Question

Missy Mendez, a nurse manager of a 95-bed medical-surgical unit in Yucatan, Kansas, would like to have her health care organization, Yucatan Memorial Health Center, embrace the concept of a high-performance organization. She would like the administration to develop a culture of a high-performing organization. Nurse Mendez knows that high-performance organizations have leaders who communicate a strong and clear mission and vision to employees, engage in strategic thinking that anticipates customer needs and market changes, commit to ongoing identification of problems, have a preoccupation with potential failures, are resilient and flexible, and use creative and improvisational problem solving to address failures or near-misses. Nurse Mendez approaches the director of nursing and provides multiple resources and contacts about the high-performance organization concept. The director asks her several questions about how she could coordinate hospital-wide efforts to describe this concept and support a customer-focused, team-based organization to support quality efforts. Yucatan Memorial Health Center, although it has a good quality improvement process, historically has emphasized individual successes and unit-based projects and tends to be punitive when managing clinical incidents.

1. Part of the quality improvement process, of course, involves nurse managers implementing what Nurse Mendez refers to as a health care quality toolbox. For example, one unit frequently grapples with the problems encountered in scheduling radiology for patients. Some patients are scheduled specifically for diagnostic procedures, while others at the center are sent to radiology spontaneously by their physicians during a medical appointment. To eliminate as many scheduling problems as possible, she asks affected nursing managers to diagram causes of each scheduling conflict as it arises, including unclear policies or protocols, poor placement or a number of equipment and machines, and time each patient spends in radiology awaiting either tests or results. This particular strategy is an example of what sort of tool?

Answer 1

The process of organizaning, planning,scheduling,directing , controlling,co ordinating is known as human resource management.

Planning:-Planning is the process of determination of the objectives to be achieved and the course of action to be followed to achieve them. Before starting any action, one has to decide how the work will be performed and where and how it has to be performed. Thus, planning is defined as a decision-making as to what is to be done, how it is to be done, when it is to be done and by whom it is to done. Planning helps in achieving the objectives efficiently and effectively. Planning involves selecting of objectives and strategies, policies and programmes and procedures for achieving them.

Organising- It is the process of determining and defining the activities for achieving planning, grouping the activities in logical pattern and Assigning the activities to perticular person ,to avoid any conflict in the work process

Staffing:- it include assigning eligible manpower according to the organizational structure thorugh the process of selectiion, interview,apprasial, and development and training of personnel.is help to get right people ,at right time to right place.

Directing- it is the process of guiding, inspire, leading the subordinates to perform the work systematically and also building up confidence among them.The nurse manager instruct subordinate when to do ,what to do, how to do.

Controlling - it is the method of measuring the current work perfomance and to guide the subordinate to work according to the standerd of work on the basis of predetermined goal and if necessary applying the corrective steps.