Organizational Structure in Nursing

Organizational Structure and Model

Organizational structure or model is pre-eminent in achieving the aims of an organization as it states out how activities such as allocation of tasks, coordination, and supervision are projected towards reaching the goal. Additionally, the model of an organization explicates the latter via its framework, incorporating lines of authority, communication, and allocation of resources. Depending on the objectives a team is working towards, the structure of organizations vary.

Quality Program Goals and Objectives in Healthcare

In the healthcare providence unit such as nursing, there are the organization’s quality program goals and objectives. The most crucial goal is to provide the best healthcare to patients through the advancement of nursing knowledge by managing particular health care issues and improving clinical practices (Manojlovich & Ketefian, 2016). The organization has a well laid-out quality management structure comprising of work specialization and departmentalization which involves segmenting an organization into units with each unit working according to their specific specialty. There is a chain of command and span of control to delegate information between departments in ensuring adequate health care.

Constant Innovations for Quality Improvement

Constant innovations select projects that target quality improvement and improving technology to boost the quality of care given to patients. The entire staff manages these projects and monitor by taking records of positive change in patients. Where there are noticeable improvements and no disease reoccurrence, the innovation is brought into the system (Butcher et al, 2018). Quality revamping in programs is made available for staff in my facility since there are methodologies of many research and conduction of nursing workshops to elaborate on new technology that can be used to increase the standard of care given to patients. Another technique used is constant experimentation with innovations and ideas. These methods are highly effective as they refurbish nurses’ knowledge in handling patients thus attaining the goal of unquestionable healthcare.

Communication and Evaluation of Quality Improvement Activities

Quality improvement (QI) activities and processes are communicated to staff by uplifting communication, engagement, and full participation for everyone affected by the process. Healthcare organizations should start by defining operations in a bid to develop such systems. Nurses are fundamental to hospitalized patients’ care and are significant in the efforts of hospitals to improve quality thus communication must be observed (Melnyk et al, 2014). Although this method of communication is valid, it can be improved by using the chain of command and passing information through appointed team leaders so that it reaches the entire staff in time. The organization uses various strategies to evaluate QI activities for effectiveness such as keen monitoring of patients’ condition to verify positive responses with the administration of innovation. Whenever the QI activity is not useful, there is re-assessment, re-ordering of prime concerns, setting new goals and revising the plan of nursing care (Slatyer et al, 2016).

Example of a QI Initiative: Shift to Bedside Nursing Report

An example of a QI initiative that has proved its effectiveness is the shift to bedside nursing report. The process involved making alterations from the customary way of nurses changing turns away from the patient and introduction of bedside nursing report. The move had positive impacts on patients because it minimized accidents which occurred whenever patients were left on their own while the nurses were handing over duties. Another effect is improved care, and fewer recurrences of diseases as patients and their families were also involved in the provision of their care. Monitoring and assessing the health conditions of a specific patient by the outgoing nurse also enabled the incoming nurse to understand how to handle the patient, for examples what drugs should not be given. The initiative resulted in a total change in practice and embracing the new form of shift changes between the outgoing and incoming nurse.

References

Butcher, H. K., Bulechek, G. M., Dochterman, J. M. M., & Wagner, C. (2018). Nursing Interventions classification (NIC)-E-Book. Elsevier Health Sciences.

Manojlovich, M., & Ketefian, S. (2016). The effects of organizational culture on nursing professionalism: Implications for health resource planning. Canadian Journal of Nursing Research Archive, 33(4).

Melnyk, B. M., Gallagher‐Ford, L., Long, L. E., & Fineout‐Overholt, E. (2014). The establishment of evidence‐based practice competencies for practicing registered nurses and advanced practice nurses in real‐world clinical settings: proficiencies to improve healthcare quality, reliability, patient outcomes, and costs. Worldviews on Evidence‐Based Nursing, 11(1), 5-15.

Slatyer, S., Coventry, L. L., Twigg, D., & Davis, S. (2016). Professional practice models for nursing: a review of the literature and synthesis of key components. Journal of nursing management, 24(2), 139-150.