c. Maintenance and serviceability of equipment are also management
responsibilities. Equipment must be checked for proper function, inspected for damage
or leaks, calibrated, and tested on a regular basis. Local policy dictates what is to be
done, but it is the responsibility of the enlisted manager to make sure that it does get
done at the proper time and by the appropriate personnel. Much supply and equipment
maintenance is done on the "user" level and, again, it is the responsibility of the enlisted
manager to be certain that the individuals using the equipment are familiar with the
correct procedures for its operation and maintenance.
3-10. MANAGING WORK CENTER OPERATIONS
Support of health care operations involves management of the work center itself,
in day-to-day operations and in long range planning strategies. Readiness of personnel
and equipment must be maintained for efficient operations. To sustain readiness, a
paraprofessional in-service program must be developed and implemented. Individual
progress and abilities of each subordinate must be tracked and documented. Time
schedules and task assignment rosters must be prepared to support daily operations in
the work place. The work center itself must be set up and maintained in a manner that
allows for efficient operations. A ward, unit, or section SOP must be implemented and
enforced in order to provide guidance and standardization for procedures. Periodic
inspections must be conducted to ensure safety and cleanliness. The enlisted
managers must be familiar with all aspects of operations in their section and act as
"troubleshooters" when observing daily activities and operations.
3-11. MANAGING PERSONNEL
a. Of all the management skills required, the ability to effectively manage
personnel is the most crucial and most difficult. When managing personnel, the M6
practical nurse is concerned with daily appearance and military bearing, attitude, job
performance, and training needs. The manager must also be informed about the
soldier's off-duty activities and behavior. Additionally, each soldier's first-line supervisor
is responsible for overseeing the development of that individual into an effective and
efficient soldier and future NCO. The practical nurse manager must be aware of the
educational needs, performance capabilities, and personal goals of each subordinate
worker, whether military or civilian. Taking the time and initiative to know your
personnel as individuals will make managing them easier for you and communicating
with you easier for them.
b. The following categories identify the responsibilities of the enlisted
manager in the scope of personnel management. Listed under each area are only a
few examples of the tasks performed by the practical nurse manager.
(1) Personal and professional development of the soldier.
(a) Recommend promotions, awards, and punitive actions.
MD0910
3-9
Previous Page
