Facility B. Facility Facilities

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

Even though Texas Health Resources approach is uninterrupted throughout this study with the sole purpose of endorsing of quality assurance and maneuvering to brand core measurements attained. The key to the leaders involved in this organization study is to convey, examine, make improvements, collaborate, and initiate changes within the hospital, which this study principally is engrossed on bringing crucial argument and descriptions to light. Precisely monitoring the study there were several references concerning how Texas Health Harris Methodist- Cleborne recuperated their performance and quality assurance by the 15th percentile from Texas Health Resources its parent organization. This organization 's theory used would be a resources dependence theory. Authority was assumed to this same organization Texas Health Resources with anticipation to produce and improve a new core resource model for clinical outcomes and this theory would be an independent variable theory. Numerous quality encouragements were set up for employees to promote their performances which demonstrates the hierarchy of needs theory. For the reason that, this demonstrates that the Texas Health Resources constructs all the results regarding what transpires and gives Texas Health Harris Methodist -Cleborne the approval to acquire a new position of clinical outcomes specialists, that what focus on the daily functions within their organization. Established on their discoveries, reports showed that part of her

Various internal and external factors influence quality management and outcomes in hospital organizations. One internal factor that affects quality management and outcomes is leadership within the organization. Leadership is important to have successful quality management outcomes because if the leadership does not support it, no change within the organization will be successful. “This commitment must be shared by the board of trustees and all senior clinical and administrative managers and understood that it is a long-term process” (Chassen and Leob, 2011). Leadership is one of the most influential internal parts of the quality management program. Leadership can either help the organization succeed with their support or help the organization fail if they do not support and follow

Nursing-sensitive indicators reflect the structure, process and outcomes of nursing care. The structure of nursing care is indicated by the supply of nursing staff, the skill level of the nursing staff, and the education/certification of nursing staff. Process indicators measure aspects of nursing care such as assessment, intervention, and RN job satisfaction. Patient outcomes that are determined to be nursing sensitive are those that improve if there is a greater quantity or quality of nursing care (e.g.,

Nursing sensitive indicators reflect the structure, process and outcomes of nursing care. The structure of nursing care is indicated by the supply of nursing staff, the skill level of the nursing staff, and the education/certification of nursing staff. Process indicators measure aspects of nursing care such as assessment, intervention, and RN job satisfaction. Patient outcomes that are determined to be nursing sensitive are those that improve if there is a greater quantity or quality of nursing care. ("Nursing world," 2013) Having knowledge of these indicators

Two strategies that enable a nurse on an interdisciplinary team to exert leadership without occupying a formal leadership position are to be a role model and to be an advocate/problem solver. The nurse can be a role model for the interdisciplinary team by showing respect for other team members, having effective communication skills and to accept others input in a fair and unbiased fashion. Often there can be tension among team members and a nurse can lead the team away from negative comments by redirecting the conversation to stay on task at hand. The nurse can explain that every person of the interdisciplinary team

Concerning Nightingale Community Hospital's Compliance, one of the areas requiring improvement is in 3-East. The leadership in 3-East is has been discovered outside of acceptable compliance. According to the FCA findings, working overtime, low morale and on-time reporting is causing issues. The five areas the Joint Commission notes as key to effective performance is not being utilized in 3-East. This is a result of not applying data to plan, communicate to improve performance and effect staffing accordingly.

According to Mozes “Americans who suffer traumatic injury faces a greater risk of dying at the hospital that serves as a high proportion of minority patients a new study show the increase of death in hospital.” (Mozes, 2011)

To be a successful leader it is important to be proactive and goal oriented, to be able to distinguish important versus urgent such as patient care and the importance of medication errors within the workplace (Evans & M.L, 2015, p 1-17) It is important to also form a quality relationship and form traits with other leaders and followers to be able to give the best possible patient care, support and direct others to encourage all staff to seek help, to be able support goals or tasks that may need to be achieved (Evans & M.L, 2015, p 1-17). A leadership or management situation that could be changed in the work place is reducing medication errors by increasing the staff to patient ratios while also educating staff and working alongside all health care

There are many avenues to cross in pursuit of an established healthcare facility. The premise of leadership begins with moral practices, combined with, knowledge of succession planning. With changing healthcare laws such as HIPAA, Healthcare Affordability Act and the process of maintaining OSHA compliance, it is key that those placed in healthcare leadership grasp not only the significance of such laws, but understand how it compliments safety while preventing harm and legal issues. Planning is key and maintaining a succession plan will assist in preventing a lapse in leadership in the event of a staff crisis.

Nursing manager bears the responsibility for smoothly running the organization by ensuring each staff performed their job appropriately and correctly as per set standard. Therefore manager has to take an appropriate approach assessing working environment, adequate staffing, flexibility in work and schedule, patient nurse

Leadership intervention to monitor or prevent failure from occurring. The hospital needs to figure out how they can stay with contract longer and be in one contract on time. Also, it needs to keep updating their policies and procedures’ manual.

Some hospital trusts and health authorities consistently outperform others on different dimensions of performance. Why? There is some evidence that “management matters”, as well as the combined efforts of individual clinicians and teams. However, studies that have been conducted on the link between the organisation

The Organizational culture and structure can have real big impact on the quality of care either negatively or positively. If the organizational culture is poor then it is really hard to provide best health care that can work effectively. Poor organizational culture creates poor work condition at the facilities for workers, which leads to lots of stress and low quality of patient care. A many medical errors caused by employees, who were under lots of stress and workload (Imhof & Kaskie, 2008).

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,