ABSTRACT
This chapter considers some of the practical issues for intensive care unit nurses who are beginning to develop their management skills and provides a troubleshooting introduction for staff not normally in charge of their units. Previous experiences – professional or social – may be transferable to managing the intensive care unit. Allocating staff may be guided by managerial structures, such as teams. Specific allocation should consider: maintaining patient safety, optimising patient treatment, including continuity of care, and developing and supporting staff. P. F. Drucker identifies five roles for managers: setting objectives, organising, motivating and communicating, measuring targets, and developing people, including themselves. Maintaining staff and unit morale is therefore a management priority – loyal staff is more likely to support shiftleaders during crises. People respond to the way they are treated, and this applies as much to staff as patients. Devolvement of budgets has inevitably led to shiftleaders having both financial authority and responsibilities.
