Introduction
System theory research is intended to provide a meaningful and beneficial means of examining challenges in various health care organizations. I, as an employee of a hospital, should compare different system components of a particular medical facility to outline the most problematic factors. The personnel of medical institutions where I work encounter the lack of efficiency problems day after day. Therefore, the following paper will discuss and cover the main reasons for the workers’ efficiency issues in the Emory hospital in Atlanta.
Analysis of the Hospital’s Problem
To find reasons and solutions to an emerged issue, it is essential to consider such criteria as its inputs, throughput, output, systems, and cycles of events, and negative feedback. The input section is related to people’s (medical personnel) efforts at their workplaces (Meyer, & O’Brien-Pallas, 2010). Although all patients do not have any major complaints about the work of nurses and doctors from the Emory hospital Atlanta, their work could be more efficient, as sometimes they do not use the hospital’s resources appropriately (Meyer, & O’Brien-Pallas, 2010).
The throughput factor implies the ineffective generation of supplies and various materials’ processing that might be caused by a slow workflow or other factors that do not make the procedures mentioned above necessary. The output services of the hospital’s employees could have been of higher quality and applied to patients with additional attention to their personal needs, problems, or expectations.
Nevertheless, every system that may be considered a cycle of events in the Emory hospital Atlanta is generated properly and does not let anyone struggle or have difficulties because of its inner processes. Unfortunately, some negative feedbacks refer to the hospital’s system functioning because such factors as energy intake and various expenditures are not adjusted appropriately (Meyer, & O’Brien-Pallas, 2010). For instance, certain drugs are sometimes applied to people who are unlikely to benefit from their implementation. To reduce the waste of expensive medical supplies and to increase the personnel’s work efficiency, it is essential to reconsider the aforementioned factors and other related practices.
Discussion
The desired outcome of this policy would be to make various treatment processes faster and more intensive. As an employee of the Emory hospital Atlanta, I could address the problem of personnel’s lack of efficiency by developing new schedules of my colleagues’ responsibilities during their working days. The goal that would facilitate the outcome above is to reduce the waste of expensive materials and medicaments that are unlikely to help patients (Marquis & Huston, 2015).
The resources’ and supplies’ implementation should be logical and have clear objectives. Therefore, both strategy and policy of this problem should imply accounting of all medicaments and reorganizing the hospital’s workers’ activities that will let employees accomplish more duties or necessary tasks during their regular working shifts.
Professional Standards
This paragraph is intended to identify some professional standards that are pertinent to the problem of the efficiency lack at the Emory hospital Atlanta. It is a well-known fact that nurses and doctors who work at prestigious clinics should follow particular rules to remain professional workers and to make their patients benefit from various medical treatment processes (Marquis & Huston, 2015).
According to the American Nurses Association (ANA), every member of this organization who works at hospitals or other medical institutions is obliged to help every patient, regardless of his or her ethnic background, social status, gender, and other factors that are often discriminated by the society (“Nursing: scope and standards of practice”, 2015). Moreover, to reduce the aforementioned problem’s influence on the hospital’s work efficiency, it would be proper to consider the position statements of every nurse and doctor.
If medical personnel have no desire to change the system that they are involved in and improve its efficiency, there will be no progress in related strategies (Meyer, & O’Brien-Pallas, 2010). The staff’s effort is much more appreciated in such policies, as these particular people are supposed to implement new working methods and must develop the most effective strategies.
However, some medical employees’ standards require the workers of health organizations to provide appropriate treatment to a person who needs it, despite their superiors’ or colleagues’ directions and recommendations if their statements contradict or might cause damage to a patient (“Nursing: scope and standards of practice”, 2015). In my opinion, every medical institution has to develop and set its own plans and schedules for employees because situations may vary from region to region. Therefore, only people who are involved in the treatment processes know what will be best for their working places (Morton & Fontaine, 2017). Unfortunately, this method is often disregarded by people who take higher positions and do not face the problem of efficiency lack on a daily basis.
Outcomes of the Strategy
The resolution to the issue of efficiency lack at the Emory hospital Atlanta that was proposed above will be useful for the entire organization because the rational use of medicaments will save a certain amount of finances that might be used for other improvements later. The medical institution spends approximately forty percent of its monthly budget for medicine, whereas nurses are obliged to get rid of expired medicaments (Meyer, & O’Brien-Pallas, 2010).
Moreover, pills, syrups, and other supplies that go out of date usually overweigh the number of drugs given to patients on a daily basis. Therefore, it is essential to reduce enormous expenditures on medicine and start using them only when their implementation is necessary, and their benefits are evident (Marquis & Huston, 2015). Nevertheless, it would be advantageous to make records of different purchases to compare them afterward. This method lets people see that certain expenses are not crucial, whereas other factors require investment. These simple actions do not seem to be tough, but the medicaments’ accounting will increase employees’ efficiency and is intended to save the hospital’s resources.
Moreover, a wise resolution of the aforementioned problem will uphold the Emory hospital Atlanta’s values and is expected to improve its culture and climate in general. If priorities among nurses and doctors will be set properly, personnel will see their primary responsibilities that are essential for patients’ treatment and their healing processes (Marquis & Huston, 2015). This factor will improve the quality of work and its efficiency by its timeliness and patient-centered activities. The medical workers’ values will adhere to patients’ primary needs, which will make people happier and more joyful during their presence at the hospital.
Conclusion
As Emory hospital Atlanta lacks efficiency, it is essential to reconsider some methods and strategies that are implemented at the medical institution at the present moment. To improve the quality of personnel’s work, it would be proper to make records of various medicaments that are used inappropriately and ineffectively, as some patients do not benefit from these drugs. Moreover, it is essential to change the schedule of multiple daily workflows in every hospital’s department. The nurses of Emory hospital Atlanta are obliged to follow professional standards during their shifts as well.
References
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Meyer, R. M., & O’Brien-Pallas, L. L. (2010). Nursing services delivery theory: An open system approach. Journal of Advanced Nursing, 66(12), 2828-2838. Web.
Morton, P. G., & Fontaine, D. K. (2017). Critical care nursing: A holistic approach. Philadelphia, PA: Wolters Kluwer.
Nursing: scope and standards of practice (3rd ed.). (2015). Silver Spring, MD: American Nurses Association.