Nursing facilities should embrace the best standards to deliver quality healthcare. The targeted facility has been facing a major challenge. The level of burnout has increased in the facility. Many workers have left their jobs because of the poor working conditions. The “common causes of burnout include poor organizational practices, work design issues, ineffective support, and uncomfortable working environments” (Amer, 2013, p. 24). The organizational culture exhibited in the hospital fails to support different caregivers. An appropriate strategy is needed to support the needs of every caregiver. This strategy will ensure the facility delivers quality services to the targeted patients. This discussion proposes a powerful implementation plan for dealing with this organizational problem.
Obtaining Necessary Approval
The first step towards implementing this plan is getting the right support from the institution. The organizational leaders will be informed about the targeted plan. The Health Manager (HM) will be informed about the major issues affecting the facility. The relevant authorities in the healthcare facility will be encouraged to present their suggestions. The leaders will also be requested to support the targeted solution. These leaders will be encouraged to support the project. The project is expected to produce the best organizational results (Sullivan, 2013). The targeted solution requires the best support from different stakeholders. Every caregiver will be informed about the targeted results. Such workers will be ready to support the proposed implementation plan. The Human Resource Department (HRD) will be a major player throughout the process. A powerful campaign will be used to sensitize the targeted nurses and physicians in the organization. The campaign will identify the major challenges arising from burnout. The workers will eventually support the plan in order to achieve the best outcomes.
Description of the Current Problem
The targeted organization has been unable to deliver quality services to its patients. The working environment is characterized by malpractices such as absenteeism. The culture embraced in the nursing facility does not support the needs of many nurses. The majority of the leaders in the facility do not empower their workers. The concept of nursing leadership has been taken lightly in the facility. Many nurses in the facility are forced to work for more hours. New challenges have resulted from the above malpractices. For instance, the level of communication has decreased significantly. The targeted caregivers do not embrace the best interpersonal relationships. Most of the workers have also become stressed. They are hardly involved in different decision-making processes. Organizational changes are not implemented in a professional manner. These workers are never involved in every targeted change. This problem has produced inadequate healthcare practices (Sullivan, 2013).
Detailed Explanation of the Proposed Solution
The above problem requires a powerful solution. The proposed solution is expected to merge two practices. The institution should embrace new organizational procedures in order to implement the best change. At the same time, an effective educational program is required to empower more workers in the organization. To begin, a proper campaign will be used to mentor different leaders and supervisors in the facility. Every successful change should be supported by competent leaders (Vahey, Aiken, Sloane, Clarke, & Vargas, 2004). The leaders will be encouraged to analyze the major challenges affecting the facility. A study will be conducted to highlight the complaints, challenges, and issues affecting different employees. The targeted solution should consider the identified challenges.
This practice is expected to promote a new organizational culture. This culture will ensure more individuals are involved in every decision-making process. Nurse Practitioners (NPs) and caregivers will be part of every problem-solving process. Nurse Administrators (NAs) should be ready to communicate with their workers. This practice will reduce the hierarchy affecting the organization. Several Change Agents (CAs) will be selected to support this new plan. The other critical aspect of the solution will entail the use of training programs. This approach will equip more nurses and physicians with new concepts. Such training will ensure more employees “understand the importance of collaboration, teamwork, problem-solving, and interaction” (Vahey et al., 2004, p. 61). Caregivers from various backgrounds will be grouped together. The concept of diversity will ensure the organization is on the right path.
The rationale for Selecting the Above Solution
The proposed solution seeks to produce a new organizational culture. The new culture will ensure every NA guides and mentors different caregivers. Many caregivers encounter numerous workplace problems. Burnout arises from poor working conditions and environments. The provision of proper working conditions will produce the best outcomes. Learning is “treated as an unending practice in nursing” (Laschinger & Leiter, 2006, p. 261). The proposed training sessions will result in diversity. The caregivers will make positive decisions much faster. They will also acquire new competencies that can produce positive results. Every patient will be able to get quality medical support. These aspects explain why the proposed change can produce the best outcomes.
Evidence from Literature
Laschinger and Leiter (2006) support the power of new organizational changes. Every change presents new practices and values that can deliver positive results. Nurse Leaders (NLs) should develop effective strategies and practices to empower their caregivers. They should focus on new standards, ideas, and concepts to deliver the best healthcare. Modern studies encourage medical practitioners to form cohesive teams. Such teams will “improve new practices such as teamwork, collaboration, interaction, and coordination” (Parsons & Cornett, 2011, p. 279). Human Resource (HR) managers should also address the major problems affecting their workers. Decision-making processes should focus on the major challenges affecting different workers (Vahey et al., 2004). This knowledge explains why the proposed plan will produce quality results.
The use of different educational materials equips nurses with evidence-based ideas. The proposed solution will utilize modern technologies and ideas in order to empower the targeted stakeholders. Leaders should always create a positive working environment for their followers (Parsons & Cornett, 2011). This approach “has the potential to restore the confidence of many stakeholders” (Parsons & Cornett, 2011, p. 281). Such training sessions will promote positive values and concepts. The nurses will also focus on the best standards. Medical institutions should embrace the best practices in an attempt to fulfill the expectations of many workers. For instance, they should involve different stakeholders whenever making specific changes. Such stakeholders will ensure every decision produces the best goals. That being the case, the proposed plan will ensure both the caregivers and HLs focus on similar goals. The level of burnout will decrease and eventually result in collaboration.
This change should be implemented immediately. As mentioned earlier, a number of Change Agents will be identified to “ensure the proposed plan is integrated into the hospital’s organizational structure” (Amer, 2013, p. 37). The HR manager will also monitor and guide different caregivers (Vahey et al., 2004). The leader of the institution will be expected to initiate the change. The leader will be required to promote the most appropriate behaviors and practices. The organizational leader will also appoint competent persons to mentor different caregivers. Some NPs will also be appointed to examine the contributions of different workers (Parsons & Cornett, 2011).
The institution will be encouraged to hire professionals who can educate the targeted workers. These individuals will highlight the most appropriate practices towards producing the best results. Such trainers will create new teams. They will also elect new team leaders in order to ensure the implementation process is successful (Jennings, 2012). Patients and community members will be required to present their suggestions. The HR manager will monitor the performance of different caregivers. The Health Administrators (HAs) will oversee the implementation process. They will present their feedback in order to achieve the targeted objectives. The important goal is to ensure that the proposed solution is implemented within three months.
Resources for Implementation
Some resources will be required to ensure this solution is implemented successfully. To begin with, several educational materials will be issued to different members of staff. Such materials include handouts, posters, memos, and PowerPoint Presentations. Several assessments tools such as questionnaires will be used to examine the major challenges affecting the workers. These assessment tools will be issued before the solution is implemented. Such questionnaires will be used to gather feedback from different workers during the implementation process. New technologies such as computers and software applications will be required to train more nurses (Sullivan, 2013). The institution will have to use funds to train the targeted members of staff. More professionals can also be hired to monitor the implemented change. These resources will be required to make the implemented change successful.
Amer, K. (2013). Quality and Safety for Transformational Nursing. Upper Saddle River: Pearson Educational Inc.
Jennings, B. (2012). Work Stress and Burnout among Nurses: Role of the Work Environment and Working Conditions. Web.
Laschinger, H., & Leiter, M. (2006). The Impact of Nursing Work Environments on Patient Safety Outcomes. The Journal of Nursing Administration, 36(2), 259-267.
Parsons, M., & Cornett, P. (2011). Sustaining the Pivotal Organizational Outcome: Magnet Recognition. Journal of Nursing Management, 19(1), 277-286.
Sullivan, E. (2013). Effective Leadership and Management in Nursing. Upper Saddle River: Pearson Education Inc.
Vahey, D., Aiken, L., Sloane, D., Clarke, S., & Vargas, D. (2004). Nurse Burnout and Patient Satisfaction. Medical Care, 42(2), 57-66.