Coastal Surgical Specialist Incorporated Operates Essay

The interviewee claimed that, the quality improvement and star rating is a driving force in the care delivered. The nurses are much more motivated when they know they are recognized and valued for their effort. Teamwork and collaboration between all interdisciplinary teams and management improves the way the care is delivered. Through training and innovation with new technology,

Advocate Illinois Masonic is a 408 bed Level I trauma center teaching hospital. Although the hospital isn’t attached to a university, it plays host to 200 residents and 500 students. The HIM department rests on the first floor and basement. The department has close to 40 employees. At this particular facility the morgue is under HIM department, which is a new trend. The HIM department has ROI, Outpatient Coding, Vital Stats, Medical transcription and unbilled accounts, Risk Management, Subpoena Clerk, Deficiency Analyst, Registry coder, Document Imaging and HIM Clerk. These are the different areas of the HIM department at Advocate Illinois Masonic Medical Center.

 This paper will aim to apply my insights on motivational theory of individuals and teams by developing two initiatives to be put into action at the New Mexico Veteran Administration Medical Center (VA).  It will discuss how I will implement these initiatives and what changes in an employee mindset may be required to overcome any resistance.  It will discuss the positive outcomes I expect, and how I can avoid or minimize negative factors which may cause stress.

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.

More and more surgeons relied on the competency and the ability of the surgical technologist that work beside them, surgical technologist is gaining credibility and trust as a valued member of the surgical team.

The relationship between the perioperative nurse and the patient has suffered a long process of mutation throughout the last decades. If before all the dynamics experienced within an operating theatre were based upon organizational and logistical aspects, these days the focus lies on the patient and all the comfort and security demanded throughout a process that already reveals itself aggressive for the patient. Being the front-line person in this dynamic, the anaesthetic nurse plays a crucial and intense role on the patient’s experience.

What is life like for a surgical technician? This is a common question asked for many students wanting to pursue a career in surgical technology. I have always liked to learn about how our body functions. Being able to see what our bodies are capable of excites me. I chose this topic because I want to know more about this career before I decide what major I want to do for college.

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

The skilled CRNA is not only proficient in the operating room, but also comfortable dealing directly with patients and their family members. Once in the operating room this is where their wealth of knowledge, experience, and critical thinking really comes into play. Taking into account the patient’s history and current medical issues, the CRNA lays out a plan of care for the patient and makes decisions regarding the type, dose, and rate of medications needed to induce a safe anesthetic effect for the patient during the procedure. While the procedure is underway it is the duty of the CRNA to keep the patient stable and successfully handle any bumps in the road that might occur. This is the role of the nurse anesthetist that I have been most impressed with. The time that I spent in the OR following a CRNA I witnessed him handle difficult situation after difficult situation. As the patient’s respiratory status started to decline, I watched as he manipulated the ventilator; switching between modes and changing settings until a safe respiratory rate and saturation level was achieved. Later the patient went into an adventitious heart rhythm that began to affect their

After meeting with her Senior Director and determining it was expected for her unit to improve their HCAPS scores, Dawn investigated what the current scored of her unit were. After looking up the unit’s HCAPS scores, she discovered the September of 2014 scores, in the categories of responsiveness of staff, and communications with nurses, were well below the average of like hospitals. She then started the managerial function of organizing by developing a plan to carry out the work needed to raise the unit’s HCAPS scores in these two areas.

As the ASC continued to grow in response to the increasing number of members, the procedures that were internalized not only increased, and were more complex. During that that time of expansion, I help strengthen the collaboration among ASC leadership and personnel to ensure that all surgical initiative is a success. In my role as perioperative educator, I spearheaded the development, implementation and evaluation of training and education via clinical simulation of procedures internalized in the ASC in 2015.

Transformation of healthcare is happening now. Higher expectations, reduce cost, improve quality will drive the future of healthcare. Broken systems will need to be fixed. Consumers want a benchmark in which to measure care. According to the Institute of Medicine (IOM) research finds lack of teamwork and communication the leading cause of adverse outcomes. Many healthcare organizations seek an infrastructure in which a culture of excellence, innovation, and high quality professionals can help patients and families navigate through a complex constellation of healthcare. Nurses are the major workforces in a healthcare organization; they drive patient care and the bottom line. The American Nurse Credentialing Center (ANCC) the world largest nursing organization created the Magnet Recognition program, a credentialing process for which an environment of excellence is recognized. The ANCC Recognition focuses on three goals; a quality setting that supports professional practice, identifying excellence in delivery of care to patients/families, and disseminating “best practices”. The Magnet Recognition places emphasis on leadership, personal growth, transformation innovations, outcomes, structure of the organization. Magnet provides a framework for nurses to collaborate with all disciplines through shared governance and have autonomy over their practice. In the American Association Respiratory Care paper ‘Transitioning the Respiratory Therapy Workforce for 2015 and Beyond” Barnes and

The Memorial Medical Center has continued to employee Mr. Washington for twenty-seven years and has brought him onto the hiring committee to interview potential candidates for his old position of Nurse Manager of the Anesthesia Care Unit. It seems clear that MMC and Mr. Washington’s believe the essential functions of the Nurse Manager position require the Nurse Manager to view the operation in its entirety. Even though there is no written regulation a precedent has been set and maintained by Washington and MMC over the past twenty

4. Benefits of choosing to be S Corporation. According to Sec. 1361 and Reg.Sec. 1.1361-1, if Paula and Mary both consent to the special election made by the corporation, the corporation could be a S corporation so that in the first two years, Paula and Mary could use the loss to offset their income from other sources. If necessary, they could revoke the decision, turning the corporation back into C Corporation.

The primary constraint at this point could possibly be the lack of adequate finance to implement this educational initiative in this hospital. Another probable constraint can be the lack of cooperation on the part of the perioperative nurses, who are accustomed to old practices. Those practices may not be