Scientific Management Theory in Health Care Essay

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Inefficient Healthcare Routines, Examples of Participative Decision-Making in the Workplace

Routine practices are performed on the premise that all clients, patients, their families, visitors and residents are potentially infectious even without visible symptoms (PIDAC, 2009). These practices are conducted in order to prevent exposure to the various vehicles of infection and their spread. The major ones are risk assessment, hand hygiene, control of the environment, administrative controls, and immunization (PIDAC). But continued increase in new medical information and technologies, heightening regulatory neglect, an aging population, raised consumer awareness and expectations now reduce the capacity for unified patient care (Deutschendorf 2011). Other contributing factors are the dismantling of traditional care delivery models due to cost constraints, more and more experienced care providers, which led to shortages in most healthcare categories. These lowered clinical quality and level of safety outcomes (Deutschendorf).

There is a growing belief in the United States that people have the right to participate in any

activity that affects their lives (Branch, 2002). Participative management deals with the relationship between the organization and its employees and stakeholders. It attempts to fix basic issues on governance and the role of employees and external stakeholders in making decisions. It is particularly applicable to organizations saddled with complex and knowledge-based problems (Branch).

b) Concepts of Leadership and Management -- Difference, Overlap and How Nurses can Use the Overlap to Influence Changes in the Workplace

Managers are formal appointees in an organization (Cherie & Berhane, 2005). They receive power from their position based on their technical or leadership skills. They possess delegated authority, such as to reward or punish, and specific responsibilities, which include planning, organizing, leading, supervision and evaluation. They are results-oriented, analyze the cause or causes of failures, and deal with tasks. Leaders, by comparison, may not be part of the organization (Cherie & Berhabe). .

A nurse manager is also a leader who thinks long-term in dealing with crisis (Cherie & Berhane, 2005). Her reach extends to other units and their relationship. She places strong weight on values, vision and motivation. She has a full grasp of elements beyond reason and consciousness. She is also endowed with the political skill to deal with the varying requirements of several subordinates. Furthermore, she focuses on renewal in adapting to change. She uses the overlapping authorities of a manager and a leader by inspiring, motivating and directing subordinates. In pursuing worthwhile goals and values, she respects the dignity, autonomy and self-esteem of every subordinate. Blending the powers and authorities of a manager and a leader, she capably addresses issues in the workplace (Cherie & Berhane).

II. a) Behaviors of a Person with Strong Self-Awareness in Leading and Managing Groups. Give an example.

Self-awareness is one of the three dimensions of emotional intelligence (Taft, 2012). A person who possesses this trait is conscious or aware of his feelings as they develop and understands why he feels that way. Despite it, he is able to preserve his integrity and adapt to the situation. His behaviors are characterized by accurate self-assessment, self-confidence, self-management, transparency, adaptability, initiative, achievement orientation, and optimism (Taft). During a discussion at a meeting, for example, the self-aware leader may be severely criticized or opposed by someone in the same group with the intent to embarrass him or show off. The self-aware leader will respond to the unfair criticism politely by either admitting or denying the criticism but without sounding defensive. Neither will he pick up a fight or hit back, sacrifice his personal values or display an insecure attitude towards the malicious critic. He will maintain his dignity throughout the discourse.

A leader or manager with this quality knows his strengths and weaknesses and is able to seek out and accept feedback from others (Taft, 2012). He possesses a solid sense of worth, which sustains him in times of failure and defeat. He has strong inner drive and persistence (Taft).

b) Communication Methodologies to Develop a Shared Vision with Stakeholders -- Strategic Management for an Outreach Program?

The choice of communication methods to use with stakeholders depends on the specific audience and the purpose of the connection (Lind, 2011). But among these methods are focus groups, cross-disciplinary stakeholder meetings, public webinars, requests for specific information and project-specific websites. These methods can be used for an outreach program for the disabled, for example (Lind).

Basic rules for messaging should be strictly followed in sending written and spoken communication (Lind, 2012). The message should be addressed to the person who must be named before his disability is identified or mentioned.

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Communications should be person-centered. No target person wants to be treated as a "case," for example. Other fundamental rules are the avoidance of jargon and acronyms, the use of understandable statistics only, and unnecessary explanations and qualifications (Lind).

As those behind the outreach program gather information through these methodologies, they should not overlook stating what they plan to do with the information (Lind, 2012). Those running the program are answerable to stakeholders, the federal government, the governor, and the taxpayers who will fund it. They should start stakeholders' meetings with the real-life experiences of those involved in the program in order to authentically convey what the stakeholders represent (Lind).

III. a) Communication Type to Use for a Proposal to Management on Improving Patient Care

The message box is suitable because it limits its focus on the purpose, which is the improvement of patient care (Lind, 2012). The message is concentrated on a few points that the target can consider, remember and act on. The use of the message box type of communication contains the name of the upper management officers, what is asked of them, what their priorities or values are, and why they should say no. When upper management officers and their priorities have been identified, the proponent should writing down into the message box the value of upper management offices, barriers to their agreeing to support and fund the proposal, the proposed action asked of them, and the shared goal they can agree on (Lind).

When all the needed information has been inputted into the message box, the proponent may add support or more facts, personal anecdotes, statistics, and projections to make the proposal more convincing (Lind, 2012). This communication type enables presentations, reviews, documentations, and studies to be submitted to supplant the proposal. The proponent can use this type to contour their messages in a way that they can effectively catch and hold the attention and favor of upper management (Lind).

b) Differences Between Being Intrinsically Motivated from Being Extrinsically Motivated? Examples of Motivating Them. Characteristics of a Performance-Motivated Team

The intrinsically motivated nurse leader or person is a high achiever who is inwardly driven and directed (Taft, 2012). She possesses a readiness to assume responsibility and to be determined to accomplish to the end. She is also willing to take risks and fulfill goals with initiative. She is proactive, a natural learner, welcomes challenges, and can beat rules. Successful business people possess this type of motivation. Intrinsically motivated healthcare professionals are constantly ready to accomplish. They are also results-oriented and habitually focus on further improving their own performance by enabling themselves some more and doing the same to others (Taft).

The extrinsically motivated, in contrast, is driven or motivated only from the outside (Taft, 2012). Encouragements, incentives and other inducements can bring them to their toes to accomplish but effort dissipates when the encouragements wane and vanish (Taft).

Teamwork skills are most sought-after in managers (Taft, 2012). Collaboration and the outputs of a performance-driven team of emotionally intelligent members or subordinates are the means to achieving the goals of healthcare. Self-awareness and self-management blending with empathy and service orientation, cognitive excellence, technical expertise will outdo a mere collection of skills (Taft). A truly effective nurse manager orchestrates this synergy.

IV. a) Factors to Conflict over Reorganization and How to Manage Them

When healthcare employees increasingly apply for sick leave, a nurse manager usually suspects burnout as behind it (Glasberg et al., 2015). This occurs in the midst of stressful reorganization, which has led to structural instability, role conflicts and confusing responsibilities. These, in turn, create burnout symptoms and prompt applications for sick leave. Researchers interviewed 30 healthcare managers of varying occupational backgrounds and units in a Swedish setting in 2003. Interviewed healthcare managers said that continuous reorganization and downsizing of services reduced resources while exacting greater demands and responsibilities from employees. In addition, reorganization and downsizing raised ideals and expectations some more. Work-stressed employees have begun questioning their own worth and abilities, now that they are treated less as persons. The study concluded that employees feel increasing inadequacy and pessimism and powerlessness (Glasberg et al.).

Nurse managers can manage the conflict and its consequences by understanding both employees' actions and the perceptions behind their actions. Overall, the study pointed to the complexity and interrelation of the sources of burnout, such as reorganization. It also emphasized the nurse manager's dexterity in explaining the reality in a way that.....

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