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Introduction
Medical practice is characterized by different specialties and professions. Health practitioners working in different settings must possess specific competencies in an attempt to support the needs of their clients. The outstanding fact is that direct and indirect care providers possess some universal competencies (Roussel, 2013). A proper knowledge of role-specific competencies can support the career goals of many practitioners. This essay compares and contrasts the core competencies of Nurse Administrators (NAs) and Family Nurse Practitioners (FNPs). The implementation of the competencies will also be analyzed.
Competencies of a Nurse Administrator and Family Nurse Practitioner
Nurse Administrators (NAs) should have specific competencies in order to improve the nature of healthcare delivery. The first important skill is the science of management. These administrators should be able to manage their followers, make appropriate decisions, and solve problems (AONE Nurse Leader Competencies, 2016). They should be aware of the art of leadership (Roussel, 2013). They should use their leadership styles to promote cohesion, teamwork, and empowerment.
NAs should be able to act as agents of change (Roussel, 2013, p. 54). They should be aware of different management and information systems in order to support the needs of their workers. They should promote the most appropriate healthcare delivery models. Such models should support the health needs of diverse populations (AONE Nurse Leader Competencies, 2016).
On the other hand, FNPs should have powerful abilities in order to deliver quality health support. The roles of these practitioners differ significantly from those of NAs. This is the case because they should have skill-sets capable of supporting the health needs of every patient. The first skill-set focuses on the issue of leadership. These FNPs should be able to lead different communities and care teams. They should use effective communication and advocate for improved care (Blegen, Goode, Park, Vaughn, & Spetz, 2013, p. 91). They should also have effective quality competencies. This means that they should promote excellence in healthcare and consider new interventions to support the needs of more patients.
These practitioners should also be aware of different policies and technological changes in healthcare. Such competencies will make it easier for them to use modern informatics and promote ethical practices. They should also be ready to practice independently. These practitioners can be licensed to operate independently. Such practitioners should demonstrate the highest level of professionalism and accountability whenever working with different families (Blegen et al., 2013, p. 92).
Cultural competence is also critical for these professionals (Blegen et al., 2013). FNPs should be able to offer quality support and care to persons from diverse backgrounds. They must also promote the best health delivery models. This goal is achieved through the use of positive organizational ideas and theoretical concepts. The approach also minimizes medical errors and risks.
This analysis therefore shows clearly how the roles of FNPs differ significantly from those of NAs. Nurse Administrators should possess effective managerial skills while FNPs should be aware of the most appropriate health delivery models. The NAs will lead their followers while FNPs implement desirable healthcare delivery systems (Brassard & Smolenski, 2013). However, competencies in health informatics, communication, care delivery, and leadership are shared by the two professionals.
Similarities and Differences in Implementation of the Competencies
These two roles are defined by different goals and objectives. That being the case, these professionals will use their competencies differently in order to achieve the targeted objectives. Nurse Administrators will use appropriate leadership skills to empower their followers and workers (Roussel, 2013). On the other hand, FNPs will use their leadership competencies to improve the healthcare delivery process. NAs will also make decisions and share them with their subordinates. FNPs will also make positive decisions that can influence the quality of care delivered to the different patients (Brassard & Smolenski, 2013).
FNPs use their cultural competence skills to offer evidence-based care to their patients. NAs might possess the skill to address the issues affecting different stakeholders in their respective facilities. NAs will use their technological ideas to monitor new technologies and informatics that can support the performance of their followers. However, FNPs will use modern technologies and informatics to improve the quality of patient care (Brassard & Smolenski, 2013).
Family Nurse Practitioners have a role to design and implement effective health delivery models. NAs will only be required to ensure the existing health practices produce quality results. NAs use the art of leadership to mentor others while FNPs embrace the concept to influence the outcomes of their patients (Roussel, 2013). That being the case, FNPs and NAs possess some similar core competencies that are applicable in every healthcare environment.
Conclusion
The diverse roles of these professionals explain why the above skills are implemented differently. However, the outstanding observation is that all the competencies focus on the health outcomes of the targeted patients and communities. Healthcare professionals should therefore work hard to acquire appropriate competencies that have the potential to support their career goals. They should also collaborate with other practitioners in order to offer quality patient support. FNPs should also focus on the best core competencies in order to improve the quality of care available to the targeted family members and communities.
Reference List
AONE Nurse Leader Competencies. (2016). Web.
Blegen, M., Goode, C., Park, S., Vaughn, T., & Spetz, J. (2013). Baccalaureate Education in Nursing and Patient Outcomes. The Journal of Nursing Administration, 43(2), 89-94.
Brassard, A., & Smolenski, M. (2013). Removing Barriers to Advanced Practice Registered Nurse Care: Hospital Privileges. AARP, 1(1), 1-12.
Roussel, L. (2013). Management and Leadership for Nurse Administrators. Burlington, MA: Jones & Bartlett Learning.
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