Perspective of Management Process

Human and
Physical Resources Caring,
Creative
(Personnel Innovative
Significant Others, Funds) Climate

Organizational and Behavioral Processes

Planning/Projecting Political and Legal Forces
Organizing Communication
Directing Conflict Resolution
Controlling Risks
Education and Training Negotiations

Realization of Goals
Quality
Innovation
Productivity
Job Satisfaction
Profit

Adapted from: Douglas, L., 1996, Effective Nurse Leader and Manager

2. The second paradigm, incorporates in the management process the behavioral

process and caring, creative and innovative climate. How can these concepts be
utilized in every management functions? Cite illustrative examples.

In many areas, contemporary hospital care is confronted by workforce challenges,

changing consumer expectations and demands, fiscal constraints, increasing demands for
access to care, a mandate to improve patient centered care, and issues concerning with
levels of quality and safety of health care. The Health Care System must adapt to these
challenges and demands by providing a caring, creative and innovative climate for nurses
for the realization of organizational goals. Leadership and management promote
innovation by facilitating new thinking, new ideas, and new fashion of working among
the employees for organizational performance.

Nurse managers and leaders play an important role to create an environment that
fosters and encourages innovation. According to Blakeney et al., 2009, the innovative
process may be more complicated in organizations with bureaucratic decision-making
processes, while supportive leadership, a protective or insulated area away from
operational pressures and dedicated time for problem solving can all be conducive to
supporting an innovative environment. Therefore, nurse educators, nursing and hospital
managers should provide a nurturing environment that is conducive to creative thinking,
giving the nurses opportunity for flexibility, creativity, support for change, and risk
taking.

Difficulty of pulling staff away from their clinical duties for extended periods of
time becomes a barrier to elicit the the creativity and innovative ideas of nurses. Finding
a shorter or just-in-time training was more successful. A potential value as
“nonproductive” time, or time away when the nurses is not providing direct patient care
can be an important tool to foster innovation (Altman & Rosa, 2015).
Importance of soliciting improvement ideas from the frontline nursing staff can be
utilized in the management planning. Encouraging these nurses to submit creative ideas
through suggestion would be of beneficial. This in turn will empower staff to participate
in the improvement innovations.

To reinforce the caring, creative and innovative behavior, organizations should

facilitate opportunities for specialty certification and increasing levels of education to
nurses. Staff development programmes are needed for nurse managers to integrate staff
nurses in decision-making and to deal effectively with new ideas to promote
organizational climate and empowerment of nurses. Nurses must be knowledgeable and
educated about health policy topics and initiatives to ensure that nurses fully participate
in health policy innovations. Nurse leaders in academia need to develop and implement
curricula and continuing education offerings on health policy topics, and clinical nurse
leaders need to mentor new nurses about how to engage in policy work (Turale, 2015).

To advance as transformational leaders, nurse leaders should cultivate resilience

(Stagman-Tyrer, 2014). Resilience has been demonstrated as a necessary component for
the transformational leader to learn, and helps nurse leaders and managers guide others
through the difficult process of accepting and implementing innovative changes R

References:

Altman, M., & Rosa, W. (2015). Redefining "time" to meet evolving demands. Nursing Management,
46(5), 46-50. doi:10.1097/01.NUMA.0000463886.62598.3d

Blakeney, B. A., Carlton, P. F., McCarthy, C. & Coakley, E. (2009). Unlocking the power of
innovation. The Online Journal of Issues in Nursing, 14(2). Retrieved
from www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofCont
ents/Vol142009/No2May09/Innovation.html

Stagman-Tyrer, D. (2014). Resiliency and the nurse leader: The importance of equanimity,
optimism, and perseverance. Nursing Management, 45(6), 46-50.
doi:10.1097/01.NUMA.0000449763.99370.7f

Turale, S. (2015). Writing about nursing and health policy perspectives. International Nursing
Review, 62(4), 433-434. doi:10.1111/inr.12228