Tiffany Miller

Leadership clinical- journal 1

I attended leadership clinical at McLaren Lapeer Regional Hospital on January

20, 2020. I attended one meeting that included all hospital leadership staff, in which they

all stated their department, any issues that had happened over the weekend, number of

patients on their unit, and how many possible discharges they have planned for that day.

Interprofessional communication that occurred was amazing. During the meeting

I attended, I was amazed about how each leadership manager was concerned about other

parts of the hospital. Also, during the manager’s rounds with his patients, he was specific

to ask each patient how communication was with his/her nurse and doctor. I did not hear

any complaints about interprofessional communication from any of the patients we

rounded on.

There was one complaint from a patient that he was told by a nursing assistant

that they did not have enough help to take him for more than one walk a day. He stated

that the nurse explained to him that he needs to be up and walking more often if he wants

to avoid going to rehab. The patient said that he was upset mostly because he could hear

see the 3 nursing assistants sitting out at the desk for most of the day, even though they

stated they did not have enough staff to take him for a walk. This was resolved by the

nurse manager speaking with the nursing assistant staff about walking the patient at least

3 times a day so that he is satisfied with his health services.

The nurse manager I followed seemed to do well with prioritization. First thing in

the morning, he would conduct the daily huddle with the staff members on the unit, and

then he would check for any issues that had happened over the weekend, before rounding
Tiffany Miller

on patients. He stated that he does it in that order so that he knows he is fully prepared for

the meeting before accomplishing any other tasks.

His managerial responsibilities include attending meetings, rounding on patients,

charting the roundings on patients, determining if there were any customer complaints on

surveys and following through with those, and attending to any staff “fall outs”. An

example of a fall out is if a patient is sent home with a new order or Coumadin,

Coumadin teaching must be performed by the nurse and documented in the system. If the

teaching had not been documented during the patient’s hospital stay, this is considered a

fall out.

The hospital’s mission statement is “McLaren Health Care will be the best value

in health care as defined by quality outcomes and cost” (McLaren Health Care, 2019).

The organizational structure was unknown by the nurse manager, but be both agreed that

the definition of a functional structure fits best (Yoder-Wise, 2019). This hospital divides

its care in different units best on the type of care needed for each patient. There is a

different criterion that is looked at when deciding which unit the patient needs to be sent

to. For example, for the patient to go to telemetry 3, which is now an observational unit,

one part of the criteria needed is that the patient is expected to have their symptoms

resolved within 48 hours of admission.

Tiffany Miller

References

McLaren Health Care (2019). About McLaren health care. Retrieved from

https://www.mclaren.org/main/about-mclaren-health-care

Yoder-Wise, P., S. (2019). Leading and managing in nursing (7th ed.). St. Louis,

MO: Elsevier