Professional Practice Model for Saint Lukes Orthopedic Hospital - Paper Example

Professional practice model is schemes used by nurses to enhance strive towards providing quality service in their medical practice. It symbolizes the theories, values, and beliefs for carrying out nursing duties. Saint Lukes Hospital has developed a model, and it is illustrated below;

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The three symbols represent the role of nurses in providing the best to both inpatient and outpatient, are integrated to enhance transfer of knowledge in the process of service provision, the general aim is to accomplish professional role according to the illustration. All the components are significant in promoting professionalism and integrity.

Practitioner role; all nurses are in the field of medical hence they play a role in contributing towards the goals of any medical institution. Leader; to become a professional nurse, you should be a leader in any situation that requires leadership skills. Scientist; the prime purpose of being in a medical practice is to contribute to scientific research that will enhance the lives of people through the findings

According to Ashkenas, (1995) decentralization in organization supports participation, for the case of Saint Luke, there are characteristics of participatory management which are; Participating in decision making by employees is for brainstorming and finding better solutions to a problem. There is creativity among nurses whereby they are involved in research and development to enhance the quality of service. Commitment is also another characteristic that is evident from being an active participant. Trust is built through continuous professional relationship between patients and medical practitioners, in this case the nurses. All the employees are actively involved in goals setting activity in a decentralized management

Centralized management model is only limited to the top management; this is where the decisions concerning the company are made by senior managers. This form of model exists in organizations that have branches and rely on the decision from headquarters. Their characteristics are; the centralized decision making, is through involving managers at the top level. There is response delay when it comes to communication which lowers the management function of a company. There is consistency in all progress which is depicted through the continuous use of the same mode of decision making.

Increasing decentralization in decision making at Saint Lukes, is a step towards enhancing improved performance and attracting more patients through the quality of treatment service. It also contributes towards restructuring organization function. Therefore there are suggestions evaluated that will influence the process of making the right choices. Firstly, there should be teamwork to enable all nurses to participate in the process; this will also encourage commitment. The process of making a decision is demanding and it requires time and effort, being in a team is important because it will be a combined energy working towards a common goal, Secondly, managing performance will motivate employees in their work; this is because the decision made will be used to measure how an individual is performing their duties. For example the decision to attend to all patient equally; when it comes to measuring performance, the result will be obtained by evaluating the response from patients.

As per the assessment of Evaluating organization function, teamwork is an opportunity to study individual behavior and its contribution to objectives identified. You find that members in each team are aggressive, self-motivated and ready to take up any challenges; however, there is a challenge of embracing diversity. The checklist for evaluating meeting effectiveness provide the chance to analyze the meeting attended and how to improve nurse attendance to meetings, earlier communication a reminder and a register should be used in enhancing attendance (Swansburg,1996).

Reference

Swansburg, R. C. (1996). Management and leadership for nurse managers. Jones & Bartlett Learning.Ashkenas, R. (1995). The Boundaryless Organization: Breaking the Chains of Organizational Structure. The Jossey-Bass Management Series. Jossey-Bass, Inc., Publishers, 350 Sansome Street, San Francisco, CA 94104.