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Write an answer to this and use at leat one reference but not the same that appear here. 1. Describe the organizational characteristics of the facility in which you currently have a clinical assignment. Include the following: a. Type of organization: Rehabilitation center b. Overall climate of the facility: Quality service, organized and friendly staff, optimum medical equipment. c. How the organization is structured: This center is a structure in a traditional hierarchical structure, the employee is ranked from the top to the bottom. From the nurse manager of the medical director, nurse manager, nurses, and nurse assistant. d. Formal and informal goals and processes of the organization: Formal: Every nurse will provide to their patients with excellent health care. Informal: Their pre-fill some patient records the day of admission with information that never changes diagnostic and procedures. 2. Why is the work climate of an organization important to nursing leaders and managers? Healthy work environments have both direct and indirect impacts on patient safety. Healthy work environments have been linked to increased nurse, leader, manager, and health care worker retention, recruitment, job satisfaction and have decreased stress and burnout, which subsequently leads to safer patient practices. A healthy work environment is a productive and collaborative setting in which nurses and other health care workers are free from physical and psychosocial harm while maximizing their ability to provide safe, quality care, along with meeting personal needs and with the empowerment to promote a satisfying work experience. Work environments that are negative, demoralizing, and have unsafe work conditions are deemed “unhealthy” and have been correlated with unsafe patient practice, nursing shortages, nursing job dissatisfaction, and low productivity. The achievement of a healthy work environment is multifactorial and requires the support of the health care workers through an environment of positive communication and co-worker team efforts. Healthy work environments, guided by authentic leaders, produce superior outcomes for both staff nurses and patients. 3. What are the ways in which a nurse can enhance his or her expertise? Steps that nurse can enhance their own competence: Participate in interdisciplinary team conferences and patient-centered conferences on your units. Attend continuing education offering to enhance your expertise. Attend local regional and national conferences sponsored by relevant nursing and specialty organization. Read journals and books in your specialty area. Participate in nursing research projects related to your clinical specialty. 4. Explain “shared governance,” and describe how it can affect the power structure of a health-care organization. In share governance, staff nurses are included in the highest levels of decision making within the nursing department through representation on various councils that gov.
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Reply 1 Yanira Sanchez 4 posts Re: Topic 5 DQ 1 Leadership in nursing is a key part in providing high quality healthcare to patients and in creating a conducive environment where staff are empowered. A nurse leader basically shows the other nurses the way and acts a bridge between them and the administrative leaders of the hospital. One of the responsibilities of a nurse leader is advocating for great patient care and needs of their unit nurses (Al-Dossary, 2017)by publicly supporting them. Another role is setting clear goals and accomplishing them successfully as well as building rapport with their followers. Application of creative thinking and problem solving skills should be part of day-to-day of a nurse leader. Other responsibilities include supervision of healthcare delivery, staffing and delegation of tasks to the nursing staff. Education greatly contributes to nursing leadership skills; therefore, nursing education is crucial. A master’s education encompasses a course in leadership and care delivery which increases the effectiveness of leadership nursing as opposed to a newly registered nurse (Al-Dossary, 2017). For one to be an influential and successful nurse leader, strong interpersonal skills such as empathy and openness are very essential. This helps understanding the feelings of the staff and responding appropriately to them. Emotional intelligence is also significant since it leads to positive relationships between the nurse leaders and the staff (Hughes, 2017).This refers to the ability of one managing their emotions and those of others. These traits and more such as flexibility and integrity enhance good patient care, teamwork and promote a healthy working environment for nurses. . References Al-Dossary, R. N. (2017). Leadership in Nursing. IntechOpen . Hughes, D. (2017). Standout Nurse Learers. Nursing Management . Reply 2 One of the most significant factors in empowering and encouraging nurses, who make up the vast majority of the healthcare workforce, to perform at the highest level of their licensure is nursing leadership. American Nurses Association (n.d) describes nursing leadership as "a nurse interested in excelling in a career path, a leader within a healthcare organization who represents the interests of the nursing profession, a seasoned nurse or healthcare administrator interested in refining skills to differentiate them from the competition or to advance to the next level of leadership." In my experience, one of the formal roles as a nurse leader is charge nurse for the respective department or unit. Although it's normal to concentrate leadership efforts at the top of a hospital or health system, middle-management leaders (such as nurse practitioners) are critical to an institution's progress. They have a direct influence on many front-line caregivers and healthcare staff. One of the formal roles of nurse leaders is the charge nurse for the respective department or unit. In our organization, to hol.
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Physicians have extensive education and are likely to work in a position that entails the exercise of a great deal of operating autonomy. Yet many characteristics that make for an effective high-skill professional, such as independence, also tend to make that employee difficult to manage at times. While it is certainly important to cultivate independence in those persons who are on their own much of the time, at times even the lone operator must be counted on to be a team player. Physicians also have a healthy ego to be able to operate as a visiting expert. The high-skill professional is indeed one who may often be viewed as needing to be in control of the situation. The healthy ego, so helpful to the professional while on assignment, can sometimes be troublesome to the manager. The successful manager of the high-skill professional must adhere to a number of guidelines: Consider what most strongly motivates the individual; it is often income or scientific data Thoroughly orient each physician to the organization, its policies, and its goals Encourage physicians to take part in determining the scope and direction of each change Encourage physician self-governance and innovation Develop a trusting relationship to assure confidence in physicians ability Learn and educate yourself about their profession and/or specific clinical topics prior to discussing them Understand the differences in communication styles between administrators and physicians Recognize the common goal is to provide the best care for patients There is a patient at the end of every decision you make An important aspect to consider is that administrators and physicians have different motivations. Administrators tend to focus more on documentation and physicians care more about face-to-face time with their patients. However, there are also differences in motivations based on the level of physicians. Front line physicians care more about the instruments they use, their staff, and operations aspect of patients. Conversely, the chair is more interested in balancing the demands and keeping everyone happy by providing feedback and conducting surveys. Finally, the chief is focused more on keeping all positions filled. They want to be able to manage their physicians and their residents in order to maintain a good program. Due to the fact that documentation is not a priority for physicians, administrators must continually remind them of the importance behind it and assist them by streamlining any processes that would make this easier for them. Educate them on the organization’s vision in order to align goals. It is crucial for physicians to understand the culture that the facility promotes. This can be achieved by familiarizing them with the facility, staff, and providing background information, such as previous breakthroughs. SKILLS PRACTICE 3.10 – PARTNERING WITH PHYSICIANS Close the l.
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