Organizational Leadership and Interprofessional Team Development

Healthcare enterprises also may choose to utilize this assessment instrument to define the requirements of particular roles within the institution accurately. Furthermore, the results from the self-assessment tool can be utilized to identify and create strategies that will be beneficial in improving and enhancing the responsibilities of these executives. For example, a training and development plan can then be established to help the supervisor improve his or her skills. Also, the tool is instrumental in the identification of diversity skills in a team and thus, each individual is able to concentrate on their strengths and help the group succeed (ACHE, 2016).

In this article, Working Together to improve the Patient Experience, author Richard Billingsley(2014) explains how working together amongst providers, the patients, and the patient's family improves the patient experience, thus markedly heightening the quality of care. In this article, he also shares how other organizations have successfully adopted a model to facilitate cultural change within their facilities. This cultural model is referred to as patient family centered care (PFCC), and while it is not a new concept, it's emphasis has gained popularity as insurance companies adjust the criteria that encompasses what constitutes as high quality care.

Assess the effectiveness of own organisation in measuring team performance against organisation goals and objectives

According to Barnsteiner (2007), “The work of the Institute of Medicine (IOM) and others has clearly demonstrated that when healthcare professionals understand each others’ roles and are able to communicate and work together effectively, patients are more likely to receive safe, quality care” (p. 144). There are many good practices to consider when evaluating the roles and responsibilities of an interprofessional team member. This paper will look at four interdependent strategies; team member roles must be clearly defined and articulated, there must be an understanding and respect for each other’s roles, there must be an appreciation of each

In team leadership, the Hill Model is stated by Northouse (2016) as “to simplify and clarify the complex nature of team leadership and to aid leadership decision making for team leaders and members” (p. 366). This model has several key concepts and practices that this paper will look at and exploit the aspect of influence and processes that people in a groups or teams interact and the force within the group acting to unit all the members or leadership functions. Whether traditional leadership of teams or groups with a formal leader or a self-directed group with no specific leader all benefit from an shared leadership with the attention and focus of all members on the groups process dynamics. This is more so the case in virtual teams benefiting from shared leadership. Team-based structures in organizations have several positive characteristics and are capable of increasing production, allocation and use of resources, effective on making decisions and problem solving, increased quality and services as well as, fluent innovation and creativity, as listed by Parker (as cited in Northhouse, 2016, p. 364).

A team is a type of organizational group with independent members. They share common goals and work together to meet these goals (Northouse, 2016). The organization where I work has teams at various levels for maximizing the success. These teams include, core teams, coordinating teams, patient aligned care team (PACT), contingency teams, ancillary teams, support and administration teams (Veterans Health Administration [VHA], 2015). Some of these teams have interdepartmental members while others have intradepartmental staff. Successful teams have a concrete blueprint and that contributes to their effective functioning. There are several factors that affect these teams irrespective of the level. The factors comprise the presence of a clear task, separation from non-team members, authority, and stability. The factors like working conditions, team process and bridging the gaps are concerns for the executive level. The complexity of the task, individual skills and their diverse specializations affect the selection of the team members. The team’s meaningful interactions decide their success. Independent teams can help promote friendly competition within the organization and lead to better staff performance. An efficient leader can design and launch an effective team through careful planning and selection of the right members. He/she keeps the factors that affect the success of the team in mind when designing the teams. The patient care units

The Family Health Center is a clinic that is under the umbrella of Bear Valley Community Hospital, a small rural hospital. The hospital is located in a ski resort town in the mountains above San Bernardino County. The next closest medical facility is an approximate hour drive on curvy mountain roads. The hospital is a standalone hospital, not associated with any other hospitals or chains. Bear Valley Community Hospital provides emergency room services, has eleven acute beds and a skilled nursing facility. Bear Valley Community Hospital accepts a wide variety of insurances and sees all ages and types of patients. The Family Health Center has a variety of specialty providers, as well as family practice. They have doctors with specialties in internal medicine, family practice, obstetrics/gynecology, pain control and chiropractic services (Family Health Center, n.d.). There is a telemedicine program that currently provides psychology services through telemedicine (Family Health Center, n.d.). There are several Family Nurse Practitioners and a Pediatric Nurse Practitioner (Family Health Center, n.d.). As a result they see patients from pregnancy through adulthood. The clinic sees patients of all socioeconomic levels and accepts

This hospital is a 65-bed rural hospital but it is the job of every hospital to give the best patient care possible. With a

In the decision-making process related to patient care nurses are often perceived as having less authority than doctors. This can impact on how they behave and are treated within interprofessional teams. This essay will discuss interprofessional practice and the role of nurses within interprofessional teams. It will examine challenges faced by nurses in being accepted as equal partners within these teams, and explore solutions to this issue.

LMH located in Reno county Nevada serving seven different communities, is one of many healthcare systems facing issues of finding a balance between financial budget and patient safety. The LMH has a 317-bed medical and trauma center, a 107-bed community hospital, a continuing care center, a home, care division, a surgery center and a behavioral medicine center (Wager, Lee, & Glaser, 2009).The main goal is to

Hill Country Memorial’s, or HCM Journey of Remarkability originates from a humble beginning (Hill). HCM opened in 1971, where ninety-three percent of Gillespie County community contributed to building the hospital (Hill). Located in the small, Hill Country town of Fredericksburg, Texas, original settlers were called to serve their time, and give of themselves to benefit others (Hill). Today, HCM has transformed to a non-profit, non-tax-supported 86-bed acute care community hospital (Hill). The hospital employees, physicians, and volunteers may reflect diverse backgrounds, but the principal motivation of doing worthwhile work and making a difference is a thriving inheritance (Hill).

The final course project was creating an interprofessional team (IPT), function as a leader and take part in the stages of group development, setting of the team roles and goals, identifying communication patterns, and team analysis to discuss an issue at the microsystem level at our facility. The issue that is being addressed is post-transplant steroid associated hyperglycemia. For patients that have new onset diabetes after transplant (NODAT) whether immediately post-operative period or during a rejection episode is an issue that needs attention. The patient has a poor understanding of the blood sugar monitoring, insulin administering, and dieting. A date, time, and location was secured that was conducive to the team members schedule.

Examining how students can greater develop their leadership potential has come to the forefront of education, education based athletics, and intercollegiate athletics in recent years. Recent research by (Grandzol, Perlis, Draina, 2010; Forrester & Borsz, 2008) has shown that those who are put into a role as a peer leader tend to develop leadership skills. Those individuals in peer leader roles have benefited from the opportunities they have been exposed to in those roles. In the summer of 2011 Dr. Christina J. Grandzol published a study entitled “An Exploratory Study of the Role of Task Dependence on Team Captains’ Leadership Development.” This study focused on 31 NCAA Division III team captains. While being a peer leader has been shown

Columbus Regional Hospital (CRH), a non-for-profit organization with 225 beds, is the system’s star facility (Columbus Regional Health, n.d.). CRH has a Privacy Excellence Award, and the National Committee for Quality Assurance recognized CRH for outstanding patient-centered medical home practices (Columbus Regional Health, n.d.). Additionally, the Becker’s Hospital Review named CRH as a great community hospital, and Thomson Reuters acknowledged CRH in the top 100 hospitals (Columbus Regional Health, n.d.). Moreover, CRH is one of the most beautiful hospitals in America (Columbus Regional Health, n.d.). They provide emergency and surgical services and comprehensive care in many specialty areas, such as, mental health (Columbus Regional Health, n.d.).

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.