Major Assignment Summary

With over three million nurses in the United States nurses play an important role in healthcare today. As the future of health care changes the nurses’ role will change as well. In 2008, The Institute of Medicine (IOM) and the Robert Wood Johnson Foundation (RWJF) combined partnership and put together a committee to assess nursing practices and make recommendations for the future transformations in the health care system. This report was released in 2010 and included four key components in which three will be discussed in this paper.

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

The healthcare system is a constantly changing field. Change is a part of life and a part of change is learning how to cope with the new environment. Doctors, nurses, social workers, and managers are continuously educating themselves, staying updated on current events, attending seminars, learning about new technology, pharmaceutical breakthroughs and broadening their knowledge in their area of work. In this field, healthcare professionals have to be wiling to adapt and accept change. For the patients, it is the responsibility of healthcare providers to make the environment as stable as possible to accommodate patients well-being, however, the staff should be willing to accept an unpredictable environment. Sound Shore

to the increasing numbers of people involved and its impact on the whole healthcare. The

The approach that fits the author’s personal and professional philosophy of nursing would be that of leadership. Patient satisfaction has a direct correlation with employee satisfaction. While there is an issue of lack of staffing related to current hospital census and patient’s increased needs, the best solution that is available to all facilities is creating a positive environment in which the available staff is motivated to provide the best possible care to all patients. Hiring a team that is willing to work together in a busy, hectic setting is the key to providing quality care. Leaders are able to motivate staff, enhance interpersonal relationships between staff and management, offer incentives for hard work, and provide positive feedback. Staff members who feel appreciated on a regular basis for

Organizational transition can be viewed on a broad scale. This type of transition occurs around us in a social, political or economical setting. This can include changes in procedures and practices (Schumacher & Meleis, 1994, p.121). A true leader can adapt to change and convince others to do so as well. In a medical setting, change is always occurring. There is constant research and discoveries being made to help improve the quality of life. An organization must be aware of new findings and implement the necessary policies that will put the patient’s best interests first. Again, we can compare organizational transition to the program outcomes. A nurse must be able to use informatics and interdisciplinary collaboration. A nurse must be able to use the necessary resources to advance his or her knowledge and communicate well with others to improve oneself. These are the qualities of an effective leader. The purpose of obtaining these qualities is to reach a common goal; provide the best care for the patient.

Change in the healthcare system is constant. Healthcare workers are sometimes not always flexible or ready for change. Before change is a success, healthcare organization has to consider the standards of practice and/or ethics to make change a success. When standards of practice and ethics are in doubt, change will not be successful.

Change fatigue is an organizational term defined as poor emotional responses to attempted change (McMillan & Perron, 2013). Behaviors include change leaders failing to follow through on assignments, little transparency regarding project progress, staff impatience with efforts, diversion of utilized resources, and value of the project questioned (Reineck, 2007). It can result from rapid, continuous, and relentless organizational or individual changes that are implemented in daily healthcare work practices (Buchanan et al., 2005). As the largest group of all healthcare providers, nurses are well-positioned to contribute to the success of change initiatives (Iacono & Altman, 2015). The majority of change initiatives address patient care, therefore also engages nursing. Whether as a result of evidenced-based care practices, quality measures, financial incentives, or regulatory statues, the trickle-down effect of change stops with the nurse (McMillan & Perron, 2013). Thus, nursing is in the most danger of developing change fatigue.

The common goals of nurses are to render quality-nursing care towards the patients. Nursing workforce consists of different quality of nurses, age groups, attitudes and behaviours. In order to expedite the goal successfully, the nursing workforce needs to work in unity to build an organized team. A team is important and a nurse needs to practice leadership to facilitate team processes, job satisfaction and work performance to accomplish clinical objectives of the organization.

Nurses are the largest staff amongst healthcare professionals therefore; they play crucial roles in rendering affected person care this is exclusively primarily based on person patient desires. As a way to fulfill the expectancy of healthcare reform, modern models of care have redesigned the function of nurses consisting of “medical nurse chief, crew chief, unit base care managers, nurse practitioners serving as primary care providers in clinics; and nurse coaches supporting patients make a hit transitions across settings gives nurses an authority and responsibility for reaching a success and nice effects” (Joynt & Kimball,

The presence of change is inevitable. Healthcare organizations are challenged by changes every single day. Unlike, any other organization, the healthcare system exists to serve and care for human beings during some of the most challenging times of their lives. Nurses are challenged by changes every minute, of every day. Nurses are educated and trained to possess such an understanding of medical conditions and their impact on the human being, taught to expect the unexpected, and assume the worst. Nurses plan for the worst. Nurses possess the unique ability to make order out of chaos. Despite the ever-changing environment in which they practice, nurses find a

Change is constant and occurring at a faster rate today due to increasing computer technology, medical, surgical, and pharmacological advances that will change the nursing role into a broader one requiring more responsibility, education, and accountability (Blais & Hayes, 2016). In my role at United Health Group, we see changes almost daily in order to keep up with the evolving health care industry. Many nurses are reluctant to change, especially as the result seems to be a “do more with less” environment creating more stress on already overworked and overstressed nurses. Nurses working in hospitals as well as non-traditional roles are consistently looking for a “way out” or a new position to decrease the stress from increased demands and rapid changes. When my husband was hospitalized a few years ago, his nurse sat with me and tearfully confided that she had been nursing for 18 months and wanted out. Bedside patient care was not what she had “signed up for” when she decided to make nursing a career. She described how she had not thought about the physical and mental strain on her body or the worry with being around infectious diseases that she could potentially infect her family with. This is just one nurse’s story. As the increased demand for nurses to achieve higher levels of education are met with resistance from nurses not yet ready for retirement and those coming into the field finding dissatisfaction with the profession, what will happen to the forecasted nursing shortage if these nurses leave the profession?

While leader and manager plays a many of the roles with certain issues in different ways. Patient satisfaction and Improve the quality of care is very important in hospital setting. If management not a focus quality of care of an organization, it will be very hard both leader and manager to achieve the success because this improvement and an organization must concentration on patient gratification. Nursing unifications claim that several hospices misuse the organization by employing too few nurses with far too many patients. Nursing shortages can make a profession exhaustion, tension, and as well as put the patient in risk. Nurses Association argued: Today, hospitals are run like businesses and they're fixated on the short-term bottom line"

According to the IOM report, the nursing profession is undergoing fundamental changes within the underlying operations of the field. A new regulatory environment coupled with increased scrutiny of the profession will dramatically impact the nursing profession. As the report indicates nurses, in the near future, will have job requirements that are business oriented. Nurses will need to have a better understanding of quality management methods in addition to overall concepts of management. As the health care system continues its rapid reform nurses must also be cognizant of the effects these changes will have on their overall roles and responsibilities. This involves a transformation of the roles and responsibilities of nurses as they enter the profession. As the health care landscape continues to change, so too must the nurses of the future. A dedication to continual learning is therefore needed to help diminish the influence of antiquated and obsolete knowledge regarding the profession.

As a nurse leader, whether planning to develop and implement a change within an organization either through policy changes or evidence-based protocols, the readiness for change requires a keen understanding of the organization need based on the prioritized quality initiatives and requires the support of the stakeholders due to potential barriers. Roussel & Swansburg, (2009) identified “habits, complacency, fear of disorganization, set patterns of response to change, conservatism, perceived loss of power, ego involvement, insecurity, perceived loss of current or meaningful personal relationships, and perceived lack of rewards” as motivation factors to resist change (, p. 121).