Cultural Hierarchy Promote Adverse Quality and Safety Outcomes
Employee attitudes and views about reducing omissions in departments are reflected in the safety culture. For example, the organization’s history of pointing fingers throughout the outbreak has raised expenses and mistakes. The creation of a culture dedicated to listening to patient concerns is the aim of patient safety. This entails altering the social structure in an environment where caregivers are eager to assist patients and minimize drug errors (Bergman et al., 2021). According to academics, a culture of hierarchy fosters long-term durability, consistency, and the retention of happy, healthy workers (Bergman et al., 2021). It is a culture that caregivers regularly adhere to and is based on the finest rules and procedures, such as HIPAA regulations. To increase cooperation and interaction amongst all departments and lower expenses and turnover concerns, our organization’s cultural hierarchy may support clinicians in adhering to a set of norms and values.
Justification of Changes to Organizational Functions and Processes to Mitigate the Problem
The aforementioned strategies advise nursing staff and all DNP staff to keep the conversation flowing and urge other stakeholders to be transparent about their disputes to decrease turnover and influence costs. Like a team leader, a DNP physician can alter organizational structures, regulations, and design procedures to enhance the system and promote cost efficiency, collaboration, and performance for the benefit of patients with diabetes type 2 (Cuzco et al., 2021).
References
Abdi, A., Jalilian, M., Sarbarzeh, P. A., & Vlaisavljevic, Z. (2020). Diabetes and COVID-19: A systematic review on the current evidences. Diabetes Research and Clinical Practice, 166, 108347. https://doi.org/10.1016/j.diabres.2020.108347
Al Hayek, A. A., Robert, A. A., Alotaibi, Z. K., & Al Dawish, M. (2020). Clinical characteristics of hospitalized and home isolated COVID-19 patients with type 1 diabetes. Diabetes & Metabolic Syndrome, 14(6), 1841–1845. https://doi.org/10.1016/j.dsx.2020.09.013
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