Assignment: Cleveland Organizational Culture Assessment

Assignment: Cleveland Organizational Culture Assessment ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Assignment: Cleveland Organizational Culture Assessment Use the information from your assigned readings and the self-paced tutorial to discuss the mission, vision, values, and stated goals of the organization where you are employed. You may find the information on your hospital’s website or you may wish to explore this with administrative staff of your organization. Ohio University NRSE4580 Cleveland Organizational Culture Assessment Paper Describe the nursing mission or philosophy in your organization. Describe the nursing mission or philosophy on your unit. Is the mission or philosophy consistent with those of the larger organization? Describe the similarities and differences. Assignment: Cleveland Organizational Culture Assessment Describe your individual role in meeting your unit’s or department’s mission or goals. Describe the structure of the nursing department. Is it a centralized or decentralized model? Support your answer with rationale. Cite a minimum of two pros and two cons of the organization’s nursing model. Assignment: Cleveland Organizational Culture Assessment Use your analysis to describe ways in which nursing could strengthen the mission and vision and organizational structure of nursing. Include at least two examples. Explain key theories of organizations as social systems. Determine how the mission, vision and values of an organization provide strategic direction. Assignment: Cleveland Organizational Culture Assessment Explore organizational design and structure in the workplace. Discuss how centralization and decentralization structures function in your organization. Define shared governance including benefits and risks to nursing. Minimum of four (4) total references: two (2) references from required course materials and two (2) peer-reviewed references. All references must be no older than five years (unless making a specific point using a seminal piece of information)Peer-reviewed references include references from professional data bases such as PubMed or CINHAL applicable to population and practice area, along with evidence based clinical practice guidelines. Examples of unacceptable references are Wikipedia, UpToDate, Epocrates, Medscape, WebMD, hospital organizations, insurance recommendations, & secondary clinical databases. must follow APA 6th edition formatting, citations and references. Make sure you cross-reference the APA 6th edition book as well before submitting the assignment attachment_1 attachment_2 attachment_3 attachment_4 NRSE_4580_M2_A5_RUBRIC: WRITTEN ASSIGNMENT: ORGANIZATION AND UNIT MISSION, VISION AND VALUES; SHARED GOVERNANCE (40 pts) Criteria Introduction Accomplished 7 to 7 Points ? Clearly states the purpose of the paper. ? Provides a comprehensive overview of topic or questions. ? Engages the reader. ? Organized and has easy follow. Key Requirement 1 Mission, Vision and Values, Stated Goals: Organization Key Requirement 2 Mission and Philosophy: Nursing Department and Unit 6 to 6 Points ? Clear depiction of organization’s mission, vision, values and stated goals. ? Examples are included that demonstrate understanding. Key Requirement 3 Nursing Department Structure/Model 5 to 5 Points ? Clearly describes the structure of the nursing department in their organization, including whether it is a centralized or decentralized model. ? Provides examples to support description of structure. ? Cites a minimum of 2 pros and 2 cons of the organization’s nursing model. Body Last updated: 06/07/2017 9 to 9 Points ? Clear depiction of the organization’s nursing mission and philosophy, and the nursing unit’s mission and philosophy. ? Discusses own role in meeting the mission and stated goals of their work unit. ? Discusses the connection between the nursing department, nursing unit, and the organization’s mission and philosophy using multiple examples. ? Provides at least 2 strategies to strengthen the mission, vision and organizational structure of nursing in their organization. Levels of Achievement Needs Improvement 2 to 6 Points ? Overview is provided, but key points/ideas are missing. ? Purpose statement is not clear. ? Does not engage the reader. ? Somewhat disorganized but still comprehensible 3 to 5 Points ? Clear depiction of organization’s mission, vision, values and stated goals. ? Examples are vague and do not demonstrate understanding. 4 to 8 Points ? Depiction of the organization’s nursing mission and philosophy, and nursing unit’s mission and philosophy is not clear. ? Own role in meeting the unit’s mission and philosophy is not clear. ? Vague description and examples of the connection between nursing department, nursing unit and the organization’s mission and philosophy. ? 2 strategies to strengthen the mission, vision and organizational structure of nursing are vague. 2 to 4 Points ? Description of the structure of the nursing department in their organization is provided but is missing clear delineation of a centralized or decentralized structure. ? Examples to support description of the structure are vague. Ohio University NRSE4580 Cleveland Organizational Culture Assessment Paper ? Required number of citations for pros and cons of the organization’s model are not provided. © 2017 School of Nursing – Ohio University Not Acceptable 0 to 1 Points ? Does not provide an overview of the paper or is absent. ? No purpose statement. 0 to 2 Points ? No depiction of organization’s mission, vision, values and stated goals ? No examples 0 to 3 Points ? Explanation of each level of the nursing mission and philosophy (department and unit) is missing. ? No explanation of individual role in supporting unit. ? No connection made between nursing department, nursing unit and the organization’s mission and philosophy. ? No strategies provided to strengthen the mission, vision and organizational structure of Nursing. 0 to 1 Points ? Description of the structure of the nursing department in their organization is missing or vague ? No examples to support the description of the structure. ? No citation of pros and cons of the organization’s nursing model. Page 1 of 2 NRSE_4580_M2_A5_RUBRIC: WRITTEN ASSIGNMENT: ORGANIZATION AND UNIT MISSION, VISION AND VALUES; SHARED GOVERNANCE (40 pts) Criteria Conclusion Accomplished 7 to 7 Points ? Summarizes paper and reflects on what the reader has learned from the paper. ? Demonstrates persuasive thought and is well organized. Stylistics 6 ? ? ? to 6 Points APA Citations are appropriate. Formatted correctly. Reference page is complete and correctly formatted. ? At least 4 references provided: Two (2) references from required course materials and two (2) peer-reviewed references. *References not older than five years. ? More than 600 words excluding title and reference pages. Levels of Achievement Needs Improvement 2 to 6 Points ? Merely summarizes the introduction or contains new ideas not present in the paper contents. ? Somewhat disorganized but still comprehensible 3 to 5 Points ? APA Citations are appropriate and formatted correctly. ? Reference page is formatted correctly. ? References are not professional or is not formatted correctly. ? Missing 1 professional reference. ? At least 600 words or more excluding title and reference pages. Not Acceptable 0 to 1 Points ? Simply restates the introduction or is absent. ? Disorganized to the point of distraction. 0 to 2 Points ? No citations are used or citations are made but not formatted correctly ? Reference page is missing. ? Less than 600 words excluding title and reference pages. Peer-reviewed references include professional journals (i.e. Nursing Education Perspectives, Journal of Professional Nursing, etc. –), professional organizations (NLN, CDC, AACN, ADA, etc.) applicable to population and practice area, along with clinical practice guidelines (CPGs – National Guideline Clearinghouse). Ohio University NRSE4580 Cleveland Organizational Culture Assessment Paper References not acceptable (not inclusive) are UpToDate, Epocrates, Medscape, WebMD, hospital organizations, insurance recommendations, & secondary clinical databases. *All references must be no older than five years (unless making a specific point using a seminal piece of information) Note: You will have three (3) attempts to submit a written assignment, only the final attempt will be graded. For each attempt you will receive a SafeAssign originality report. This will give you a chance to correct the assignment based on the SafeAssign score. Click here to view instructions on how to interpret SafeAssign originality report. Last updated: 06/07/2017 © 2017 School of Nursing – Ohio University Page 2 of 2 Evidence-based nursing Extending evidence through shared governance By Cheryl A. Fisher, EdD, RN, and Melissa L. Hubbard, MSN T he National Institutes of Health Clinical Center nursing department implemented evidence-based practice (EBP) in 2007 as a problem-solving approach that incorporates evidence, practitioner experience, and patient values into clinical decision making.1 Because we utilize a shared governance approach to guide clinical practice, the associated committees were quickly identified as vehicles by which the principles of EBP would diffuse through the organization. Our intent was to enhance the functioning of our shared governance model through the incorporation of EBP principles into the processes of each standing committee and facilitate their successful integration into the intellectual framework of nursing within the Clinical Center. To accomplish this initiative, it was necessary to target key individuals with influence throughout all levels of our organization. (See Figure 1.) Committees and EBP Shared governance is described as a professional practice model founded on the cornerstone principles of partnership, equity, accountability, and ownership that form a culturally sensitive and empowering framework, enabling sustainable and accountability-based decisions to support an interdisciplinary design for excellent patient care.2 The Clinical Center nursing department’s shared governance structure has been in 16 July 2015 • Nursing Management existence for over 30 years. It shows an informal line of communication with the chief nurse and facilitates a shared understanding and mutual accountability of shared governance initiatives at all levels from the clinical research nurse at the bedside to the chief nurse. We believe the key shared governance committees and the communication model provide a powerful vehicle for accomplishing this goal. The shared governance structure is comprised of five core committees, with each playing a role in guiding, coordinating, and evaluating practice. The nursing practice council oversees the work of each committee and is the decision-making body. The coordinating council, whose members include leadership from the five other committees, plays a vital role in strategic planning and coordination of ongoing practice changes. Ohio University NRSE4580 Cleveland Organizational Culture Assessment Paper The clinical practice committee (CPC) develops and maintains standards of practice and procedures, which guide nursing practice for the clinical research nurses. The standards of practice and procedures are reviewed and, as necessary, revised every 5 years through the committee. The nursing information systems committee partners with the department of clinical research informatics to enhance the documentation system to support clinical practice. The performance improvement committee (PIC) evaluates nursing processes and patient outcomes. In 2012, two additional committees were added to the shared governance structure to optimize the resources available to the existing committees. These include the nurse research participant education committee (NRPEC), which is responsible for designing and developing patient education materials, and the retention and recognition committee (R&R), which is responsible for recognition of nursing staff accomplishments and nurse retention. Figure 2 depicts the shared governance structure and committees. www.nursingmanagement.com Copyright © 2015 Wolters Kluwer Health, Inc. All rights reserved. Evidence-based nursing Figure 1: Nursing department organizational chart Shared governance Office of the chief nurse Research and practice development Clinical operations Neurology, pediatrics, and behavioral health Oncology and critical care How it began When the decision was made to incorporate EBP into the nursing department, a number of strategic approaches were utilized to bring the new culture-changing concepts to life. The most effective approach was through the shared governance structure, which allowed for EBP education and application of the new principles to embed within the existing committee structure. Starting with the CPC, existing guidelines for development and review of the standards of practice and procedures were revised to include the appropriate steps of the EBP process. These guidelines included accessing, appraising, and applying current literature from the research databases to the standards of practice and procedures as they were being developed or revised. A biomedical research librarian, three doctorally-prepared nurses, and a clinical nurse specialist (CNS) worked together with the committee to revise the guidelines and provide educational sessions and workshops to teach the committee members how to apply these new skills to their current processes. The CPC document review worksheet served as a practical step-bywww.nursingmanagement.com Medicalsurgical services step roadmap with expectations of the primary stakeholders that doubled as an educational tool. When introducing EBP to the committee, the EBP process steps were incorporated to ensure that the clinical nurses knew what steps to take along the • Validate that the evidence supporting this standard of practice and procedure is clearly referenced. • Contact the biomedical librarian/ informationist via e-mail or phone if needed. Ohio University NRSE4580 Cleveland Organizational Culture Assessment Paper These steps were incorporated into the guidelines so that each additional new step was clear with instructions and supporting resources. Examples from current practice Although the new steps were clearly articulated and described, the actual process wasn’t always straightforward. For example, when the CPC applied the new guidelines to the standard of practice and procedure for the lumbar subarachnoid drainage system, the literature search revealed that two accepted or valid methods existed. Ultimately, because both methods The shared governance structure allowed for EBP education and application of the new principles to embed within the existing committee structure. new pathway of an evidence-based review of the documents. Specifically, the following steps were added to guide the process: • Conduct a literature search for evidence supporting the standard of practice and procedure using Cochrane, CINAHL, PUBMed, and so on. • Meet with the EBP facilitator and/or CNS to review the results of the literature search, and the standard of practice and procedure elements that need to be supported by evidence, and finalize the project plan. • Identify if this standard of practice and procedure is sufficiently supported by evidence. were supported by the literature, institutional preference played a major role in determining the preferred method. Surgeon preference and patient population needs were used as the basis for choosing the best method for the Clinical Center. This example highlights how the EBP step involving institutional preference was considered and the practice was adapted to our setting. Another example of incorporating evidence emerged from the PIC with new guidelines to address catheter-associated urinary tract infections (CAUTI). This committee was charged with evaluating current practice against the Nursing Management • July 2015 17 Copyright © 2015 Wolters Kluwer Health, Inc. All rights reserved. Evidence-based nursing evidence for the management of CAUTI. Utilizing the shared governance structure, a clinical research nurse put forward a request to reevaluate the current practice for prevention of CAUTI. Then the committee worked closely with the interdisciplinary team, considering national guidelines and the research literature to establish the best application of the interventions in a research environment. The CPC and PIC mainly focus on clinical aspects of nursing. However, we utilize evidence in all shared governance committees. The NRPEC is tasked with developing patient education materials for both clinical practice and research-based interventions. For example, the NRPEC designed education materials for patients who are receiving an experimental treatment for a rare disease. In our research environment, there isn’t always published evidence available on which to base the educational materials, but this doesn’t prohibit us from educating our patients. In these instances, we use the evidence to support patient education content regarding medications or procedures where the literature exists. We then utilize expert opinion and the knowledge we’ve gained from our experience with other patients on the same protocol to develop customized patient education materials. Ohio University NRSE4580 Cleveland Organizational Culture Assessment Paper Because of our unique research environment, some patient populations require this combined approach to education, which incorporates expert knowledge and published literature. A final example from the R&R committee was demonstrated when it established the goal to improve the way in which clinical nurses were recognized for their accomplishments. Following an intense review of the literature, several strategies and approaches were identified. The committee then put together a list of documented examples from the literature regarding nonmonetary methods for the nurse managers to use during their performance review with each staff member.3 This list served as an opportunity for each nurse to communicate his or her preferred method of meaningful recognition. Examples included a hand-written note from the manager, verbal recognition during a staff meeting, or a formal letter to be placed in the nurse’s personnel file. These newly applied alternative recognition strategies allowed for Figure 2: Shared governance organizational chart Nursing practice council Nursing information systems Performance improvement Be part of the culture change Utilizing the shared governance structure to support and sustain EBP in our organization has proven to be a powerful vehicle to incorporate the latest research into the clinical, educational, and administrative processes of the organization. After nurses have had the experience of applying the EBP principles through shared governance, a shift in philosophy for problem solving occurs that pervades long after shared governance committee participation. The nurses are no longer satisfied to do things the way they’ve always been done; instead, the EBP principles are utilized in all aspects of care. Clinical nurses at all levels continue to have opportunities to apply current research to their daily work and, over time, this has been an effective culture changing approach. NM REFERENCES 1. Melnyk B, Fineout-Overholt E. EvidenceBased Practice in Nursing and Healthcare: A Guide to Best Practice. Philadelphia, PA: Lippincott Williams & Wilkins; 2005. 2. Porter-O’Grady T. Shared Governance Implementation Manual. Atlanta, GA: Tim PorterO’Grady Associates, Inc.; 2004. 3. Hayes B, Bonner A, Pryor J. Factors contributing to nurse job satisfaction in the acute hospital setting: a review of recent literature.Assignment: Cleveland Organizational Culture Assessment. J Nurs Manag. 2010;18 (7):804-814. At the National Institutes of Health Clinical Center in Bethesda, Md., Cheryl A. Fisher is the senior nurse consultant for the Office of the Chief Nurse and Melissa L. Hubbard is a clinical manager within Medical-Surgical Services. Coordinating council Clinical practice meaningful recognition during times of reduced budgets. Recognition and retention Nursing research participant education The authors have disclosed that they have no financial relationships related to this article. Ohio University NRSE4580 Cleveland Organizational Culture Assessment Paper DOI-10.1097/01.NUMA.0000465405.30709.ec 18 July 2015 • Nursing Management www.nursingmanagement.com Copyright © 2015 Wolters Kluwer Health, Inc. All rights reserved. The Evolution of a Nursing Professional Practice Model Through Leadership Support of Clinical Nurse Engagement, Empowerment, and Shared Decision Making Jennifer Cordo, MSN, ARNP, NE-BC, and Deborah Hill-Rodriguez, MSN, MBA, ARNP, NE-BC A nursing professional practice model (PPM) is the guiding theoretical and conceptual model that frames the foundation for nursing 1,2 practice.Assignment: Cleveland Organizational Culture Assessment.n professional Utilization of a professional practice model guides nursing practice and fosters professional identity, encouraging alignment to the organization’s vision, job mission and satisfaction, improved quality of patient and family outcomes, and enhanced interprofessional communication.2 When a model guides professional nursing practice, nurses can articulate the impact of nursing care on improving patient and family outcomes. With leadership endorsement and support, the PPM’s theoretical framework becomes the lens through which nurses see themselves; therefore, a decisive imperative factor in selecting the underpinning theory for an organization’s PPM is core in its applicability to the staff’s practice. A free-standing pediatric hospital on its Magnet® journey striving for its third designation identified an opportunity to engage staff in the evolution of the organization’s practice model. Application of the shared leadership structure for joint decision-making empowered staff to “own” the PPM’s develwww.nurseleader.com opment and implementation. Nurse leaders within the organization first embraced the concept of clinical nurses engaging their peers across the organization in identifying Comfort Theory’s compatibility with the organization’s values and mission. Comfort Theory was selected as the theory Nurse Leader 325 Figure 1. Evolution From a Professional Model of Care to a Professional Practice Model is vital that nursing practice and research are guided by theory derived from nursing knowledge.2 As a Magnet-designated organization striving to obtain its third designation, an opportunity was recognized to enhance the current practice model to a true professional practice model based on a theoretical framework. A … Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

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