Essays line and staff relationship in nursing

Reasons for Line and Staff Conflict (With Resolution)

essays line and staff relationship in nursing

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The entire process occurs in a context consisting of physical space, cultural and social values and psychological conditions 7. Communication assists in the performance of accurate, consistent and easy nursing work, ensuring both the satisfaction of the patient and the protection of the health professional.

When health professionals are not trained in communication skills, they face more difficulties separating work from their personal life, tending to transfer problems from one side to the other 8.

Essays line and staff relationship in organization

Communication is an intrinsic characteristic of human nature. Communication has content and value. The contents regards to what was said, whilst the relationship regards as to how it was said. The nature of the relationship depends on how the two parties understand the communication sequence 9. Communication is never unidirectional. It is an interaction in which each sender becomes receiver and vice versa.

The failure to recognize the two-way communication capability, quite often leads to negative conclusions and attitudes Moreover, the message sent is not the same as the message received. The decoding of the messages is based on individual factors and subjective perceptions. This fact, in conjunction with the process of feedback makes communication. We interpret something that we heard not according to what the sender actually said but according to our own code Particular attention should be given by the caregivers to use technical terms and medical terminology during their contact with the ill, because it is often found that the patient ascribes different interpretations to what he hears or even more cannot understand what is meant exactly, mainly by the therapist, thus increasing mental stress, a fact which makes it more difficult to communicate with the patient Communication happens without words.

It is an ongoing process.

Essays line and staff relationship in an organization

This non-verbal communication is expressed by facial expressions, gestures, posture and physical barriers such as distance from the interlocutor It is important that there is an agreement between verbal and nonverbal communication. Particularly under stressful conditions where it is difficult to see the changes in the non-verbal messages of the patients with whom we mostly communicate Moreover, each patient has his own specific characteristics that influence not only behavior in the process of communication, but also if and how to cooperate with nursing services and how they will undertake self-management of health Listening is important in communication.

essays line and staff relationship in nursing

It is responsible nursing practice and requires concentration of attention and mobilization of all the senses for the perception of verbal and non-verbal messages emitted by each patient.

Good personal relationships are described as the ability of the nurse to ask questions with kindness and provide information in a way that does not scare, that demonstrates interest, creates feelings of acceptance, trust and a harmonious relationship, especially in modern multicultural society The therapeutic relationship is an important prerequisite to effective communication between health professionals and patients in order not only to transmit information, but also to effectively address mental processes which are activated by it.

The communication between health professionals and patients include the ability to express sincere concern for the care of the patient and the patient becomes a partaker of this interest 9. This will happen if the conversation is held in appropriate conditions. Even though it seems obvious, it should be noted that courtesy and kindness on part of the nurse is required 4 A key element is the need for a peaceful environment with no external distractions, which will ensure appropriate confidentiality of the dialogue.

Frequently we see the phenomenon of serious discussions taking place in the middle of the corridor of the outpatient department or the nursing department, clinic, or in some office of the hospital, in which third parties unrelated to the care of the individual patient are coming in and out In such an environment the patients are ashamed to express themselves freely Unfortunately, the concept of privacy is pretty much unknown to the Greek hospital system.

Skilled nursing operations for the patients are made in chambers without screens or in hallways, in front of others. Patients and visitors of hospitals move without restriction in all the areas of the nursing and clinical departments. However, it is up to us to teach our colleagues and especially the new nurses and their patients setting the right example, in order for things to slowly change for the better Even more than the comfort of space, communication with the patient requires ample time.

Each patient has his own way and pace to reveal his problem, but it takes some time to get to know the nurses and feel the confidence necessary to face them. The patient should have the feeling that the time-whether it is five minutes or an hour-is entirely his. The patient who has the undivided attention of the nurse reveals his problem sooner, with the satisfaction that the nurse has listened and observed him The language he uses for this purpose is very important.

Often the patient is bombarded with big words with little or no significance for him Once again the nurse may be directed to the ill in an incomprehensible way. Patients that are ashamed of their ignorance or are hesitant, avoid seeking an explanation, and as a result the consultation is inadequate and does not lead to the right outcome for the patient.

The language of communication should therefore be at the level of the listener, who is not able to assess our scientific knowledge, but has to understand what we are telling him Another important requirement for proper and successful communication between nurses and patients is frankness and honesty.

The discussion with the patient should leave no suspicions, doubts and misunderstandings. Communication as already stated is bidirectional, but the nurse or other health professional is responsibility for its proper conduct. Moreover, depending on the psychosynthesis it can be more or less calm. Reactions such as anger, disbelief, moaning, aggression and denial of reality are known defence mechanisms, which are recruited to help him adjust to the new situation he is facing 8 The angry patient usually does not have any previous personal differences with health professionals, although they are the direct recipients of his anger.

The latter should understand and accept these mechanisms which serve the underlying anxiety of the patient and to respond with information, awareness and readiness to provide all possible assistance Finally, people differ in their needs for communication. Some expect or require patient listening, without caring much about the answers. Others want a specific explanation for everything that happens to them.

These different needs should be treated accordingly by the nurses, who should be able to detect what each patient wants What of course in any case should be avoided by the caregivers is silence and indifference to the questions of the patient.

In the best cases, the patient will leave disappointed and in the worst really indignant with nurses 9. It is not only based on an innate ability that varies from person to person, but also on the necessary training and experience that one acquires during exercise Line and staff managers hold different positions in the organisational hierarchy and also have different perspectives towards the same problem.

This often results in line-staff conflict. Attitude of line and staff: The attitude of line managers is action-oriented i. They often have short-sighted approach and want easy solution to the problems. They have positive attitude towards the organisation. Staff managers, on the other hand, analyse the problem before jumping to conclusions, have a far-sighted approach towards the problem, analyse all possible solutions to the problem before arriving at a decision time and money are not constraints for them to arrive at a decision and often have critical attitude towards the organisation.

Thus, different ways of looking at the same problem may result in conflict between line and staff managers.

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Staff performs only advisory functions. Actual implementation of the advise is the task of line managers. The results are also the ultimate responsibility of line managers.

If the plans fail, line managers put the entire blame on staff managers that the plans have not been properly framed and staff managers, in turn, put the blame on line managers that the plans have not been implemented properly. The approach or orientation of line and staff managers towards each other results in conflict of thoughts and action. Reasons for line-staff conflict are mentioned below reflecting the attitudes of line managers and staff specialists: They deal with the organisation as a whole and, therefore, are highly protective of the organisation.

Since they hold ultimate responsibility for organisational decisions, they generally want simple and easy solutions to solve the organisational problems. They often have a short-sighted approach towards organisational problems. They are accused of asking wrong questions at the wrong time. They are highly action-oriented and want immediate and easy solutions to the problems.

They feel staff members lack experience to work in functional areas. They are specialists in their areas of experience; do not view the organisation as a whole; are often critical of the organisation.

They study the problem in depth before making recommendations, arrive at all possible solutions to the problem, analyse their pros and cons and arrive at the most feasible solution. In this process, they offer solutions which line managers feel are complicated to be implemented. Their approach towards the problem is often far-sighted and has a long-range orientation. They are accused of giving wrong answers as they do not relate these answers to the overall organisation structure.

They are highly analytical, thought-provoking and have a far-sighted approach towards the problem and, therefore, arrive at solutions after spending enough time in studying and analysing the problem. They feel that line managers do not try new ideas and prefer to work with the existing knowledge.

From the view point of line personnel, conflict is created because staff personnel tend to: Assume line authority, b. Do not give sound advice, c. Steal credit for success, d. Fail to keep line personnel informed of their activities, e. Do not see the whole picture. From the view point of staff personnel, conflict is created because: Line personnel do not make proper use of staff personnel, b. Resist new ideas, c. Refuse to give staff personnel enough authority to do their jobs.

Resolution of Line and Staff Conflict: The following measures can improve the line and staff relationships: Clear understanding of the authority-responsibility structure: A clear understanding should be developed among the line and staff managers that accomplishment of organisational objectives is the responsibility of line managers and staff is only to provide advisory functions to the line.

Both line and staff have authority to discharge their respective functions though the authority differs in nature. Staff should understand that they have authority to make decisions but do not have authority over line managers.

essays line and staff relationship in nursing

They can only persuade line managers to accept their decisions but not order for their implementation. Line managers should seek assistance from staff in time and not after the problem becomes difficult to be rectified. Staff should be involved at the planning stage of activities so that problems related to their specialised areas do not arise at all.

In case staff advice is not acceptable to line managers, reasons should be explained to staff specialists rather than outright rejection of their advice. Staff people should also understand the restrictions that line managers face in accepting their advice. Line managers should spend time with the staff, give them a patient hearing and arrive at the best solution to the problem.

It has been found that plans made by line managers in consultation with staff specialists are more readily accepted by the top managers than those where staff involvement is minimal. There should be regular flow of information between line and staff managers so that whenever the staff senses a problem, it offers suggestions to line managers without being actually called to do so.

Staff should offer suggestions knowing the fact that line managers can reject or amend them.

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They should work in the interest of the organisation rather than making issues related to ego problems. It is a technique where staff specialists do the complete task of finding the problem, analysing it, thinking of alternative solutions and arriving at the best solution through their scientific judgment and analysis. They work on the problem without discussing it with line managers.

Thus, line managers save time on continued discussions and meetings and get the draft solution to the problem.

The entire project of analysing the problem and presenting a solution is taken care of by the staff specialists without bothering the tine managers. Such a technique justifies the staff existence and motivates them to think of the best solution to the problem. The complete task of studying the problem, listing alternative solutions, their effect on the organisational activities, methods of implementation, acceptance of those who are likely to be affected by implementation of suggested recommendations, suggesting ways to overcome the problems in implementations; is done by the staff.

Line managers, of course, may or may not accept the solution; though, in most situations, such solutions are accepted by them. The staff should understand that since ultimate responsibility for goals is that of line managers, they may be little apprehensive about implementing staff suggestions every-time they are offered. Staff should be tolerant to appreciate the apprehension of line managers rather than feel offensive.

Forming committees of line managers and staff specialists helps in improving line-staff relationships.