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NURSING SHORTAGE AND ITS IMPACT ON QUALITY OF CARE

NURSING SHORTAGE AND ITS IMPACT ON QUALITY OF CARE

NURSING SHORTAGE AND ITS IMPACT ON QUALITY OF CARE

Complete the Organizational Culture Assessment Tool for the healthcare organization or nursing practice you selected. Then, address the following: What is the state of cultural/organizational readiness for quality improvement? Is the organizational culture present for quality improvement? What leadership strategies are present in the organization to support quality improvement, positive patient experiences, and healthcare quality?

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Nursing Shortage and Impact on Quality of Care

The Organizational Culture Assessment Tool for the healthcare organization is a diagnostic tool to help assess the state of cultural/organizational readiness for quality improvement (Dorval & Jobin, 2021). It can be used by leadership to identify areas of strength and areas that need improvement, and to make decisions about how to allocate resources in order to support culture change. The assessment tool/questionnaire is divided into four sections: leadership commitment and direction, systems and processes, team dynamics, and individual attitudes (Dorval & Jobin, 2021). Each section includes questions related to the key dimensions of culture change: values, norms and expectations, communication and decision-making, work styles and behaviors.

Cultural/Organizational Readiness and Presence of Organizational Culture for Quality Improvement

Overall, the results of this assessment indicate that the healthcare organization is moderately ready for culture change and quality improvement with some areas needing more attention. The organizational culture appears to be somewhat present for quality improvement. There are evidence-based practices being utilized however the use of Lean methodology is not apparent. There is some recognition of patient safety and quality improvement initiatives with leadership support; however, there does not appear to be an overall strategy or plan in place. The frontline staff do not appear to be engaged in quality improvement practices as they do not feel empowered to make changes. There also does not appear to be a process for frontline staff feedback or communication up the chain. Overall, the organizational culture could certainly be improved upon in order to support a more systematic and holistic approach to quality improvement.

Leadership Strategies

The leadership strategies present in the organization to support quality improvement include goal setting, monitoring and feedback, and staff development. Goal setting includes specifying measurable goals and objectives for quality improvement and developing a plan to achieve these goals. Monitoring and feedback involves tracking progress towards the goals, identifying problems and barriers, and taking corrective action. Staff development includes providing training and education on evidence-based best practices, performance measurement, clinical guidelines, patient safety standards, etc.

The leadership strategies present in the organization seem to primarily support positive patient experiences. For example, the leaders use a coaching style that supports employees and allows them to take ownership of their work. In addition, the leadership is transparent and provides timely feedback to employees. Finally, the leadership creates a sense of team spirit by celebrating successes together. These leadership strategies are likely to result in a positive patient experience because they support employee engagement. Employee engagement has been linked with positive outcomes for patients, such as improved satisfaction with care and reduced rates of hospitalization.

Finally, the leadership strategies present in the organization to support healthcare quality are as follows: -Leadership commitment and dedication to quality is evident through the allocation of resources and top-down communication of expectations, -Processes are documented, standardized, and frequently improved using PDSA cycles with a focus on safety and patient outcomes, and -Decision making is timely, evidence-based, and collaborative across all disciplines and levels within the organization.

Conclusion

The Organizational Culture Assessment Tool for the healthcare organization is a diagnostic tool to help assess the state of cultural/organizational readiness for quality improvement. Overall, the results of this assessment indicate that the healthcare organization is moderately ready for culture change and quality improvement with some areas needing more attention.

Reference

Dorval, M., & Jobin, M. H. (2021). A conceptual model of Lean culture adoption in healthcare. International Journal of Productivity and Performance Management, (ahead-of-print). https://www.emerald.com/insight/content/doi/10.1108/IJPPM-06-2020-0345/full/html

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