Mrs. Toren Dukes currently serves at MD Anderson Cancer Center as a supervisor of the Registered Nurse (RN) Infusion Therapy department. She places Intravenous Lines (IV’s), Central Lines, Peripherally Inserted Central Catheter (PICC) lines and Ports for the entire hospital, both inpatient and outpatient services.
Mrs. Dukes has been in her current management/supervisor position for over five years with a previous management position for ten years. Currently, Mrs. Dukes is in charge of over 50 staff members in the Infusion Therapy department.
MD Anderson is the top cancer center in the country. Houston and surrounding communities recognize MD Anderson for their outstanding cancer research. The hospital’s mission is to “eliminate cancer in Texas, the nation, and the world through outstanding programs that integrate patient care, research and prevention, and through education for undergraduate and graduate students, trainees, professionals, employees and the public” (About us, 2015).
I chose to interview Mrs. Dukes because she is a hard worker and she absolutely loves and enjoys what she does. My goal for the future is to work at MD Anderson Cancer Center, and she will be able to give me great insight about …show more content…
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
As a manager for a large department her job duties are quite extensive. She manages over forty employees. She reinforces compliance of staff with hospital policies, gives informal/formal feedback regarding performance throughout the year, promotes staff development, and uses effective listening, writing, and verbal skills. She promotes satisfaction targets related to patients, employees, and physicians, actively participates in, and leads interdisciplinary teams. Alicia also assist the director in maintain departmental budget, monitors supply utilization and maintains budgeted targets, and responsible for an efficient and accurate payroll.
Prior to her current role, she worked as an Assistant Director of Nursing for over 5 years at Sun Air Convalescent Hospital and a Sub-Acute coordinator for 1 year. She has been working now at Berkley Valley Convalescent Hospital as Director of Nursing for over 20
Recruiting new employees is one of the biggest challenges health care organizations face today. The total population of RN's available for staffing is rising at the slowest pace of the last 20 years (Keller, Siela, Twibell, 2009). Healthcare facilities across the nation are struggling to meet the staffing requirements to stay afloat and provide adequate care to patients. The question in front of many organizations is how to stand out in a competitive workforce and recruit top hires.
Thank you for sharing this story with us. Your client has a very sad story. Through your kind words, I can see that she is a strong individual who does not want to show any signs of weakness. However, she is putting on a brave face even though she is going through the darkest part of her life right now. Although it may seem like she will eventually get past this, recovery for athletes with eating disorder are highly unlikely. She will fall into a cycle of doing poorly in competitions which will cause more pressure, this pressure will lead to being more reliant on control of her intake of food. She needs everyone important in her life to gather for an intervention for her. However, by the looks of this case it seems she has very few people in
The role of human resources is also very important in maintaining an effective health care industry. If the managerial personnel are performing their duties effectively and efficiently in a health care organization, the organization will automatically progress. Additionally, the organization will provide the improved outcomes of the patient health and health care delivery as well. This is so because human resource is also considered as one of the most important inputs to effective health care services. Although there exists a variety of challenges in inducting qualified human resource professionals but there is a strong need to solve this issue. (Kabene, 2006)
The Hillman Cancer Center is a nonprofit center dedicated to research, prevention, and the healing of cancer. They are partnered with The University of Pittsburgh Medical Center (UPMC). “ At UPMC Cancer Center”, they “are connected to patients to the integrated expertise of leading clinicians, academic researchers, specialty programs, and treatment centers” (Hillman Cancer Center, 2016). Their center is accredited and has a commitment to quality. Grobman reviews the importance of quality in nonprofit organizations. It allows nonprofits to gain grants, donations, board members, volunteers, media coverage, and political support (Grobman, 2015). Hillman Cancer Center is “ on a mission to prevent, treat, and heal cancer. And are consistently recognized by national, independent oncology care organizations for high standards of cancer care. At UPMC Cancer Center, patients come first. They work tirelessly to ensure cancer patients safety and to provide an exceptional level of cancer care” (Hillman Cancer Center, 2016). Poertner and Rapp also review the principles of consumer-centered management; venerating the people we call consumer or clients, creating and maintaining the focus, a
Healthcare systems are in needs of future leaders, cultivating high-potential employees should be the priority of any organization. With the omnibus leadership model, healthcare facilities need to develop and identified high-potential employees as early as possible. This can be done by improving or developing
Research for this capstone project is designed to determine the preferred model of provider construction to meet the unique staffing needs for the MidMichigan Health System (MMHS) consistent with the existing staffing model. Hospitals face a number of challenges making it difficult to improve patient care and reduce costs. One way healthcare organizations can effectively address many common concerns is by developing and deploying an appropriate provider staffing model. The ultimate goal of MMHS is to provide quality care for patients while complying with the standards set forth by the Joint Commission accreditation and reducing 30 Day
Where Has All The Staff Gone? Strategies to Recruit and Retain Quality Staff by Helen M. Hauff explores the dangerous shortage of nurses in healthcare. The shortage of nurses today has challenged and tested many human resources departments, forcing many directors to “think outside of the box” and look at different strategies for recruitment and retention. According to Hauff, the average recruitment costs per nurse can exceed $100,000 and the supply of nurses needs to increase by 9% a year just to keep up with demand (Hauff, 2007). Many health care systems and specialty clinics have tried to lure registered nurses and nurse practitioners with higher salaries and better benefits. The competition for quality staff has come with a price, staff turnover results in extra costs for recruiting and retraining employees. Hauff, a certified transplant nurse naturally focuses on the staff shortages in her specialty. The shortage of certified transplant nurses is critical, and according to Hauff many health care systems are closing down transplant units due to staff shortages and rising costs. Although Hauff tends to focus on solving the problems with transplant specialists, the same recommendations she outlines can be applied to any health care specialty.
I had the honor of shadowing Jenn Dagger, a registered Oncology nurse who works at the Perelman Center for Advanced Medicine. She works in the Oncology unit located on the third floor west pavilion, which contains both the Rena Rowan Breast Cancer Center and the Jordan Center for Gynecologic Cancers. She graduated from the University of Pennsylvania with a Bachelor’s degree of Science in Nursing and decided to stay in Philadelphia to pursue a career. She originally worked in the Cardiac unit, but she came to the realization that this unit did not fit what she wanted in a career. After acknowledging her dissatisfaction, she decided to switch to the Oncology unit. This change proved to be successful, as she now loves her job and feels fulfilled in her role as a nurse. During my visit she demonstrated leadership and teamwork among the other nurses in the unit. In recognition of her work caring for patients and their families, she received the DAISY (Diseases Attacking the Immune System) Award.
Confident that her education, clinical background, and work experiences will provide much value and benefits to any organization.
Last Wednesday, I shadowed Jennifer, Amy, and Laura on the eighth floor Infusion Clinic for four hours. Jennifer was the first nurse there that morning. She graduated from Marion University and developed her IV skills with a mentor while working in Interventional Radiology. On that unit, a lot of the patients had Chronic Kidney Disease, so hand IVs were performed to save patients’ arm veins for dialysis. She does not have any additional certifications related to IVs. She enjoys working in the infusion clinic because she loves oncology. Her number one tip for starting IVs is to always try on a patient because facing a challenge is a great way to learn.
In today’s health care environment, it can be challenging for organizations to recruit qualified health care providers who are willing to take on more complicated patients and learn new complex health technology systems (Little & Kinard, 1999). Thus, it is imperative for health care organizations to enact positive human resource (HR) policies that will attract highly qualified job candidates to their organizations. In my current health care field--primary care, recruitment is especially difficult because primary care health care providers are not compensated as well as other specialty health care fields and their workloads are increasing after the passing of the PPACA (Patient Protection and Affordable Care Act) (Ghrob & Bodenhemier, 2012).
With the expected growth in the allied health sector in the coming years due to increased patient care demands, healthcare organizations in the United State will need to take steps to maintain a high quality of care. These steps will include ways to ensure that well trained staff are hired, adequate new staff on the job training and orientation, continuous review of policies for improvements in safety, care, risk management and quality assurance. In addition to focusing on the integration of the incoming allied health personnel, healthcare organizations are expected to review how care is currently provided, and find new ways to provide care and meet the great increase in demand for care.