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Case Studies Chapter 1: A New Vessel for Leadership: New Rules for a New Age Sandra has been the clinical manager in critical care for 10 years. She has noticed that there has been an increasing level of changes in technology and clinical practice in the past 5 years.
This new technology has created a different way of treating patients and has called clinical providers to adjust the way in which they deliver care for those patients. Because of the new technology, patients who are more seriously ill are now receiving higher levels of complex and intense care. Lpn case studies medicine the same time, the demand to reduce the length of stay has Lpn case studies medicine as costs have increased and the revenue margin has tightened.
Staff have been reasonably responsive to the demand for change.
However, there is a large number of staff members who are finding it difficult to let go of past practices and patterns of clinical behavior. At the same time, there is a large number of staff members who are eager to embrace the challenges of new practices and to incorporate them more quickly on the service.
Sandra notes that this diversity of behavior is present in the medical staff as well. Time is of the essence, yet all must be involved. A group of the critical care staff has been meeting informally over lunch to talk about some of the issues in the service and to discuss matters of concern with regard to changing practice and new patient care demands.
They have come up with many creative suggestions and are eager to begin implementing them as soon as possible. Administration, using a future-search approach, has developed a new strategic plan and set of goals and objectives for the health system.
Each department has fully participated in the development of the strategic process and now must begin to incorporate the strategic goals into the operation and activity of the department.
Every department must give evidence of advancing the strategic goals of the organization, a part of which is departmental competition for advancing quality and service excellence. Sandra must begin to build this initiative in her department. She is feeling challenged and is unsure how to manage all of this work and still implement new sets of priorities and actions in her department.
How certain does Sandra need to become about her issues and responses to them before she undertakes action?
Does Sandra have issues around controlling information, the content of work, the distribution of power, and the management of personal and institutional anxiety? What are the paradoxes Sandra is now confronting in the course of providing clinical care and doing the business of the department?
Sandra must act on multiple levels. What are those multiple circumstances and levels of action that must occur in order for the unit to continue to grow and to thrive? What is the emerging power of the informal system?
Has the core group changed the dynamics of leadership and the movement of change? What is the relationship between the larger organization larger, complex system and the department smaller complex systemand how is the tension and resonance between them now managed differently?
What are the elements of competition and collaboration that are reflected in the departmental goals and staff activities? As the future becomes increasingly important but remains basically unclear, it becomes vital to be involved in processes that help organizations and people discern their preferred future.
However, rather than predicting the future, it is important to look at the signs vectors that, when converged, indicate the pathway or journey to the future, rather than the future itself. Leaders must use a number of creative processes and mechanisms for both gathering stakeholders around their own futures journey and defining the actions and activities that will be necessary to create a preferred future.
Scenario-based approaches define possible conditions and circumstances and the factors that may emerge if those conditions or circumstances unfold. The specific organization or people affected by a given scenario explore the potential responses and actions.
Usually three kinds of scenarios are identified: Building scenarios is like constructing stories reflecting specific and defined elements and components that, when aggregated, give a picture of life within the derived scenario.Used in small group learning sessions and individual exercises (third year and fourth year students - ; internal medicine and family medicine residents - 10) Can best be accomplished in a small group setting, but requires hrs for the two cases.
Nursing Case Studies More in this Section Allied Health Case Studies Interprofessional Case Studies Medicine Case Studies Pharmacy Case Studies Physician's Assistants Case Studies Undergraduate Case Studies Successful Practices Case Studies.
Case Studies The Department of Pathology at University of Pittsburgh School of Medicine has formatted many pathology cases for online viewing.
The case database is growing constantly, with several members of the department and residents contributing cases on a regular basis. Engineering Economic Analysis Case Study Case Name The Smithson’s Mortgage Case Study Teams This case is designed to be conducted by a team of students.
The discussion, questioning, and resolution of differences is an important part of the learning experience. Nursing Case Studies More in this Section Allied Health Case Studies Interprofessional Case Studies Medicine Case Studies Pharmacy Case Studies Physician's Assistants Case Studies Undergraduate Case Studies Successful Practices Case Studies.
Welcome. The Nursing Simulation Scenario Library is a resource for nursing educators in all settings and made possible by the generosity of the Healthcare Initiative urbanagricultureinitiative.com library is being expanded through the support of the Nurse Support Program (NSPII) funded by the Maryland Health Services Cost Review Commission (HSCRC).