What managerial attributes and actions would this senior leader need to employ to ensure that the staff will buy into workplace changes?

To complete: In a paper approximately 13 pages in length APA 6TH EDITION DOUBLE SPACED PEER REVIEWED ARTICLES FROM 2010 – FREE OF GRAMMAR ERRORS – US ENGLISH LANGUAGE
PLEASE FOLLOW THESE INSTRUCTIONS AS PROVIDED – NO TIME FOR REVISION
Part 1: State the problem and mission in measurable terms; clearly state the unit of analysis.
•    Explain why your selected nursing indicator is a priority for your organization and support your selection with data.
•    Identify which quality improvement model best fits your nursing indicator and justify your selection with evidence from the research literature.
•    Detail the primary measurement that you will be utilizing, and the goal, in comparison to an external source (i.e. scores received by other similar health care organizations on your nursing indicator).
•    Synthesize strategies for managing any ethical dilemmas presented by the initiative.
Part 2: Describe the team: membership, roles, facilitators, background/experience, and motivation within, followed with an analysis of the leadership role of the sponsor for this project.
•    Document the team process: determine meeting frequency, ability to fulfill roles on the team, etc. As this is a simulation exercise, you will create this information using best practices as a guide.
•    What leadership qualities should this “senior leader” or sponsor possess?
•    Do you believe this sponsor to be a transactional leader or a transformational leader?
•    What managerial attributes and actions would this senior leader need to employ to ensure that the staff will buy into workplace changes?
•    Predict how the senior leader role will evolve throughout the quality improvement journey.
Part 3: Formulate possible evidence-based practices and an action plan that could work towards achieving improvement outcomes.
•    Provide insight into the diagnostic processes (e.g., root cause analysis) used to determine the primary causes of the problem. Consider both qualitative (cause-effect diagram, barrier analysis), and quantitative (theory testing or drill down analysis) methods.
•    Analyze the cost-effectiveness of your initiative and how your initiative mitigates risk and improves health care outcomes.
Part 4: Summarize the impact of the team process on the nurse sensitive indicator.
•    Analyze monthly or weekly data points of the nine-month period.

o    Include a timeline that documents the various milestones seen from implementation to completion of the nine-month quality improvement model. You may use the quality improvement model of your choice (PDSA, DMAIC, Lean).
o    Demonstrate meaningful improvement utilizing a key metric such as graphs, control charts, or other valid statistical analysis capable of showing trends.
Part 5: Summarize the positive attributes of the team process in creating improvement.
•    Attributes can include, but are not limited to: motivation to improve, conflict and conflict resolution, change theory as applied to implementation strategy, negotiation, the role of senior leader in securing resources for the team, and other organizational and team dynamics.

Instructions:
Identifying an area of need is only the beginning of the journey when trying to implement a quality improvement initiative. Systematic thinking is a crucial skill that individuals in leadership roles in health care must possess. Nurses must be able to not only recognize there are organizational problems, but also use specific models and tools to investigate the problem and outline a documented process for solutions. Cause and effect diagrams and flowcharts are examples of tools that nurses can utilize to document improvement plans. The process is “stepwise” and involves many decisions. Decisions that should be considered include determining which quality improvement model will most effectively initiate change at the micro level, which individuals should serve on the quality improvement team, and what tools the team will use to solve the problem. Through your readings you have been introduced to quality models at the macro level and explored how research demonstrates the effectiveness of these models applied in different practice settings.
For this Application assignment, due by Day 3 of Week 11, you will examine an authentic workplace quality improvement need at the unit level and use data to support a specific quality improvement approach. You will apply a quality improvement model to your identified need, determine members of a quality improvement team, and identify a leader who will champion your quality improvement initiative. This Application Assignment provides you with an authentic learning experience as you walk through the steps of planning a quality improvement project.
To prepare:
•    Focusing on quality improvement at the unit level—not at the organizational level—select one nursing sensitive indicator that is in need of significant improvement at your practice setting.

o    Remember, indicators can range from not meeting customers expectations to inability to fulfill organizational goals. You may wish to review the NDNQI indicators prior to beginning this Application.
•    Articulate a hypothetical or real quality improvement initiative that is specific and has a localized focus.
•    Analyze the culture of the patients and providers that this initiative will impact.
•    Determine processes that need to be implemented to ensure a smooth transition.
•    Consider the stages that the practice setting would go through over a nine-month time frame.
•    Examine data that supports the need for your improvement initiative and determine which quality improvement and patient safety tools would best represent the data (flow charting, cause-effect diagrams, control charts, root cause analysis).
•    Select team members for your quality improvement effort.
•    Identify who at your practice setting would be the “senior leader” or sponsor for meeting the improvement needs of chosen indicator.

Research Paper, Human Resources (HR)

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