Case Study : Andy Prescott 's ' The Chief Of Vascular Surgery '

For this essay I will be reflecting on the influences on, how the role of the operating department practitioner (ODP) has developed within the multi-professional healthcare team. I will also be discussing in this text some of the historical, political, legal, social, and cultural influences of the ODP. And I will be reflecting on my personal experience working within the operating department for the first time as a student, using the Gibbs cycle (1988.).

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

In the case that was presented in this week’s case study, the focus was placed on St. Michael’s Health Centre, the CEO of 7 years, Kevin Cowan, and the transformative culture due to a change of leadership styles. Prior to Cowan’s reign as CEO the work environment was hostile, unproductive and combative. The efficiency was at an all-time low and was hemorrhaging money at an accelerated rate. During Cowan’s time at St. Michael’s Health Centre (SMHC), he was able to encourage the repair of broken relationships, raise morale and transformed the business into a working and successful one. The stakeholders involved covers a wide range; the most obvious being the employees of St. Michael’s Health Centre and the customers they serve, but it also influenced the health care unions, Chinook Health Region (CHR) employees, the media and the family and friends of patients being cared by SMHC. With the increase of employee morale, one can also argue that those affected would also reach the family and friends of SMHC’s employees and the community as a whole.

The ultimate goal for myself, and the initial reason for studying with the Distance Learning Centre, is to become an Operating Department Practitioner(ODP). The role will involve working within operating theatres inside hospitals to support patients throughout their time during certain operations, or ‘periopertive journey’ (Health Education England, 2014b). I came to the decision to focus on making this my chosen career in November 2012 through word of mouth and a significant amount of research. The profession carries an extensive list of positives and negatives, along with how well it fits my personality and previous experiences; despite never working within the health sector previously.

When I just looked at the title of this book “If Disney Ran Your Hospital 9 1/2 Things You Would Do Differently”, I was pretty skeptical. “No way. A hospital is neither a fun place nor entertainment. We deal with lives. Responsibility is huge.” But, Mr. Fred Lee, the author of this book, was very well aware of that. He hit every single point I wanted to argue. Going to read the book, a lot of relevant memories came up in my mind since I had worked for a hospital for a long time. I was convinced that Disney’s approach to quality improvement is applicable to hospital management. Out of 9 1/2 things, I would like to talk about three actions that left marks on me with my experience: service vs. experience, rewards to motivate people and closing the gap between knowing and doing.

In this paper I will discuss the conflict that is occurring at General Hospital, the conflict management styles that are evident in the case, and how General Hospital could have used teams to address the cost reductions needed to stay competitive. I will also describe how the CEO of General Hospital, Mike Hammer can us negotiation skills to get buy-in for the cost reductions and finally I will recommend a strategy for Hammer to resolve the problem.

Firstly, I would admit that Ventura is a great surgeon and his technically skills are highly recognized by all employees in cardiovascular center. Due to his hard and excellent work, the vascular department had been improved. He had contribution to the entire Mitchell Memorial Hospital. But I think his issues working with other coworkers become interference to the whole cardiovascular team. The renewal of the contract with him needs to re-considered. I would address the issues that the residents taught by him leave the program or is lack of operation experience. Some surgeons working with him could hardly con-duct operation under his control and couldn’t feel the value being in the team. There is some boundary issues with nursing staff. OR is not a place for himself to perform a surgery. If he doesn’t show respect and patient to coworkers,

As noted, on February 29, 2016, the patient was nonetheless admitted to the UCR hospitalist. This was a senior member of the UCR hospitalist team who knew or should have known all of the policies and procedures for admission, and should never have admitted the patient as an attending to the hospital. In so doing, he was directly and deliberately interfering with the doctor patient relationship.

Katie is working in her local NHS hospital on a six-month internship.,During her time there, the

1. Elimination of the “perks” that Dr. Ingelson previously received. This will reduce the physician politics that has been occurring at Attica Memorial. It will also decrease one employee feeling underappreciated.

Invasive Cardiovascular Technicians are an integral part of the healthcare setting. The discipline takes many years of learning and dedication to do well. It also requires individuals who are competent, skillful, knowledgeable, and open to saving the lives of others. Invasive Cardiovascular Technicians are knowledgeable in anatomy, physiology, pathology, cardiovascular pharmacology, basic and advanced electrocardiography and electrophysiology, physics, hemodynamics, and radiology (). They are also skilled in IV administration, diagnostic cardiac catheterizations, Advanced Cardiac Life Support, angioplasty, stents, and vital sign monitoring (). The purpose of a Cardiovascular Technicians is to assist the cardiologist with data formation and collection and to aid in interventional and diagnostic procedures. Cardiovascular Technicians are trained and responsible to treat patients who go into cardiac arrest or who experience other complications. And under a physician, an invasive cardiovascular technician is also responsible for administering cardiovascular medications to patients.

“Lead by example.” -Anonymous. This is a quote that I think really represents me because I may not always be the most outgoing, but I show my leadership by being a role model. I have been able to prove to myself and others around me that I can be a leader and example in anything I do. My major leadership accomplishments have come from volunteer experiences.

All of us have a natural leadership style within us. However, the way we go about displaying this natural leadership defines whether we are a good leader or not. A good leader is someone who helps teach, respect, and inspire the lives of individuals around them. Also, a good leader is someone who is not afraid to step up and take action when it is needed to be. As a result of stepping up and taking action, they are radiating the natural confidence and power that a good and strong leader should contain. In all, a good leader is someone who listens and cares about the lives of the individuals that surround them, and every action and decision they make is for the benefit of the greater good.

Scenario: As the new clinical manager at St. Agastine Hospital, I have noticed that employees feel overworked and have low morality. After careful examinations, I noticed that there is low communication between staff, unsure if their workplace safety is taking seriously, high culturally diverse In the organization creating unintentional miscommunication, and employment grievance regarding their work schedule.

1. What are the key issues that Barbara Norris faces at the GSU? Why are they important to the organization?