The health care industry is always striving to improve patient outcomes and attain organizational goals. Nurses can play a critical role in achieving these goals; one way to encourage nurse participation in larger organizational efforts is to create a shared vision and team goals (Mulvale et al., 2016). Participation in interdisciplinary teams can also offer nurses opportunities to share their expertise and leadership skills, fostering a sense of ownership and collegiality.
Demonstration of Proficiency
• Competency 1: Explain strategies for managing human and financial resources to promote organizational health.
o Explain organizational resources, including a financial budget, needed for the plan to be a success and the impacts on those resources if nothing is done, related to the improvements sought by the plan.
• Competency 2: Explain how interdisciplinary collaboration can be used to achieve desired patient and systems outcomes.
o Describe an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific objective related to improving patient or organizational outcomes.
o Explain the collaboration needed by an interdisciplinary team to improve the likelihood of achieving the plan’s objective. Include best practices of interdisciplinary collaboration from the literature.
• Competency 4: Explain how change management theories and leadership strategies can enable interdisciplinary teams to achieve specific organizational goals.
o Explain a change theory and a leadership strategy, supported by relevant evidence, that are most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan.
• Competency 5: Apply professional, scholarly, evidence-based communication strategies to impact patient, interdisciplinary team, and systems outcomes.
o Organize content so ideas flow logically with smooth transitions; contains few errors in grammar/punctuation, word choice, and spelling.
uty Head, Office and Site Managers report to the Associate Head who reports to the Executive Head. The Office and Site Mangers carry out most of procurement, financial and facilities management tasks. The Associate and Deputy Head manage HR and Marketing whilst overseeing the school budget. There is a strong need for a SBM in our school so he/she can manage the additional responsibilities the heads and deputy have undertaken, to ensure their time is dedicated to high standard of teaching and learning, not dealing with certain staff issues or the day-to-day budget, this will also enable more productivity from all resources through better management, a SBM would play an important strategic role in implementing best value by making the most of school resources in the most sustainable and environmentally friendly manner, so more is available for the school’s core activities. 1.4 Own Professional role and relationship with staff and SLT: My school works very closely with both stakeholders internal and external, acknowledges and actively monitors the concerns raised and takes their interests appropriately into account in decision-making however, from a business point of view I believe our external stakeholder group are more influential as some like the governors determine the schools budget, staffing structure and when required appoint Headteachers. LA monitors the performance of maintained schools in its area and ensures all improvement necessary, is carried out effectively and expeditiously. My role consists of daily involvement with our internal stakeholders, I believe stakeholder engagement is vital to the success and improvement in a school, I issue weekly newsletters to parents with school activity updates, arrange weekly staff meetings and assemblies for pupils, this is to ensure internal stakeholders are kept informed and the school is securing the community’s obdurate support. “Community-engagement strategies are also widely considered central to successful school improvement by many individuals and organizations that work with public schools” (Great School Partnership, 2014:1) As an admin officer reporting to the office manager, my role consists of: undertaking all office administration including weekly HR returns. As a recent member of the admin team I have developed exceptional working relationships with my colleagues and leadership team. My work experience and corporate background allows me to conduct myself in a professional manner and create a cohesive working environment. As an aspiring SBM and referring to the NASBM framework, I believe I obtain the required skillset to become a SBM. In my previous role as HR Supervisor I developed my personal skills to provide direction and facilitated change in the work place, I supervised staff and monitored their progress. I have acquired transferable skills in relation to process, systems and procedures. I currently fall in tier 1 on the NASBM Professional Standards disciplines, but believe with my previous experience can also fall in tier 2 in the HR and Marketing area, I am certain by completing this course I will develop my skills further in areas such as Finance and Infrastructure. Part 2 – Establishing your professional needs 2.1: Review own personal skills and characteristics as a learner My dominating style of learning is reflective; Learning style diagnostic supported this, reflective practice has increased my self-awareness, which is a key component of emotional intelligence, it also help>GET ANSWER