Learning Objectives
Insights from Chief Nurse Officer Interview
An in-depth analysis of the strategies, theories, and concepts presented in the course has introduced a great number of information concerning the role of the nurse administrator in facing challenges of constant change. Great complexity of daily operations involves a number of contradicting issues that should be effectively solved to facilitate the quality of patient care. In this respect, nurse administrators should be more oriented on analyzing problems, identifying scopes, and offering possible solutions to the problem with regard to existing constraints. Greater awareness of functions and roles that the Chief Nurse Administrator should perform has been emphasized in the course of the interview with the Director of Nursing at the NY Langone Medical Center. In particular, the director was very concerned with the quality of time management and quality of health care delivery with regard to liabilities that nurse personnel should undertake. Importance should also be given to the introduction of innovative approaches and reforms to all fields of professional practice. In general, the interview has contributed greatly to my understanding and recognizing the overall hierarchy of liabilities that should be distributed among the nurses.
Theories, Concepts, and Knowledge Gained from the Course
The analysis of course objectives helped me to consider a number of important suggestions and knowledge that can be introduced to my organization. Specifically, I have learnt much about the actual roles and functions of the nurse administrators, including strategies that managers use for broadening the impact on the daily operations within the. My attention was also paid to the Magnet Recognition model that can become a basic framework to improving management within our organization (American Nurses Association, 2009). Based on such important components as transformational leadership, empowerment of organizational structure, analysis of professional practice, introduction of innovation and new knowledge, and empirical quality results, our organization can significantly improve the quality of professional practice and services (American Nurses Association, 2009). In general, the implementation of the presented model can provide a clearer picture of how specific problems and issues can be resolved within the medical setting.
Current Skills and Ones to Develop
My current skills are closely connected with my responsibilities and duties in the center. In particular, I am liable for monitoring and managing the overall procedures within my organization to make sure that our services correspond to the generally accepted quality standards. The knowledge obtained from the course has helped much acquire skills in managing and planning daily procedures and work out effective management strategies to advance quality standards and introduce positive change to the working environment. In addition, broadening my comprehension of differences between management and leadership has provided me with greater awareness of how the organizational hierarchy should be built (Zaleznik, 2003). The knowledge has also contributed greatly to creating more effective models and approaches to decision-making and problem-solving processes carried out at different levels of the organization.
The acquired knowledge and skills have definitely improved the work at my organization. Nevertheless, there are the ones that should still be acquired. In particular, I should be more experienced in techniques improving the quality of organizational processes. In particular, certain communicational, psychological, and social theories should be implemented to hospital practice to make my organization highly reliable and well-coordinated (Coutu, 2003).
Expectation of Self
It must be admitted that quality management and risk analysis are crucial for enhancing the reliability of the health care organization and creating its reputable image. In order to succeed in introducing the corresponding aspects, I expect to re-evaluate the current situation within my organization to define the lapses and find possible solutions. In this respect, I should be more concerned with legal regulations that should be established within the organization because they directly relate to patient safety and quality of care (Christensen & Raynor, 2003). Additionally, I expect all quality-related issues to be tackled with greater diligence and care. I also strive to enhance the safety of information exchange through the introduction of innovative technology that would improve the efficiency of health care services, as well as greater coordination between the members of the staff.
Career Goals
Because patient quality and safety is a priority for our organization, my career goals are strongly associated with these urgent issues. In this respect, my work will focus on improving the quality standards through enhancing and redefining the roles and functions of a nurse administrator, differentiating between leadership and management to tackle the problems more effectively, introducing new approaches and innovations to the organizational structure, and providing effective strategic management plans. All these perspective will greatly promote my career and provide my organization with positive perspectives for development.
Aside from organizational changes, the obtained knowledge has helped me recognize the strengths and weaknesses of my work both as a manager and as a leader. Specifically, I have realized that the success of my medical center will largely depend on my desire to constantly improve organizational and managerial skills. This is why I will be focused on advancing my knowledge about effective management and planning to make my organization highly competitive.
References
American Nurses Association. (2009). Nursing administration: Scope and standards of practice. Silver Spring, MD: Author
Christensen, C. M., & Raynor, M. E. (2003). Why hard-nosed executives should care about management theory. Harvard Business Review, 81(9), 67-77.
Coutu, D. L. (2003). Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick. Harvard Business Review, 81(4), 84-90.
Zaleznik A. (2003). Managers and leaders: Are they different? Harvard Business Review, 18(3), 171-177.