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Good working relationships within an organization are essential to achieving growth goals. The link that is created between management and employees is important to obtain successful results and increase the quality of internal processes (Sadq, 2019). These relationships represent a guarantee to implement strategies and actions to promote a harmonious work environment. They are determined by different factors such as wages, contracts, and the characteristics of the working day, among others (Hai, 2017). In the case of the specific situation from the second discussion, as Chief Nursing Officer (CNO) in a major medical corporation, I will propose an assessment plan to determine the situation of the corporation including an analysis of human resources, relationships between supervisors and employees, and the working conditions of employees. This plan would include a review of the salaries, contracts, and job descriptions of each of the employees. Salaries should be established according to position, level of knowledge and experience. This involves a thorough review of annual evaluations related to employee performance. Additionally, it is important to determine if there are problems with safety protocols. These protocols must include the conditions and measures that avoid occupational risks. In this case, it would be necessary to evaluate the stress level of the employees and the possible causes that determine the unfavorable work environment and the inadequate relationships between the members of the organization. In nursing, the burnout syndrome is frequent and has a negative impact on the mental health of health care providers, the work environment, and the quality of health care (Kim, Park, & Seo, 2019; Noh, 2017; Waddill-Goad, 2019).
One of the actions for building better relationships includes the training of administrators, supervisors, and employees. They should understand the elements of a good relationship in the workplace to create a positive emotional culture (Men & Yue, 2019). This training will help them assess current relationships in the medical corporation and identify areas for improvement. The members of this corporation should understand that good relationship include different characteristics such as trust, open and effective communication, teamwork, and acceptance (Rezvani, Barrett, & Khosravi, 2019). Acceptance and understanding are important to achieve the goals of the organization. Employees must value the work of all members of the corporation. The input of each member is essential to the success of any organization. Other important actions would include the evaluation of the strengths and weaknesses of the members of the corporation, the appreciation of the role of each employee, and the development of a leadership style (Sadq, Ahmad, & Jwmaa, 2019). In the leadership style, all members of the organization can offer their opinions and suggestions to improve the results. Before establishing strategies to improve relationships, it is essential to determine the strengths and weaknesses of the medical corporation and employees. This process includes effective communication between members for the proper resolution of conflicts and positive aspects related to emotional intelligence (Manna, 2019). Emotional intelligence is a tool to achieve these goals. Emotional intelligence involves some characteristics inherent in human relationships such as empathy, social skills, self-awareness, and self-regulation, among others (Rezvani, Khosravi, & Ashkanasy, 2018). The appreciation of the role of the members of the organization is an important element for building better relationships. This process should include an analysis of the challenges of each department to determine the frustrations that generate negative feelings. This strategy allows finding solutions to the main problems of the organization. Professional collaboration will allow us to appreciate the role of the members and begin to develop a positive relationship.
References
Hai, P. T. (2017). The research of factors affecting the job satisfaction of auditors in auditing firms: Empirical evidence in Vietnam. International Journal of Economic Research, 14(9), 315-328.
Kim, Y. S., Park, J. A., & Seo, E. K. (2019). A comparative study on the job stress, burnout, and nursing performance of nurses in comprehensive nursing care service wards and nurses in general wards. Korean Journal of Stress Research, 27(1), 46-52.
Manna, D. R. (2019). The effects of emotional intelligence on communications and relationships. Journal of Organizational Psychology, 19(6), 63-67.
Men, L. R., & Yue, C. A. (2019). Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors. Public Relations Review, 45(3), 101764.
Noh, Y. G. (2017). Influence of social support on the relationship between practice stress, emotional labor, and burnout among nursing students. Journal of Korean Academy of Nursing Administration, 23(5), 461-470.
Rezvani, A., Barrett, R., & Khosravi, P. (2019). Investigating the relationships among team emotional intelligence, trust, conflict, and team performance. Team Performance Management: An International Journal, 25(1/2), 120-137.
Rezvani, A., Khosravi, P., & Ashkanasy, N. M. (2018). Examining the interdependencies among emotional intelligence, trust, and performance in infrastructure projects: A multilevel study. International Journal of Project Management, 36(8), 1034-1046.
Sadq, Z. M. (2019). The relationship between organizational power and job involvement and their impact on achieving strategic objectives (An empirical study of private hospitals managers' perspectives in Erbil City, Kurdistan region of Iraq). International Journal of Multicultural and Multireligious Understanding, 6(5), 627-637.
Sadq, Z. M., Ahmad, B. S., & Jwmaa, S. J. (2019). The role of empowerment strategies in achieving organizational effectiveness (An analytical study of managers’ views in a sample of private banks in Erbil/Iraq). International Journal of Social Sciences & Educational Studies, 5(3), 110.
Waddill-Goad, S. M. (2019). Stress, fatigue, and burnout in nursing. Journal of Radiology Nursing, 38(1), 44-46.
Connecting with employees can be challenging, but it is not impossible. As a leader, it is critical to be confident and remain positive even when you are faced in an environment where the morale is low. Having a clear vision, and being able to communicate that vision in an eloquent, vivid manner can set the tone for how that vision is perceived. A vision must be personable and felt by each employee as well as management. It should inspire and encourage initiative. It should give employees a tangible glimpse into the future of a company.
Many agree that in this ever-changing climate in the healthcare setting, a leader needs to be creative. A leader must be optimistic, bold, and prepared for unexpected changes as they occur. When unexpected events happen, leaders need to use them as learning experiences and not block learning by perceiving surprises as always negative happenings (Grossman, S. & Valiga, T., 2017). Leaders must be open to new ideas, and flexible in order to adjust to the demands of the organization.
One of the actions I think would be most helpful to demonstrate my commitment to better relationships between the administration and employees is being available to both administration and employees. Building trust and having open communication sets the foundation for a good relationship. The presence of trust allows team members to admit errors, discuss weakness, and voice concerns without the fear of reprisal (Moore, J., Everly, M., et al., 2016). In an environment where the morale has been low for a period of time, it may be difficult initially for the leader to establish trust with the team. Being present, making yourself available, having open communication, and standing by your word sets the foundation for a trusting relationship.
Preparation ahead of time is also important as a leader. Recognizing potential roadblocks, and identifying opportunities will prepare you when creating a solution to challenges within an organization. Gathering data and identifying patterns will facilitate objective goals for improvement. Recognizing your stakeholders, and those within the team who would help inspire other teammates to bridge the gap in order move forward is critical as a leader. Each employee is motivated differently, and perceives change according to their work styles. When employees feel like they are a part of a team, they are more likely to be open to possibilities. The work styles mentioned include: Pioneers, Guardians, Drivers, and Integrators. Leaders must recognize each work style and learn how to integrate each work style so that goals and visions can be met. Pioneers are energetic, imaginative, and like to take risks (Johnson Vickberg, S. & Christfort, K., 2017). Guardians thrive on stability, order and rigor. They need to see objective measures, and take past experiences in account (Johnson Vickberg, S. & Christfort, K., 2017). Drivers tend to gravitate towards change. They motivate other team members to see the vision, and more times than not responsible for getting things done (Johnson Vickberg, S. & Christfort, K., 2017). Lastly, the integrators typically bring the teams together. They are diplomatic and like to see everyone in general agreement (Johnson Vickberg, S. & Christfort, K., 2017). Identifying this allows you to see your key players for initiating change and getting the team on board. Overcoming challenges in the workplace as a leader can be difficult. It is important to remain consistent, remain positive, be flexible, and most importantly be present.
References
Grossman, S., Valiga, T. The New Leadership Challenge. Fifth Edition. (2017). F.A. Davis
Company. Philadelphia, Pennsylvania.
Johnson Vickberg, S., Christfort, K. Pioneers, Drivers, Integrators, and Guardians. The
New Science of Team Chemistry. (2017). Retrieved from:
https://hbr.org/2017/03/the-new-science-of-team-chemistry
Moore, J., Everly, M., et al. Multigenerational challenges: Team building for positive clinical
workforce outcomes. The Online Journal of Issues in Nursing (2016) 21, 2. Retrieved from:
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