Providence Health Care Was Established By Sisters Of St.

For this interview I had the opportunity to speak to Vicky Ronald, RN, BSN, OCN. She has been working as a nurse for 20 years now and stated that she loves what she does because it is a gift and a blessing to contribute in healing patients. This interview is a brief history and description of how Vicky made it to the top of the Nursing ladder, her roles, past experience and how she integrates HIPAA to maintain patient confidentiality.

This interview was conducted on October 12, 2016, with Judy Hayes, RN. Ms. Hayes began her nursing career in 1981 as a primary nurse at New England Medical Center (NEMC). During her tenure there she held various positions ultimately becoming the manager of the Surgical Intensive Care Unit (SICU). Over the years Ms. Hayes has worked for private consulting firms and attained the Directorship of Utilization and Care Management at St. Elizabeth’s Medical Center (St. E’s). In 1999 Ms. Hayes joined Brigham and Women’s Hospital (BWH) as Director of Professional Practice and Staff Development. From 2005 through the present Ms. Hayes has been the Vice President of Nursing and Chief Nursing Officer (CNO) at the Brigham and Women’s Faulkner Hospital (BWFH).

Organizational leadership and culture has been a major issue in today’s highly structured organizations. This has necessitated that organizations understand in depth the inter-relation between culture and organization on strategic leadership. Is it that the leadership determines culture or the culture determines leadership behaviors? While many argue that the leaders have absolute control and influence the direction of organizational culture, research actually shows that leaders themselves are greatly influenced by variables and situational setting in any organization, implying that it is valid to say that leadership itself receives significant influence from organizational culture (Waldner & Weeks, 2006).

As president and chief executive officer (CEO) of Sharp HealthCare, Michael W. Murphy is tasked with a large responsibility. He oversees more than 16,000 employees, 2,600 affiliated physicians and about 2,100 volunteers. In turn, this workforce provides service and healthcare to a completely integrated not-for-profit system that includes "four acute-care hospitals, three specialty hospitals, two affiliated medical groups, five urgent care centers, three skilled nursing facilities, home health, hospice, state-of-the-art outpatient facilities and a health plan" (sharp.com, 2015, internet). Murphy 's healthcare career has spanned more than 30 years. He was appointed to his most recent position in June 1996 (sddt.com, 2015, internet). Murphy 's bona fides are numerous. His executive experience includes serving as Chief Financial Officer of Grossmont Hospital, beginning in 1991. He is a certified public accountant as well. In addition, since September 2002, he has served as the Executive Director of Jack in the Box (bloomberg.com, 2015, internet).

Western Connecticut Health Network (WCHN) is a fairly large regional network, with a scope encompassing the vast majority of specialties and services as would be expected between several hospitals and a plethora of outpatient facilities. A well-organized executive leadership model helps ensure quality, through the core values WCHN has established, whilst keeping themselves in check through third party surveys and analysis. WCHN’s quality improvements have simply built onto an already strong foundation of health care quality, with a focus on the patients.

At McKinley’s own family clinic that she founded, she took on the responsibility of leading a3 team of highly skilled staff and creating a hugely successful office. Additionally, she has attended as well as presented at several regional professional Nurse Practitioner association conferences throughout her career. McKinley also has consulted with a few different struggling family medicine clinics around the country to help them to succeed as well as she did and save their business. She also has worked with a select few universities to assess

This interview was conducted on October 12, 2016, with Judy Hayes, RN. Ms. Hayes began her nursing career in 1981 as a primary nurse at New England Medical Center (NEMC). During her tenure she held various positions ultimately becoming the manager of the Surgical Intensive Care Unit (SICU). Over the years Ms. Hayes has worked for private consulting firms and attained the Directorship of Utilization and Care Management at St. Elizabeth’s Medical Center (St. E’s). In 1999 Ms. Hayes joined Brigham and Women’s Hospital (BWH) as Director of Professional Practice and Staff Development. From 2005 through the present Ms. Hayes has been the Vice President of Nursing and Chief Nursing Officer (CNO) at the Brigham and Women’s Faulkner Hospital (BWFH).

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

Mitchell Nazario was my preceptor and the Pharmacy Director of the Pain Management Clinic at the VA. He has worked with the VA for about 22 years, was Preceptor of the Year for 2009 and has a great team which includes PBA’s alumni Dr. Christine Vartan. The team dynamic and relationship within the clinic was very unique and made me feel welcome. Everyone was respectful and had each other’s back. The communication between the Physical Medicine and Rehabilitation (PM&R) team was very professional and Dr. Garcia-Negron and Dr. Cuevas-Trisan made sure to involve every student in the plan of care of patients. Dr. Vartan’s way of teaching us how to interview patients and write their plan of care was not only amazing but inspirational. I believe she is a natural leader and shows compassion for our veterans making her a true servant

Providence’s mission statement is, “As people of Providence, we reveal God’s love for all, especially the sick and vulnerable, through our compassionate service.” And their vision is “Together, we answer the call of every person we serve: Know me, care for me ease my way.” (Providence Health & Services, 2014, para. 1). Through God’s love anything is possible, and caring for the sick and vulnerable is a powerful mission. Going hand in hand with their mission and vision, Providence’s core values are “Compassion, Justice, Respect, Excellence, and Stewardship” (Providence Health & Services, 2014, para. 3).

Dr. David Torchiana (Cardiac Surgeon) and Dr. Richard Bohmer (Quality Improvement Administrator) want to improve the process in the hospital by

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

Organizational leadership and culture has been a major issue in today’s highly structured organizations. This has necessitated that organizations understand in depth the inter-relation between culture and organization on strategic leadership. Is it that the leadership determines culture or the culture determines leadership behaviors? While many argue that the leaders have absolute control and influence the direction of organizational culture, research actually shows that leaders themselves are greatly influenced by variables and situational setting in any organization, implying that it is valid to say that leadership itself receives significant influence from organizational culture (Waldner & Weeks, 2006).

Organizational culture has an effect on the effectiveness of leadership. If the organizational culture is strong, it could influence the way leadership is created. If it is weak, the leadership models will also be imagined and implemented in different ways. Therefore, we will be able to find which key factors will positively or negatively influence the leadership effectiveness.

Leadership does not have one universally accepted definition; it is according me an ever-evolving concept. I firmly believe that even though individuals can be groomed and trained to be leaders, however some leaders could motivate and influence individuals around them more effectively/easily then others and direct an organization into a coherent and cohesive way in order to accomplish objectives and targets. This exact school of thought is actually a common thread or an existing element in various theories and