This assignment is based on a critical incident experienced by a student nurse while working with a charge nurse in a surgical ward at a
Title: Leading and Managing Nursing Care
Introduction
This assignment is based on a critical incident experienced by a student nurse while working with a charge nurse in a surgical ward at a London hospital. A detailed description of the incident is provided in appendix A. A critical incident can be described as an event that creates an emotional impact (Ghaye and Lillyman 1999). The incident took place in a 27 bedded surgical ward. The ward is staffed by a charge nurse, twelve nurses, four healthcare assistants, a ward clerk and three domestics. In writing up this assignment I will use both the first person and third person in the pursuit of reflexivity (Webb 1992). The reflective cycle (Gibbs 1988). Pseudonyms will be used to maintain anonymity and confidentiality in accordance with clause five of the nursing and midwifery council (NMC) Code of Professional Conduct (NMC 2002). I will also explore leadership and management concepts relating to the critical incident and an action plan to facilitate and change will be presented.
My rationale for choosing this incident is because it involves interpersonal skills and management style. Interpersonal skills include leadership, motivation, problem solving, managing change, negotiation skills and communication and listening skills (McCall and Cousins 1990; Hargie et al 1994; Elllis and Hartly 2005). Furthermore, communicating effectively is essential to nursing practice. Good communication skills underpin the processes involved in assessment, care planning and the development of a therapeutic relationship between nurse and patient (Arnold 1999).Communication can, therefore be described as the lynchpin of nursing action (Miller 2002). It could also be viewed as the basic tool for the development of nurse patient relationships (Miller 2002), Research evidence suggests that effective leadership, good interpersonal skills and effective management style can contribute to a better learning and working environment (Wicke 2004; Tomey 2000; Hargie et al 1994; Wondrak 1998; Arnold and Bog 2003). Management style is a term used to denote the way a management goes about performing the leadership role (Morris 2001). There are three main approaches to leadership; autocratic, democratic and permissive (O'Connor 1994). Autocratic leadership retains maximum control over goal setting and decision-making and allows minimum participation and discussion among members of a group (O'Connor 1994). The democratic leadership retains minimum control of goal setting and decision-making and encourages maximum participation and discussion within a group (O'Connor 1994).
Description
As well as managing the ward the charge nurse (Edward) was looking after a boy of a patient during this particular shift with me. Edward was called to a meeting by the ward's matron but asked for the meeting to be rescheduled. We later went to the meeting which was about record keeping and communication. Edward later went to the canteen for lunch and asked Lucy to cover him. Upon my return to the ward, after a lecture on communication, there was an argument going on between an elderly patient (Mrs Johnson) and Lucy, Mrs Johnson appeared angry and agitated. According to Mrs Johnson Lucy gave her an injection roughly and without an explanation about the injection's side effects.
Introduction
This assignment is based on a critical incident experienced by a student nurse while working with a charge nurse in a surgical ward at a London hospital. A detailed description of the incident is provided in appendix A. A critical incident can be described as an event that creates an emotional impact (Ghaye and Lillyman 1999). The incident took place in a 27 bedded surgical ward. The ward is staffed by a charge nurse, twelve nurses, four healthcare assistants, a ward clerk and three domestics. In writing up this assignment I will use both the first person and third person in the pursuit of reflexivity (Webb 1992). The reflective cycle (Gibbs 1988). Pseudonyms will be used to maintain anonymity and confidentiality in accordance with clause five of the nursing and midwifery council (NMC) Code of Professional Conduct (NMC 2002). I will also explore leadership and management concepts relating to the critical incident and an action plan to facilitate and change will be presented.
My rationale for choosing this incident is because it involves interpersonal skills and management style. Interpersonal skills include leadership, motivation, problem solving, managing change, negotiation skills and communication and listening skills (McCall and Cousins 1990; Hargie et al 1994; Elllis and Hartly 2005). Furthermore, communicating effectively is essential to nursing practice. Good communication skills underpin the processes involved in assessment, care planning and the development of a therapeutic relationship between nurse and patient (Arnold 1999).Communication can, therefore be described as the lynchpin of nursing action (Miller 2002). It could also be viewed as the basic tool for the development of nurse patient relationships (Miller 2002), Research evidence suggests that effective leadership, good interpersonal skills and effective management style can contribute to a better learning and working environment (Wicke 2004; Tomey 2000; Hargie et al 1994; Wondrak 1998; Arnold and Bog 2003). Management style is a term used to denote the way a management goes about performing the leadership role (Morris 2001). There are three main approaches to leadership; autocratic, democratic and permissive (O'Connor 1994). Autocratic leadership retains maximum control over goal setting and decision-making and allows minimum participation and discussion among members of a group (O'Connor 1994). The democratic leadership retains minimum control of goal setting and decision-making and encourages maximum participation and discussion within a group (O'Connor 1994).
Description
As well as managing the ward the charge nurse (Edward) was looking after a boy of a patient during this particular shift with me. Edward was called to a meeting by the ward's matron but asked for the meeting to be rescheduled. We later went to the meeting which was about record keeping and communication. Edward later went to the canteen for lunch and asked Lucy to cover him. Upon my return to the ward, after a lecture on communication, there was an argument going on between an elderly patient (Mrs Johnson) and Lucy, Mrs Johnson appeared angry and agitated. According to Mrs Johnson Lucy gave her an injection roughly and without an explanation about the injection's side effects.
