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Management Trouble-Shooting

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10.50
CPD
Hours
 10.50
RCNA
Points


Event Type:
Duration:
Relevant To:
Seminar
Two Days


nurses



General Description

Nursing staff comprise one of the most valuable resources of the public and private sectors of health care. This program aims to provide an opportunity for middle level managers to reflect on and to discuss some of the challenges involved in developing harmonious and well-managed workplaces.

The focus of this program is to address difficult areas of human resource management and find out how to best deal with them.

There will be time to draw on and share your own experiences and to discuss and debate alternative strategies for addressing difficult scenarios.

If you have identified a professional need to improve your understanding of management trouble-shooting as part of your planned learning activities, then this program will offer you an opportunity to gain continuing professional development (CPD) hours related to this topic.


Need for Program


Aims and Objectives

 

Nursing staff comprise one of the most valuable resources of the public and private sectors of health care. This program aims to provide an opportunity for middle level managers to reflect on and to discuss some of the challenges involved in developing harmonious and well-managed workplaces. The focus of this program is difficult areas of human resource management and how to deal with them. There will be time to draw on and share your own experiences and also to discuss and debate alternative strategies for addressing difficult scenarios.


 

At the conclusion of this workshop the participants should have:

  • increased their knowledge and trouble-shooting confidence and be more able to deal with complex difficulties in the workplace. 
  • gained inspirational ideas for meeting best practice human management goals.
  • acquired practical knowledge of how to extend or fine-tune leadership and management skills. 
  • learnt new techniques and strategies to become better managers/supervisors. 
  • had a unique opportunity to network and share ideas with other middle level nurse managers.


    • Day 1
    • Day 2
    • Educators

    8.30am - Registration and Refreshments

    9.10am - Shooting From the Hip? A Look at Real Trouble-Shooting

    • What is trouble-shooting as opposed to regular day-to-day management?
    • An overview of the key steps involved in analysing problems.
    • A look at the choice of workable trouble-shooting approaches. 
    • Short-term and long-term implications of human resource decisions made by nurse managers

    9.30am - Management Style-Knee Jerk Reaction or Genuine Troubleshooting?

    (Individual reflective exercise followed by group discussion) One of the keys to good management is to ensure that your behaviour is intelligent, predictable, consistent and effective. As well, your problem solving strategies need to be fair and reasonable. This session will give you the opportunity to look at your reactions and current resolution strategies. 

    Questions for consideration:

    • What are the characteristics of your usual responses to workplace problems involving staff?
    • Do you tend to react emotionally first and logically later on, or the reverse?
    • What are the relative merits of different styles of manager responses?
    • Do you have an organised framework for exploring problem-solving options or is intuition your main source?  
    10.30am - Morning Tea and Coffee

    11.00am -  Differing Perceptions – The Wild Card in Communications

    The best management decisions emanate from people with a robust sense of integrity and social justice.  

    • How can you ensure your decisions are fair and reasonable? 
    • If your decision is proven to be incorrect, what should you do? 
    • How to cope when the perceptions of others lead to misunderstandings. 
    • What about when circumstances, such as organisational policy, compels you to act in ways contrary to your preferred management style?

    CASE SCENARIO for Group Discussion
    You have a verbal agreement with Nurse X, a junior RN, that when you return from morning tea, she will bring to you the urine test results and  glucometre reading for an insulin-dependent patient called Mr D. On your return, Nurse X, in the crowded Nurses’ Station, tells you she forgot to  test Mr D’s urine. Nor has she done the glucometre blood test. You find a private office space where you interview Nurse X  you ask questions in a  calculatedly non-threatening way, e.g. “I thought we had an agreement that the urine test results would be available when I returned from  morning tea. What happened?” Between you a new time is agreed for the urine test report. You perceive that your reaction and chosen approach was reasonable and open-ended. As you write up some notes, you overhear Nurse X in the corridor complaining to another staff member that you had interrogated her and that you were harsh and unreasonable.

    12.30pm - Lunch Break and Time to Network

    1.30pm - Troubleshooting and the Multi-Disciplinary Team

    In most health care settings the search for high quality patient care is undertaken by a team of health professionals and allied health workers, each with contrasting roles, experiences and perceptions.

    • How does an understanding of the differing roles and skills of the different disciplines influence problem-solving decisions?
    • How to motivate unmotivated staff and show that their contributions to the shared vision of the team are valued.
    • What can be done to channel negative energy and disruptive behaviours at team meetings into productive decision-making?
    • How to deal with gossip and petty differences.
    • Guidelines for nurturing group cohesion, trust and optimism, while promoting goal-directed, harmonious team relationships.
    • What about the influence of medical dominance in multi-disciplinary teams?
    • ‘Them and us’  - dealing with polarisation and factions.
    • Learn about team agreements and the maintenance of service standards.

    CASE SCENARIO for Group Discussion   
    You have been to several multi-disciplinary meetings, the focus of which is selected patients with complex needs. The clinical problems being presented concern patients whose management entails quite a lot of physiotherapy. Habitually, the physiotherapist at these clinical meetings  interrupts when others are presenting their opinions and is overbearing and abrasive. Neither the chairperson, nor other participants, have been able to modify this person’s behaviour during these meetings. You have become exasperated and reluctant to attend the meetings.

    3.00pm - Afternoon Tea and Coffee

    3.30pm -  The Challenge of Perpetual Change

    • What can be done to sustain staff loyalty during times of change and uncertainty?
    • How to identify the nature, extent and causes of staff resistance to change.
    • Managing and trouble-shooting change transitions
    4.15 - Close of Day One of Seminar Program
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