Case Study Lincoln Hospital Third Party Intervention

As human being we all think, feel, behave and perceive life in different ways as we all have different expectations. Conflict is part of life and it can be part of any situation. Especially in nursing field where working as a team is highly emphasized, every member of the team collaborate together in order to meet patient needs and improve patient outcomes. That being said, nurses have to collaborate with coworkers that have different social groups, ethnic, and educational backgrounds. This paper will give a synapsis about a disagreement that happens between a register nurse (RN) and a license practice nurse (LPN) in a forty bed medical surgical unit with sufficient staff coverage with RNs LPNs and UAPs. As the manager of this unit, while

I work as CNA in a nursing home usually one or two days a week. We are three CNA that work under supervising a nurse. There are 22 people in the hall that we work in there. We have to work as team and corporate with each other to get jobs done on time. The important points that help the team reach the goal are, proper time management, following the nurse care plans and guide lines, considering the facility policies, cooperation and helping each other. There are too many challenges that we face in every minutes of our job. The challenges include: limited time, too many people and too many responsibilities, instability the patients mood, the severity of patient disease, failing one of the team member to do the responsibilities on time,

everyone has different style when it comes to management. Because it is not an easy task it may be very demanding on anyone having to fulfill his responsibilities correctly. Considering that the manager doesn’t only have to make sure policies are followed correctly but also ensuring that the staff does the job correctly. Because nursing staff ratios can have an influence on managers as nursing lacks can intensify the chance of error. As a result Patients care may suffer and that can cause nurses to get

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

A new director decides to reorganize the department you work in. This reorganization comes about without input from the employees and many of the nurses that you oversee are feeling resentful of the change. As a nurse leader, identify factors that may lead to conflict and ways you can manage them.

When nurses faced with such issues in work setting; it can possibly lead them to having a poor self-esteem, disconnectedness and subscribe to submissive-aggressive syndrome to affect change, which leads them to show their frustration towards other nurses specially the new nurses on the unit rather than confronting the issue. Submissive-aggressive

These can be further sorted out by creating a Good 'Culture' in the organization, which is based on principles and

Seaside Convalescent Care Center (SCCC) has many issues that need to be addressed in order to be compliant with state and avoid fines. Due to SCCC high turnover rate tenured staff is not always readily available to train and mentor new staff. For months management tried offering incentives to make staff, particularly the nursing assistance feel like a valued member of the team. Nothing management did seem to stop the high turnover rate and motivate the staff not to be untrustworthy, undependable, and condescending (to residents). Management gave all responsibilities to the Director of Nursing(DON) in hopes that her tenure and experience would turn SCCC around. The DON used a coercive leadership style because she did not value her nursing assistance and assumed they would eventually quit anyway. The coercive leadership style should only be used when for very problematic subordinates

Garner buy-in from facility management to work together to solve this problem that negatively affects all parties involved.

My own personal approach to this issue to concentrate how resolve the staff ratio problem for patient safety. because seema will choose to connect with employee in the leadership decision making. Seema wants to more successful in the nursing management. Nurse leader needs to make a plane every day according to patient ratio and divided the limited patient to per nurse which one the nurses can take care easily and can accept the good outcome. Because patient satisfaction is very important for the nurses and nursing management. Seema will have encouraged people to provide feedback about my leadership direction and will be aware about the schedules up every few weeks in order to keep the work environment safe and healthy. It will be big help to

The principal organizations must endorse the idea of planning for the fewer managers, employees, shared decision making, greater decentralization, expanded practice, diminished support resources, and the brand delivery models. The respective hospital administrators should also consider endorsing the placement of monetary value to patient satisfaction. The nursing leaders in every level, in the respective organization, must consider managing basing on the evidence-based principles of management. The aspect of meeting the challenge involves the succession planning that

Columbus Regional Health (n.d.) serves 10 counties in Southeast Indiana. The demographics include a predominantly Caucasian population of approximately 300,000 people (Economic Opportunities through Education by 2015, n.d.). In southeastern Indiana, about 140,000 individuals have employment, and 15% of them, who are over the age of 24, have a bachelor’s degree (Economic Opportunities through Education by 2015, n.d.). Approximately 30% of the high-school students drop out in this mainly rural area with a flat population growth (Economic Opportunities through Education by 2015, n.d.).

There are many operational level improvements like governance, process, policy & procedure even technology can be addressed. However, none of these tactical solutions can help Memorial Hospital to gain and sustain long term success without solving a few major problems. These problems are listed below:

As nurse manager Barbara is responsible for managing the staff, scheduling and budgeting for the unit. Her staff includes twenty-five registered nurses and eight patient care assistants (PCA’s). The unit is known for its culture of confrontation, blaming, and favoritism. The staff is dissatisfied, unmotivated, and not functioning as a team to deliver quality patient care. In Barbara’s first month she has lost two RN’s and due to a hiring freeze at EMU Barbara was not able to replace the positions. The unit is short staffed, stress levels are high and employee morale is low. Barbara meets individually with twenty or so staff members and comes to the conclusion that no one is happy and she has a lot of work to do. There are multiple groups that Barbara has identified issues with and she must come up with an action plan to manage the discrepancies. She has found issues in downward management which involves senior nurses, newer nurses, and patient care assistants, and in upward management including administrators and physicians,

After anticipating a need for change, it is necessary for the OD practitioner to enter the system in order to develop a relationship with the client. The relationship is important because it is contingent upon the accomplishment or disappointment of the OD program. The practitioner aim is to initiate open