The Delivery Models Of The Emergency Department At Mclaren Greater Lansing Hospital

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

According to Porter-O’Grady, 2016 et al p 324, our healthcare systems today are at the center of what is considered major change. Much of the change today is directly related to the foundational principles, concepts and associated with complexity in systems and relationships, and an understanding by nurse leader and follower; of what it takes to make meaningful change. Nurse Leaders, registered nurses, advance practice nurses, and other followers, at every level of our organizations must be increasingly aware of meaningful and sustainable changes that improves our healthcare systems (Porter-O’Grady, 2016 et al p 324).

These changes are then reinforced to employees by the Charge Nurses in Morning Huddles and in special called Safety Huddles throughout the week. While management is very open to change, implementation of the changes must be carried out by the actual hands-on personnel, and this often times leads to fear of the unknown. As Yoder-Wise (2015) states, “All changes, whether perceived as positive or negative, large-scale or simply, are scary and generate fear” (p. 307). In the short time I have worked in the ED, I have seen both support and resistance among co-workers regarding change processes. While some embrace change, others resist, and are set in their ways viewing change as inconvenient and an addition of time-consuming steps to an already stressful environment. Most whom I work with, when presented with the facts and evidence behind the change, view it positively and have no problem implementing it.

Slide 2: A Nurse Executive is a master’s educated individual who is knowledgeable and has developed strong interpersonal relationships with the interdisciplinary team. This individual is accountable and compassionate, showing respect and excellence in their practice. The nurse leader is able to adapt to change especially in regards to technological advances and innovative methods of caring for patients. A driven leader empowers their staff to create an environment that is inclusive and ultimately productive using the team-nursing concept. Individual weaknesses are noted and built upon using team training and consistent educational in-services. This

The profession of nursing is usually described as high-demand job, as well as stressful. The American Association of Critical-Care Nurses believes that nurses can empower their work environments and truly make a difference (AACN, 2016). Although nurses have the ability to join committees and help make changes slowly, there are many factors in the nursing that cannot be changed by nurses. “The global increase in the aged population, the intensity of health care problems, the incidence of chronic illnesses and advanced technology, nurses are faced with a variety of work-related stressors” (Lambert & Lambert, 2008, p. 38). Regardless of nursing communication and social aspects of units, nurses need to accept some stressors as they are and

Any patient brought into the Emergency Department, is first signed in at ED receptionist desk and triaged by a triage nurse, prioritized and brought to patient room by a charged nurse either by wheelchair or stretcher or walking by the patient depending on patient’s illness. A nurse is assigned to the patient. Emergency Doctor comes in and if the patient illness is life threatening it is stabilized and the Doctor orders test such as blood work and x-ray if necessary to be conducted. Based on the test result the patient is either discharged or admitted. Certain times the emergency department is filled with a lot of patient that there is no place to sit and patients keep coming in and creating

Organizational teams must adjust physician practices and reshape either the inpatient, outpatient or emergency care process because of the constant involvement of nurses, pharmacists, physicians and ancillary staff. Since the CPOE system is one of the most complex and challenging features of the healthcare information technology (HIT), it may involve an increase in the time spent by physicians in order to time spent on order to overcome this barrier. This especially applies to the improvement of patient care and satisfaction because of the exceptional performance of care healthcare providers and physicians provide. The implementation of executive leadership within their organization can become very beneficial to Larry and Emma as the organizational leaders. I believe that there are two major responsibilities that the MSMC must acknowledge. These are ensuring that the implementation of a complete functional EMR becomes successful and that theirs a smooth transition when improving the health information technology system, which may include telemedicine, e-health records, and the exchange of patient information. These are the advancements I would implement if I was in Sarah’s position because it would ensure that their organization would be able to sustain quality care. In effect, this would help the accessibility patient data and increase their

Emergency Room nursing tends to be a specialty where many nurses stay the longevity of their career. The nature of the emergency room is fast paced, chaotic at times, and always changing, nurses have difficulty transitioning

The role of the emergency department is to diagnose and treat acute and urgent illnesses and injuries. Patients are seen in order of medical urgency. The emergency department bases the patients urgency for treatment based on levels. Level 1 is critical and life-threatening. This is usually related to ABC’s (Airway, Breathing, and Circulation). These patients are top priority and require a lifesaving intervention. Level 2 is also considered high priority and can also be life-threatening. Psychiatric patients are considered level 2, and patients arriving to the ED with chest pain. Level 3 patients require resources such as sutures, x-rays, CAT scans, MRI, etc. Level 3 patients are provided treatment services only after Level 1 and 2 have been addressed. The emergency department at CEMC also has a trauma room and a SANE room. The trauma room is equipped with life-saving medications (such as antidotes for drug overdose) and medical equipment. The SANE (Sexual Assault Nurse Examiner) room consists of equipment used to assess a patient who has been sexually assaulted. The equipment takes pictures of the patient for the SANE nurse to later provide to law enforcement. A SANE nurse is a specialty nurse and CEMC has one on call 24/7.

Working in the health care environment the world needs effective, wise and visionary leaders, leadership matters in every organisation to change the health care environment so it may continue to grow to ensure it gives us better evidence based practice (Evans & M.L, 2015, p 34-50). All health care professionals are required at some point in their position to engage in management or leadership. As an AIN, EN or RN they all have a responsibility to educate, lead and manage within the health care profession (Innis & Berta, 2016, p.2-22). This allows each individual to develop useful and excellent leadership skills and management strategies to be able to educate and lead an exceptional team (Innis & Berta, 2016, p. 2-22). Although our greatest

Department Organization: This 358 hospital bed acute care facility. The HIM department is staffed with twenty one individuals who hold various positions. There is one with a RHIA credential, and two with RHIT credential. The other members of the department include Certified Coding Specialists (4), Certified Coding Associates (1), Birth Recorders (1.5), Clerks (2.2), Technicians (6), System Technician (1), Registry (.8) and Document Specialists (2.2) with many tasks shared among the entire team. The information flow begins with the patient discharge. A new chart is created for each discharge. The chart is assembled, coded and then analyzed by senior HIM Specialist for deficiencies. If the chart is complete the chart goes to the main file. If not, complete MD is notified.

In the hospital, a team includes a CEO, managers, supervisors, charge nurses, medical doctors, nurses, nursing assistants, social workers and maintenance crews; it can also include many other members. In addition, a well-functioning team is led by a good leader; a leader does not necessary mean the CEO, but someone who is driven, knowledgeable, and a good communicator. Charge nurse and nurses are normally the one that handles the care of patients in the hospital. Both charge nurses and nurses can be considered leaders. It is why, it is very crucial that nurses are good communicators. One would say that nurses are the spoke person of a hospital to its patients. The nurses care for their patient closely, they communicate with the doctors regarding the care of the patient; they communicate with the pharmacies, nursing assistant, colleagues, and many more. Those

Without competent leadership change can have negative impact on both the employees and the patients. According to Wright (2010), lack of leadership in change management could lead to adverse outcomes such as resentment, rebellious attitudes, and could end up damaging the same people it intended to make better (p.20). Therefore, experts warned that it is very important to have competent leadership at the helm of change management (p.20). As the focus of providing leadership shifts to nurse administrators who are often in the frontline of change management, nurse administrator should use essential tools such as the American Organization of Nurse Executives (AONE) five domain of competence as a framework in change management.

By empowering the community of nurses and sustaining employee engagement, patient and employee satisfaction would remain the same, if not increase (6 Leadership strategies for navigating perpetual change in healthcare, 2015). Change is tough for most people and the time to adjust varies with each individual. Taking some time to acknowledge each individual and their needs is an important factor to being a great leader (6 Leadership strategies for navigating perpetual change in healthcare, 2015).

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric