Control Paper



Control Paper

Introduction

Hospitals are increasingly facing the demands of a managerial logic that redefines the organization of services, but also role of agents. Keeping in view these trends, the paper is an account of health governance in the medical surgical unit. The focus of the quality assurance is on the pain and HCAHPS (customer service). The opportunities and implementation of control and measurement system is also mentioned.

Performance of the Unit

The medical-surgical unit is a diverse care setting focused on making people physically well. At times, the focus is changed to easing the suffering of those who cannot be cured. The focus of staff training and education is the monitoring and prevention of physiological complications, and use of comfort measures. However, a different skill set may be needed when saving the life of an individual who believes dying will help ease his or her psychological suffering. Nurses have the potential to be leaders do not necessarily have the range experiences and skills needed today, not that it does not interest or they do not want to perform these functions, but because they lacked opportunities to train for leadership positions. Other factors are involved: a) the workload very heavy (at all levels in organizations and in nursing roles), b) projects and personal career goals, and workplaces that do not value or reward not always volunteer work and leadership in a professional organization (Aiken,Clarke,Sloane,2002).

On the other hand, nursing competencies are part of eight essential continuums: clinical judgment, advocacy and moral agency, caring practices, facilitation of learning, collaboration, systems thinking, diversity of responsiveness, and clinical inquiry. Although developed for critical care by the American Association of Critical Care Nurses Certification Corporation, the model shows promising possibilities for other areas (Aiken,Clarke,Sloane,2002). For a unit with a diverse patient population, the model's focus on patient outcomes by matching and synergizing patients' characteristics and nurse competencies is logical (Inamdar, Kaplan, 2002). Additionally, the Synergy Model can support staffing decisions with acuity tools, enhance recruitment and retention of unit nurses, link nursing care to diagnostic-related groups, and clarify practice roles.

Accountability of the Manager

The staffing model for the medical practice is important since it impacts your patient satisfaction, quality of care and productivity. Seek to clarify if the employer has total control over how many employees work in the medical practice or if you participate in such decisions, especially as this relates to clinical support employees that may hinder your productivity. Request that you have mutual agreement on the staffing budget for the medical practice along with the health system administrator (Rosenthal,Dudley,2007). Seek to clarify if the employer is placing a limit on the amount of employee wage and benefit expense for the practice. This may impact a new and developing medical practice that is ramping patient volumes. Lastly, clarify the reporting structure for the medical practice employees. Physicians should understand who the supervisor for the medical practice employees is and whether such a supervisor is working at the medical practice or offsite because this impacts the dynamics ...