In order to optimize the effectiveness of the system and the performance of every individual nurse in a medical facility, there is a need for cohesion and efficiency in how everyone functions within the organization. In this case, all the stakeholders have to be well involved in delivering care including the patients receiving the care services as outlined by the fourteen forces of magnetism in nursing practice. Consequently, this essay will be aimed at discussing three major forces of magnetism: quality of nursing leadership, quality of care, and consultation and resources as being the most important forces in optimizing system effectiveness and individual performance in an organization.
To begin with, quality leadership determines how visionary and vigorous the leaders are which trickles down to the others. In addition to that, the need for quality leadership is related to how much knowledgeable a team is and how much risks the team can take. In other words, for the other personnel to function with effectiveness and with no anticipation of failure, there has to be a strong leadership as leadership mediates between the staff and the organization and also the patients thus providing advocacy (Karen, 2011).
Closely related to the quality of leadership is the aspect of quality of care. In this case, the quality of care determines the quality of outcome received by the patient. Here, the personnel in the leadership and those not in the leadership must offer an enabling environment through which the patient experiences the best service and gains health fast enough (Karen, 2011). Notably, the quality of care depends solely on the amount of consultation and resources available at the time of attending a patient. This aspect introduces the third most important aspect for the success and effectiveness of health services. Consultation and resources forces require that the organization provide adequate and up-to-date resources and equipment for providing services. Additionally, the organization is required to provide exposure and learning platforms and opportunities for each of its staff so that they get to expand and share their expertize with others (Yang, Yu & Wang, 2013). The force extends to the mere consultation that happens between the members of staff in their day-to-day operations and requires consistency and effectiveness. In other words, the peers within the staff and the community need to interact with the leaders within the organization so that they know exactly what to do at specific times and what specific resources to apply at any one time and how.
In a nut shell, among all the fourteen forces of the three discussed insofar are the strongest in that they address the cohesion between the technology (resources), the ordinary staff, the leaders, the organization and their stakeholders including the patients. On a broader picture, the three aspects; quality leadership, quality care, and consultation and resources, address the most important aspect of effective health care delivery: communication. In other words, three aspects stress on the importance of the leadership being able to communicate to their subordinates effectively vice versa. The subordinates and the leaders are also able to communicate their needs and professional improvements with the organization through consultation and resources. Finally, both parties, leaders, and subordinates, can communicate with the service receiver, patient, providing the best of services to with the ultimate aim of maintaining a healthy community. As a result, the three forces summarize what an effective system with competent service providers should comprise of for excellence in nursing practice.
Karen, Drenkard. (2011). A Force To Be Reckoned With! The International Attraction Of Magnet Status. Pacesetters, 8(1), 10-13. Doi: 10.1097/01.JBI.0000395919.54636.54
Yang, H. Y., Yu, C. H., & Wang, M. J. (2013). Strategic Management in The Establishment of a Magnet Hospital: A Nursing Staff Perspective. Health, 5(8), 1318-1327. Doi: 10.4236/health.2013.58179
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