Concept of Administration

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nIntroduction

nIn the last few decades, the system of healthcare has witnessed a wide range of transformations. Administrators are faced with new challenges including lack of adequate personnel and ever-changing technology (Curtis, de Vries & Sheerin, 2011). The health care system is complex hence nursing administrators have a special role to deal with emerging issues. The concept of administration is very important because it offers elements that can be used to improve the management of health care systems. Nursing administration refers to the process of managing rules, roles and duties in nursing (Young, Landstrom, Rosenberger, Guidroz & Albu, 2015). Concepts of administration should address three critical areas of planning, organization and leadership. Nursing administrators need these elements in order to solve the challenge of staffing, budgeting, coordination, supervision and directing (Curtis, de Vries & Sheerin, 2011). Administrators in nursing play a role of a manager whose responsibility is management of staff and utilizing appropriate rules and ethics in the health system. The capstone paper will analyse the concepts of administration with a special focus on administrator elements such as planning, organization and leadership.

nPlanning

nAccording to Singh, (2014), nursing administrators require planning skills, which encompasses selecting responsibilities that should be conducted to achieve administrative goals. Additionally, it involves highlighting how the roles should be done and explaining when they must be conducted. Proper planning also includes efficient management of healthcare finances (Singh, 2014). The process of planning in nursing administration pays close attention on achievement of organizational objectives and goals. Nursing administrators highlight what the health care facility should do to be effective. Moreover, a study by Feldman, et al, (2011) noted that strategic planning is focussed on both the long-term and short-term success of the organization. The study pointed out that most healthcare facilities fail to offer strategic, periodic and regular planning structure (Feldman, et al, 2011). Therefore, the scholars argued that nursing administrators with strategic planning is able to facilitate efficient expansion and operations.

nChanges and shifts in nursing care influence almost all areas including long-term, acute and outpatient facilities as well as financial and demographic landscape. Therefore, through strategic planning the nursing administrator is able to deal with emerging challenges in the healthcare system (Sullivan & Garland, 2010). According to Kelly, (2011) strategic planning is the organized and orderly system whereby a healthcare facility develops its plans to evolve from its existing condition to the preferred situation in the future. It also facilitates efficient decision-making process especially in the implementation phase of the organization (Kelly, 2011). Most importantly, scholarly evidence indicates that through strategic planning in nursing administration produces a vision of the way an organization expects to be in the near future. Based on the Young, Landstrom, Rosenberger, Guidroz & Albu, (2015) arguments, nursing administrators need to utilize the concept of planning in their management because it determines the actions and roadmap need to transform the healthcare organizations (Young, Landstrom, Rosenberger, Guidroz & Albu, 2015).

nCurrently, most patients seeking nursing care have more knowledge of their rights, more informed and demanding. Therefore, they have the ability to select their preferred provider of healthcare (Marquis & Huston, 2012). Due to this factor, health organizations are left to deal with reduced levels of finances. Currently, there is higher competition with regard to skilled personnel and professionals (Singh, 2014). Moreover, due to economic crisis healthcare facilities suffer from limited resources, which require efficient management of resources. Therefore, a nursing administrator needs a strategic plan in order to allocate resources effectively. On the other hand, the delivery of healthcare is shifting towards patient-centred. Nursing administrators are required to pay close attention on plans that would focus on patients experience and feelings of quality (Cummings, et al, 2010). Similarly, the strategic plans should be aimed at improving the satisfaction levels of the patients and acquiring quality results.

nNursing administrator should employ strategic planning because it helps to foster explicit and clear framework with the ability to make daily decisions in the management. The establishment of strategic planning in administration enhances commitment and participation of the completely nursing facility in accomplishing the intended results (Kelly, 2011). Consequently, it helps to promote cohesion of the entire medical practitioners. It is a vital tool, which the nursing administrator can apply to improve staff engagement and motivation. Through these strategies, the organization is able to achieve high level of service delivery, quality and patient safety (Feldman, et al, 2011). Moreover, it also contributes to improvement of financial performance and solving existing problems. Lastly, a nursing administrator who utilizes the concept of planning is able to consistently improve the corporate reputation (Cummings, et al, 2010). In addition, planning in an organization requires clear mission, vision and values.

nOrganization

nIn nursing administration, organizing is a special process, which develops a strategy to implement the plans. In addition, it encompasses assigning tasks to people within the health organization that lead to accomplishment of the goals. The responsibilities are organized in a manner that the results of every persons strengths the effectiveness of department (Curtis, de Vries & Sheerin, 2011). In so doing, it promotes success of various departments in a health organization. Nursing administrators must have sufficient organizational skills that will enable them to assess the talents of their teams and assign them tasks accordingly (Curtis, de Vries & Sheerin, 2011).

nOrganizing healthcare facilities needs proper time management, scheduling and managing resources. For instance, through proper scheduling, workload and specific responsibilities are assigned to the right healthcare practitioners (Marquis & Huston, 2012). In addition, the administrator of health organization should have the ability to schedule the adequate number of staff based on the workload (Kelly, 2011). Furthermore, nursing administrators should also schedule crucial date for certain tasks for projected to be completed.

nAdequate allocation of resources is a crucial skill in nursing administrations. In this case, the administrators should have sufficient skills to organize both external and internal health organizational resources (Sullivan & Garland, 2010). A successful nursing administrator has the capacity to conduct studies, analyse the findings and implement necessary changes in terms of finances allocation (Cummings, et al, 2010). Furthermore, the capacity of nursing administrator to deal with overdue bill helps to allocate resources across various departments.

nTime management is also an essential skill in nursing administration because it facilitates efficient organization of the facility. Administrators should also be able to meet various deadlines hence finishing different tasks on time. The skills in time management are very beneficial in organising a healthcare facility (Kelly, 2011). Nursing administrators who do not violate deadlines normally have the capacity to delegate, and prioritize responsibility. Consequently, the health organizations become productive. Prioritization is a vital tool for nursing administrators as they prioritize responsibilities in order to complete first the most crucial roles. According to Huber, (2013), through proper prioritization, organized nursing administrators are able to complete crucial tasks to maximize their level of productivity (Huber, 2013).

nFurthermore, the scholar noted that detail orientation is also a crucial skill in strengthening organization skills of the nursing administrators. Researchers point out that detail orientation is an aspect of management, which allows the nursing administrator to ensure that fine details of a task are, fulfilled (Huber, 2013). In this regard, the skill is beneficial to other nurses because they are able to avoid omissions and errors on crucial factors of the projects. Cummings, et al, (2010) argue that little errors in nursing can be detrimental to the success of the entire organization as they detractors efficient implementation of the project. Nursing administrators are therefore, required to possess robust skills in detail orientation since minor missteps can be costly to their healthcare organizations (Cummings, et al, 2010).

nOrganizing staff is the role of the nursing administrator aiming to maximize their productivity. Staffing process is systematic and orderly depending on appropriate foundation. A nursing administrator requires organization skills to assess the type and number of nursing practitioner needed to offer nursing care (Kelly, 2011). The main aim of strong organizing skills in staffing for nursing administrators is to offer qualified and motivated nursing practitioners in adequate number to promote safety and quality of nursing care for the patients (Feldman, et al, 2011). In addition, it ensures that nursing care is provided at all time when it is needed.

nThe organization skills of the nursing administrator in the process of staffing are determines by the objectives and philosophy of the health care organization. In addition, nursing care standards, kinds of care, duration of stay, acuity levels and patients types also affect the organizing levels of the nursing administrator (Cummings, et al, 2010). In the process of organizing for the number of staff to work on healthcare facility, they should determine the job descriptions, and the experiential and educational levels. Similarly, good organizing skills also help to assess the ratio of patient-nurse, support services, equipment and supplies (Curtis, de Vries & Sheerin, 2011). Through these skills, the nursing administrator is able to budget for the needs of the healthcare organization.

nOrganizing skills in nursing administration also comprise of various independent activities. Sullivan & Garland, (2010) argue that organization in administration involves recognizing the amount and type of nursing care required in the health facility by the patient. Moreover, it encompasses evaluating the categories of personnel that have the skills and knowledge to perform required care actions (Sullivan & Garland, 2010). Organizing skills are very crucial in administration because it helps to acquire budgeted amount for the number of personnel in every category (Curtis, de Vries & Sheerin, 2011). In so doing, the nursing administrator is able to select the right people to occupy existing positions. Appointing and selecting staff from the applicants is a process, which needs robust organizing skills from the nursing administrator.

nCurtis, de Vries & Sheerin, (2011) argue that when a nursing administrator is organizing the workload for the staff, he/she should analyse the number of patients requiring care and ration in every group such as intensive care, full care, minimal care and self-care since care must change from one groups to another (Curtis, de Vries & Sheerin, 2011). Furthermore, the types of nursing care should be organized into direct care, and indirect care. Direct care refers to the kind of nursing care provided by the nursing practitioner to the patient such as psychological and physical needs (Cummings, et al, 2010). Therefore, the nursing administrator must provide efficient organizing skills in areas such as medication, mobility, treatment, hygiene and feeding. On the other hand, organizing skills are required in provision of indirect care in the healthcare facility (Finkelman, 2015). Indirect care refers to actions performed without the presence of the patient. In this case, they include, equipment assembling, team member consultations, patients records reading and writings and breaks. Therefore, the nursing administrator is expected to organize this care to facilitate patients care.

nLeadership

nNursing administrators are required to exhibit good leadership traits in order to spur healthcare organizations to higher level of performances (Finkelman, 2015). Since they are responsible for many departments and operations, leadership qualities enable balanced management.

nThe significance of operative nursing guidance is to make sure a great quality healthcare organization that constantly offers harmless and resourceful care has been restated. Governance is a necessity for effective running, and without guidance expertise, an individual cannot be an operative leader (Hickey & Kritek, 2012, p.24). Guidance involves impact to the conduct of other individuals irrespective of the cause. It may be for the individual or communal objectives and may not be compatible with the objectives of the association (Hickey & Kritek, 2012, p.31).

nFor a person to be an efficient nurse frontrunner, he or she must embrace some competences such as having the capacity to detect the state to impact, adjust conducts and other assets between the present state and imminent accomplishment, which forms the crucial components (Kelly, 2012, p.16). Guidance and being an exceptional front-runner relies on a persons potentials and conducts that they display in diverse environments or situations. Guidance goes together with organization since without management; the path that is established does not replicate the achievement of the new route (Kelly, 2012, p.21).

nSeveral models have been established to assess guidance approaches that frontrunners exhibit. To be operational frontrunners and supervisors in the treatment occupation, nursing specialists must have sufficient nursing information, self-awareness, aptitude to interconnect evidently and efficiently and the capacity to assemble, endow and be passionate about guidance undertakings (Singh, 2014, p.37). A strong and effective forerunner should have capacity to integrate two or more forms and models of management such as transformational principle.

nTransformational concept of guidance relates to most nursing frontrunners since it attempts to shield what other models omit. It has an implication, vision and motivation, which are given sufficient consideration (Singh, 2014, p.43). It highlights that frontrunners should have a task and visualization that go beyond just excellent interactive associations or the recompense of a work completed excellently. Further, transformational frontrunners have features of being revolution managers, gallant, trusting in individuals and having the capability to deal with intricacy, hesitation and being constant learners (Singh, 2014, p.50).

nThey have a robust credence in themselves being cognizant of individual powers and feebleness and have a sturdy confidence in the accomplishment of the organization. They build an endowing philosophy. Rigolosi (2013) affirms that a motivated nursing frontrunner will provide numerous paybacks to an organization (Rigolosi, 2013, p.41). Leader empowerment will make sure that healthcare is prearranged and conveyed in an operative way. Communication abilities, robust principles, dogmas and shared esteem are apparent in the transformational frontrunner (Rigolosi, 2013, p.47).

nAdditionally, transformational guidance is a crucial aspect in boosting group performance in the provision of eminent patient care. The transformational frontrunner offers track for the group while allowing other group affiliates to perform. The aspiration to perform virtuous for other individuals is the focal idea that propels most nursing leaders to act (Marquis & Huston, 2012, p.19). The frontrunners are capable of communicating their ideas in a way that will decrease unconstructiveness and stimulate obligation to individuals who toil under them.

nThe objectives of the frontrunners will become complete by constructing harmony and a shared resolution. The guidance also links up well with the human relation administration style, which similarly emphasizes in the interactive associations with the cluster (Marquis & Huston, 2012, p.26). Moreover, being a persuasive frontrunner necessitates audacity hence nursing administrators have to take threats. Occasionally, there are typically predicaments that necessitate instant judgements to be prepared, although the resolutions may have a destructive influence on the patient or the working zone (Roussel, 2013, p.57). Thinking analytically about a circumstance can also lead to time wastage, which can likewise influence undesirably.

nWithout bravery, nursing administrators cannot address the matters that distress the healthcare employees and patients in the healthcare establishments. If the concerns are not conveyed to light, most issues cannot be resolved. Certainly, across the healthcare segment, proof occurs of the requirement for medical management to improve care provision (Roussel, 2013, p.64). In addition to trials linked with assets and demand, incidents of deprived patient consequences, principles of unfortunate care and a variety of workstation complications have been linked with poor medical management, and the apprehensions have delivered the incentive to scrutinize medical guidance more diligently (Roussel, 2013, p.72).

nConclusion

nEfficient medical management is connected with optimum hospice performance. Management abilities and facilities define an individuals level of competence. For a nursing administrator to be resourceful, he or she should be an effective especially in making sound judgements since everybody around relies on him or her to make resolutions in spells of predicaments (Finkelman, 2015, p.13). A forerunner while guiding others should at no time halt learning. A nurse administrator has accountabilities and thus being ineffectual may result to huge detriments to individuals who follow and rely on them. Attention to their clients should be of the highest importance and eminence.

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nReferences

nCummings, G. G., MacGregor, T., Davey, M., Wong, C. A., Lo, E., Muise, M., & Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International journal of nursing studies, 47(3), 363-385.

nCurtis, E. A., de Vries, J., & Sheerin, F. K. (2011). Developing leadership in nursing: exploring core factors. British Journal of Nursing, 20(5), 306.

nFeldman, H. R., Greenberg, M. J., Jaffe-Ruiz, M., McClure, M. L., McBride, A. B., Smith, T. D., & Alexander, G. R. (Eds.). (2011). Nursing leadership: A concise encyclopedia. Springer Publishing Company.

nFinkelman, A. (2015). Leadership and management for nurses: Core competencies for quality care. Pearson.

nHickey, M. & Kritek, P. (2012). Change leadership in nursing. New York: Springer.

nHuber, D. (2013). Leadership and nursing care management. Elsevier Health Sciences.

nKelly, P. (2011). Nursing leadership & management. Cengage learning.

nKelly, P. (2012). Nursing leadership & management. Clifton Park, NY: Cengage Learning.

nMarquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application. Lippincott Williams & Wilkins.

nRigolosi, E. (2013). Management and leadership in nursing and health care. New York: Springer.

nRoussel, L. (2013). Management and leadership for nurse administrators. Burlington, MA: Jones & Bartlett Learning.

nSingh, D. A. (2014). Effective management of long-term care facilities. Jones & Bartlett Publishers.

nSullivan, E. J., & Garland, G. (2010). Practical leadership and management in nursing. Pearson Education.