Organizational Analysis Paper Trident Medical Center is a distinguished healthcare facility that serves its community by providing excellent healthcare. The organization conducts itself as a complex adaptive system, navigating challenges that arise in healthcare by developing strong leadership through innovation and adaptation. This paper aims to analyze Trident Medical Center’s structure, cultural aspects, and key performance indicators. By examining these aspects, this paper will provide insight into the organizations’ strengths, weaknesses, and areas of improvement. While Trident Medical Center may excel in various areas, it has other areas that need improvement to achieve higher standards of healthcare excellence. Complex Adaptive Systems …show more content…
This requires leaders to be able to be prepared for unforeseen outcomes and adapt to these outcomes accordingly, which brings leaders to comprehend nonlinearity. This illustrates how cause-and-effect relationships do not always yield predictable outcomes, they are normally the consequence of unexpected results. Lastly, Leaders must understand feedback loops and the way in which they are essential. They allow leaders to collect information, evaluate, and inform others using the data collected. Leaders must empower employees to take initiative and address challenges. Some challenges leaders may come in contact with regarding change are fostering innovation, managing resistance due to differing opinions, navigating uncertainty, and ensuring accountability of employees. Addressing these challenges will help guide leaders through transformative change. Organization Trident Medical Center, located in Charleston, South Carolina, is a level-two trauma center with an award-winning heart center. The medical center is a 302-bed medical center recognized by the American Heart Association for exceptional quality in treating strokes, heart failure, and type 2 diabetes. …show more content…
This was proven in 2011 when Tennessee’s State Health Department adopted the Malcolm Baldridge Excellence Framework due to the poor health ranking. Over time, the new tools the staff acquired prompted them to earn over 100 Malcolm Baldrige awards (Roberts et al., 2020). This changed the culture of the Tennessee State Health Department by showing inclusiveness and improving health outcomes using evidence-based practices. Overall, the Malcolm Bridge award replicates the same results for Trident Medical Center. While the medical center is not a Malcolm Baldridge Award recipient, the medical center has several other certifications. One certification awarded by the Joint Commission is stroke rehabilitation. While Trident Medical Center is not a Magnet-designated facility, it is on its way to becoming one (Eligibility| Pathway to Excellence Program, 2017). If the medical center were to attain Magnet status, it would allow the facility to achieve remarkable results, acknowledging that the medical center is the gold standard for nursing excellence and the destination for outstanding nursing care.
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
As the NHS change model and the NHS leadership model are focused towards the healthcare setting, the NHS leadership model aids staff members to become better leaders and guide them to change. This model is effective for all staff members regardless of their role within health care, or if the team being engaged with is small or large due to the effective guidance given. This model has structured questions to which the NHS leadership model states these questions guide the process and encourage effective leadership
...at nursing is one of the most important areas a hospital needs to address when looking to improve safely outcomes. While many still question the need as well as the cost there is no question the benefit to staff and patients of hospitals that are Magnet Recognized. With this designation reaching international standing many more are looking to join the elite Magnet club.
This is especially true in the hospital or other healthcare settings. Though it may be similar to other companies, it differs because of the continuous change it has to go through the new technology, innovation in techniques and new medical treatment plans made every day. In this paper, I will be discussing complex adaptive systems, especially in regards to the healthcare setting, as well as the leadership necessary for these systems. What is a complex adaptive system (CAS)? A complex adaptive system is an entity of networks and connections.
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Magnet Status is a credential of organizational acknowledgment of nursing superiority((Nursing world). It is given to hospitals that have satisfied the requirements intended to determine the quality and strength of their nursing (Nursing World). The magnet status award is given to hospitals by the American Nurses' Credentialing Center, which is an associate of the American Nurses Association (The truth about nursing, 2012). This award was started in 1990 as a way to recognize hospitals that offer outstanding nursing care(Hopkins Medicine). Since 1990, out of all 7,569 hospitals in the united states, only 258 of those hospitals have received the honor of magnet status (Hopkins Medicine). Magnet status does not come easy, so hospitals must work very hard in order to meet the strict requirements (Hawke, 2003). Magnet status is a
Like Klinger, Hitchcock agreed that in a managerial role is essential and performs a vital function, leadership must come first to make managing more effective. If management is efficiency in climbing the ladder, then it is leadership that determines whether the ladder is leaning against the right wall. To help individuals, teams and organizations to navigate the permanent white-water environment safely, Hitchcock (2013) suggested that there are three constants that provide stability in times of great uncertainty such as a change, a choice, and principles. This work considers each of these three constants, focusing mainly on the principles that underpin transformational and effective leadership in healthcare settings. (Hitchcock, Klinger, 2012)
Healthcare organizations are faced by both external and internal challenges and need a leader who can direct them to the right path. The senior executives and CEO
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Becoming Magnet status, hospitals must show improved outcomes and clinical practice based on current evidence (Wise, 2009). The journal club and the EBP committee are the dispensable part for earning the Magnet status from the American Nurses ' Credentialing Center (ANCC). I will initiate an awareness campaign in August 2019. I will start from assessing and promoting the awareness of Magnet status in order to get the administrative support, and then form a task force to prepare for it in January 2020. I will invite a consultant from Shadyside hospital to work with me as a mentor and coach to enable our hospital to meet the requirement and standards of Magnet hospital in year
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed.
A manager’s leadership style must influence staff and others to take them seriously. A manager sets the tempo for the employees’ work ethic. Effective leadership from healthcare managers is important to the modern healthcare reform (Kumar, 2013). Leadership engagement in healthcare explains how a problem could affect a healthcare organization. Managers that hold leadership roles must adopt a certain style that can be functional for his or her initial organization to be successful. Performance improvement can be a very serious aspect of leadership engagement (Croxton, 2011). Healthcare managers need to have people from all areas involved to work effectively. Without the consistency of getting all staff and physicians involved, the organization may suffer greatly.
Leadership in the medical field is vastly overlooked. Many people view leadership in medicine as a rise in ranks, in positions of power within a hospital or organization. They look at it as personal gain, a title, and less like a chance to actually lead anything, to actually impact anything. Since taking these leadership course, I’ve come to view leadership in the medical field more like the model I recently learned about, Komives’ and Wagner’s Social Change Model of Leadership. In their book Leadership for a Better World: Understanding the Social Change Model of Leadership Development, ...
Chapter one gives a brief history of the study problem between the years 1990 and the present . It shows that during the time span, 1990 to present, healthcare and other public organizations have concomitantly experienced some kind of structural changes and challenges in various viewpoints. Chapter one also defines the research problem and MDCs SACH leaders are experiencing, and also explores the burdens these challenges create for leadership. The objective of the study is stated in chapter one and also the potential impacts of the challenges to leaderships in SAHC organizations. The study is focused on broadening awareness centering on how SAHC leaders have different views of the skills that make superior leadership. Chapter one also sho...