Administrative professionals’ ability to sort out priorities and strike the right balance between diverse and even partially contradictory aspects of professional obligations is critical to success in multiple roles, including the nurse executive. In my future role as a nurse involved in the nursing workforce decision-making, I am planning to manage both financial obligations and care outcomes for patients by applying strategic thinking. To balance the two areas addressed below, I will position patient health as the key priority and devote more effort to keeping it optimal. However, I will focus on evaluating all involved strategies and initiatives in terms of financial feasibility to prevent imbalances. Doing so will eventually improve the facility’s professional reputation, leading to increases in patient stream and revenues.
Regarding the financial aspect of professional obligations, I will ensure the positive long-term outcomes of decisions related to nursing departments’ financial functioning. As per research, senior leaders, including nurse executives, frequently cite an unmet desire for cross-unit collaboration and insufficient “reference managerial tools” as barriers to meeting all finance-related objectives (Bai et al., 2017, p. 122). With that in mind, self-initiated learning and communication with direct care staff and mid-level nurse leaders from various units will assist me in promoting the entire department’s sound revenue-generation skills. My decision-making capacity pertaining to staff selection, training, and performance review tasks will also be instrumental in dealing with financial obligations. Finally, to prevent both reputational and financial losses, it will be essential to put high requirements on candidates’ financial literacy skills and team-orientedness in economic decision-making.
Finally, patient outcomes will be managed similarly, with particular attention to professionalism and the maintenance of staff competency. To achieve the best possible quality of care, I will develop a strategy for promoting a culture of self-improvement and professionalism among nurses. The approach can include staff engagement, innovative mistake and concern reporting systems, continuous learning opportunities for staff members, and intercultural competency training (Adams et al., 2018). These efforts will promote better care outcomes and patient satisfaction by keeping staff members’ competencies aligned with patients’ changing needs.
References
Adams, J. M., Djukic, M., Gregas, M., & Fryer, A. K. (2018). Influence of nurse leader practice characteristics on patient outcomes: Results from a multi-state study. Nursing Economics, 36(6), 259-267. Web.
Bai, Y., Gu, C., Chen, Q., Xiao, J., Liu, D., & Tang, S. (2017). The challenges that head nurses confront on financial management today: A qualitative study. International Journal of Nursing Sciences, 4(2), 122-127. Web.