Board Conflict At The Crescent City Nursing Center

This author spoke with several nurses to discuss Summa’s shared governance. There were two that had two opposing views of it. One nurse, who was younger, felt that the shared governance was just for show to achieve Magnet status. The cons she found was that the recommendations that staff nurses made were just ignored. Another problem she found was that the work that was put into it was not being reimbursed financially. Problem with shared governance is that it is believed to exist where there is empowerment, but it is has more to do with traditional board governance with some staff input. The result is that it is not founded in the actions of the staff nurse, but the actions of administration (Joseph & Bogue, 2016). The other nurse, who was older, was very excited to discuss shared governance. Her department was the first at Summa to initiate shared governance. Some of the pros were nurses had a voice and a path to follow to institute change. She explained how she

Duke University Children's Hospital was facing a financial crisis in 1996 that required turnaround and transformation in order for the hospital to survive (Spector, 2013). On top of the financial crisis, caused by decreased Medicaid allowances and an increase in capitated reimbursement patients, patient and staff satisfaction had reached an all-time low (Spector, 2013). The hospital's chief medical director, Jon Meliones, understood that the hospital could only do so much to control their financial outcomes and a united front would be needed to bring about effective and impactful change (Spector, 2013).

Gill puts forth his four pillars of excellence in which he thinks every good board possessed. These pillars are Board Development, Management of board work and meetings, decision making and . board and organizational culture.Throughout this paper I will show how after the departure of sarah the league designed and created a good board by implementing each pillar.

The Health Care System 's purpose is to meet the physical and mental health needs of the communities in which they serve, these systems operate using people working within heal care facilities as well as other health delivery resources. One group of individual that help with facility operations are nursing administrators. Nursing Administrators contribute in managing along with directing the nursing care delivery system. Their leadership style, characteristics, communication strategies, including the way that they negotiate as well as manage conflicts can determine the quality of the healthcare services treat the facility provide as well as help to develop a set of guidelines to standardize the type and quality of the nursing services. (Cipriano, 2011) Together the Nurse Mangers work toward the same goals along with guiding nurses in their practice and contribute to the facilities successes. (Frankel, 2011) The nursing leaders are advocates who directly affect the quality of the nursing care along with also having a positive impact on healthcare through leadership.

Healthcare environments are often plagued with dysfunctional behaviors that create antisocial, self-defeating behaviors (Porter-O’Grady & Malloch, 2014). Traditionally, healthcare providers were males that dominated the profession which created a sense of personal entitlement and resistance to change (Porter-O’Grady & Malloch, 2014). With the advent of the Affordable Care Act (ACA), healthcare is in the midst of a paradigm shift that embraces change, efficiency and collaboration, a foreign concept to some traditional providers. Traditionally, prior to the implementation of the ACA, physicians felt empowered and in control (Porter-O’Grady & Malloch, 2014). Under the ACA, healthcare organizations fervently transformed their facilities to accommodate the mandates of the ACA, such as CPOE. With this loss of control, physicians are angry and passively transfer that anger to the supportive nursing staff. Because hospital leadership traditionally did not challenge the physician behavior, this anti-social behavior is tolerated. Consequently, nurses develop fear, distrust and discouragement, which compromises the collaboration that is necessary to produce quality patient outcomes. Porter-O’Grady and Malloch (2014) outline ten principles to minimize this type of organizational toxicity that manipulates progress and collaboration. These principles are tools that work to transform the dysfunctional, toxic environment into a healthier,

Mindy Alternot is an administrator at Seaside Convalescent Care Center (SCCC). She has begun to have major issues at this facility and the longevity of this company is at a crossroad. Mindy was hopping that she could turn this facility around; however, it proved to be much more difficult than she thought. SCCC has a fine of $3000 a day for noncompliance because they were dined payment for a new admission. Mindy has begun to blame her nurse’s aides (NAs), because they account for more than 90% of the hands-on patient care. Mindy cannot find good NAs and is having well over a 100% a year turnover rate. She tried to motivate and improve training her NAs so that they would find new meaning and purpose for their jobs. Her intensions was

One way to view the HealthAmerica Mount Olivet Medical Center Intergroup Conflict Case is from the human resource frame. This frame puts the human perspective as the focal point of the issues surrounding HealthAmerica. Using the human resource frame to define the issues will explain underlying reasons for the issues and provide options for mitigating the issues at hand with the aid of Argyris and Schöen’s theories for action. Nancy Grower’s desire to keep control over MOMC’s nurses conflicts with HA’s corporate and Sheila Hines’s objective to standardize nursing’s Professional Standards Committees across the health system.

Resources that relate to patient care have been cut, such as lacking an adequate supply of clean linens on weekends and nights for patient rooms. While resources relating to patient care have been cut, the CEO’s salary went up from $800,000 to $1,100,000 this past year. Nurses have mobilized and created a voice for themselves and are pushing to unionize with the California Nurses Association (CNA) to fight for more resources and better wages. Since the protesting and unionizing rallies, Huntington has hired expensive anti-union companies to surveillance, intimidate, question nurses and try to divide and oppress the unionizing efforts of the California Nurses Association (CNA).

Coastal Surgical Institute’s structure provides the Director of Nursing, Nancy Steffora, the freedom and flexibility to attract and hire great staff members. Nancy wears every hat in this small surgery center, but perhaps the most impactful is her implicit title: Director of Human Resources. Nancy is responsible for a strategic hiring process, along with employee retention, training, and conflict resolution. As discussed by Bolman and Deal in the context of managers, Nancy spends much of her time relating to people, whether through face-to-face conversations, meetings, committees, phone calls, or text messages. At CSI, Nancy’s communication is paramount; similarly, Nancy’s round-the-clock commitment to the surgery center sets the tone for the rest of the employees.

In large corporations the success or failure of the company is the responsibility of the board of directors. According to Richard DeGeorge, “The members of the board are responsible to the shareholders for the selection of honest, effective managers, and especially for the selection for the CEO and of the president of the corporation.” (p. 202). The board members have a moral responsibility to ensure the corporation is run honestly, in respect to its major policies, and to ensure the interests of the shareholders are satisfied. The next responsibility within a corporation is the responsibility management has to its board of directors. DeGeorge writes, “It must inform the board of its actions, the decisions it makes or the decisions to be made, the financial condition of the firm, its successes and failures, and the like.” (p. 202). The management of the corporation is morally obligated to

Westmount Nursing Inc. is a for profit chain with seven different nursing homes. It has a grown from a small few bed facility to a facility with 4 different divisions that made to help make seniors more independent. The Westmount Nursing Homes were in search for a chief executive officer and president, which was filled by Shirley Carpenter. After Shirley Carpenter came on to the company, many changes were made and implemented. Some implementations were successfully, but she was also challenged with many problems with the Union Federation of Nurses and the Board of directors regarding wages and total quality management implementation. My recommendation would be for Shirley to stop the implementation of total quality management and focus on

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

Upon analyzing GWC’s human resource frame, we recognize that GWC does not align organizational needs with human needs. For example, people need salaries, benefits, and opportunities for growth to enrich their livelihood (Bolman & Deal, 2013). GWC does not provide health insurance or benefits for their employees and their medical assistants (MA) are paid below the state minimum wage. Additionally, the morale at GWC declines as frontline staff verbalize pressure of being overworked with high stake responsibilities. The nurse practitioners (NP) express their frustrations stating they are not treated respectfully by the BM. As conflict at GWC escalates, the organization does not appear to have a strategy for resolution. If GWC cannot meet their employees’ basic human needs, self-actualization cannot be expected.

This company in recent past was floundering under a leadership and management style that had become bloated and unproductive. The board of directors had swelled to more than 50 members with no clear lines of communication between the board, the CEO, and management. This created a void as directives and tasks became poorly understood and remained unfinished. The goals of

Usually in corporations there is a clear distinction between the people who take critical decision – Board of Directors – and the people who actually execute the decisions – management. In FBM, many managers were also part of the Board. This arises conflicts of interest. This should be avoided.