another final. First 4 sections are complete and attached, just need the rest finished.

Section 1: Organizational Setting of Community Hospitals

Community hospitals are small local hospitals situated in remote areas to provide services that may not be accessible to the individuals in the areas. They usually tailored to services that are a necessity to the local populations, hence they have adapted to the needs of their local people. Community hospitals form an established component of health-care provision, according to Davidson et al., (2019) the community hospitals have evolved over time, with a wider range of service delivery arrangements and models developing across rural set ups. This hospital exists in various models in order to diversify their services to meet the needs of the locals.

There has been a study to examine the impact of rehabilitation care of old people previously which has suggested that was successful and advantages to the general hospitals since they associated themselves with the communities where they are set up. Other researches have pointed to a strong tradition of community hospitals providing more integrated care. This core feature of the ‘traditional’ community hospital assumes a renewed importance given in the society, given that those needs requires the development of delivery systems that bring together a range of professionals and skills from both the health-care and care social care sectors. Failure to better integrate or co-ordinate this service may result to potential hospitalization, medication errors or adverse drug events (Davidson et al., 2019).

There is the need for community hospitals and related service delivery models to assume a more strategic role in the local health economy to integrate service provision and thereby address some of the challenges arising from service fragmentation (Davidson et al., 2019). Providing care close to people’s homes within an integrated health and social care system is important and also attractive to most of the health care professionals. This professional believes that working in an outpatient ward is less demanding that outpatient hence being able to save on their social lives.

Section 2: Leadership

Effective leadership of healthcare professionals is vital in strengthening quality and integration of care services. One of the health professionals I have met had a leadership style and strategy that was geared towards lowering mortality rate. This was followed by him advising the hospitals to ensuring all the employees are responsive and efficient at their work. The task-oriented leadership style was found to relate to higher levels of quality of care based on the assessment made by relatives of the patients. The practitioner also ensured that anyone in leadership learned from the minor and moderate patient safety events. He ensured everyone was accountable at work. This led to increased patient’s satisfaction.

In a hospital setup, it is presumed that everyone is a leader. Though at some incidents bureaucracy in hospitals is rampant and can lead to time wastage. Bureaucracy also reduces the time spent for adequate and appropriate communication among employees and leaders. An incident is ineffective leadership was when a clinical nurse failed to attend to an ailing patient since she had not been authorized by the senior doctor in charge. This can lead to increased casualties or damage. Also, bureaucracy has increased paper work which may lead to delay of practitioners in doing their work

Sonnino, (2016) suggests that projecting confidence and authenticity improves the way you get attention in a room. Working with teams will provide insight to their day-to-day. That can go a long way to help a person better understand how they work and suggest improvements that can be made, it also helps a person keep their finger on the pulse of the business. Finding a time-organization style that works for you and focus on applying it during the new year. Build a schedule that is adaptive and guides you towards better time management. Demonstrate to others active listening is also a leadership goal. Paying attention shows others you value what they are saying. Additionally, eliminating any distractions that could draw your focus away from the speaker shows them respect. Engage in conversation with meaningful input.

Section 3: Motivation

What motivates me at work is influenced by working conditions or hygiene factors, including facility infrastructure and availability of resources in an organizational. The level of a subordinate or employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps me in improving the level of performance of subordinates. This will result into- Increase in productivity, reducing cost of operations, and improving overall efficiency (Kuvaas et al (2018).

What demotivates me is usually lack of training opportunities and professional promotion; and organizational structures and processes. The easiest way to increase employee motivation is by having positive communication at the workplace. Managers should try setting aside some time each day to talk with employees or you can join them during coffee breaks instead of sitting at your desk, this is usually motivating. By doing so, you actually make employees feel as though you are part of the team; a leader instead of just the boss. Experts agree that team communication is super valuable.

As a manager, I will encourage my employees to have goals. I will provide them with clear achievable goals and make sure there are measurable standards in place to evaluate their performance. Victor Vroom’s work on expectancy theory supports the concept that employees must know what action they are expected to take and that it will yield the desired performance. I will also take them through what they are expected to do, how they are expected to do it, and how they will be judged on it. Believe in employees, whether you tell him so during an employee performance review, or in the break room, an employee whose boss constantly calls him worthless, or a screw-up will feel a lot of emotions (Kuvaas et al., 2018). He will not, however, feel particularly motivated to improve his performance and work and this leads to low productivity.

Section 4: Cognition and Organizational Behaviour

The most effective changes a person can make in their workplace are the ones that allow employees to be more efficient. Sometimes, the business owner is unaware of what fixes will benefit employees most. When you let your employees in on the decision-making process, you can learn a lot of valuable information. Due to provision of ideas, they tend to be more productive. Being involved in decisions takes away the resentment and bad feelings that are often present when employees are always told what to do. Many businesses can become stagnant if they don’t listen to employee needs (Bourgeois-Bougrine et al., 2018).

When you listen, your entire team can embrace change and stay relevant. Regularly asking for ideas on new technology, such as employee self-service software, and systems that could improve your business is a great way to keep your business on the cutting edge. Enabling employees to manage their own time will also give them a renewed sense of responsibility.

To engage employees, you have to get to know them on a personal level. This by itself will improve your relations with them. When you stay on top of employee details like schedule preferences and how they prefer to communicate, they will feel appreciated and have more job satisfaction. When you empower employees, everyone wins. You can gather important information on improvements they would like to see, and enable change. Initiative ideas like using employee self-service software and providing work from home options can often come directly from your team (Bourgeois-Bougrine et al., 2018).

As a manager, I will Gain feedback from the team to assess sources of strife. Examples of problems include one group member being unresponsive, an inability to meet deadlines, conflict over how best to proceed on the project and personality clashes. Boost teamwork abilities by outlining clear roles for each of the members. Before the project commences, work with the members to outline skill sets and deadline charts. Delineate responsibilities according to ability (Bourgeois-Bougrine et al., 2018).

References

Bourgeois-Bougrine, S., Latorre, S., & Mourey, F. (2018). Promoting creative imagination of non-expressed needs: exploring a combined approach to enhance design thinking. Creativity Studies, 11(2), 377-394.

Davidson, D., Paine, A. E., Glasby, J., Williams, I., Tucker, H., Crilly, T. & Seamark, D. (2019). Understanding community hospitals: dynamic local contexts. In Analysis of the profile, characteristics, patient experience and community value of community hospitals: a multimethod study. NIHR Journals Library.

Kuvaas, B., Buch, R., & Dysvik, A. (2018, August). Individual variable pay for performance, incentive effects, and employee motivation. In annual meeting of the Academy of Management, Chicago, USA.

Sonnino, R. E. (2016). Health care leadership development and training: progress and pitfalls. Journal of healthcare leadership, 8, 19.