Needs Assessment and Intervention Strategies, Coursework Example

 Introduction

Any given nursing unit relies upon the ability of its leaders and the management team to provide the staffing and resources necessary to achieve the required objectives. A key component of this practice is the ability to adjust strategic goals as necessary to utilize resources wisely and to prevent going over the designated budget. This requires a continuous analysis of current spending patterns so that adjustments might be made as necessary. Nurse leaders must identify strategies that are both cost effective and innovative in order to accomplish goals without delays or without compromising the quality of patient care. As a result, it is necessary to evaluate the department budget in order to identify areas where efficiencies might be improved and new opportunities might be considered that will have a positive impact on patient care. Therefore, a needs assessment is required so that nurse leaders are able to demonstrate that the department is able to provide high quality patient care and treatment without delays or compromises in the quality of care.

Analysis

At the department level, nurse leaders must represent their departments effectively and with a level of strength and knowledge that will enable effective decision-making and a platform for continued growth (Organizational Concepts and Structures). However, enabling leaders to make effective decisions requires a delicate balance between their roles and the requirements set forth by the organization (Organizational Concepts and Structures). Therefore, organizations must be willing to exercise flexibility with their departments and the work that is being performed within patient care settings (Organizational Concepts and Structures). There is significant value in supporting flexible approaches to the management of nursing units because the needs of patients are evolving on a continuous basis (Organizational Concepts and Structures). Therefore, when a nursing unit struggles with its revenue or its ability to provide quality care, different strategies must be considered that may contribute to effective outcomes and facilitate successful performance results in the workplace setting (Organizational Concepts and Structures).

Nurse leaders must be given ample opportunity to evaluate their current working conditions and to make adjustments as required in order to accomplish the desired objectives. These leaders are chosen by other leaders and managers to facilitate the vision of the department and the organization as a whole (Hoeger et.al, 2009). When change is required, the nurse leader must conduct an assessment of current working conditions in order to determine if additional measures are required (Hoeger et.al, 2009). Nursing platforms must provide departments with the resources that are necessary to address problems and to solve many of the issues that are relevant across different clinical areas (Hoeger et.al, 2009). When budgets run over or departments do not make their projections, there are considerable problems that nurse leaders must address, including the removal of waste and the expansion of efficiency in all areas (Hoeger et.al, 2009). These efforts are important because they convey the issues that are relevant in today’s nursing practice more than ever before, such as the need to be flexible and to reduce waste as necessary (Hoeger et.al, 2009).

Nurse leaders face continuous challenges that reflect the ever-changing scope of healthcare practice in the modern era. Many organizations have taken full advantage of technologies and other options in order to ensure that their employees are more efficient and effective, while also providing the best possible quality of care to their patients (Armstrong and Laschinger, 2006). These elements are critical because they reflect a means of addressing problems as they arise that limit department success and revenue generation (Armstrong and Laschinger, 2006). Nursing units, therefore, must employ strong leaders with the potential to tighten budgets as necessary to promote organizational success and to build a reputation as a strong patient care organization (Armstrong and Laschinger, 2006). Nurse leaders must develop their own ideas and collaborate with others regarding circumstances that continue to shift to accompany the changes associated with healthcare (Armstrong and Laschinger, 2006). It is imperative that nurse leaders are given the opportunity to share their insights and to contribute to organizational improvement (Armstrong and Laschinger, 2006).

Conclusion

Healthcare organizations struggle on many levels to provide high quality patient care at a consistent level while attempting to become more efficient in all areas. Therefore, nurse leaders must play a role in these practices and provide their departments with a framework for success and achievement. It is the responsibility of nurse leaders to convey the importance of cost saving measures that will allow the department to reduce costs in a manner that is consistent with organizational objectives. With this in mind, it is important to recognize the value of nurse leaders in making effective budgeting decisions that contribute to successful results in the workplace. As nurse leaders are required to reduce costs on a consistent basis, it is more important than ever that departments are able to recognize how to become more efficient and effective in their roles. This approach to budgeting and operations will play an important role in shaping outcomes and in reflecting upon the challenges of patient care in the modern era. Nurses leaders must use their knowledge, skills, and practical wisdom wisely in order to demonstrate their ability to be flexible in an effort to achieve success in these endeavors without compromising patient care in any way.

References

Armstrong, K.J., and Laschinger, H. (2006). Structural empowerment, magnet hospital characteristics, and patient safety culture: making the link. Journal of Nursing Care Quality, 23(2), 124-132.

Hoeger, P.B., Wilson, J.C., and Evans, J.E. (2009). Cultivating nurse leaders from the bedside to the boardroom. Nurse Leader, 41-50.

Chapter 10: Organizational Concepts and Structures. Pp. 272-303.

Williams, M., and Gordon, J. (2006). Nurse or nurse leader? Leadership challenges in building healthcare organizations. The Business Review, Cambridge, 6(2), 296-297.