Debbie s dilemma week 4 assignment 2 Essay

She make the assumption that LPN has “completely ignored” her. The issue was approach from a criticizing angle that immediately lead to a defensive response by the LPN. The RN did not asked the reason why this LPN was not able to help the patient but she jumped in the conclusion that the LPN was not helping her in purpose. Furthermore, in this tensioned situation it seems like there is process conflict between two of the nurses. Huber, 2015 defines process conflict as a “conflict pertains to issues of duty and resource delegation, such as who should what and how much responsibility different people should have” (p. 172). This confusion between the team members it is revealed sentences when the RN tells the LPN that “it was your job, you are assigned to Mrs. J. And the LPN responds to here that “I do my own work and part of yours.” To better assist patient in medical field, nurses might collaborate and work in team. The RN is fully competent in delegating the appropriate tasks to LPN or UAP, yet she has to make sure to transmit her tasks by using clear communication, being concise on what she wants to be completed, and within what time frame the task has to be completed. She can delegate certain tasks to other staff members such as LPN or UAP; however, she is accountable for what happens to the patient. Both the nurse delegator and the delegate must agree in the task and report back the completion

Effective leadership and management skills are important for the nursing profession because they enable proper coordination of nursing services. Although both nurse leaders and managers ensure that any healthcare organization is running smoothly, they have different roles in real practice. The chosen problem is the nurse staffing ratio. A reduced nurse-patient ratio is imperative in the healthcare settings because it not only guarantees job satisfaction for nurses but also improves the health outcomes and safety of patients. Therefore, an explanation of nurse staffing ratio and a comparison of the way leaders and managers would approach the issue with a focus on human resource management, time, and financial management can help in explaining

Especially since she was just trying to know that her husband would not be hurt by mowing the lawn. Based on what I have learned thus far in the class, I know that no matter how ridiculous the concern may sound I need to respect the patient and allow them to voice their concern. I would have listen to the wife of the patient and would have reassured her that while I know that she is worried about her husband he should be okay to mow the lawn and then I would have ended the conversation by letting the patient’s wife know that if she or her husband have any other worries or questions that they could contact me. The ethical lesson that is to be learned from Dr. McKee’s unethical error is that patients and their family members need to be treated with dignity because they are trusting the physician with their life and that should not be taken for granted.

The only reason that the LPN’s received a pay increase is because; the physicians in the organizations did not want to have to deal with the repercussions if they had denied the LPN’s.

Herzberg did a job satisfaction study of accountants and engineers, after that he developed this theory. He found that there are two groups of factors affect to an employee’s job satisfaction or job dissatisfaction. Herzberg's two-factor theory is probably the most widely known and accepted approach relating directly to job satisfaction. Herzberg addressed, the problem of job satisfaction in terms of those factors which cause satisfaction (motivators) and those which cause dissatisfaction (hygiene). This information then becomes the basis for evaluating an individual's job and making the changes necessary to increase worker motivation. Herzberg's two-factor theory of job-satisfaction is not new, as a matter of fact; it dates back to 1959 and is the outgrowth of a research study project on job attitudes conducted by Herzberg, Mausner and

On review of the case, the physician’s side would settle out of court for a sum of $275,000. The lawsuit against the hospital’s Nursing staff proceeded to court.

Belaboring the point she returned again and explained that her job was to protect her staff. I found this statement unprofessional in so far as staff not the patient was their primary concern

Consistent, open, honest, and transparent communication is invariably preferred, and would have best suited this situation, however, given the collective bargaining agreement requirements, this proved an impossibility. Furthermore, the rules governing the negotiation process and that planning occurred without the nurse’s knowledge indicated deception in their judgement. An already frustrated nursing staff became angry at what they perceived as a personal affront and severe injustice. Although the nurses’ could grasp the staffing insufficiencies, the severe changes required to remedy the unsafe staffing conditions evoked serious emotions and injured the trust between management and the nursing staff. Nevertheless, the medical center was obligated to follow the procedures dictated by the

The theory also states the reason why employees are less motivated is due to health factors not being satisfactory. There are two factors in Herzberg’s theory Motivation factors, which include the work, responsibility and achievement and Hygiene factors, which include, relationships between staff, job security, and the environment. According to Herzberg, these types of motivators have an opposite correlation. This means that they tend to inspire motivation when they are present and reduce motivation when they are absent (Thomson, 2015). However, in this setting, the most important motivational factor is making sure everyone in the setting has a positive attitude and the correct information is shared, and this can be done by simply being more approachable towards staff members.

I was not involved in the conversation but was able to listen as they were sitting close to me. The NP made a suggestion regarding the patients care plan; she suggest another vitamin (a flavoured chewable) to increase the child’s medication compliance. The fellow immediately said no and told her that she was wrong. His tone was curt and the NP student did not reply, she remand silent for the rest of discussion regarding the patients care plan. The NP student made no attempt to explain the reasoning behind her suggestion; nor did she ask the fellow to explain why her suggestion was wrong. She appeared to just accept his word for it, since he was the physician. I later found out that this was her first time presenting a client to a physician and other HCT members. This was not a dramatic situation, and I do not know what occurred after this discussion, but something about the interaction between these two got me thinking. I started to think about how I would have responded in a similar situation; what would I have done what would I have said? Would the NP student have responded differently if it had been the dietician that said no. Would my response in this situation be depended on who was telling me that I was wrong? Am I intimidated by doctors, and do I hold their opinion to a higher level over other healthcare team members just because of the physician job title? TWEAK THIS

According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company

On my observation now-I was not asked or debriefed at the time, nor did I imitate critically then-is that the circumstances and outcomes dictate that the doctor and members thereof acted less than professionally, and their conclusion and actions were not finely balanced, leaving the patients in a an unethical and morally conciliation position. The patient had owed a duty of care, which had not been provided by all involved at the critical moments. So although all parties worked from a position of beneficence, obliging to do good for all patients at the time, there is also a team failure in justifying their

Julie, what a great example of change that should be made in an organization. I know that this often happened in our organization as well. There were also a few other procedures that this would happen with our healthcare organization well; one was giving methotrexate for ectopic pregnancy. The patient had come down from the providers office with a lot of questions and unsure whether she really wanted this done. After much discussion and deliberation the patient did chose that this was the best solution, but this was only after extensive education with the nurse, pharmacist, and sending the patient back up to the doctor's office. Shared decision making model is a great solution to situations like this. In today's healthcare setting it is important

I think that Mr. Christiansen did not make the right move. It was a very generous action taken to ensure the medical staff have the equipment they need to efficiently do their job, but a solution should have been made that involved him and the board members. Collectively, the Board would have been able to determine how the problem could have been solved since it is their responsibility to resolve issues such as the one presented. This could have been done by reviewing the financial status of the organization and determine where funding could be made available, developing strategies to better manage capital budgeting, have a meeting with South Bridge Health System (SBHS) to discuss why they have not upheld their end of the bargain, or other

In today’s organization, there is a need for ways in which to effectively motivate employees. Expectancy theory addresses the underlying issues that are associated with the belief that a performance or outcome is attainable. Developed initially by Edward Tolman and Kurt Levin, introduction of the theory into the workplace was not achieved until quite some time later by Victor Vroom (Bradt, 1996). It is his first utilization of the theory that enabled others to develop and recognize the potential the theory played in motivating individuals. This essay will address not only the fundamental mechanics behind expectancy theory, but also how it can be correlated with education, performance appraisals,