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Areas of Informatics in which Students Seek Homework Assistance Key Areas of Informatics in which Students Seek Intellectual Homework
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Part 1: Work Environment Assessment (1-2 pages)
Part 2: Reviewing the Literature (1-2 pages)
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams (1–2 pages)
Workplace Environment Assessment and Strategies for Improvement
Part 1: Work Environment Due diligence
Work Environment assessment was done under Clark Healthy Workplace Inventory that gages the properties related to civility and respect and the general health of the organization. The inventory scores are based between 20 and 100 where a higher score details a better and more civil workplace. After the assessment, my work-place received the overall score of 69 with regards to being in the moderately healthy group.
Two of the findings that impressed and shocked me were poor result in the section of employee recognition and very few chances of advancing the careers. Although in my workplace teamwork and quality care were often brought up in a meeting, a lot of workers believed that individual performance was not valued enough. Also, even though the odd workshop or training is used, there is nothing that is structured to help advance your career or continuing education.
An assumption that I had before the assessment that was verified was how the leadership communicate inconsistently. Unclearness and scanty feedback to the various staff members have raised concerns among many team members and affect the morale and workflow. This was manifested in the inventory findings, especially in the section measuring transparency, trust upon the leadership, and shared decision work.
On the whole, the findings indicate that although collaboration and mutual respect have a ground, some important aspects of a healthy working environment are missing at the workplace, namely, regular involvement of leaders in the work, appreciation of efforts and work-related professional growth. Such deficits may influence the etiquette of the communications and impede the development of the cohesive organizational culture.
Part 2: Literature review
The Theory of Human Caring presented by Jean Watson is one of the most relevant theories associated with the civility in the work environment since it focuses on the application of relevant interpersonal relationship, respect, and intentional presence in the medical facilities. Watson (2008) says that institutionalizing a caring environment entails not only showing kindness in patient care but also in the team, which ought to involve recognition, understanding, and a common cause.
This theory aligns closely with the results of my Work Environment Assessment. The moderately healthy score and the specific issues—such as lack of recognition and weak communication—reflect a gap in the caring principles that Watson advocates for. In particular, the absence of meaningful recognition and support for professional development shows a deficiency in the caring relationships between leadership and staff.
By applying Watson’s theory, my organization could improve workplace health by fostering deeper human connections and a sense of value among staff. As an example, the leadership may establish orderly recognition programs where team members offer nominations to each other each month or quarterly. Also, frequent caring rounds may be implemented so that supervisors do not just visit staff to check their performance in relation to clinical practice but also personal well-being and future development objectives.
All these, although seemingly minor practices, are representative of the main ideas of Watson about caring moments and transpersonal relationships, which may positively improve team morale and cohesion. There is also a possibility of burning out and turnover being minimized by instilling the practises in the organizational culture.
Part 3: Evidence-Designed Measures to Design High-Performance Interprofessional Teams
The following evidence-based strategies are proposed to help in countering the findings directed at the Work Environment Assessment as shortcomings:
1. Implementation of Shared Governance Models Education Education
Shared governance offers nurses and other medical practitioners the right to input in the decision-making process. Anthony (2004) indicates that shared governance brings about more job satisfaction, as well as enhances communication between teams. My organization will increase transparency and fostering a sense of ownership among the team members by creating unit-based councils where the frontline staff can participate in the development of policy changes.
2. Structured Recognition Programs:
Shantz et al. (2016) have discovered that employee engagement and commitment grow significantly when there is recognition. Formal type of recognition, i.e. Employee of the Month; peer recognize; system of award, based on patient outcome would be a good way to validate the effort of team members, as well as boost morale.
With the purpose of strengthening the existing successful practices observed in the workplace which include generally respectful team culture and efficient informal collaboration, the following strategies can be suggested:
1. Teams huddles Interprofessional:
Huddles can be performed every day or once a week to support communication and the teamwork effort and spot arising problems quickly. According to ODaniel and Rosenstein (2008) the team huddles encourage a culture of collective responsibility and enables ad-hoc modification of care plans and work streams. The mandate of short and institutionalized huddles would strengthen the current teamwork.
2. Mentorship Programs:
Developing the informal good collegiality within the workplace environment, the formal mentorship programs may enhance relationship between employees in the workplace and provide consistent advice to the junior employees. Mentorship programs ensure professional growth, shared knowledge and culture of support. Nowell et al. (2017) also state that this type of programs is particularly effective to retain nurses and improve job satisfaction.
Conclusion
The outcomes of the Work Environment Assessment indicate the strengths as well as the growth opportunities in my organization. Although there is a certain level of civility that is a prerequisite, there are problems revolving around issues in recognition, communication, and professional growth that need to be done in order to realise a healthy workplace. Introduction of theories such as Watson Theory of Human Caring and adoption of the evidence-based practices such as shared governance and mentorship programs at the organization may assist the organization to improve on the team performance, morale and improve the health of the organization as a whole.
References
Anthony, M. K. (2004). Shared governance models: The theory, practice, and evidence. Online Journal of Issues in Nursing, 9(1). https://doi.org/10.3912/OJIN.Vol9No01Man04
Nowell, L., Norris, J. M., Mrklas, K., & White, D. E. (2017). Mixed methods systematic review exploring mentorship outcomes in nursing academia. Journal of Advanced Nursing, 73(3), 527–544. https://doi.org/10.1111/jan.13152
O’Daniel, M., & Rosenstein, A. H. (2008). Professional communication and team collaboration. In Hughes, R.G. (Ed.), Patient Safety and Quality: An Evidence-Based Handbook for Nurses. Agency for Healthcare Research and Quality (US).
Shantz, A., Alfes, K., & Latham, G. P. (2016). The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes. Human Resource Management, 55(1), 25–38. https://doi.org/10.1002/hrm.21653
Watson, J. (2008). Nursing: The philosophy and science of caring (Rev. ed.). University Press of Colorado.
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