Who do I need to involve in the discussion and at what point?
Since there are immediate and growing concerns amongst the staff, it is critical to begin the discussion process as soon as possible. However, it is critical to avoid announcing changes or making promises until there are concrete details available. It is necessary to involve subordinate managers as well as executives of the hospital administration to ensure simultaneous feedback and accountability for any changes.
How might I determine if the overarching organizational structure supports shared governance?
A supervisor should evaluate the organizational structure and leadership hierarchy to determine the type of decision-making structure at the facility. A decentralized decision-making system spreads the process of governance across many levels of management, allowing for responsibilities and solutions to be assigned to levels at which they occur. The organizational structure is determined by examining the scalar chain which outlines managerial hierarchy (Marquis & Huston, 2017).
How would I determine if external stakeholders would be impacted?
Stakeholders are entities that have a role in an organization’s performance and function. External stakeholders may include co-dependent facilities, governing agencies, financial donors, or even consumers. A stakeholder analysis should be completed to identify the consequences of any governance decisions since it will be a significant organizational change that would impact performance. If a stakeholder is influential or may be impacted by the decision, a plan of communication should be established to relay ongoing changes and determine their input (Marquis & Huston, 2017).
How would I determine if organizational culture and subculture would support a shared governance model?
Organizational culture is assessed by examining the environment. A physical environment can direct people to socialization or isolation. A social environment determines how the staff interacts and collaborates, including on non-work activities. The support, safety, and power structures of an organization should be considered to determine if a culture is based on inclusivity and employee equality or one’s position in the hierarchy.
What types of nursing councils might be created to provide a framework for operation?
In nursing, the shared governance model consists of four councils that manage various decision-making processes that affect all aspects of care, practice, and delivery. These councils are Practice Council, Professional Development Council, Quality Council, and Leadership Council. They are brought together by a Coordinating Council which serves as the organizational body to provide input (Marquis & Huston, 2017).
Who would be the members of these nursing councils?
The councils should include all levels of management and nursing staff. It should focus on including representatives from employee groups that feel unheard or demand change. However, it is important to note that nurses, particularly experienced in the profession and participating in shared governance councils for more than five years, showed no increased satisfaction with decision involvement. It may be correlated to the fact the nurses are not provided opportunities or see desired change through the council action (Gerard, Owens & Oliver, 2016).
What support mechanisms would need to be in place to ensure the success of this project?
There should be a level of organization to the nursing councils and any subcommittees. That includes a reasonable number of representatives, clear agendas, and tasks, along with effective leadership. This type of structure should facilitate decision-making and increased productivity. The discussion should be enabled in a manner that encourages cooperation, with a sense of community and inclusivity within a work environment (Marquis & Huston, 2017).
What would be my role as a supervisor in identifying and resolving employee concerns in a shared governance model?
A shared governance model would provide an opportunity for employees to voice their concerns more openly and constructively, which was an issue initially. As a leader and manager, I should recognize the difficulties faced by staff and seek to support them using the organizational structure. That means using upward communication to enable changes and decision-making at lower levels. Furthermore, my influence and authority should be used to determine solutions that would improve work-ethic while ensuring the needs of the patients are addressed through competent hospital function.
References
Gerard, S. O., Owens, D. L., & Oliver, P. (2016). Nurses’ perception of shared decision-making processes: Quantifying a shared governance culture. The Journal of Nursing Administration, 46(9), 477-483. Web.
Marquis, B.L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott Williams & Wilkins.