Evolution of Organizations Structures - Essay Example

In Jan's case, the clinical nurses would not have to go to the charge nurse for assistance (Bass, 1990).

Question 2

The advantages of working in a decentralized structure are that the system empowers employees. Having autonomy over your own decisions gives the person a feeling or sense of importance (Greiner, 1998). Also, working in a decentralized structure relieves the burden of decision-making from one person to everybody else in the organization. Working in a centralized structure, on the other hand, allows fast execution of ideas. This is because decision-making is left to one party, the overall head of the organization (Greiner, 1998).

Question 3

The difference in authority, responsibility, and accountability between decentralized and centralized structures is that, in the latter, the names have individual significance instead of the decentralized structure where the phrases are more universal. By saying universal, this paper argues that authority, responsibility, and accountability are shared in decentralized structures (Greiner, 1998).

Discussion Forum #2

Question 1

Pain management documentation (PMD), comprising of assessment, interventions, or intercessions, as well as a reassessment, can assist provide a significant way of communication among health practitioners to individualize healthcare. Ordinary health institutions apply pain management documentation (PMD) as a vital pointer of quality (Samuels & Kritter, 2011). Implementation of the electronic medical record changes the presentation of PMD data for quality, as well as clinical evaluation use. Pain management documentation is frequently an objective evaluation of care given and can replicate clinical decisions. Documentation offers a key data source for knowledge creation and offers evidence required for practice liability. A majority of standard-setting institutions need PMD as a vital indicator of quality. By doing this, as earlier stated, practitioners will be able to individualize care, as well as communicate information necessary for stability (Samuels & Kritter, 2011).

Question 2

To disseminate the information, I would revise my strategy to align with real-life events and not put tough time frames in the policy for pain reassessment (Samuels & Kritter, 2011). For instance, it is nearly impractical for an always active med-surg nurse to care for numerous patients with multifaceted needs, to re-examine a throbbing medication given intravenously, and then file that reassessment in 20 minutes as some institutions necessitate.

Question 3

Data along with the data sources will be analyzed descriptively (The Greeley Company, 2012). Additional reassessment and intervention entries will be tabulated. Also, a standard NRS score per patient will be calculated together with the time of stay from the postanesthesia care unit (PACU) to the moment of the final data entry, as well as the time between PMD episodes. Relating documentation yield with NRS scores gives a measure of PMD significance to outcomes (The Greeley Company, 2012).

Question 4

The approach has a system of self-evaluation since it advocates for nurses constantly to evaluate their policy for pain reassessment (The Greeley Company, 2012). The main issue here will be assisting nurses to come up with policies that even outshine their practice to enhance PMD.