Nursing Manager Skill Inventory

Introduction

Nurse managers use inventory tools to rate and review themselves in all areas of content using relevant scales. The same rating procedures are used by nurse manager supervisors to grade the nurse managers in their relevant duties. The two then meet to review their analysis, and any difference in perception or views are talked about, and recommendations and changes are made whenever necessary. In this understanding, the inventory tool has become essential for analyzing both professional targets and nursing career planning. In this regard, this article seeks to identify weaknesses and strengths associated with the four areas of content. It also addresses how the workplace can effectively utilize the skills to promote change in the institutions.

Professional and personal accountability

This involves personal development analysis through career planning, educational training and self-assessment and action plans. Nursing practices and Ethical behaviors that sustain nursing standards are evaluated as professional association’s involvement and suitable field specification and certification. In terms of professional and personal accountability, they have high ratings that show competence in nursing management. In addition, involvement in other related training and career advancement have an impact on enhancing career competence on many levels. Being a member of a professional body and practicing nursing ethics adherence most of the time helps enhance an individual’s career development.

Career Planning

Re-evaluation of a nurse manager’s role is entailed in career planning; both requirements and job description are effectively compared with the current nursing practice levels in order to establish elaborate plans. Future planning is also involved in the planning, mainly to determine the management’s direction in terms of resources needed for career targets, career growth, and general development. The planning also involves an analysis of the position of the nursing managers in terms of flexibility in their career paths and any unforeseen changes in the future. From the viewpoint of a nursing manager, understanding these nursing managers’ roles helps not only identify them as strengths but also facilitates the effective achievement of planned targets. Even though nursing planning has always been conducted, the main obstacle has always been the absence of key resources (NMLC, 2004).

Personal journal disciples

The knowledge and skills relevant to the council’s management in order to facilitate shared leadership are what is referred to as personal journal disciples. It also entails skills for making appropriate decisions, techniques for solving problems, and reflective performance, which involves the active use of reflection as a leadership skill. In this aspect, it can be viewed as a strength since, in any organization problem-solving skills are essential for effective management. Shared leadership engagement maximizes an organization’s human resource potential mainly through promoting and empowering the workers (NMLC, 2004).

Reflective practice reference behavior

These are established guidelines and tenets that are used to provide guidelines for an individual’s analysis of their leadership skills. They are qualities of leadership that are effective examples and exhibit attributes of appreciation and integrity of environmental ambiguity and diversity. A leader has to be able to work with people of all religions, races, genders, and sexual orientations, as well as differences in all kinds and dissenting voices. Discovery of business potential and employees and holding different stakeholder views for making decisions is needed for any leader in this unique environment. Keeping commitment, creating a conducive learning environment, using reflective learning in available work, and nurturing the intellectual to enhance knowledge can be used to facilitate reflective practice in the profession and, in addition, facilitate reforms in the nursing environs.

Application of skills to advocate for change

In an organization, the change agents need to have several skills in order to effectively facilitate the programs that enhance change. Some of these key skills include leadership skills, tolerance, and networking skills to ambiguity in uncertain environments, planning skills, negotiation skills, excellent communication skills, leadership skills, flexibility in responding to changes, and interpersonal skills. A strategic plan that entails good communication skills is necessary to guide the change process. This helps to identify the needed strategies and objectives of the plan and the resources needed to implement the process.

In order to rally the workers towards the change processes being enacted leadership skills play an essential part. In that an effective leader can influence people to embrace the change through counting on their support and commitment on its implementation. To relay and pass the message of change to both subordinates and colleagues an efficient communication skill is needed (Moss, M.T, 2005).

In order for the organization to effectively manage selling their change plans to others, they need to implement effective negotiation skills. The negotiating skills can be used on key players for procedures and resources required for implementing methods for resolving conflicts and implementing change. Networking is necessary for maintaining and developing relevant contacts both in the external environment and in the organization (June Kaminski, 2011).

Conclusion

Rating and reviewing of nurse managers is important since it facilitates the enhancement of competence in the profession. In this understanding, a competent nurse manager has to possess essential management skills in order to be successful in the profession. The frequent changes in the nursing environment dictate that the organization and the relevant leadership have to be equipped with the necessary skills to bring the necessary changes in the organization.in addition, career growth activities are essential in facilitating the productivity of the workers in the profession.

Reference

June Kaminski. (2011)Leadership and change management, navigating the turbulent frontier,

www.nursing-informatics.com

Moss, M.T,(2005) The emotionally intelligent nursing leader. San Francisco: Josey-Bass

Nurse Manager Leadership Collaborative, NMLC, (2004) Methodology of How to Use the Inventory Tool, www.aone.orgETHODOLOGY FOR HOW TO USE

THE INVENTORY TOOL

Frequently Asked Questions