Managing A Performance Based Culture Change Is Needed

Management is important in any environment, but especially so in the healthcare field.  As the health care system continues to evolve, sound management is critical to the survival of health care institutions (Johnson, 2005). The management team in a healthcare environment must always aim to improve the efficiency of the day to day activities and constantly plan for ways to improve the productivity and efficiency. Every manager’s main duty is to succeed in helping the organization achieve high performance while utilizing all of the organization’s human and material resources. On a daily basis health care managers must recognize performance problems and

Mr. Harris expressed to me the key factors in being successful in his workplace. He stated that the employees should think about the patients first and make the quality of their care the first priority. To be unsuccessful in his clinic, he states that employees would not take pride in their job and not care about the quality of their work. He expressed to me that a manager should most importantly succeed in having open communication with all employees and stakeholders. Keeping an open line of communication with employees makes for a positive workplace environment. Harris explained that this can be done by checking in with them often to make sure the employees aren 't having any issues and are satisfied with the staff’s work. He also interprets that you should let them know that you are always available for them if issues or questions arise.

The staff employed in a medical facility depends on many things to keep the quality of patient care in the positive and efficient. Physicians and nursing need the current and most

Interpretations of managers or of staff that are being managed can be challenging. Training to be a manager, is a theory, a systems or a processes that keeps a professional persona intact. The dimension to create your own culture and have no regrets . To motivate and mold the staff into the star they should be through acceptance of each and every staff member’s personality (Stettner, 2014). I had the honor to interview Janice, a Nurse Manager of the Palliative/Hospice care unit at a Veteran’s hospital. This hospital cares for many Veterans from telemetry, ICU, Orthopedic, Dementia, PTSD, Mental Health, Long-Term care, and women’s health, as well as the Palliative/Hospice unit. The Veterans Hospital is one of the largest employers in the

The most challenging area Mrs. Dukes faces is staffing. For a well- developed health care system, sufficient, highly motivated and skillful employees are essential components (Saleem, 2015). It is important that we remember people are the most important and valuable asset of an organization. Every position is an important position and it takes skillful and effective people to fill those spots. “Staffing is the managerial function concerned with the procurement and maintenance of human resources” (Dunn, 2010). Having the right staff members is key in running an organization. If you hire individuals who are

I personally think the staff member job performance need to be adjusted to bring change. I am a social and talkative person and these skills can help me bring change that I wish to achieve for the health care system. I have a lot of experience with working with different age levels and personalities in this matter; I understand what it takes to bring modification. For this position, I know that I will have the advantages to bring new ideas by being in charge of the staff and overseeing their performance. By observing their performance I can determine which group of staff members I need to focus more on to provide a new strategy of change to implement outcome of quality.

Working in health and social care staff care for others and they should expect to be cared for at work. A good manager can create a workforce community culture where talented staff are valued and retained. A positive culture within a team promotes a positive outcome for the service users.

A manager should make sure that the resources that are provided to the staff are useful, effective, and helpful. The manager should ensure that they have the adequate amount of resources and tools in order to complete there work and job. When it comes to the issue of nurse staffing ratios, the manager has the responsibility of making sure that the unit is staffed to meet the demands of the patients and there level of care, or acuity (GCU, 2011). Utilizing there skills in leadership, quality care, people and communication can all be of benefit. Leadership skills, such as leading by example, are necessary for nurse managers. Quality care skills can be beneficial to gather the necessary data and provide adequate staffing to promote and improve overall performance. People skills are used to interview new employees and hopefully increase staffing

A problem that I see in my clinical area at the Department of Veteran Affairs (VA) is appropriate direct care staffing on the inpatient psychiatric unit. The current staffing model being used by the VA is staffing methodology. The Staffing methodology model was created to account for acuity of patients, their illnesses, and the task that are required to be performed by nurses (U.S. Government Accountability Office, 2008). Staffing methodology has created an environment where there are either an abundance of staff which is resulting in wasting resources or too little staff which is creating risks for safety and poor patient outcomes. Current available staffing model have been created in mind for caring for medically ill patients (American Psychiatric

“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

In this essay about managing culture in the post-bureaucratic era, I am going to argue how the practices of managing culture have changed in this era and how they differentiate oneself from the bureaucratic era. Furthermore I describe the cultural influences especially in organizations and how the importance of those influences changed over the time. In the first section I am going to explain the content of managing organization culture to get a first insight in the topic and to express the knowledge about the influences of the culture in an organization. In the next chapter I separate between two perspectives of the cultural organizations and explain which of the both are relevant for the assignment question. The next step of my

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

However, these reports are similarly concerned with issues of motivating, engaging, and rewarding staff which may be linked to patient outcomes as well as to business success. Greater attention to the work that has been done on organisational performance, broadly defined, could illuminate our attempts to link the characteristics of hospitals and units to the kind of care they are able to provide to patients.

1990). On the other hand, resistance is any conduct that tries to keep the status quo, i.e.,

Nurses and nursing staff should treat everyone in their care with dignity and humanity and should understand individual needs, show compassion and sensitivity, and provide care in a