Nursing

Describe the patient care delivery system(s) at your place of work or clinical placement site. How well does it work? Can you suggest a better system? 2. Pretend that you are designing a new nursing care delivery system. Select the system or combination of systems you would use. Explain your rationale. 3. Why have different […]

UNDERSTANDING NURSING MANAGEMENT AND ORGANIZATIONS:The goal of the chronic care model is not to manage a disease but to change how daily care is delivered by clinical teams The goal of the chronic care model is not to manage a disease but to change how daily care is delivered by clinical teams (Coleman et al.,

Clinical microsystems include the following elements: ● Core team of caregivers ● Defined population to receive care ● Informational system for both patients and caregivers ● Support staff, equipment and facilitative environment The clinical microsystem model has been shown to be effective in neonatal intensive care units (Reis, Scott, & Rempel, 2009) and to increase

DELIVERING NURSING CARE;interview, hire, train, and motivate staff. Some organizations share assistive staff between units, also increasing the need for more communication and coordination with other managers. Synergy Model of Care Developed by the American Association of Critical Nurses, the American Association of Critical Care Nurses conceptualizes nursing practice based on the needs and characteristics

coordinate admission and discharge, and assist with general office duties Success using a patient-centered care model continues to be reported in the literature (Miles & Vallish, 2010; Schneider & Fake, 2010). Furthermore, lower mortality in patients with acute myocardial infarctions has been found (Meterko et al., 2010). Patients with chronic conditions are appropriate candidates for

UNDERSTANDING NURSING MANAGEMENT AND ORGANIZATIONS Some features are included on all critical paths, such as specific medical diagnosis, the expected length of stay, patient identification data, appropriate time frames (in days, hours, minutes, or visits) for interventions, and patient outcomes. Interventions are presented in modality groups (medications, nursing activity, and so on). The critical path

Five elements are essential to successful implementation of case management: ● Support by key members of the organization (administrators, physicians, nurses) ● A qualified nurse case manager ● Collaborative practice teams ● A quality management system ● Established critical pathways (see next section) In case management, all professionals are equal members of the team; thus,

Practice partnerships.:DELIVERING NURSING CARE CHAPTER 3 • DELIVERING NURSING CARE 35 In an acute care setting, the case manager has a caseload of 10 to 15 patients and follows patients’ progress through the system from admission to discharge, accounting for variances from expected progress. One or more nursing case managers on a patient care unit

Nursing case management requires: ● Collaboration of all members of the health care team ● Identification of expected patient outcomes within specific time frames ● Use of principles of continuous quality improvement (CQI) and variance analysis ● Promotion of professional practice. Case manager Patient caseload Caregivers CaregiversCaregivers Figure 3-6 • Case management. RN Patients Partner

UNDERSTANDING NURSING MANAGEMENT AND ORGANIZATIONS Integrated Models of Care Practice Partnerships The practice partnership (Figure 3-5) was introduced by Marie Manthey in 1989 (Manthey, 1989). In the practice partnership model, an RN and an assistant—UAP, LPN, or less experi- enced RN—agree to be practice partners. The partners work together with the same schedule and the