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The actions of followers have an important influence on staff performance and patient outcomes ( Whitlock, 2013). Followersįollowership is frequently described as the “upward influence” of individuals on their leaders and their teams.
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Nursing leadership is about the competent and engaged practice of nurses, who provide exemplary care, think critically and independently, inform their practice with evidence, delegate and take charge appropriately, advocate for patients and communities, insist on practising to their full and legal scope and push the boundaries of practice to innovative new levels. The Canadian Nurses Association’s (CNA) Position Statement on Nursing Leadership (2009) states: These health care leaders create and follow a vision for the future. Leaders communicate their vision for the future to others through a combination of words and actions. Nurse leaders have the knowledge and skill sets required to assist individuals in leading healthy lives and to support health care organizations in building a quality health care system. Not all leaders are appointed to formal positions of leadership. Leadership by individuals is evident throughout health care. Leaders are recognized as providing visions and strategies, while managers are responsible for operationalizing those visions and strategies ( Pangman & Pangman, 2010). Porter-O’Grady and Malloch (2011) state that the health care leader does not have to be an expert in operations or problem solving, but rather must be a “good signpost reader.” In addition, the leader transmutes this “signpost” knowledge of the future into action for followers. Health care leaders identify the needs of clients, establish what is required for health (for both individuals and organizations), and then encourage others to engage in actions that meet these needs. MacPhee describes leadership as “the process of engaging and influencing others” ( 2015, p. Leadership is regarded by many as the ability to guide others into actions that meet the needs of the organization. The responsibilities of managers and leaders within a group or organization are closely linked. Although critics consider POSDCORB to be an overly simplistic view of management, each of the seven elements continues to be evident within management practices. Finally, the manager demonstrates success in achieving goals by reporting (communicating progress and results) and budgeting (using scarce resources wisely). Staffing refers to the manager’s responsibility for recruiting, hiring, training, and maintaining staff, while also directing or guiding the organization to meet specific objectives, and coordinating or synchronizing the activities and use of resources. Organizing requires the manager to design an efficient and effective workplace. Planning refers to the action of determining goals for the future.

In the late 1930s, these five functions were modified and expanded to include seven elements known by the acronym POSDCORB ( MacLeod, 201 2). Management has traditionally consisted of five essential functions: planning, organizing, commanding, coordinating, and controlling.

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Nurses working on a code team may need to learn how to be good followers and take direction.Understanding principles related to management, leadership, followership, and mentorship is important for student nurses, who will both observe and experience countless examples of these four concepts throughout their careers.
