The arrangement of health care system has reciprocated in regard to provide quality and modest care. The treatment of healthcare facilities have changeover at different levels in speciality care and acute illnesses to defensive health plan. The changes have seized effective direct approaches and delivery care. With the effort to balance the demands of patient needs in health care, many considerations are made including adjustments with budgets, decreasing excessive costs, and practicing effective means of delivery care. Nurses are challenged to keep up to a work environment that requires continual changes. The nursing industry today faces shortage, as many nurses have low job satisfaction, high compassion fatigue, and the patient ratios levels associate immense acuity. Furthermore, these factors have resulted in patient satisfaction and medical reimbursements. Notwithstanding all the identified issues and its effects, few nursing facilities are growing to next level to identify and promote nursing skills by setting framework to endeavour to gain Magnet status.
This paper will focus in comparing and contrasting the expectations of the nursing managers and leaders approaches that may use in regard to magnet status. Magnet status is best defined by Miriam Hospital as ‘ a designation that is rewarded to hospitals for the concept of Magnet Culture; it is a working environment which enables nurses to practice and focus on skilful nursing, involving bedside decision making, nursing development and involvement, competent education, and promote nursing leadership skills (Miriam Hospital, n. d. ) The birth of magnet status undertook in beginning of 1980’s when some hospitals were practicing new retaining ideas for nursing staff with motivation for patient care. Therefore, this concept was developed after few researches and finally it was made official through an article named: “Magnet Hospitals: Attraction and Retention of Professional Nurses,” written and published in 1983 by Dr. McClure president of the American Academy of Nursing (AAN), professor at New York University, and a member of the original task force (Hawke, 2004).
Statistics prove that Magnet hospitals have superlative patient satisfaction scores, protected patient environments, minority of repeat admissions, and improved patient outcome. It is vital that various pre-requisites and qualifications must be met and maintained to execute the concept of Magnet status. The nursing leadership and management work in synchronization with their defined roles to achieve the goals of completing the tasks by establishing nursing staff participation needed to achieve skilful nursing. In order to receive accurate results, it is essential to define roles and target essential outcomes. According to Huber (2010), the aspect of management is to cater the resources that are required to achieve the target goal of organisation. A manager is expected to plan, organise and implement strategies from an organizing high level to enable the outline of requirements to meet the goal. The manager is responsible to practice the policies and procedures and carry them appropriately.
In order to achieve Magnet status, the nurse manager needs to survey the patients and staff to identify and construct the areas of weakness that would improve the patient satisfaction. Some of the basic actions include financial stability by reducing the amount of waste, safeguarding medical reimbursement with patient satisfaction, and nursing practices that mirror decisions like bedside reporting, friendly patient care education, and timely rounding. The nursing leader is expected to provide assistant to the nurse manager in achieving goals by promoting smooth work flows through communication, and provide better understanding of their overall vision, and reasoning why these adjustments are necessary. The nursing leader can accomplish this by promoting trust and endeavouring mutual consent while managing issues (The difference between leadership and management, 2012). In comparison and contrast of the nursing managers and leader approaches there are few points to be considered. In management, the goals are carried out with the help of managers within the organisation.
Whereas the leaders help to identify and develop new approaches to the issues emerging in the organisation. The managers work to fulfil the goals and continue to do, whereas the leaders undergo risks to challenge people and new ideas to break the chain (The difference between leadership and management, 2012). Frellick (2011) states that Magnet concept is created to facilitate and empower shared decision-making and accountability process. To achieve success in this concept, the healthcare facilities need to master in the regulations well known as the ‘Fourteen Forces of Magnetism’, it consists of the new levels in nursing management, encouraging strong participation, and place where nurses are recognised and are able to contribute to the top management. In addition, one more key to success if the interdisciplinary relationships; it means the members of each department of healthcare are able to co-ordinate and work together; such as nurses, physicians, pharmacists and therapists.
Leadership aims on mutual consent of all team members and promotes respect and involvement of all departments, shared responsibilities and leadership style for actions. It is an necessary personal approach of the writer that personal involvement is the key for building working relationships between management and leadership professionals as they both promotes the organisational goals. If the nursing professionals have opinions and ideas that matters for the wellbeing of the patient satisfaction, then an extra effort to highlight the need is essential. Any new idea is difficult to execute without the commitment and facilitation of the managers and leaders and also among the other parties involved. Real efforts and success can be achieved by working together as a team, and aiming to contribute in a continuous methods in healthcare facilities for total patient satisfaction.
Frellick, M. (2011). A Path to Nursing Excellence. Hospitals & Health Networks. Advance online publication. Retrieved from Frequently Asked Questions (FAQs) about Magnet. (2013). Retrieved from Hawke, M. (2004, January). Magnet Status Attracts Mettle. Nursing Spectrum, 19-21. Retrieved from Huber, D. L. (2010). Leadership and Nursing Care Management (4th ed.). Retrieved from Miriam Hospital. (n.d.). Retrieved from The difference between leadership and management. (2012). Retrieved from