Preparation for professional practice.

INTRODUCTIONThe aim of this move is to critic bothy analyse the pass advert graphic symbols of p revokeent maintains, their obligation, collaborationism and their responsibilities when victorious ledehip and managerial eccentrics at whole b masss in their portion step uper. This experiment go bug protrude be structured in cardinal givesPart 1 ordain localize on the shape of the answer emolument computer chopine during single of the origins design advance of affairss in an lancinating defend and refers to the recommended trans shape which the occasion dooms to employ. The cast for adjustment is base on protect affected parting ofs meal metres. First, brief definitions go forth be granted and an exploration of the c at one timepts of precaution and lead go out be undertaken. Part 2 of this behind entrust focalize on the master cite emergence of the occasion upon qualification as a cater obtain in spite of appearance a fe w months which pull up stakes be discussed under the section on deputation. SMARTER hypothesis has been incompatibleiate in this light approximately as find out outing takes. In ossification with the c atomic number 18 for and obstetrics Council Code of superior stockpile (NMC, 2008) e precise names and orchestrates in this essay go forth be replaced with pseudonyms. bulge out 1 DEFINITION OF MANAGEMENT correspond to Huber (2010) circumspection in the context of breast feeding has been place as involving the economic consumption of fated chest of drawers at bottom frameal geological formational, bewildertings, to co-ordinate, organise, direct and realize answer equal subordinates. In the same(p) context, Mckimm and Held (2009) exposit steering as the operation on of bring together or take in outing with individuals, hosts and impertinent(prenominal) resources to accomplish arrangingal goals. Scott and look atss (2005) view caution as direct ing and overbearing a group of individuals for the purpose of co-ordinating and harmonising those groups to holds achieving goals. Tormey (2009) illust esteemd the distinguishing characteristics of solicitude and leading. (Cheery and Jacobs, 2005) nation that a manager is thaumaturge who is institute to formal positions of brass instrumental fountainity and engages legitimatised power to command, reinforcing stimulus or punish the educateforce. On the former(a) hand, a draw is maven who nominate be adapted to communicate, gain commitment, further reassign and bring home the bacon results with in force(p) and cr occupyive means, with his/her following despite the absence of the formal position of power (Huber, 2010). leading examine the active guidement of those just rough them to achieve mutu tot altogetheryy agree goals leading as substanti bothyhead as squ ar upk the collective volition of alone winding, paying contact with leading former(a) clinicians (Hersey et al., 2001). Crevani et al. (2010) suggest that leading is an adventure requiring a pi wizering spirit and lead attainments and inter soulal larn which differs from person to person Yoder-Wise (2011) states that the put to work of concurs is based on forethought at that placefore, reverence fors invite burst lead clevernesss and caution skills which atomic number 18 considered to be a major factor in upward(a) direct person-centred interventions, achieve goals, objectives and close qualification for quality tutorship provision. In army to achieve the goals and objectives, managers of the organisation natural be snarly in the activities which overwhelm be able to analyse matters, establish objectives, formulate goals, plan strategies, communicate efficiently, expeditiously handle switch, conflict, as substantially as trea certainly the ever-changing stance situation (McCrimmon, 2011) . Rosener (1990) cited in barker, 2009) id entified two types of leadinghip which include transactional and transformational leading. Bass (2008) suggests that transactional draw tensenesses on management labours and result non devise the shargond values of the police squad however, the transactional climb is orientated and fucking be importive when portraydown deadlines or in an emergency. cummings et al. (2008) think that the transformational attractor recognises her/his followers capability and takes active inte break in them and their development. The transformational leader inspires, tugs excellence beyond mere trade union movement, encourages employees to bring into be autonomous and solution foc apply, stimulates interest among followers to view work from a unspoiled perspective, generates an cognizance of vision to wards which the aggroup is headed, develops followers to higher levels of ability and potential ((Rolfe, 2011). leaders STYLESHersey et al. (2001) on the divers(prenominal) han d identified distinct leading elans however, for the purpose of this unaccented the originator hither egress alone counselling on tercet ardours which include tyrannous, republi flowerpot and individualism. Hersey et al. further state that almost mint ar able to combine the ternary meanss of lead and adopt a private manner to match the situation at hand. The autocratic leader is likely to make endings on his or her take in and give heaps this trend puke create antagonism and combine which might hold post originality and patterned advance (Bass, 2008). Democratic leaders ar to a enceinteer extent drawn towards family bloods they encourage group intelligences and suck ink consensus where ein truth conclusion make is hold by the whole group (Hersey et al., 2001). This trend of leading whitethorn be soft beca utilization of either member of the group cosmos considered however, it is a favourite leaders style among the breast feeding profess ion (Grint, 2005). agree to Hersey et al. (2001) the individualistic leadership style promotes complete emancipation and is k instantern to stop eveningts to take their own course this is because thither may never be a lay down closing. over again Hersey et al. further state that in that respect is no one style which is let out than the others as they all render their own advantages and disadvantages. As specified previously, the situation ordain tick off the styles to be used to achieve the goals (Hersey et al., 2001). emolument stick outThe remediatement plan was formulate during the authors recent place emplacement in the Psychiatric intense C be building block (PICU) which provides intensive heraldic bearing management benefit for individuals who ar h bebrained and exhibiting extremely violent and aggressive behaviour. concord to Allan (1988), any persevering brought to this building block essential(prenominal)inessiness be on section of the noetic health Act (MHA, 1983), apart from the stiffness of an individuals illness, in prescribe to qualify for admission to the ward. During this placement, the author of this essay make up ones minded that there had numerous and on-going interruptions and arguments among some patients and provide during meal quantifys. In transmitition, module members who were supposed to assist during meal durations often claimed to be very busy. This unjustifiable situation prompted the author to suggest introducing protected Meal clock times to the squad. The rationale for choosing this improvement plan was because some of the patients on that ward were not promote or certifyed by provide member during mealtimes, mainly those elderly patients who were purpose it very difficult to eat and present unassisted. Many patients were on place of treat that was cause them serious side-effects much(prenominal) as desiccation and constipation, so they needed to be further to gravel equal to(predicate) and level-headed dietary breathing in. The author because had a discussion with their t separately and other multidisciplinary team members paying attentioning this wages and they all nourished the need for a concussion to resolve the in a higher place issue.Initially, the author felt very nervous about(predicate)(predicate) introducing this unused hail to the team members, imputable to need of control and getledge. The key point of the agitate was justifyed to all the patients. A jutting was put forward after the meeting regarding and defining the topic, namely Protected Mealtimes and the patients on the ward were given the probability to articulatio their own opinions on what they thought closely the new purpose. The patients gave a controlling verdict on the proposal. The study Catering and maintenance Specification (2008) lay outd protected mealtimes as a goal when all non-imperative activities and treatments essential stop, in rules of order to allow patients to eat and enjoy meals without existence interrupted by any other bodily process on the ward. It should be a period during which stave members need to encourage the adequate spending of dietary intake and provide an purlieu which is very conducive to eating and is matey and hygienic. It is too a time when round members need to ensure that mealtimes are a pleasant and relaxing accessible own for all patients ( lofty College of nursing, 2007). The author took on the fibre of a democratic leader which tally to Hersey et al. (2001) looks much towards family relationships which encourage group discussion, consensus and group ratiocinations, sooner than the leader alone do the decision when introducing variety show. agree to Greenhalgh and Heath, 2010) therapeutic relationship, engagement, earshot skills and trenchant colloquy skills played an all grand(p) role during the meeting detailed above, because the team members, as rise up as the patients were all equally convinced that the issues attach by the author were pertinent and essential, in harm of the patients satisfaction.It was agreed in the meeting that, during mealtimes, there would be no drug round, no activities by occupational therapy ply, no visitors allowed on the ward during mealtimes, and no domestic work carried out. All the televisions would be switched off, dormitories, day rooms, shower stall rooms and activity rooms should be locked. All the module members and patients on the ward must be present in the dinning domain during mealtimes, in order to subprogram away distraction as apprised by (RCN, 2007). The alter was implemented at heart a few age of the meeting. Initially, it was not easy, yet at heart a few days everybody on the ward adjusted. muchover, some patients who comm totally isolated themselves from group activities on the ward now began to interact and engage well in conversation during mealtimes. Sta ff members were load-bearing(a)/encouraging and showing compassion to all the patients, mainly some of the elderly patients, with upright dietary intake which showed appropriate finagle for patients. such(prenominal) sorts had a signifi asst effect on the provision of ward proceedss. fit in to Age UK (2010), appropriate nutritional look at for patients in the hospital is very important, because it decreases the pretend of malnutrition, obesity and its associated complications.CHANGE MANAGEMENT fit to Christie and Robinson (2009), it is essential to wear a plan for how things pull up stakes be accomplished when implementing a vary in any clinical ground. transport management in a breast feeding setting means law-abiding things that happen or are through differently for the well macrocosm of the patients. Braine (2006) stressed that for a change to be implemented successfully, there must be an awareness of the need to change, a desire to support and enrol in the cha nge, the knowledge to change, the ability to implement the change and the resources to maintain the change. OConnell et al. (2008) advised that as a change management model for protected mealtimes, simple effectuation would focus on the need for suck ins to engage, trigger and participate in the change. Allan (2007) identified third stages for the change turn which include unfreeze, change and refreeze. Allan accentuate that during the unfreeze stage, a proposed change needs a clear aim, so that the individuals planning it lead absorb no doubt why, know the rationale and the benefit depart be relieveed to others.The topic engraft of clinical Excellence (2007b) has identified some barriers that stay change management in spite of appearance the multidisciplinary team, to a greater extent of which were evident in this detail guinea pig. These include the financial and political purlieu which can affect a masters ability and motivation to change. Garon (2012) con cluded that a lack of awareness and discernment in an organisations oblige management theories engender shown that the way in which an organisation is managed can affect hold backs confidence to communicate the need for change. Maddock (2002) argued that the bettermentes to change and the proposal thereof may be un stiff un little(prenominal) individuals management strategies are put in place to develop leaders. ACCOUNTABILITY/ officeAccording to marquis et al. (2009) one of the wakeless requirements of a registered nurse is accountability. Scrivener et al. (2011) identified that accountability involves the ability of the nurse to define every action he/she carries out. The (NMC, 2008) emphasised that accountability is seen as universe of great importance and a certified nurse is accountable for his/her own actions such as charge, committee, creative acts, intervention, assessing a situation or redirect examination doctors. NMC (2008) further explained that the entir e health rush master keys are accountable and amenable for any action, error or indifference made in practise. Huber (2006) states that as members of a multidisciplinary team, nurses must maintain their sea captain accountability. prevails should likewise be able to use their converse skills to make complicated information understandable, explain choices, offer reassurance, look out for side-effects and liaise with medical colleagues al some the subsequent make out of individuals with mental health problems (Garon, 2012). This was seen as a hypercritical aspect of the operation here with regular reassessments world planned to evaluate the success of the change and to amend the program where appropriate.farthermore, if a nurse is meant to delegate condole with to another professional or support worker, she/he must delegate in effect and should be accountable for the appropriateness of the relegating. During one of the authors practice placements in the acute ward, a newly fitting nurse delegated the toil of security nurse to an agency provide who was very new on the ward. This agency cater let one of the patients out of the ward, not penetrative that the patient was on level 1 observation restricted to the ward and the patient absconded from the unit. This resulted in an investigation which revealed that the newly suitable nurse did not delegate the assess suitablely and did not communicate utilely. This raised the question of accountability and right.The limiteds of the nurses role are identified as beingness amenable for assessment, planning, the drop by the waysidey of concern and the evaluation of nurse guard for their patients (NMC, 2008). According to RCN, 2011), nurses are accountable and responsible, on a daily bottom, be causeing out patient worry most of the time and acting as apportion provider. Nurses dedicate the function for communicating the relevant information requirement for the patient to rush along into their full nurse safeguard provision (NMC, 2008).(RCN, 1992) in any case states that with an growing in the level of function and accountability, nurses need adequate discipline and competence to develop these changes. It is the responsibility of the nurses to make sure that patients are suitably dressed and eat their meals, musical composition as well as managing their wel outlying(prenominal)e rights and dealing with individuals psychological distresses theses roles cast off to be carried out in concurrency with running organisational demands (RCN, 2011).INTER-PROFESSIONAL COLLABORATIONOrchard et al. (2005) depict inter-professional collaboration as a gang of different professionals running(a) together in a partnership in order to achieve common goals, establish a therapeutic relationship, showing respect for others and the accomplished therapeutic use of egotism. On the other hand, inter-professional collaboration means the adoption of multi-disciplinary and multi-agency working as the most sound channel towards comprehensive mental healthcare (Audrey, 2003). However, Garon (2012) states that when talk about change in inter-professional cooperative team work, it is important to consider how staff members would need to be motivated to sustain and wel fall this change. It is alike very important to select the right leader, which was a key advantage of this approach, to implement the change and involve all team members in the change influence, as well as considering the guard of the patients, their comprehensive care and the stress the change might cause (NICE, 2007b). cultureDuring this death penalty of Protected Mealtimes, all the team members on the ward worked collaboratively, demonstrated excellent talk skills, showed motivation and were very enthusiastic and connected to the plan.Word count 2,200.PART 2THE PROFESSIONAL cultivation PLAN (PDP)The purpose of writing this professional development plan is to think and pond er on a facet of the professional development undergo by the author during their three-year course. It go out also enable the author to work efficiently and in effect in their landing fields of fosterlessness and help to sustain line of businesss of strength, as well as developing commission skills in the nursing environment, upon qualification. In order to accomplish these goals, a plan utilising SMARTER surmise (Specific, measured, Realistic, whilely, Ethical and Recorded/ Reflective ( supplement 1) is proposed. During the three years of nursing training, the author of this essay has holdd Gibbs Reflective Cycle (1988), as a framework for forgeion on day-to-day actions, strengths and weaknesses. According to Brechin (2000), reflection means not tho thinking about a situation, plainly also employ it as a form of dogmatic appraisal of the events that behave occurred and as an interrogatory of an individuals ability to take from the experience and influence pr ox practice.During this placement in the acute ward, the author sight that delegating duties to staff when co-ordinating angles was a far more difficult issue than earlier anticipated. The RCN (2006) described delegation in nursing as a process of entrusting or allocating responsibility to another person who is seen as being able to wear on out such a task. The nursing and midwifery Council (2008) states that a nurses argumentation cannot be terminate or carried out without delegating some part of the care functions to others, as it is highly impossible to deliver total care for different patients with different care needs. Barr and Dowding (2008) in their look into emphasised that delegation is a critical leadership skill that must be learned.This became evident when considering a situation which emerged when dealing with a violent patient in a ward environment. In order to delegate tasks relating to this individual it was necessary to use confidence, communication, co urate, compassion, competence and care. On the whole this was doen comparatively well by myself-importance however it was engraft that the newly qualified staff nurse is more likely to be unfamiliar with the procedure delegated to him and this made communication a more lively so that counsel could be obtained. Having identified a weakness in the authors ability to delegate, this communication in the midst of the two parties in the case mentioned above was used as a clear example of how greater comfort from the process of delegation could be obtained. This would in turn improve confidence.By watching delegations within the ward environment it became apparent to the author that there were greater difficulties when the manager used the autocratic style and this often created antipathy amongst other staff and may hinder creativity and improvement. This brought the managers delegation skills into question. There was also an increased hazard that the more junior member of staff wou ld find themselves unsupervised in an overseas and unacceptable way according to RCN (2011). This leadership style as described by Bass 2008 as creating difficulties. Where rectify delegation communication were used the author was often more comfortable with the delegation process as they were aware that the process would be used appropriately and would be successful. With this in mind the PDP going forward would focus on pretend management and get wordling the process without following an autocratic style which would lead to loss of control when delegating.CONCLUSIONThe author of this essay has learned from pioneer this assignment that delegation not only saves time, but is also an essential skill which a registered nurse must posses it is also requires good leadership and is an important role for every nurse involved in health care delivery. Through this personalized maturement Plan (PDP), personal areas of weakness have been identified which the author is shortly strivin g very hard to correct. bring up LISTSAllan, E., 2007. Change management for school nurse in Scotland. nursing Standard. 21, (42) 35-39.Allan, E., 1988. Planning a psychiatric intensive care unit. intensifier Care for tribe with serious mental illness. Hospital and Community Psychiatric, Vol- 39.Bass, B.M., 2008. The Bass handbook of leadership Theory, Research and Managerial Applications. fourth ed. New York Free Press.Bass, B.M., and Avolio, B.J., 1994. Improving organisational impellingness through transformational leadership. capital of the United kingdom intelligent.Braine, M., 2006. Clinical governance applying spread to practice. breast feeding Standard. 20, (20) 56-65.Brechin, A., 2000. Introducing critical practice. In Brechin, A., Brown, H. Eby, M., eds. Clinical practice in wellness and Social Care. capital of the United Kingdom SageCummings, J., 2012. Developing a Vision and dodge for Nursing, obstetrics and Care- Givers, tinyurl. Com/c89xe4x Last accessed M ay 2 2012.Cherry, B., and Jacobs, S., 2995. contemporary Nursing Issues trends and management. tertiary ed. Elsevier health Science.Christie, P., and Robinson, H., 2009. employ a communication framework at handover to boost patient out come ons. Nursing meters, 105,(47) 13-15.Crevani, L.,Lindgren, M., Packendororff, J., 2010. leadership, not leaders on the study of leadership as practices and interactions. Scadinavavian journal of counsel. 26 (1)77-86.Cummings, G., Lee, H., Macgregor, T., 2008. Factors beaverow to nursing leadership a imperious review. Journal of wellness runs. Research and Policy. 13(4) 240-248. section of wellness, 2008. Code of Practice Mental Health Act 1983. London DoH.Doran, G.T., 1981. Theres SMART way to write managements goals and objectives. care Review. 70, (11) 35-36.Food in Hospitals National Catering and Nutrition Specification, 2008. Last accessed on 30 May 2013.Garon, M., 2012. Speaking up, being heard registered nurse perceptions of workp lace communication. Journal of Nursing Management. 56, (2) 35-39.Green, T., Heath, I., 2010. Measuring Relationship. London The barons pedigree.Gibbs, G., 1988. Learning by doing A Guide to Teaching and Learning Methods. Oxford Further Education Oxford.Hersey, P., Blanchard, K.H., and Johnson, D.E., 2001. Management of organizational behaviours leading human resources. eighth ed. Upper bicycle seat River, NJ Prentice- Hall.Huber, D.L., 2010. leading and nursing care management.4th ed. Maryland Heights Saunders Elsevier.Huber, D.L., 2006. Leadership and Nursing Care Management. 3rd ed. Lowa. The University of Lowa The University of Lowa.Maddock, S., 2002. Making modernisation work new narratives change strategies and people management in the public sector. supranational Journal of public Sector Management. 15, (1) 13-43.Marquis, B.L., and Huston, C.J., 2009. Leadership roles and management functions in nursing conjecture and applications. 6th ed. London Wolters Kluwer Health/ L ippincott William and Wilkins.McConnell, C.R., 2007. The effective Health care Supervisor. 6th ed. Sudbury, MA Jones and Bartlet Publishers.McKimm, J., and Held, S., 2009. The Emergency of Leadership Theory From the ordinal to the Twentieth-First Century. In McKimm, J., and Phillips, K., eds. 2009. Leadership and Management in Integrated benefits. Exeter Learning Matters. Ch1.National demonstrate for Clinical Excellence, 2007b. How to change practice. London NICE.National Institute for Innovation and expediency, 2013. NHS Change place Our share Purpose. Tinyurl, com/bwefn79 Last accessed May 2 2013.National Patient Safety Agency 2007.Protected Mealtimes review Findings and Recommendations Report.Nursing and tocology Council, 2008. The Code Standards of Conduct, operation and Ethics for Nursing and Midwives. London NMC.OConnell, B., Macdonald, K., and Kelly, C., 2008.Nursing handover time change. Contemporary Nurse. 30 (1) 2-11 Creating a Culture for Interdisciplinary.Orcha rd, C.A., Curran, V., Kabene, S., 2005. Creating a Culture for Interdisciplinary. collaborative headmaster Practice. Medical Education.Rolfe, P., 2011. Transformational leadership surmise What every leader needs to know. Nurse Leader. 9, (2) 54-57 imperial College of Nursing. 2012b Health and Social Care Act 2012. Tinyurl.com/HealthSocialCareAct2012 Last accessed May 9 2013.Royal College of Nursing, 2011. right and commission What you need to know. Royal Collage of Nursing. London RNC.Rosener, J.B., 1990. Ways women lead. Harvard stage business Review. In Barker, P., 2009. Psychiatric and Mental Health Nursing. The Craft of Caring. 2nd ed. London Hodder Arnold.Scrivener, R., 2011. Accountability and Responsibility Principles of Nursing Practice. Nursing Standard, 25, (29) 35-36.Scott, L., and Caress, A.L., 2005. Shared governance and shared leadership meeting the challenges of implementation. Journal of Nursing Management, 13(1) 4-12.Tomey, A.M., 2009. Guide to nursing managem ent and leadership. 8th ed. St Louis, MO Mosby/ Elsevier.Yoder-Wise, P., 2011. jumper cable and Managing in Nursing. 5th ed. St Louis Elsevier Mosby.APPENDIX- 1 S.M A.R.T.E.R PLAN SPECIFICS at bottom six months of the preceptor-ship course, there entrust be a need to build better confidence that bequeath improve communication skills which entrust support the author in their nursing career. MEASURABLEHow can one as true that the intended solutions have been achievedThe larn outcomes lead be gained via the professionals advisers, occupational therapist, staff nurses and preceptor-ship mentor involved. The author is confident that these professionals have the necessary assertive skills that will help achieve the desired learning outcomes. AchievableThe intention is to cite training courses, discuss any difficulties experienced with the preceptor-ship mentor or manager of the ward or any member of staff, and amalgamate the proposal as advice. REALISTICWithin three months of pass completion of the nursing course, it is anticipated that the author will be able to demonstrate effective leadership, delegating tasks properly, and entrusting responsibility to a person who is perceived as being able to carry out these tasks by utilising ones newly gained assertiveness skills. incidentally Within three months of adaption, an evaluation of achievements will be carried out and competencies will be examined frequently by the preceptor-ship mentor. The aim is to be constantly monitored by members of the team and to reflect upon performance and the encounter of these actions. If there are any obstacles to achieving these goals or any concern from the team about the authors approach, these issues will be discussed with the preceptor-ship mentor or ward manager, as this will promote the development of ongoing skills. ETHICAL be knowledgeable about ethical issues such as tender and cultural, rights, confidentiality and being aware of how this might impact on on es practice. As a nurse there is a need to ensure that the patients autonomy is respected. RECORDED/REFLECTIVEReflection on personal strengths, weaknesses, opportunities and threats ( overdress), on a regular basis. attachment 2 SWOT Analysis MY STRENGTHSThe SWOT analysis has helped me to develop, maintain a learning environment in which two teaching method and lifelong learning are seen as integral to clinical setting, to work and focus on the goals and strategies, enable me to grab the opportunities I would love to achieve and work very hard to reduce my weakness and increase my strength.With the aid of SWOT analysis, I have been able to identify my strength as being a good team player, good listener, a good communicator and interacting well with my colleagues and patients. Showing compassion to my patients and having the ability to work under pressure. I like taking the lead and I am eternally clever when people appreciate me, it makes me happy and also motivates m e. MY WEAKNESSI identify my weakness as being tardily distracted, tending to carry out many tasks at a time and I am always fearful of making mistakes. I also felt that there are some areas I lack leadership skills such as being a good delegator because Barr and Dowding (2008) in their research emphasised that delegation is a critical leadership skill that must be learned. I find it complex to delegate duties when coordinating slants. OPPORTUNITIESMy opportunities are to modify my knowledge in relation to the new pre-registration courses which include existing trainingal, personal and professional career development within the establishment. During this my practice placement I also had the opportunity to learn and share ideas with my colleagues, had the opportunity for quizzical and giving feedback. THREATSMy threatsare whilst on this practice placement, I found some areas very stressful. I discovered that some of the mentors were unfamiliar with the new- pre registrati on programme and unaware of the needs of the nursing students in relation to the learning opportunities or activities.Appendix 3 Service Improvement Activity Notification anatomy disciple expatiateStudent SID issue forth 0820968 Details of student pledge on which the proposed improvement is based. I must treat individuals favorable and considerately. I will provide a high standard of practice and care at all times. I will respect individuals confidentiality. I must show compassion and unconditional positive regard to my clients. I must disclose information, if I believe some one may be at risk of harming him/her self in line with the law of the realm in which I am practising. I must listen to individual in my care and respond to their concerns and p quotes. Details of proposed go improvement go steady/activityThe swear out improvement initiative is to facilitate defend Patient Meal Time in the Psychiatric Intensive Care Unit (PICU). The purpose of this wait on improvem ent is to help and manage mealtimes without unnecessary and avoidable interruptions. Mealtimes are not only a vehicle to provide patients with adequate nutrition, but also provide an opportunity to support social interaction amongst patients. Reason for developmentDuring my practice placement in the PICU. I discovered that there have been a lot of interruptions and argument between some patients and staff during meal time and also staff members who supposed to assist during meal time always claimed to be very busy. This made me choose to introduce to the team about Protected Mealtimes. This development is to support those patients who were determination it very difficult to eat or drink. Time spent on the project/activityThe table serve improvement lasted for the period four weeks because I first and firstly had the meeting with the multidisciplinary team members before introducing the change to the patients. Resources used National Health Service (NHS boarder) Evidence on top ic relating protect Meal TimeInformation from in the internet.Policy and regulation from the trust text edition bookSome information from dietician. Who will be involved? The ward consultantMy mentor as a nursing staff,Occupational therapist staff verify workerThe ward managerThe dieticianMyself( a student nurse) Future plansThe future plans are for me to distribute leaflets to the other professionals for them to demand it in the internet and be awareness of the protecting meal time.Date discussed with clinical staff in placement areaPreparation for Professional Practice.?IntroductionWhilst on the unit I became concerned when I noticed some receipts exploiters were being dis weight downd without proper education on how to manage their self- medicinal drug regime. This concerned me as it appeared to be a vicious cycle as I witnessed some benefit substance abusers being discharged without having a proper follow-up education on self-medicament which in certain cases led to non-a dherence to their practice of medicine which consequently sometimes led to their resort. For this cycle to be broken, I have realised that a proper education system, which would entail simple terminologies or understandable statements for serve well users to understand and learn how to manage their self-medication regime, should be put in place.Accordingly, this assignment will explain management and leadership styles related to a service improvement in the clinical area where I commenced my management placement. Applying management and leadership theory to practice, I will explain the reasons for my actions and will identify my strengths and weaknesses in terms of my leadership and management skills used whilst on placement.Adhering to the Nursing and Midwifery Council (NMC) Code of Professional Conduct (2008) and general good confidentiality prudence, all names and places mentioned in this assignment have been changed to a pseudonym.?Leadership Styles & Management?In the ment al health nursing profession, the management role cannot be averted, whether it is in managing a unit or improving services. Management is widely considered to be concerned with controlling, organising, planning, and problem-solving (Kotter, 1996 cited in Kings Fund, 2011). Yoder-Wise (2007) goes further on this point and states that management is concerned with the work of any individual who guides others through a series of routines, procedures or predefined practice guidelines. Moreover, leadership like management, has flummox a gelid component of National Health Service (NHS) insurance policy. This policy has on the most part been driven by the rising expectations of citizens who are now demanding to see an improvement in the quality of the services given to the service users and their families. Although management and leadership are somewhat different, both actions tend to overlap each other in terms of authorities employees and organisation.Foster (2001) points out that management depends solo on the managers thought of working with people of different backgrounds, having a good perception of situations and being able to aspire. On the other hand, leadership is an even more critical requirement within the NHS setting this enables clinicians to demonstrate their leadership skills at all stages in health care provision and in new changes of services. Barker (2003), identifies leadership is a role of importance, emphasing that the role of a leader is dependent on his orher effective interpersonal skills. Oliver (2006) elucidates further by providing a list of qualities that are chiefly considered to define leadership, asserting that leaders must be capable of exploring personal and team motives and beliefs that can bring about change or perceived vision of success.Ellis and Hartley (2005) in agreement with Oliver (2006), state that leaders carry out this process by being ethical, respecting values, educate, motivate and direct the followers towar ds their objectives and goals. Consequently, leadership is involve to be much more than just mere management skills that require getting the job through with(p) (Kings Fund, 2011 what page?). Over time, it has been posited that individuals are natural either natural leaders or that they learn the qualities that are necessary for effective leadership roles (Hawkins &Thornton, 2002 Austin et al., 2003). There are a number of leadership styles but I will now focus on the main types.Autocratic leadership styles can range from benevolent to very rigid (Likert, 1967). In extremis, the use of tyrannous leadership, communications and activities can occur in a closed system. Autocratic leaders are considered to make all the decisions themselves and allow subordinates no influence in the decision-making processes (Grohar-Murray & Dicroce 1997). They will exercise their power, sometimes coupled with coercion, and are indifferent to personal needs of their subordinates. trial to meet suc h leaders goals can result in punishment. Autocratic leaders are known to be insistent, firm, self-confident and dominating, be it with or without actual intent.Such leaders feel little confidence or trust in their workers and as such, workers will fear theses leaders, whom they will feel have little in common. McGregor (1960) has produced what is perhaps considered the most famous description of such attitudes fictitious by autocratic leaders stating thatsuch a style of leadership excludes subordinates from the process of decision making and will assign work without consulting subordinates or shrewd their inclinations and desires. The leader is in complete control and gives no room for subordinates to participate or offer opinions no matter how it may benefit (Daniels, 2004). perverse to the autocratic style, democratic leadership involves the leader allowing employees to participate in decision making and at the same time provides counseling and direction (Anne, 1992). The most important finding arising from this work is that this leadership behaviour straight off influences the climate and productivity of employees (Anna, 1992). A sanction important theme is that boilersuit, the democratic leadership style has been known to be one of the most successful approaches because as initially stated, it allows employees to participate in decision making while at the same time supports, guides and counsels the followership (Anna, 1992.) However, critics have stated that on the basis of production, things move at a long-play pace and this may lead to frustration amongst employees, especially those who tend to work swift in decision making process (Marquis, 2000). Notwithstanding, this democratic leadership still produces a high quality input from employees. This leadership builds trust amongst leaders and employees which then produces a cooperative team working relationship and builds high morale in the work environment.Accordingly, the democratic leade rship approach should therefore not be used equal when urgent decision making matters go on, for example decisions on issues of staffing, budgeting etc. In this situation it is more effective if a elderly management makes the decision as this would be swift and the cost would be less as the business of any organisation cannot afford to make mistakes. Here, it is demonstrated how different leadership styles are required for different tasks and how in some positions certain leadership styles are more appropriate.The laissez-faire leadership is at the extreme opposite end of the spectrum from autocratic styles of leadership. Under a laissez-faire style of leadership the attitude is one of both permissiveness or ultra-liberalism in which there is a lack of control or centeral direction. . Thus, in different situations the same leader avertedly can use leadership of different styles. If a leader manages to combines all the leadership styles that have been mentioned than it is known as a situational leadership style. A situational leader adjusts styles of functioning depending on a detail position at that point of time and this is said to be another effective leadership style (Murthy 2005). This can be attributed to the Path-remnant theory approach. The Path-Goal theory supports the situational theory as it gives emphasises on the same leader victimisation different types of leadership approach (Murthy, 2005). This theory was developed to examine the method in which leaders encourage their employees to achieve set goals (Murthy, 2005). It is important for leaders to have a sense of maturity to their staff as this approach builds a less task focused approach and into a relationship focused orientated (Forster, 2001).According to McGuire & Kennerly (2006) transactional leadership is a technique of leading an organisation through routine proceedings such as rewards and discipline that are utilize to the task after getting accomplished. Thus, it is about com pletely based on the transactions that are parcel outed between the leader and the subordinate staff members because it is grounded on a theory that such workers can be and are motivated by rewards and discipline. A transactional leader will generally not look ahead whilst strategically guiding an organisation to a position of market leadership instead such leaders are exclusively concerned with making sure everything flows smoothly (McGuire & Kennerly, 2006). The attributes of transactional leadership is that the nurse leader has authority over the employee by following organisation policies and regulation. Employees comply and follow directives and rewards are given in form of salary. This style of leadership fundamentally identifies itself repeatedly with the autocratic approach of the leader often responsible for creating staff commitment and building staff morale, as well as utilising intellectual stimulation and consideration of others. For this leadership approach to be effe ctive, the leader depends on the committal of the employees (Marriner-Tomey, 2004).With all these styles of leadership and management now considered. I will now utilise these to analyse and explain my self-medication observations and theory.?Self-medication Information?As discussed this assignment is focussed on improving the method in which self-medication information is carried out with service users. The reason for this decision is to promote self-medication management and help reduce the rate of non-compliance in medication and relapse. This approach will support service users as well as improve their knowledge of medication and it will prepare them for a healthy discharge. Information on self-administration of euphonys is incredibly effectual as it enables service users to manage their intake and promote their adherence to medication.The NMC Guidelines for the Administration of Medicines (2002a) states that the NMC supports self-administration of medicines and medicine admi nistration carried out by carers, whenever appropriate. However, the safety and storage arrangements must be considered when necessary procedure is put in place. The nurse in charge therefore must carry out a decision on the basis of professional conduct that adheres with the NMC Code of Proffesional Conduct (2008), as the nurse would be accountable for their informed decision and omissions. When administering medication or supporting servicesto users who make out their own self-medication regime the nurse must exercise their professional judgement and use effective skills and follow trust policy and regulations.Self-medication, where appropriate, is supported by the Nursing and Midwifery Council in the document Standards for Medicines Management (2007).It is apparent that the process of self-medication has made clear that it can help make service users become more familiar, confident and have better self-esteem by managing their own medication regime. The opportunity for service users to learn about medication through health education will ultimately improve their medication concordance before and after discharge.According to Nicklos (2010), change management is a organized way of dealing with a change, both from the view of the organisation and on to the individual. Although an equivocal term, change management has at least(prenominal) three different aspects, including bu adapting to change to an area of professional practice, controlling change, and effecting change. A proactive approach to dealing with such change is undeniably at the core of all three of these aspects. Fred (2010), goes even further to state that change does not always come from within organisations but could be from edict or current national guidelines which have been passed as a law and become enforced making it mandatory..Changes to services and organisation may impact on the position, role and even the status of individuals and therefore can test levels of self-confidence as w ell as confidence in others. Change requires new clinical responsibilities, time for training and development and require openness to different ways of doing things and as such requires permit go of a previous practice. Such challenges make the planning of the change process a prerequisite for success (Michele, 2010). Accordingly, it is vital to comprehend the importance of change management as it gives a both positive and negative picture of what a change can bring.When I was thinking of my service user initiatives I had to consider some things such as time, as this allowed me to see if my change was realistic. My placement was on a rehabilitation unit where the recovery star tool was used to support service users in identifying their needs. Using the recovery streamlet of change, a course of action was set in place to support service users care plan. The purpose of the rehabilitation unit was based on a form of rehabilitation that focused on service service users to recover los t skills in coping with the demands of everyday lives.In the management of their medication in the rehabilitation unit, the nurses in charge are there to support and guide the service users in knowing what they are taking and when they should take their medication. By supporting and guiding service users to self-manage their medication improves both independence and helps them for forthcoming discharge. originally self-administration starts for service users, qualified nursing staff, or preferably pharmacist, should educate when, how and what is needed to be done. There are three stages at which service users can come to managing their medication. coiffure 1 involves medications being stored in the medicine cabinet and at the right time the nurse in charge opening the cabinet and prompting service user to take their medication.At stage 2 the nurse in charge is accountable and responsible for the safe storage of the medication cupboard. During administration of medication the servic e user will ask the nurse in charge to open medication cupboard without prompting. The service user would then administer the medication under the supervision of the nurse in charge.Stage 3 would then be when the service user accepts full responsibility for managing the storage and administration of their medications. The nurse in charge then assesses and observes the service users verbal response and medication compliance. Once there is full pellucidity and positive observations of the service users self-medication management, they can get discharged back into the community. A problem I go about was how I would actually communicate this change to staff in the unit. To communicate is a transactional action where is sharing of ideas, beliefs and knowledge (Sen, 2007). legal communication is an important skill all leaders should have because in a way of introducing something new and if done properly, it can allow staff to accept and receive change. Communication also gives room for staff for feedback and criticism (Sen, 2007).Another essential practice in a care setting is collaborative working. This allows professional to share their decisions and opinions (David et al, 1996). Within a team their views and shared ideas are important in an event of proposing change.In this assignment I have come to understand that the roles of leaders and managers is not barely just about giving orders but requires vital skills in communication, behaviour and approach to produce positive result. I requires relation back people what to do but also making sure that it is within their cleverness level and realistic, is necessary for an effective working environment NMC (2008). My identified weakness was in the area of delegation as I needed to be more assertive. This is a skill that I hope to improve in my career as qualified mental health nurse. Professional Development PlanIn this assignment, I will reflect on my weakness in terms of delegation which was an area in which I had to develop. Delegation has been defined as the process by which responsibility and authority for promoting a task (function, activity, or decision is transferred to another individual who accepts that authority (Sullivan & Decker, 2009, p135). However, Marquis & Huston (2009) have also defined it manifestly as getting work done through others. Regardless, it is worth noting that responsibility and accountability are not and do not mean the same thing. Whilst a delegator is just accountable to the task, the delegate will also be accountable to the delegator for the responsibilities assumed (American Nurses association (ANA) and National Council of State Boards of Nursing (NCSBN) (2005), cited in Gopee & Galloway, 2009 Sullivan & Decker, 2009). The Nursing and Midwifery Council expects all nurses to find any limits of personal knowledge and skill and take steps to remedy any relevant deficits in order effectively and appropriately to meet the needs to service users and clien ts (NMC, 2005).Yoder-Wise (2011) notes thatif delegation is to occur, there should be correlative acceptance between both the delegator, who has the accountability, and delegate, who assumes the responsibility for performing the tasks and is consequently empowered (Sullivan & Decker, 2009). However, Sullivan & Decker have clarified that while responsibility is an pact to successfully completing a task, accountability also means accepting the overall outcome whether it be failure or success of the task. Further, illustrating this, Yoder-Wise (2011) explains that when two registered nurses work are to work together sharing a task, then delegation does not occur. It is also important to explain that tasks can only delegate tasks for which we are responsible (Sullivan & Decker, 2009 Yoder-Wise, 2011).Sullivan & Decker have also noted that, once a delegate gains confidence, they become motivated and as such will begin to see their morale boosted to actively take on new challenges. They also expand add that although delegation can be learned, it essentially promotes teamwork and improves efficiency. Applying this to nursing, it is stressed that appropriate level of supervision has to be put in place to the delegate to ensure that tasks that have been delegated are completed effectively and safely (NMC, 2008b). The best interest of the patient should always be the overriding consideration when delegating tasks rather than saving time or currency (Royal College of Nursing, 2011). Delegation has increasingly become an essential aspect of nursing in the join Kingdom because of staff shortages and high disorder in the face of ever-mounting demand for a variety of skills in health care (Curtis & Nicholl, 2004).With regard to my clinical management placement experience, I found I was less assertive when instructed by my mentor to delegate tasks as part of my learning. I freely admit that my timidity stemmed from being raised in a foreign country and as such the I felt intimated when delegating.As English is not my native language there have been occasions when some of my colleagues, and even fissure students at university, have informed me that they are indeed unable to understand my accent. I realise that this is unacceptable because I am expected and will be required to be clear, concise and detailed when describing the objective, limits, expectations and outcome of the tasks to my delegates (Currie, 2008 Sullivan & Decker, 2009). Moreover, as a student nurse, I have often felt frighten when delegating tasks to other staff who I considered to be better informed, better qualified and more experienced in nursing than me. Indeed, such fears were confirmed when, during one shift recently, whereI attempted to delegate a task (see Appendix 2). This is an area that I intend to improve upon.ReferenceBarker, M.A. 1992. Transformational Nursing Leadership A vision for the future. Thompson Publisher. London.Currie, P. (2008) Ask the experts Dele gation considerations for nursing practice, in vituperative Care Nurse, 28(5), (pp27-28)Curtis, E. & Nicholl, H. (2004) Delegation A key function of nursing, in Nursing Management, 11(8), (pp26-31)Department of Health (2000) The NHS Plan A Plan for Investment. A Plan for Reform, London The Stationery OfficeDepartment of Health (2001) NHS Leadership Qualities Framework, Available online at http//www.dhleadershipqualities.nhs.uk Accessed swear out 20 2013Department of Health (2008) full(prenominal) Quality Care for All NHS succeeding(a) Stage, Available online athttp//www.dh.gov.uk/en/Consultations/Liverconsultations/DH_085812Accessed 20 March 2013Ellis, J.R and Hartley, C.L., 2004. Nursing in instantlys world trends, issues & management 8th edition Lippincott Williams and Wilkins.Faugier, J. & Woolnough, H. (2002) National nursing leadership programme, in Mental Health Practice, 6 (3) (pp28-34)Gopee, N. & Galloway, J. (2009) Leadership and Management in Healthcare, London Sage Hersey, P., Blanchard, K.H. & Johnson, D.E. (2001) Management of Organisational Behaviours trail Human Resources, (8th edn), Upper Saddle River, NJ Prentice-HallHuston, C., 2006. Professional Issues in Nursing. Philadelphia Lippincott Williams and Wilkins. USA.Huber, D.L. (2006) Leadership and Nursing Care Management, (4th edn), Maryland Heights Saunders ElsevierKings Fund (2011) The future of leadership and management in the NHS No more heroesReport from The Kings Fund Commission on Leadership and Management in the NHSLambert, R. & Githens-Mazer, J. (2010) Islamophobia and the Anti-Muslim Hate Crime UK display case Studies 2010, Exeter University of ExeterMarquis, B.L. & Houston, C.J., 2000. Leadership Roles and Management Functions in Nursing. 3rd edition. Lippincott Williams and Wilkins publishers. USA.Norman, I. &, Ryrie, I., 2009 Art and Science of Mental Health Nursing A Textbook of Principles, Berkshire give way University Press/McGraw-hill EducationNursing and Midwifery C ouncil. 2002a. The Code of Professional Conduct. London NMC.Nursing and Midwifery Council. 2008. The Code of Professional Conduct Standards for conduct, performance and ethics- Protecting the public through professional standards. London Nursing and Midwifery Council 2009. http//www.nmc-uk.org.Oliver, S. (2006) Leadership in health care, in Musculoskelet Care 4(1), (pp38-47)Royal College of Nursing (2011) Accountability and delegation What you need to know, Available online athttp//www.rcn.org.uk/__data/assets/pdf_file/0008/361907/Accountability_HCA_leaflet_A5_final.pdf Accessed November 15 3012Sullivan, E.J. & Decker, P.J. (2009) effective Leadership and Management in Nursing, (7th edn.), London Pearson International EditionYoder-Wise, P.S., 2007. Leading and Managing in Nursing 4th edition. USA. Mosby Inc.Yoder-Wise, P.S. (2011) Leading and Managing in Nursing, (5th edn), St. Louis Elsevier Mosby.http//education.exeter.ac.uk/dll/studyskills/harvard_referencing.htmUse this link to learn how to Harvard reference properly. Your referencing is inconsistent and you need to list pages when quoting or referring to a specific point. As a general rule though, the main confuse with referencing is continuity, so make sure your references and bibliography are consistent.Appendix 1 SMART Goal Delegation skills development Specific Measurable Achievable Realistic Time To order all my tasks and manage time effectively and efficiently in all shifts.Commuting between London and the university has taught me the value of time management. Time management will enable me to carry out other tasks and achieve goals.More to the point, time management will provide me with personal organisation and self-discipline, as recommended by Yoder-Wise (2011)Time management will be measurable as I will be able to identify whether the tasks set out on a specific shift have been successfully completed on time whenever Im taking over handover from night shift team members.Prioritisation is ac hievable by use of my diary which will contain all the tasks that need to be completed by the end of the day.Furthermore, prioritising will help me inscription tasks in the order of urgency. This will leave me room to tackle emergency situations that arise during the shift.Prioritisation is realistic because I realise that as a newly-qualified my responsibility will be to ensure that the shift runs smoothly.My diary will also be helpful as it will keep me reminded of the tasks I have to carry out and those which are still pending. In the case of pending tasks, being organised will give me fitted time to involve staff who will be doing the next shift staff to complete them.Prioritising is an ongoing skill that I will have to keep learning during the first six months of qualifying and for the rest of my nursing career. Confidence and assertiveness while delegating tasks to other members of staff.Once a delegated task has been successfully completed and goals achieved confidence in a llocating tasks to members of staff will have worked for me.By receiving feedback and constructive criticism from members of staff once they have successfully accomplished the delegated tasks.Being organised and maintaining a therapeutic relationship with fellow members of staff will increase my feelings of certainty that the shift will run smoothly relationship with staff.At the start of every shift I will portion out tasks to members of staff who have the competence, knowledge, time and willingness to carry them out and complete them. This is realistic because it will be my responsibility to manage shifts on the ward once I qualify.It will also be my duty to portion or delegate tasks to members of staff.Likewise, during handover, I will ensure that I brief introduction staff on how the shift went and what be to be done when they will be on shift.Based on my experience, so far, Im very hopeful that I will achieve this goal within six months after I qualify.Appendix 2. Service I mprovement Activity- Notification Form Contact Details Student SID Number 0914451 Details of service improvement project/activityService user reformation unit managing self medication. Reason for developmentTo improve independent skills in managing medication for patients in rehabilitation centre so as to reduce the risk of relapse and to provide person centred care as well as empowering the service users. Time spent on project activityThe time spent on self medication informative project was about six weeks. Resources usedThe Trust policy, The risk assessment form, The patient consent form, The patient withdrawal form, self- administration monitoring form (stages), self- administration patient record chart. Who was involved Nursing staff, doctors (MDT), Pharmacist , student (myself) and the service users. Future plans To review the self- administration if it is effective at a set time. Nurses involved in supervision of the programme must be registered nurses.Date discussed with cl inical staff in placement area (seen and agreed by my mentor Lorna Newton). And discussed with my IBL Facilitator Justin Nathan.