The two community meetings I attended were the FLASH meeting at Houston Behavioral Healthcare Hospital on January 30th, 2018, and The Big Fix Meeting on February 20th, 2018. These two meetings provided me the opportunity to observe how two different organizations/agencies conduct their meetings and specifically the dynamics of how the members communicate, collaborate, interact, and present issues and topics. The Flash Meeting at Houston Behavioral Hospital Healthcare is held daily every morning from nine to ten. The meeting is made up of the hospitals CEO, CFO, Director of Clinical Services, Chief Nursing Officer, Director of Outpatient Services, Director of Business Development, Outpatient Coordinator, Patient Advocate, Intake Director, …show more content…
The CEO, Roy Hollis ran and lead the meeting, he used an open style of communication, actively listened, asked thoughtful questions of each department, and displayed a strong yet empathetic style of leadership. All the members in the meeting participated and gave the status updates of their departments the number of expected upcoming discharges for the day, new patient admissions, patients who would be attending the hospitals Intensive Outpatient Program, along with potential areas of business development through outreach to surrounding hospitals and doctors in the city. The meeting was run in an extremely professional, respectful, and empathetic manner. I found the meeting extremely fascinating and sitting in on it allowed me to have a complete perspective of how the hospital operates, and the functions and roles that each department plays within the …show more content…
Lauren did a tremendous job in facilitating, running, and managing the different egos and personalities in the room. Lauren successfully hit all the key phases of running a meeting, specifically member introductions, setting a clear agenda, keeping the discussion on track, summarizing key points, and being mindful of time. The main purpose of this initial meeting was to connect the spay/neuter providers with their assigned Baylor students, to outline the major components of the movement, to identify barriers to growing the spay/neuter project, to present potential solutions to this problem, and to agree upon the next steps that will be taken to advance this
The staff, physicians and board members were not ready to fail. They didn’t want to abandon all those who depended on their services, but they also knew closing the hospital's doors would hurt
This case examines the multiple duties that the President and CEO of Midvale Community Hospital, Terry Blaze, participated in throughout the day to ensure that the hospital is running effectively. Throughout the day, Blaze attends numerous meetings, which are directed towards improvements, changes, or concerns that will overall affect the hospital. During several of them, he is required to make final decisions however, he often directs other personnel to make that final judgment call. It was evident that Blaze wore many hats as the President and CEO of the hospital, which made it evident that his time was stretched thin. This could result in tasks going unfinished or completed incorrectly. Some mistakes that may be made may have a major negative impact on the hospital therefore it is pertinent for Blaze to ensure that he is using his time wisely.
When I was on a post surgical floor I witnessed a scenario where leadership was ineffective. It involved an RN and the nurse manager for the floor who was responsible for assigning the patients to nurses. The nurse manager on this floor usually only had one or two patients and spent most of their time dealing with any problems that arose on the floor. One RN was very upset with her patient load and said it was unfair and wanted to have at least one less patient as she said all 5 of her patients were going to be a lot of work. The nurse manager dismissed the RN and said there were care aides on floor to help so she would be fine and told her to get to work. The leadership issues here were a lack of communication
Pretend you are the nurse manager on the ward where this adverse event occurred. How would you run a meeting to debrief team members in the days after Mr. Londborg’s
In general, staff moves up the organization based on experience, seniority, education level and relevancy of skills. Employees are expected to support one another and follow the “Respectful Workplace Policies”. As for interaction with patients, since the new Chief Executive Officer was appointed, the organization has focused heavily on being patient-centred. Patients’ feedback is valued. They are encouraged to participate in the Patient Voices Network to share their experience and give feedback to site
The format of the meeting was extremely organized and much more formal than I anticipated. The meeting opened up with the “we” version of the serenity prayer. Following this
An interview was conducted with the Chief Nursing Officer (CNO) at an acute care facility. This discussion revolved around the following: her style of management, style of communication, decision-making skills, technical skills and delegating skills. Before sharing specific responses to each of these, the CNO wanted to clarify that because she was new to the organization and following someone who had been in this position for over 20 years, during the first year and transition phase, there were certain situations in which she was consciously adjusting her leadership style to fit the culture of the organization. She strongly felt over time the staff would adjust and become more familiar with her natural style of leadership and expectations. The qualities of an effective nurse leader are: integrity, honesty, trustworthy, courage (the ability to take risk when needed), initiative (the ability act on your own and others good ideas), effort and energy, optimism (the ability to see a problem and turn it into an opportunity), perseverance (the ability to not give up easily), a good balance between work and life balance, ability to handle stress with a healthy outlook, and self-awareness (understanding of what motivates others and yourself) (Maji, 2009).
Healthcare is a dynamic, ever-changing environment. The complex circumstances around daily conversations that encompass life-threatening decisions are critical. In order to deliver high quality care, individuals must be able to communicate effectively. In the perfect world of communication, everyone receives the exact same information and is able to respond the exact same way. Unfortunately, communication breakdown is a prevalent issue among hospitals. On any given day of the hospital arena, multiple interactions take place. Some of the dialogue is planned, and some is not. While hospital departments are living in different silos within the same organization, the cultures may vary among the employees. Hospital leadership fosters the importance of collaboration within the organization and depends on the employees to ultimately drive the process. In order to overcome communication barriers in the workplace, conversations must occur. Engaging in daily face-to-face meetings with employees increases positive work culture, morale and overall productivity.
My manager shift was spent observing Kaley McClure, the charge nurse on MICU at Our Lady of the Lake Regional Medical Hospital. I observed her leadership style and how she handled the tasks of a charge nurse, helping the nurses on the unit, and making it a team effort. I observed how she communicated with the staff on the unit, doctors, and family members visiting their family members. Kaley implemented the core functions of management while leading the unit which are planning, organizing, staffing, directing, and controlling.
Chris had just been promoted as an Executive Assistant for Pat the CEO, Chief Executive Officer, of Faith Community Hospital. Pat had given Chris her very first assignment on her first day of work as an executive assistant and that was to gather information so that Pat can present the issues to the board of directors. Faith Hospital is faced with issues that needed attention and the board of directors must be notified of the issues so that a solution can be remedy to help the hospital stay in business.
Each individual takes on a specific role within the group and is important to this committee. The director of this council is in charge of what day we meet each month, the activities we do, and the food we eat and contacting new presenters for each meeting. These presenters are from different departments of the Hospital to come and fill us in with new projects that would perform better with a teenager’s perspective. The teen members take their experiences they have had at the hospital and give their views on what the hospital should do to make it an even better place for teen patients. The medical student is in part an assistant to both the director and the teenagers.
By holding these meetings an organization can save a tremendous amount of wasted time. Some interruptions are both urgent and valid, these need to be interrupted, and
Leaders in healthcare have so many daily obligations that they have to meet and be responsible for. Today’s leaders have to keep up with scheduling, flexing, covering vacation, meetings, their department as a whole, and make sure everything runs smoothly. With the ever changing healthcare nurses have to be up to date on new technology, training, and new education. The department head is not only a supervisor; she is a bedside nurse meeting multiple demands. She takes on tasks that include everything from the bedside nurse, to unit meetings, to charge nurse, and to scheduling, just to name a few. Speaking to leaders and managers in healthcare today the stress is at all time high from the new healthcare reform, nursing shortages, and meeting daily productivity.
She at that time mentioned that the leadership also had a clinical component and this year they would be doing a Mock Hospital simulation. I quickly jumped at the opportunity to get involved with the simulation because I have very little experience with simulation. I participated in the morning and afternoon sessions for the Mock Hospital yesterday and plan to participate in a few others over the next few weeks. I am getting firsthand experience with senior level students practice what they have learned over the past few years. I have prepared and plan for the lecture at the end of the week.
This is a nearly 40-minute interview. The object of this interview is the leader of a community medical centre. This medical centre has five physicians, two nutritionists, one occupational therapist, a nurse and three service desk receptionists. This medical centre serves the community of more than five thousand patients now. After the interview, integration of the following eight items in this leader’s characteristics and traits.