Murfreesboro Medical Clinic Training Report

| 1- Collaborative work environment.2- Cooperation between physicians.3- Changing lines of authority.4- RNs maintain professional standards across care centers.

Effective orientation programs skillfully transition the new nurse, or the nurse that is new to the specialty, to their new role. There is no question that an effective program increases job satisfaction and reduces RN turnover rate. Establishing and maintaining a successful, consistent, and extensive orientation program can be difficult due to budget and short staffing issues within a unit, but imperative for the success of the new nurse, the unit, and to maintain best practices in nursing

Currently, the Alvin C. York VA Medical Center utilizes a poorly implemented and poorly designed incentive program. The current inventive program rewards the majority of employees solely based on a yearly evaluation. The terms of the evaluation are set by human resources employees including the criteria for what constitutes an adequate performance level. Ideally, this evaluation rating system should be developed by individual supervisors so that departmental and unit goals can be effectively achieved. After all, the purpose of an organization exists to reach the organizations goals (Nassar, 2007). There are some general incentives that appear to be effective incentives for acute care nurses. These general incentives include providing adequate

I took a different approach when surveying two individual at my place of employment. Instead of surveying coworkers, I interviewed two individual that are a patient of the hospital. My place of employment is known for specializing in mental illness known as Georgia Regional Hospital/Atlanta (GRH). The two patient that I interviewed, one is a veteran which received treatment under two different mental hospitals, veteran and ours hospital, while, the other individual just received treatment only GRH mental institution. Georgia Regional Hospital (GRH) is an institution that evaluates, and treating the individual that has a mental disorder, which includes patients that are incarcerated or patients that is diagnosed with a mental disorder. Although, Veteran hospitals provide the same treatment that GRH offers but only to veteran patients.

As you know Community Health Centers serve a vital role in providing primary care, dental, behavioral, pharmacy, vision and a variety of complementary services to our most vulnerable patients and communities. Health centers generate millions of dollars both in economic impact and overall cost-savings to the health care system.

The first day, I have arrived at the Ambulatory Care office I was a bit nervous because I did not know what they would expect of me. Mr. Price first professionally greeted me and shared with me the Dallas VA mission statement, to fulfill President Lincoln's promise “To care for him who shall have borne the battle, and for his widow, and his orphan by serving and honoring the men and women who are America's Veterans.” Mr. Price then provided me with a nametag and a projected itinerary for this week. During the first week of my service learning, I was taught how to properly answer telephones, greet patients, and schedule appointments. By performing these tasks, I was able to enhance my medical terminology and communication skills. Although I was not directly exposed to patient care, shadowing a healthcare manager allowed me to witness the actions that occur behind the scenes that make a difference in improving the quality of care that patients receive.

Jones Regional Medical Center is a huge academic health center with 900 beds and are known for its research and teaching hospitals. Additionally, the IT staff at Jones supports 300 applications and 12,000 workstations. The center uses Technology Med (TechMed) for their admitting system. The system includes registration, inpatient charge, payment entry, master patient index, admission, hospital billing, and more. The TechMed system has been accessible since 1998; Jones is beginning to plan a replacement of this systems because of the fragility of the software (Wager, 2013).

Prior to walking in, my expectations for what I was about to partake in and experience were all over the place. I didn’t know whether to expect the absolute worst types of situations going on such as people being rushed into medical rooms or the most basic situations such as patients waiting for a strep throat test. I did expect to see a wide range of patients in terms of race, class, age, and gender. Contrary to the patients, I didn’t expect to see a wide range of race, class, age, and gender within the staff. I expected to see mostly female nurses, and male doctors, majority being Caucasian and middle age. I didn’t expect there to be that much security or any type of possible crime that could go on within a medical facility. I expected the waiting area and facility to be very large, large enough to accommodate a lot of patients at once. Lastly, I expected that taking our field notes would be a challenge because writing notes down in front of patients would be awkward and during interviews it would be hard to conduct a good interview while writing the whole time.

The SCHC utilized the members of their own staff who work directly in the area to train other members; the book refers to these as super-users. The SCHC believed it was important for training to be conducted by someone who was “speaking their own language” to increase the users comfort and knowledge while using the system. The textbook recommends giving an ample amount of time to practice. In this case the health center provided 3 weeks of job-specific training by in house staff (“A West Virginia Health Center”, 2012).

Federal Qualified Public Health Clinic (FQPH) is experiencing an organizational break down. Many of FQPH patients are recipients of Medicaid and SCHIP, or uninsured self-pay clients as it is located in a large Northwestern City. The physicians are frustrated with current conditions. As a last-ditch effort, they inform Administrator of their complaints that need immediate attention or they will terminate employment. Those complaints include inadequate paper medical records; inefficient patient registration practices; mean and slow employees; mistreatment of patients and medical staff; inadequate staff; disorganization of medical supplies and medications; untimely lab results; unclean facility; and unsafe parking.

The organization in which I am familiar with is my current employer of ten years, University of Mississippi Medical Center. The University of Mississippi Medical Center, also known to many as UMMC is located in Jackson, MS. The doors of this phenomenal organization was opened in 1955. According to the Medical Center History (2016), The Medical Center functions as a separately funded, semi-autonomous unit responsible to the chancellor of the University of Mississippi and, through him, to the constitutional Board of Trustees of State Institutions of Higher Learning, which governs all eight state institution of higher learning in Mississippi. This is an educational organization that provide education to medical students, graduate students, interns and residents. Bachelor, Graduate, and doctorate degrees are all awarded through this great institution.

Community Memorial Medical Center (CMMC) is a 250 bed hospital with an employed medical group located in a suburban community. The organization has recently gone through a change in leadership and you have been hired as the Vice President for Planning and Development. CMMC has conducted strategic planning processes in the past, but the general in consensus in the organization is that plans have ineffective and “sit on the shelf”. The new leadership wants to infuse a philosophy of strategic management into the organization. You are meeting with a group of department heads which includes the physician medical directors for the Emergency Department and the Medical Director for the hospital owned clinic. Your job is to explain the strategic management process to the group. Your presentation must include:

I can imagine other managers facing similar dilemmas to which I have experienced simply because this is something that can occur within any force that contains a structural base and core of management. Obtaining general respect from a group is always a challenging practice, weather it be professional, or just social. I feel this is because, many people don’t perform so well when being told to assist, or instructed, insisted perhaps, by one who was formerly “below” or a bit less experienced on the particular field of action. In compliance with solving the problem I have come to a conclusion of Simple Verbal Communication. Following my short studies of performance at my workplace I continued to notice both petty and distinctive actions coming from my employees, though I did not act on each and every observation individually, I managed to collect a number of so, then later confront the issues by platonically and respectfully addressing the employee or employees who which were relevant to the equation. I no longer had to “tell” someone to do something, they either just happened to be done by the time I came around or I could simply ask again, without a negative or unfriendly response, thus my goal was accomplished, I managed to reincorporate a long lost environment in which was well

As a student in the Health Care Management program at Metropolitan State University of Denver, an internship is required before completion. Usually, the internship is fulfilled during the student’s last semester upon graduation, when they are a senior. Recently, the Health Care Management Foundations course (HCM 2500), has become a prerequisite before beginning the internship hours. A total of 150 hours are required during the internship course (HCM 4610). In order to register for HCM 4610, an internship site must be approved and locked down. This paper will discuss a potential internship program with the National Institute of Change. It will provide a brief overview of the organization’s history, the purpose of an internship, potential

     After each employee is hired they must go through an orientation introducing and welcoming them to their restaurants? staff. Following the orientation the new employee will go through a training phase. Pending on the position the person was hired for; they will be trained by a peer in the same field that they desired to work in. The training process usually takes five days for the employee to be fully trained. Local restaurant owner of Bonefish Grill, Brian Aycock explained that each new employee has to go under a five day training period (Aycock). The first day of training is normally when the new employee shadows an employee that has a great deal of knowledge about that field. Usually the first day