so many staff. The manager must be accountable for his/her actions, as well as the actions of those that he/she oversees. (Yoder.) It is important to be open with the staff in time and communication for this very reason. Ethical issues that may arise could be staff or patient concerns. The manager must address both and be able to reach a logical and acceptable decision by all parties. If the manager is unable to reach a decision, he/she may present this situation to the Clinical Supervisor who in turn may bring it to an ethical committee. (Yoder.) When a matter requires legal or ethical consideration it also requires discretion from those involved. However, the effects of such a situation can be seen at the patient level as more steps are taken to ensure patient safety and wellbeing. As a manger, Deb, rounds on the patients on the floor to ensure that she is familiar with the patients and the basic steps of care that is being provided. If there is a complex case, Deb tries to familiarize herself with the situation in case she is needed for support. Deb also conducts a huddle every morning. A huddle includes all staff gathering around a whiteboard that has goals, important highlights, and things to remember written on it. The board encourages quick communication and is the centerpiece of the huddle. During this time Deb encourages staff to speak up with concerns, questions, and ideas to make the environment more friendly, easy to work, and safe for patients. Deb has been a strong beacon in the wind for many nurses, and has offered a clear picture of what is expected on the unit and from the staff. When she leaves the floor she wants to ensure that all the patients are safe and that she would feel comfortable speaking on behalf of her staff members. Her door is open for any questions or concerns that you may have, and she often keeps

ANALYZING A MANAGER

an ear open for any personal issues that may be going on in an individuals life as well. A good manager is one that never shrinks from the difficult, and is kind and diligent in caring for those they he/she works with. This job is not easy and Deb suggests that any that want to become a manger be prepared for hard work and long hours. Sometimes this is a thankless job, and yet it is vital for patient safety and good communication on the unit.

ANALYZING A MANAGER

References Close, D. (2013.) Personal Interview. Dierckx de Casterle, B., Willemse, A., Verschueren, M., & Millisen, K. (2008). Impact of clinical leadership development on the clinical leader, nursing team and care-giving process: a case study. Journal Of Nursing Management, 16(6), 753-763. doi:10.1111/j.1365-2834.2008.00930.x Tomajan, K. (2012). Advocating for Nurses and Nursing. Online Journal Of Issues In Nursing, 17(1), 1. doi:10.3912/OJIN.Vol17No01Man04 Yoder-Wise (2011). Leading & Managing in Nursing (5th ed). St. Louis, MO: Saunders.