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NURS55200assignmenthelp.docx

NURS55200assignmenthelp.docx

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NURS 55200_Organization Case Study Part I_ Worksheet

All items on worksheet are to be addressed in sufficient detail to provide you and the reader with a clear picture of the organization. Remember confidentiality and anonymity. Key: ¥ =area to be filled

Student Name_______________________________________

Level of the Organization →

Dimension ↓

Macro

Meso

Micro

Organization Description—size, type

¥ 485 bed medical center

Offers medical services to a diverse population

There are both inpatient and outpatient services

Design & Structure

¥ Functional design

Functions constitute departments

Departments constitute a manager/leader and staff

M, V, V,

¥ Mission-In collaboration with our academic partners, our mission is to advance healthcare to improve the health of our patients and communities, promote health equity and develop the next generations of healthcare leaders.

Vision- Our vision is to be the preeminent healthcare provider known for improving the health and wellness of our communities, providing exemplary care for our patients and advancing the knowledge to do so. 

Values- Compassion:We will treat our patients and their families with kindness and compassion and strive to better understand and respond to their needs.

Accountability:We will hold ourselves accountable as an organization and as individuals to act ethically and responsibly in everything we do, to be excellent stewards of our resources and to be transparent in our actions. 

Respect:We will act with respect, openness and honesty in our dealings with patients, families and coworkers. We will work collaboratively to promote the well-being of the communities we serve and to advance patient care, education and research. 

Excellence:We will work as a team to leverage best practices and innovation in providing the highest-quality care for our patients and families. We will devote ourselves to continuously improve in everything we do.

Some departments have their own mission and vision aligning with those of the hospital.

Improved health and wellbeing is at the core of the functional units and the activities of the stakeholders

Environmental Assessment: include population served demographics, SWOT or SOAR analysis, in this nursing assignment help

The hospital serves an increasingly diverse population that includes US and non-US citizens. A significant segment of this population includes students.

The issue of healthcare that is prominent in the wider discourse in the US has significant implications for the hospital.

Political trends touching on healthcare, such as the uncertainty over the Affordable Care Act as pertains to the current US administration are a source of concern to top leaders at the hospital.

The It department is under the process of upgrading the hospital’s nursing informatics function in a bid to mirror the success of such a system at a nearby hospital.. This initiative, however, is undermined by inadequate funding.

The state enacted new regulations that might make it easier for nurses from other states to operate in the hospital. This is viewed as a job threat by the existing nursing staff.

Current Issues being addressed at each level of the organization—what data/outcomes/reports are being viewed as priority?

¥

A four-phase implementation plan is used. Currently the hospital is at phase three, which requires the hospital to:

•Implement newly developed strategies to address health-related needs (Year 2 & 3)

• Provide guidance to ensure that all new health-related and community benefit initiatives are intentional in demonstrating how they are addressing the health-related needs and the impact the initiatives have on our community.

• Align with the hospital’s and other stakeholders’ budgetary processes, ensuring there are sufficient resources to support the implementation of new health-related and community benefit initiatives.

• Pilot and implement new strategies to address the gaps in services and programs to address the health-related needs of the community.

¥

The nursing informatics function helps in the collection, processing and analysis of data on the various projects under implementation. This information is available via a web portal based on access levels and involves statistics such as clinical errors, satisfaction rate, and financial data.

¥

Staff members track their progress and the progress of the wider organization through the portal and in meetings. Reports are generated frequently and avaled on the portal for timely access.

Culture

¥The hospital’s culture is underpinned by quality care and maintaining close ties with patients and stakeholders of the hospital and views the various stakeholders as a family. This culture is visible in the hospital’s mission, vision, and values as well as day-to-day practices. The value of compassion is explicitly stated as a leading tenet of the hospital’s practices. The hospital also organizes annual events in addition to other frequent events to signify and enhance the close relationships among the various stakeholders. Employees are especially proud of the way the hospital’s leadership treats them with respect.

¥

All departments align with the wider organizational culture

¥

the staff are committed to the values of the hospital

Standing Committees/ Teams/ Groups; Communication

¥There are nine committees at the hospital as follows:

Audit and Risk Committee – 6 members

Emergency Executive Committee – 8 members

Main Tender Board – 6 members

Executive Committee – 11 members

Finance Committee 9 members

Human Resources Committee 7 members

Public Complaints Committee – 5 ,members

Supporting Services Development Committee 9 members

Staff Appeals Committee 12 members

The committees are dominated by internal members of the hospital, mainly those who have worked at the institution for an extended period. The hospital has a difficult time in comparing the implementations of the decisions of all the committees due to inadequate collaboration among the various committees. This limitation points to poor communication. Although the committees tap technology to enhance communication, there are cases where the process is ineffective. For instance, the IT department complained of underfunding and the resulting inability to acquire or develop the systems necessary to ensure a successful nursing informatics program.

¥

¥

Decision Making

¥The top-down approach to decision making is the predominant approach used at the hospital. Most decisions are made at the top level and passed to staff at lower levels. Top leaders at the hospital make largely strategic decisions. Lower-level staff are not significantly involved in making strategic decisions, but they make decisions related to the daily operations of the institution. This approach to decision-making is inadequate because it ignores the value of some stakeholders in making effective decisions.

¥

Middle-level managers make decisions affecting their departments with some input from their subjects

¥

Lower-level staff are not significantly involved in making strategic decisions, but they make decisions related to the daily operations of the institution.

Leadership Style

¥

The top leaders use a transactional approach to leadership. This is evidenced by the reward system that offers benefits to those who perform as expected.

¥There are differences in the styles of leadership used by some leaders at the lower level compared to top leadership. Transformational leadership is common at this level and leaders seek to influence the followers by presenting transformational ideas. This approach is positively received by the employees as they view those leaders who use this approach as effective.

¥

Nurses use their role in the hospital to influence others

Learning Organization Assessment

¥

The hospital is a Magnet designated learning institution. Some of the elements that underscore this observation include transformational leadership in some areas of the hospital, exemplary professional practice, structural empowerment and empirical quality results.

¥

Departments offer training and development programs

¥

Nurses are enrolled in programs that enhance their knowledge on latest developments in their field

Change/Adaptability Assessment

¥

Change is constantly occurring in the institution. The research and design center brings new ideas and knowledge that inform new strategies adopted by the hospital. The institution is also constantly assessing the changes in the environment and adjusting to these changes, including the increasing diversity of its client and staff base.

¥

Departments introduce changes from time to time as deemed necessary.

¥

Nurses are encouraged to upgrade their skills and knowledge through continuous learning and training programs.

Power & Political Assessment

¥

Top leaders draw their power from their position.

The board constitutes a diverse mix of stakeholders from both within and outside the hospital.

Nursing is at the core of the operations of the hospital and it drives the mission, vision and values.

¥The leaders who use transformational leadership, mainly at the lower level of the hospital, are held in high regard and thought of as being exemplary. These leaders also seem to know the most about the hospital due to their interactions with the daily operations and the strategic elements of the entity.

¥Nurses play a critical role in the hospital because they interact with the patients.

Sources Used (1 point each for fourth and subsequent individual consulted–up to a total of 5 points) & Documentation (position of the person, topic of consult, and information garnered) (attach)

¥ Front office staff

Clinical nurse manager

¥

IT officer

¥Pediatrician

Nurse

Physical therapist

Considerations to think about when filling out your worksheet and asking others. Note: this is not exhaustive or complete (i.e., add more based on your curiosity and what you have read about organizations):

Structure/Design: How many reporting levels are in the organization hierarchy?

There are five levels in Upper Hill Hospital’s hierarchy involving CEO, CFO, CMO, CNO, COO, Assistant Vice-Chancellors, Directors, Managers, and staff.

Describe structure/design based on the criteria/frameworks in your readings and from our discussions.

The hospital operates using the top-down approach as its structure..

M, V, V and strategy information.

Mission: In collaboration with our academic partners, our mission is to advance healthcare to improve the health of our patients and communities, promote health equity and develop the next generations of healthcare leaders.

Vision: Our vision is to be the preeminent healthcare provider known for improving the health and wellness of our communities, providing exemplary care for our patients and advancing the knowledge to do so. 

Values:

Compassion:

We will treat our patients and their families with kindness and compassion and strive to better understand and respond to their needs.

Accountability:We will hold ourselves accountable as an organization and as individuals to act ethically and responsibly in everything we do, to be excellent stewards of our resources and to be transparent in our actions. 

Respect:We will act with respect, openness and honesty in our dealings with patients, families and coworkers. We will work collaboratively to promote the well-being of the communities we serve and to advance patient care, education and research. 

Excellence:We will work as a team to leverage best practices and innovation in providing the highest-quality care for our patients and families. We will devote ourselves to continuously improve in everything we do.

Strategy information What issues are priority to address this year?

Based on the 2016 analysis of the hospital, it was established that:

1. Addressing the social determinants of health: education, employment and income, health behaviors (e.g., smoking), housing, family and social support, food, interpersonal violence, transportation, and utility insecurity.

2. Improving access to care: availability of high quality physical and mental healthcare on demand.

3. Reducing the risk of chronic disease or the impact of chronic disease on health: asthma, cardiovascular disease (including hypertension), diabetes, mental and behavioral health, obesity, and sickle cell disease.

What important strategic information is being monitored on a regular basis?

A four-phase implementation plan is used. Currently the hospital is at phase three, which requires the hospital to:

•Implement newly developed strategies to address health-related needs (Year 2 & 3)

• Provide guidance to ensure that all new health-related and community benefit initiatives are intentional in demonstrating how they are addressing the health-related needs and the impact the initiatives have on our community.

• Align with the hospital’s and other stakeholders’ budgetary processes, ensuring there are sufficient resources to support the implementation of new health-related and community benefit initiatives.

• Pilot and implement new strategies to address the gaps in services and programs to address the health-related needs of the community. Learn more at nursing essay help.

Environmental Assessment: How does your organization operate with regard to the surrounding healthcare organizations and environment? How does the strategic plan reflect the direction for maintaining/succeeding/surviving (use the information and frameworks/theories from your readings)?

Culture: “How would you describe the culture? What indications do you have that explain the organization’s culture?” “What is important to the people who work here?” How doe employees organize around the mission, vision, values, and strategic goals? What rituals does the organization have—reward systems, recurring events, celebrations? What do employees like about the organization?

The hospital’s culture is underpinned by maintaining close ties with patients and stakeholders of the hospital and views the various stakeholders as a family. This culture is visible in the hospital’s mission, vision, and values as well as day-to-day practices. The value of compassion is explicitly stated as a leading tenet of the hospital’s practices. The hospital also organizes annual events in addition to other frequent events to signify and enhance the close relationships among the various stakeholders. Employees are especially proud of the way the hospital’s leadership treats them with respect.

Committees/Teams/Communication: What are the numbers of committees at each level of the organization and what are they? In general, how are team or committee members chosen at each level? Who chairs them? Are any chairs nurses? What are their responsibilities and how effective are they (i.e., how often are their actions/decisions accepted and implemented by the organization)? How are decisions and information communicated throughout the organization? How many avenues of organizational communication are they and how efficient/effective are they? How has technology impacted communication—what works/doesn’t work? What needs to be improved?

There are nine committees at the hospital as follows:

Audit and Risk Committee – 6 members

Emergency Executive Committee – 8 members

Main Tender Board – 6 members

Executive Committee – 11 members

Finance Committee 9 members

Human Resources Committee 7 members

Public Complaints Committee – 5 ,members

Supporting Services Development Committee 9 members

Staff Appeals Committee 12 members

The committees are dominated by internal members of the hospital, mainly those who have worked at the institution for an extended period. The hospital has a difficult time in comparing the implementations of the decisions of all the committees due to inadequate collaboration among the various committees. This limitation points to poor communication. Although the committees tap technology to enhance communication, there are cases where the process is ineffective. For instance, the IT department complained of underfunding and the resulting inability to acquire or develop the systems necessary to ensure a successful nursing informatics program.

Decision making: How are decisions made at each level? Who makes the most decisions at each level, and who is listened to most frequently?

The top-down approach to decision making is the predominant approach used at the hospital. Most decisions are made at the top level and passed to staff at lower levels. Top leaders at the hospital make largely strategic decisions. Lower-level staff are not significantly involved in making strategic decisions, but they make decisions related to the daily operations of the institution. This approach to decision-making is inadequate because it ignores the value of some stakeholders in making effective decisions.

Leadership style: Based on your readings and knowledge to the types of leadership styles, what types do you see at each level? How effective are they? Compare the types of leaders with the theories from your readings.

The top leaders use a transactional approach to leadership. This is evidenced by the reward system that offers benefits to those who perform as expected. There are, however, differences in the styles of leadership used by some leaders at the lower level. Transformational leadership is common at this level and leaders seek to influence the followers by presenting transformational ideas. This approach is positively received by the employees as they view those leaders who use this approach as effective.

Learning Organization: Look at the characteristics of a learning organization from your readings and class discussion. How many do you see operating in your organization? Is your organization Magnet designated (or other designations that signal a learning organization)? If it is Magnet, what are the indications it does or does not operate as a learning organization?

The hospital is a Magnet designated learning institution. Some of the elements that underscore this observation include transformational leadership in some areas of the hospital, exemplary professional practice, structural empowerment and empirical quality results.

Change: How frequently is change occurring? What is the change process? How is change managed: How well does the organization manage change (https://onlyprofessors.com/tag/writing/page/19/)?

Change is constantly occurring in the institution. The research and design center brings new ideas and knowledge that inform new strategies adopted by the hospital. The institution is also constantly assessing the changes in the environment and adjusting to these changes, including the increasing diversity of its client and staff base.

Power & Politics—Who is good at influencing and making decisions that are carried out? Who is highly thought of? Who is effective? Who knows the most about the organization? Who is considered powerful? How do decisions get made? Who are the people that get others on board with regard to the decisions? What is the Board makeup and how are they chosen? How powerful is nursing?

The leaders who use transformational leadership, mainly at the lower level of the hospital, are held in high regard and thought of as being exemplary. These leaders also seem to know the most about the hospital due to their interactions with the daily operations and the strategic elements of the entity. The board constitutes a diverse mix of stakeholders from both within and outside the hospital. Nursing is at the core of the operations of the hospital and it drives the mission, vision and values.

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