You recently hired a new member of your SLMC team.

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You recently hired a new member of your SLMC team. During her 3-week orientation, you realized Kim had excellent

clinical skills, but her therapeutic communication skills were inferior to the rest of the staff. She is now working on her own, and some staff and patient complaints have been reported to you regarding her poor communication skills. As the nurse administrator, discuss  how long would you give Kim to re-socialize and show improvement?

 
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Think of who or what has been the greatest influence on your socialization to the nursing role?

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Think of who or what has been the greatest influence on your socialization to the nursing role? Describe this

socialization, and discuss whether positive or negative sanctions were used.

 
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SLMC has a continuous commitment to delivering the highest quality care by addressing crucial issues,

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SLMC has a continuous commitment to delivering the highest quality care by addressing crucial issues, such as

patient safety, technology, and expanding services to meet community needs. As the nurse administrator, you determine an audit of elder-patient readmissions would be helpful data to be collected. Discuss some of the information you would include on this tool and how you would proceed with this project.

Chamberlain College of NursingNR531 Nursing Leadership in Healthcare OrganizaTonsNR531 Case Study Background InformationSt. Louis Medical Center (SLMC)St. Louis Medical Center (SLMC)has proudly served Summerville, Ironridge and thesurrounding communities of Chamberlain County, South Carolina, for over 50 years.Theorganization has remained a key componentinmaintaining the health of the communityatlarge.SLMChas over 500 physicians,approximately 450 nurses,and is one of thelargestemployers of the Chamberlain County area. SLMC takes prideinits ability toremain a leader in the healthcare industry statewide. Thehospitalhas a continuouscommitment to delivering the highest quality care by addressing crucial issues, such aspatient safety,technology,and expanding servicestomeet community needs.SLMC hasplaced special emphasis on optimizing the quality oflifeof all those served by expandingbeyond the traditional focus on medical needs to the needs of the whole person.SLMChasseen a sharpincrease inthe number of hospital admissions of elderlypatients withheartfailure and cardiovascular disease. Specifically,in thelast3 years, SLMChas had a10%increase each year in the number of heart failurehospitaladmissions, ofwhich, most werereadmissionsinthesame year.Even though thereisan increasing trendin the number of patients 65 years and older withheartfailure on anational level,Summerville,in particular, has had to treat explosivenumbersof this vulnerable population.Market AnalysisSummerville, SC HistorySummerville is a city in South Carolina in the United States. It is bounded by Ironridge, SC, onthe West, the Atlantic Ocean on the South and East, and Chamberlain 2 Island on the North.According to city records, the city has a total land area of 2.99 square miles. The citygovernment consists of a Mayor, three township supervisors, and a solicitor. Summerville has itsown police department.By 1790, Summerville had become a thriving village with business houses dispersed among thehuts and log cabins. In 1817, a stage coach stop was added to this growing town. HarveySummer, a successful logger, purchased a large parcel of ground and began to sell off lots. Thisbrought more people to the town that was subsequently named after him. Summerville added asteel mill, and Mr. Summer’s logging company was relocated there. By 1940, Mr. Summer’sdescendants opened an auction house after closing the logging company. This was a hugeDM 8/22/2013
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Chamberlain College of NursingNR531 Nursing Leadership in Healthcare OrganizaTonscommercial attraction for the area and Summerville continued to grow. Other businesses movedto Summerville. This commercial core was the beginning of the Summerville we know today.Summerville has been thriving in this challenging economic time and has increased itspopulation by 10% since 2010. This is an upscale community with modern, well-maintainedhomes. The SLMC is located within the Summerville city limits. There is also a city hall with aWIC office, movie theatre, shopping center, restaurants, grocery store, and several homes thatline the Summerville streets. This is a suburban area with modern looking buildings and cleanstreets. There is a taxi service as well as a bus that transports people around Summerville andinto Ironridge.Summerville, SCStatisticsPopulationin August, 2013:16,599SC: 4,625,364 (2010, 24th largest state)Females: 8,598 (51.8%)SC Females: 51.3%Males: 8,001 (48.2%)SC Males: 48.7%White: 60%SC White: 66.2% (2008, ranked 26th)Black: 23%SC Black: 27.9% (2008, ranked 14th)Hispanic: 9.5%SC Hispanic: 5.1% (2008, ranked 30th)Asian: 7.5%AgeMedian age: 64.3 yearsSC median age: 37.9 yearsUnder 18: 18.7%Under 18: 23.7% (2009)Between 18–64: 62.8%Between 18–64: 62.6% (2009)65 and older: 18.5%65 and older: 13.7% (2009)EducationResidents 25–64 years old with high school diploma: 88.6%SC residents 25–64 years old with high school diploma: 86.4% (2008)Residents 25 years and older with associate degree or higher: 34.5%Associate degrees: 10.3%Baccalaureate degrees: 18.7%Master’s degrees: 4%Post Master’s: 1.5%SC Residents 25 years and older with associate degree or higher: 30.7%Income per capita: $74,900 SC income per capita: $33,884 (2010—ranked 45th in U.S.)Median household income: $68,594SC median household income: $42,580DM 8/22/2013
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After reviewing Deming’s 14 total quality-management-principles

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After reviewing Deming’s 14 total quality-management-principles (Marquis & Huston, p. 555, Display 23.6),

share your top three principles as the nurse administrator for SLMC. Explain your rationale.

Chapter 23 Quality Control 555 margins and a financially healthier organization. The 14 qualitymanagement principles ofTQM as outlined by Deming (1986) are summarized in Display 23.6.The Toyota Production SystemAnother more contemporary, customer-focused QI model is the TPS. TPS is a production systembuilt on the complete elimination of waste and focused on the pursuit of the most efficientproduction method possible (Toyota Motor Company, n.d.). “Toyota members seek tocontinually improve their standard processes and procedures in order to ensure maximumquality, improve efficiency and eliminate waste. This is known as kaizen and is applied to everysphere of the company’s activities” (para 3).Health-care organizations that use TPS would have caregivers not only attempt to directly solveproblems at the time they occur, but it would also have them determine the root cause of theproblem, so that the likelihood of the problem recurring would be minimized. TPS argues thatsolving individual problems this way, one at a time and where, when, and with whom they occur,prevents larger problems. Thus, management decisions are based on a long-term philosophy,even at the expense of short-term financial goals.Implementing TPS, however, is not easy. It usually requires a change in organizational culture,values, and roles since responsibility and accountability for solving problems is so decentralized.In addition, eliminating problems at their root is far different from solving an immediate problemat hand. Thus, adopting TPS in an organization requires a substantial commitment of leadershiptime and resources. It also requires a tremendous amount of staff preparation and involvement.DISPLAY 23.6Total Quality Management Principles1. Create a constancy of purpose for the improvement of products and service. 2. adopt aphilosophy of continual improvement. 3. Focus on improving processes, not on inspection ofproduct. 4. end the practice of awarding business on price alone; instead, minimize total cost byworkingwith a single supplier. 5. Constantly improve every process for planning, production, and service.6. institute job training and retraining. 7. develop the leadership in the organization. 8. drive outfear by encouraging employees to participate actively in the process. 9. Foster interdepartmentalcooperation, and break down barriers between departments.10. eliminate slogans, exhortations, and targets for the workforce. 11. Focus on quality and notjust quantity; eliminate quota systems if they are in place. 12. promote teamwork rather thanindividual accomplishments. eliminate the annual rating or merit system. 13. educate/train
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employees to maximize personal development. 14. Charge all employees with carrying out thetQM package.Source: Deming, W. E. (1986). Out of the crisis. Cambridge, MA: MIT Press.LEARNING EXERCISE 23.3Deming’s 14 Total Quality Management Principlesthink back to the organization for which you have worked the longest. How many of deming’s 14principles for tQM are used in that organization? do you believe some of the 14 principles aremore important than others? Why or why not? Could an organization have a successful qualitymanagement program if only some of the principles are used?
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