NURS FPX 6212 Assessment 3 Outcome Measures, Issues, and Opportunities

Organizational Functions, processes, and Behaviors is High-Performing Healthcare

The medical field is one of the most multifaceted, where certain companies outperform others, leading customers to favor specific establishments. The effectiveness of a health system is built on a number of characteristics, including the structure of its vision, its key initiatives, and its capacity for efficient customer and staff communication (Blasi et al., 2018). The management abilities have an immediate relationship with each employee’s proficiency, which serves as a defining characteristic differentiating extremely high and low overall organizations. Beyond any doubt, variables connected to institutional structures are what extremely high-performing organizations concentrate on (Blasi et al., 2018). The degree of clinical competence that each employee in the organization experiences is correlated with these comprehensive and responsive electronic care services. The ability of the doctor to provide care to the patients determines the quality of the treatment. Additionally, to maintain protective measures active and avoid damage to the network, the effectiveness of health systems depends on monitoring the system’s information technology (Blasi et al., 2018). 

Managers and leaders are crucial in directing the efforts of each area by outlining the company’s mission and committing the essential infrastructure for the findings to adequately contribute to the development of a top-achieving organization (Burroughs, J. H., & Nash, D. B., 2019). Management develops an organization’s skills, makes a significant contribution to healthcare, helps a company clarify its framework, and allows its staff the freedom to seize opportunities for everyone. The characteristics used in the medical, operational, and financial components that help a business operate better than most are linked to leadership (Burroughs, J. H., & Nash, D. B., 2019). 

NURS FPX 6212 Assessment 3 Outcome Measures, Issues, and Opportunities

Every top-performing institution is aware that teamwork between professionals and open communication are essential to the role (Burroughs & Nash, 2019). Healthcare systems are now interconnected to better serve their primary stakeholders, the patient, thanks to the adoption of technology and the emergence of health information security. The units must work together to exchange data, uphold a high level of standard delivery, and produce results that are feasible for all parties. Data entry and EMR (Electronic Medical Record) training within the company are examples of teamwork and cooperation (Albagmi, S., 2021). All staff members are to receive training on how to input accurate patient data in addition to the organizational advantages of the EMR (Albagmi, S., 2021). Risk management is another factor that makes health systems successful. Because of how healthcare organizations operate, maintaining system security is essential to protecting patient privacy. Staff authorization to acquire information and exchange data inside the institution is the basis for how the fundamental health systems function. Risk management also seeks to understand specific problems that safeguard the company and its workers. 

Augusta University Medical Center, the organization covered in the executive summary, functions on par with several areas in need of development. In order to remain effective and take advantage of resources that give the business more than just conventional ways, management provides a critical part in any initiative and decision-making (Blasi et al, 2018). Patient safety will be implemented, and the business will comply thanks to staff training on early prevention of Pressure Injuries. With nurse-driven procedures in place, the organization uses a higher level of departmental collaboration, which improves patient satisfaction and increases income or compensation. 

How Organizational Functions, Processes, and Behaviors Affect Outcome Measures

Effective organizational functions, procedures, and behaviors are essential to preventing Pressure Injuries (PI) and ensuring patient safety. The healthcare institution’s efforts to create specific precautionary measures against Pressure Injuries and ensure that the staff follows the safety protocols are particularly important (Choi et al., 2018). One approach to gauge how well your unit is taking care of patients’ safety needs is by looking at the PI (Pressure Injury) rate. Which should be listed on unit boards for easy access. The Centers for Medicare & Medicaid Services, The Joint Commission, and other agencies utilize this vital metric to evaluate the care that staff provides. 

NURS FPX 6212 Assessment 3 Outcome Measures, Issues, and Opportunities

The detrimental impacts of subpar organizational effectiveness and functions on customer satisfaction and PI prevention, frequently result in readmissions and cost the organization thousands of dollars per patient (Spruce, 2020). For the organization to ensure that the established protocols are followed, collaboration with nursing leadership and support staff is necessary. According to data from 2020, a survey found that 80 percent of hospital-acquired pressure injuries are caused by decreased physical movement, accounting for about 40 percent of all injuries acquired in hospitals each year (Spruce, 2020). The relationship between improper knowledge and the risk of getting a pressure injury is well known. The daily chance of getting a PI increase from 3 to 7 percent when a patient is laying in one position for more than two hours (Spruce, 2020).

Pressure Injuries (PI) scored a high priority among the ten hospital-acquired diseases chosen by the Centers for Medicare & Medicaid Services because of its excessive cost, high volume, and acceptable prevention and treatment when following approved evidence-based prevention measures (Centers for Medicare & Medicaid Services, 2022). Implementing and adhering to prevention and treatment policies will have either beneficial or negative consequences on the organizational capacity to prevent PIs. Being completely secure involves more initiative-taking than reports and updates. As a result, companies with complicated medical systems need solid organizational architecture to ensure that the organization’s successful functions, behaviors, and processes are operating to profit on patient safety, quality of treatment, and confidentiality. Get free NURS FPX 6212 Assessment 3 Outcome Measures, Issues, and Opportunities

The benefits and drawbacks of an organization’s capacity to prevent pressure injuries, which score among the most serious conditions in several fields and the healthcare sector (Haesler, 2018). Complete safety involves more proactive than reactive actions, which is why prevention is the better option. Therefore, businesses with complex systems need to have a solid organizational foundation to ensure that the various practices, procedures, and activities of the organization are working to maximize patient safety and prevention while remaining professional (Haesler, 2018). 

Quality and Safety Outcomes Associated with Relevant Performance Gaps

Quality and Outcomes Affected

When implementing safety procedures in the organization, there are several chances for roles including corporate executive leadership, partnerships, correspondence, and resource management (Twigg et al., 2019). Comprehensive precautionary outcomes are necessary to remedy the issue, and these results present possibilities for the health system. Hospital online learning platforms or in-person training are mandatory for all personnel who have direct patient-care interactions (Twigg et al., 2019). This means that the company will facilitate successful departmental and employee collaboration while keeping everyone involved in upholding beneficial standards and knowledgeable about current evidence-based practices (Twigg et al., 2019). It will be simple for everyone to match their personal behaviors with the business culture, mission, and vision if they all understand the strategic goal and leadership objectives (Twigg et al., 2019). 

Ensuring aspects of Patient Care Are Measured and Knowledge is Shared with Staff

The organization must use strategy implementation, teamwork, and appropriate procedures to maintain compliance to assure the adoption of pressure injury prevention. It is crucial to remember that implementing the change and providing training that can be heavily relied on in time. To increase the effectiveness of a change, the company can use Lewin’s Change Theory. The problem must be unfrozen, changed (moved), and then refrozen inside the organization (Burnes, 2020). 

The organization must comprehend its role in implementing safeguards throughout the unfreezing phase, and all employees must be made aware of the necessity for change. The result increases concern among all involved, identifies the scope of the issue, and establishes the resources needed to address it (Burnes, 2020). The second phase, which involves making the change, calls for doing things like establishing change goals and making the change to reduce pressure injuries (Burnes, 2020). The last step, refreezing, entails making the modification permanent to maintain high consistency (Burnes, 2020). As a result, the organization will create procedures to keep the transformation going and measure its success. 

NURS FPX 6212 Assessment 3 Outcome Measures, Issues, and Opportunities

It is best to communicate with the leadership structure to exchange knowledge. The best way to communicate the need for prevention strategies to ensure the quality and safety of all patients is to employ administrative professionals from each department to mobilize and share ideas. The change must have an influence on every individual within the business (Burnes, 2020). 

Conclusion

Many businesses will eventually deal with pressure injuries. Taking appropriate steps that are purposeful is the key to the answer. The greatest way for an organization to be ready is to enhance professional behaviors, methods, and responsibilities that promote greatness, such as risk management, maintenance, and cooperation. Everything can be achieved if the organization is well managed and aligned to key objectives and priorities. 

References

Albagmi, S. (2021). The effectiveness of EMR implementation regarding reducing documentation errors and waiting time for patients in outpatient clinics: A systematic review [version 2; peer review: 2 approved]. F1000 Research, 10, 514- 514. https://doi.org/10.12688/f1000research.45039.2

Blasi, P. R., Cromp, D., McDonald, S., Hsu, C., Coleman, K., Flinter, M., & Wagner, E. H. (2018). Approaches to behavioral health integration at high performing primary care practices. Journal of the American Board of Family Medicine, 31(5), 691- 701. https://doi.org/10.3122/jabfm.2018.05.170468

Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32-59. https://doi.org/10.1177/0021886319892685

Burroughs, J. H., & Nash, D. B. (2019;2018;). Essential operational components for high- performing healthcare enterprises. Health Administration Press.

Centers for Medicare & Medicaid Services. (2022). Cross-Setting Pressure Ulcer Measurement & Quality Improvement. Retrieved November 2022, from: https://www.cms.gov/Medicare/Quality-Initiatives-Patient-Assessment-Instruments/Post- Acute-Care-Quality-Initiatives/Cross-Setting-Pressure-Ulcer-Measurement-and-Quality- Improvement

Choi, E. H., Kim, E., & Kim, P. B. (2018). Effects of the educational leadership of nursing unit managers on team effectiveness: Mediating effects of organizational communication. Asian Nursing Research, 12(2), 99- 105. https://doi.org/10.1016/j.anr.2018.03.001

Haesler, E. (2018). Evidence summary: Pressure injuries: Active support surfaces for preventing and treating pressure injuries. Wound Practice & Research, 26(1), 50- 51. https://doi.org/10.3316/informit.559596783832983

Spruce, L. (2020). Strategies to help prevent hospital-acquired pressure injuries. AORN Journal, 111(2), 241-242. https://doi.org/10.1002/aom.12952

The Joint Commission. (2022). Quick Safety Issue 25: Preventing Pressure Injuries. Retrieved November 2022, from: https://www.jointcommission.org/resources/news-and- multimedia/newsletters/newsletters/quick-safety/quick-safety-issue-25- preventing-pressure-injuries

Twigg, D. E., Kutzer, Y., Jacob, E., & Seaman, K. (2019). A quantitative systematic review of the association between nurse skill mixes and nursing‐sensitive patient outcomes in the acute care setting. Journal of Advanced Nursing, 75(12), 3404- 3423. https://doi.org/10.1111/jan.14194