Description
One of the national problems worth paying attention to is the COVID-19 pandemic within a hospital. In fact, this is a terrible phenomenon that has no definite limits and boundaries. For instance, dozens and hundreds of cases of infection occur every day in the US and several countries’ hospitals and the number of deaths has an imposing figure (Spinelli & Pellino, 2020). Coronavirus is spreading to people at an unprecedented rate, but, unfortunately, there is no universal, “magic” cure for all the ailments and symptoms. Hence, due to the intractability and ambiguity of the situation, such an issue is not only national but also global.
Impact
The problem has already affected the current work setting and environment in several hospitals. However, it can further aggravate such a situation and bring great “inconvenience.” COVID-19 may lead to an even greater workload, an irregular work schedule, and a change in work format (Diab-Bahman & Al-Enzi, 2020). For example, in the Infusion Center, a relatively wide range of work responsibilities has changed and expanded compared to the pre-pandemic period. From now on, visits to patients are strictly regulated, and their activities, behavior, and actions are carefully and thoroughly taken into account and recorded.
Response
The organization has joined forces to combat the pandemic based on the national issue. For example, doctors and nurses work together, help and support each other, and perform not only their immediate duties but also secondary ones. According to Norful et al. (2018), the joint management of medics is considered from the point of view of respect, trust, effective communication, and a common philosophy of treatment. Consequently, the work has been greatly facilitated, burnout has been prevented, and patients, in turn, are satisfied with the quality of care and treatment.
Changes
Nevertheless, it is most likely that one should make the following changes. For instance, it is recommended to distribute the degree of load on physicians rationally, change the schedule and improve the reward system. According to Jacobs et al. (2018), this will result in the welfare and well-being of employees, involvement and motivation for success are key factors that allow a medical organization to achieve specific goals. Therefore, introducing these changes makes it possible to achieve high-quality services provided, efficiency, and effectiveness of the health organization.
References
Diab-Bahman, R., & Al-Enzi, A. (2020). The impact of the COVID-19 pandemic on conventional work settings. International Journal of Sociology and Social Policy, 40(9/10), pp. 909-927. Web.
Jacobs, B., McGovern, J., Heinmiller, J., & Drenkard, K. (2018). Engaging employees in well-being: Moving from the Triple Aim to the Quadruple Aim. Nursing Administration Quarterly, 42(3), pp. 231–245. Web.
Norful, A. A., de Jacq, K., Carlino, R., & Poghosyan, L. (2018). Nurse practitioner–physician comanagement: A theoretical model to alleviate primary care strain. Annals of Family Medicine, 16(3), pp. 250–256. Web.
Spinelli, A., & Pellino, G. (2020). COVID-19 pandemic: Perspectives on an unfolding crisis. Journal of British Surgery, 107(7), pp. 785-787. Web.