英国护理作业代写:医院留住员工

2019-12-17 21:13

磁铁医院建立了在美国在1980年代早期有证据表明磁铁医院留住员工,生产对病人有更好的效果和生产质量病人护理(Joyce &克鲁克斯2007,p . 18)卫生保健系统需要解决这些问题在澳大利亚医院留住员工,产生更好的病人护理和结果列文理论改变一个组织是一种可以改变员工和病人集中(克鲁克斯等2008年p . 104)。Lewins的理论是解冻、移动和再冻结(Crookes et al 2008, p. 104)。通过解冻当前的环境和探索改变的需要，什么需要改变，在哪里改变和为什么改变(Crookes等人2008，第105页)。组织可以进入第二阶段，这是确定变化的地方，从管理层到员工，每个人都被咨询，以分享他们的价值观和信念，并影响变化(Crookes等人2008，第105页)。第三个阶段是再冻结，新的变化发生促进可持续的文化和积极的病人结果，如磁铁医院系统和医院有变革的领导。组织文化影响环境，护士的工作和病人护理。在卫生保健系统中有许多类型的文化，最有效的文化将是成功的文化，如果员工和组织有一个共同的愿景，共同的价值观和信仰，考虑未来，有以病人为中心的护理目标和有效的领导者。医疗服务中涉及的多个学科、专业和专业要求有效的管理和组织，但更重要的是，患者需求的复杂性要求组织做出适当的个性化响应。
英国护理作业代写:医院留住员工
Magnet hospitals were established in the United States in the early 1980s there is evidence that magnet hospitals retain staff, produce better outcomes for patients and produce quality patient care (Joyce & Crookes 2007, p. 18) The health care system has the need to address these problems in Australian hospitals to retain staff, produce better patient care and outcomes Lewins Theory of change is one way an organization could make changes that are staff and patient focused (Crookes et al 2008, p. 104). Lewins Theory was to unfreeze, move and refreeze (Crookes et al 2008, p. 104). By unfreezing the current environment and exploring the need for change, what needs to be changed, where and why (Crookes et al 2008, p. 105). The organisation can move into the second phase moving, this is where change is identified and everybody is consulted from management to staff to share their values and beliefs and affect the change (Crookes et al 2008, p. 105). The third stage is refreezing, the new change takes place promoting sustainable culture and positive patient outcomes as seen in the magnet hospital system and those hospital that have transformational leadership .Organisational Culture effects the environment in which nurse’s work and patient care. There are many types of culture in the health care system and the most effective culture would be a culture of success were staff and the organisations have a shared vision, common values and beliefs, think about the future, have patient centred care goals and effective leaders. The multiple disciplines, specialities and professions involved within healthcare delivery require effective management and organisation, but furthermore, the complexities of patient needs require appropriate individualised responsiveness from the organisation.

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