Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that an organization's invisible architecture ? a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude ? is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership[md]providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Learn how investing in your organization and your people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes.
The book describes how this organization used simulation to successfully tackle the major interprofessional health issue of our time: patient safety. This health system created a transformative simulation center that involves nurses, doctors, and related health professionals whose work in clinical teams has resulted in measurable improvements in all aspects of clinical decision-making, critical thinking, teamwork, and communication skills toward the ultimate goal of improved patient safety.Key Features:Describes in detail a groundbreaking system of achieving patient safety that uses interprofessional clinical learning through simulation. Detailed case studies using concrete methods and examples illustrate the application of theory to practice. Presents simulations scalable to any size organization and for use by health care professionals in all specialties. Includes theoretical foundations and practical applications for teaching and learning. Focuses on interprofessional cooperation and learning.
This practical resource explains the process of creating and sustaining a just culture in which staff members are encouraged to report adverse events to improve quality care. You'll get sure-fire strategies to gain buy-in from leadership, improve employee satisfaction, and turn mistakes and near-misses into useful data to improve processes and reporting. Help your nurses understand it's not the ?who? but the ?what? that went wrong. This book will help you: Overcome potential roadblocks to culture change with successful strategies from accomplished patient safety, risk, and nursing experts. Motivate staff to report adverse events. Discover how a just culture increases patient safety, nurse satisfaction, and retention. Evolve your current culture into a just culture using the easy-to-understand, step-by-step instructions.
Shows leaders how to build a positive workforce committted to its work. Citing research from the fields of business, sociology, psychology, and organization development, The Engage Workforce identifies effective strategies and tools to create a positive work culture. Covers employee retention, multigenerational teams, unionized workforces.
Overview and history of organizational behavior -- Diversity in health care -- Attitudes and perceptions -- Workplace communication -- Content theories of motivation -- Process theories of motivation -- Attribution theory and motivation -- Power and influence -- Trait and behavioral theories of leadership -- Contingency theories of leadership -- Contemporary leadership theories -- Stress in the workplace and stress management -- Conflict management, decision making, and negotiation skills -- Overview of group dynamics -- Groups -- Teams and team building -- Organizational development -- Resistance to change and change management -- Overview and history of organization theory -- Strategy and structure -- Organization structures : contextual dimension -- Organization design parameters : internal characteristics.