Pros And Cons Of Achieving Magnet Status

However, this is causing other problems. For example, we are trying to enforce the “no-clocking in” until 5 minutes before 7:00am “rule”. However, due to this rule we cannot start change of shift report until 7:00am. This then makes nightshift stay over later, because they are just starting report. Another added effect is that when our physicians round, some round as early as 7:15am. It is hard to give updates to them, when you do not even know the patient yet. Furthermore, the burden of being a manager must be hard, trying to balance what the organization wants verses what is practical, and safe! When asked about budgeting in nursing, she states, “As a manager I submit for Capital purchases, oversee my departments productivity (which in
turn reflects and allowed FTEs), am responsible for my monthly budget reports, must explain variances in the budget, and spend a lot of time explaining the requirements needed to care for patients to accountants.” When asked how this could be better, she states, “It would be dream to have an accountant that could navigate the software, EPSI, to find out where invoices have gone, why supplies costs seem to have increased when we don’t seem to be doing more cases.” During this point of the interview, I was understanding just how difficult (overwhelming) their job really is. When asked what barrier you see in the provision of quality of patient care she states, “a lack of standardization-nurses could spend more time with patients and focus on care if they were not also trying to wade through a multitude of changes that interrupt workflow. Zuiderent (2007), states, “Research on standardization of care and clinical guidelines has found itself struggling with ways of bridging what if often referred to as “the gap” between medical quality as defined in clinical guidelines and the practice of healthcare work.” It is hard to provide quality patient care when you have a hundred other things to do at the same time. Specifically, on my unit we struggle with staffing as our issues, but there is an obvious lack of standardization across the board. When asked what types of healthcare entities could work better with organization in order to promote continuity of patient/client care, she states, “I can’t really think of any at the moment.” The leader I interviewed works in a surgery specialty area. I do believe that physicians could coordinate their care of the patient sooner, which could improve the continuity of care. Additionally, when asked, how does your organization collaborate with other healthcare providers to improve quality and continuity of care, she states, “After surgery of the patient, our nurses call report to the receiving floor that will be getting the patient. This helps to improve patient care as well as continuity of care.” When asked, “How do cultural and generational differences affect the health care environment, she states, “More seasoned nurses may lack trust for younger team members. This leads to lack of trust throughout the work group.” I would agree with this statement. I also think generational and cultural differences affect how we give care. We may be more laid back with patients who are our age, however, if I have an older patient, I may not be as laid back with them. Apostolidis (2006), states “baby boomers are dedicated and driven, often working 12-14 hours a day.” In contrast, Generation Xers are described as lazy, demanding, cynical, and detached according to Apostolidis (2006). When asked, what changes and challenges nurses face in the future, she states, “We will continue to see healthcare become more commercialized and the financial strain placed on caregivers being at odds with giving quality care. We will be required to be creative and innovative to continue to give the care our patients deserve.” When asked, what are the advantages and disadvantages of achieving Magnet Status, she states, “Magnet status has given nursing some support in increasing our opportunities for research and nursing councils which give bedside nurses the opportunity to drive their practice.
Furthermore, when asked, how can excellence in nursing care be achieved she states, “Excellence is achievable by passionate nurses coming together and sharing experience and research to improve outcomes. Nurses should always share the successes to give others the opportunity to take the best care of patients.” Upenieks (2002), found that “nurses in magnet hospitals were more empowered and satisfied with their jobs than those in non-magnet hospitals. Magnet hospitals are known to have strong nursing leaders who ensure that work environments support professional nursing practice.” She went on to say that this was important because we need, “To fulfill our duty to our patients we should strive for the best
practice.” When asked, how an organization’s environment affects success, she states, “If by environment we are talking culture then, an organization that engenders a high level of trust among all off the staff is much more likely to be successful. It is like any team sport; if you work as a team you don’t have to have the best players but can still have the best team.” Lastly, when asked if she would choose the same profession, she states yes. She said, “Nursing offers flexibility in roles and environments. I have the opportunity to be a floor nurse, a surgery nurse, charge nurse, and now a nurse manager. I love my job and my team.” One aspect that made this leader impressionable was how approachable she was.
I did not interview my manager, because I wanted a different point of view. I was surprised at how much independence she gave her team members (other nurses). She had previously worked in the specialty surgery area and was familiar with what the nurse’s face. I also liked how honest she was about some questions. For example, I was surprised she talked about whether or not the physicians wanted to work with the team or against it. I feel like other managers would not be this open. Additionally, I like how she was a transformational leader. She seems to act like she works with her team verses against her
team. I like to think of myself at a transformational leader. According to Marshall (2010), “transformational leadership goes beyond transactional leadership to inspire and motivate followers.” I try to teach other nurses helpful things. I have seen lateral nurse bullying before, where others nurses “quiz” the new nurses. I feel like as a nurse who precepts new nurses I have never done this, nor would I ever. We all remember being new and nervous. By inspiring the new nurses to genuinely care for the patients, we are fostering an environment that puts the patient first. Weberg (2010) states, “Transformational leadership reduced burnout among employees, and Grant et al., (2010), reports transformational leadership positively affected the practice environment in one medical center.”