1 Nurse Roles in the Hospital Changes in the hospital come with demands that leadership in various sections that are affected must act upon. A nurse leader should take action concerning communication with stakeholders, training, budget, and change management. The actions the nurse leadership takes must be commensurate with the type of change that is anticipated. Communication with stakeholders A nurse leader has to ensure that there is timely communication about issues affecting change in the hospital. All vital information about the change must be shared with relevant parties within time to ensure that they are properly informed about what is expected of them. Communication sets the tone for change; hence the duty of a nurse leader to make sure that all key stakeholders are informed of intended changes. Patients, nurses, and management are some of the stakeholders that must be well informed of the expected changes to avert any possible resistance and clash.
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2 The nurse leader is the link between nurses and other departments, especially the management of the hospital. He has to receive and communicate information to nurses about changes. At the same time, ensure that patients are informed about changes that may impact how they are served. The nurse leader should also take action to communicate issues nurses have with changes to top leadership for proper action. Training The nurse leader is responsible for ensuring that nurses are well trained to match demands that come with change. A leader must identify areas of weakness that need some improvement and some up with a training program. The training program should be structured to advance the quality of healthcare and the welfare of nurses. A nurse leader should also take action to guarantee quality nursing by prescribing the best training for nurses (Roussel, Harris, & Thomas, 2016). Implementing change often requires that nurses align with new demands, hence the importance of creating timely and suitable training programs. Bureaucratic management requires that authority flows in a hierarchical order, which establishes a clear flow of authority. The nurse leader has to exercise his power as a person in charge of his area of management to ensure that nurses follow a training protocol (Adetule, 2011). The nurse leader must take action to guarantee that all nurses are successfully trained. To attain this, the nurse leader should ensure that he liaises with relevant authorities to avail resources for supporting the training (Roussel, Harris, & Thomas, 2016). In this respect, a nurse leader must take action, within his authority, to enforce a training program that supports changes that are implemented. Budget The nurse leader is responsible for sharing financial estimates for his or her area of specialization to enable the finance department to allocate the right amount of financial resources to support nursing. The nurse leader has to ensure that the expenditures are within resources that are allocated to avoid overstretching budgetary allocation (Adetule, 2011). The budget information should include the new cost that is brought about by changes and the duration of such changes. Budgeting is done based on information from various departments of health (Roussel, Harris, & Thomas, 2016). The nurse leader should include all vital items that need financing in the budget estimates that are forwarded to the finance department. A nurse leader should also ensure that all key items are listed according to priority for easy decision-making. the implementation of a budget gives priority to issues of pressing importance to the nurses and by extension the hospital. Change Management A nurse leader oversees the implementation of change in the hospital, supervising nurses to ensure that they adopt the necessary changes. The nurse leader must guide nurses in aligning their operations and thinking with changes that have been made (Roussel, Harris, & Thomas, 2016). To achieve this, the nurse leader must prepare nurses for expected changes to avoid resistance. The cooperation of nurses is integral to realizing the full implementation. Nurses are critical players in health service delivery (Swihart & Gantt, 2015). In this respect, a change in a hospital is not complete until all relevant players have embraced it in their respective roles.
3 Moreover, in managing change, a nurse leader must facilitate coordination between nurses and other employees within the hospital. Nurses do not work on their own but in conjunction with doctors, physicians, and other medics (Swihart & Gantt, 2015). A hospital works as a system, which means that each component must work properly for the entire institution to function well (Korniewicz, 2015). If one component, in this case, nurses, do not embrace change and perform properly, the entire system will fail. A hospital system is all about patient care, an area dominated by nurses as caregivers (Adetule, 2011). The nurse leader must do all within his reach to ensure that nurses understand the value of change. He or she also has to ensure that other nurses embrace change for the hospital's overall success.
4 References Adetule, P.J. (2011). Handbook on Management Theories. Authorhouse. Korniewicz, D.M. (2015). Nursing leadership and management: The advanced practice role. DEStech Publications, Inc. Roussel, L., Harris, J.L., & Thomas, P.L. (2016). Management and leadership for nurse administrators. Jones & Bartlett Learning. Swihart, D., & Gantt, K.J. (2015). The charge nurse leader program builder: A competency-based approach for developing frontline leaders. Clanrye Intl.