250 words minimum 2 references each question
1. An organizational chart is a diagram that visually conveys the internal structure of the health care organization. The chart details roles, responsibilities, and relationships between individuals. Describe how you will work across and between levels of the organization at your project to achieve the measurable patient outcome for your project. Describe any impact of bureaucracy that you anticipate. Explain how organizational influence and bureaucracy both impact patient quality and safety outcomes. What are two challenges or rewards to be gained?
(project: implementing the ABDCDEF bundles at a long-term acute care hospital to reduce length of stay
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Introduction:
The organizational structure defines the hierarchy and roles within a healthcare facility, which is essential for achieving the measurable patient outcome for any project. As a medical professor, effective communication, collaboration, and teamwork across different levels of the organization can improve patient safety and quality of care. In this paper, I will provide an overview of working across and between levels of the organization for implementing the ABDCDEF bundles at a long-term acute care hospital to reduce the length of stay. I will also describe the impact of bureaucracy, organizational influence, and challenges or rewards for patient quality and safety outcomes.
Answer:
To implement the ABDCDEF bundles at a long-term acute care hospital, I would work collaboratively with different levels of the organization. Effective communication, collaboration and teamwork with physicians, nurses, patient care personnel, and administration will be essential. As a medical professor, I will work closely with the hospital leadership team to define roles, responsibilities, and relationships between individuals to ensure compliance and successful implementation of the bundles. I will engage and provide support to frontline staff to understand the rationale behind the utilization of the bundles, explain how the implementation process will work, and ensure adherence to the standard operating procedures. While working across and between levels of the organization, I anticipate dealing with bureaucratic issues such as delays in decision-making, managing organizational politics, or opposing viewpoints hindering smooth implementation.
Organizational influence can have a significant impact on patient quality and safety outcomes. Poor communication or inadequate collaboration between levels of the organization can lead to fragmented and inconsistent care delivery. It may also result in errors, accidents, and adverse events that compromise patient safety. High levels of bureaucracy can exacerbate these issues and impede effective patient-centered care. Effective organizational structures can enhance patient-centered care delivery, improve communication, and reduce the risk of medical errors.
Two challenges for implementing ABDCDEF bundles in a long-term acute care hospital could be resistance to change and staff training. Resistance to change can occur primarily due to unfamiliarity with the new approach, an already busy staff workload, and a lack of incentives for change. Staff training can also be a challenge if sufficient time or resources are not devoted to the process. However, the rewards for implementing the bundles are substantial. Evidence suggests that they can lead to better patient outcomes, shorter length of stays, and improved patient satisfaction. By identifying these challenges and rewards, we can work together to overcome them, enhance patient care quality and safety, and create successful outcomes.
References:
1. Institute of Medicine (US) Committee on Quality of Health Care in America. (2001). Crossing the quality chasm: a new health system for the 21st century. National Academies Press (US). https://www.ncbi.nlm.nih.gov/books/NBK222274/
2. Adhikari, S., Menachemi, N., Ford, E. W., & Christopher Brannen, J. (2016). Organizational factors influencing patient-centered care delivery in long-term care facilities. Health Care Management Review, 41(4), 318–327. https://doi.org/10.1097/HMR.0000000000000060
