Strategic management is greatly influenced by leadership. It's particularly useful for identifying the organization's vision and mission statements, among other things. The firm may also put effective plans in place to realize their goal with the help of this tool. The role of leadership is to serve as a bridge between the physical body and the mentality of an organization. These two issues will be discussed in order to better understand strategic management tactics and effective leadership abilities in general.
Determine how a DNP-prepared nurse may be more engaged in management decisions.
Strategic thinking and planning are vital for today's nurse leaders, since nursing is a leadership profession. There is a potential to produce excellent nurse strategists via DNP programs (AACN, n.d.). It is possible to foster intellectual development at all levels of Bloom's Taxonomy with a well-designed strategy course.
Course activities may be examined and understood within the context of Bloom's Taxonomy, a categorization system meant to define important learning abilities and behaviors (Hallock, 2019). generating, evaluating, analyzing, applying, understanding, and remembering are the first six cognitive levels in the taxonomy of cognitive functions (lowest).
Online education's discussion boards provide new ways for students to communicate with one another and establish well-informed strategic strategies. The availability of a 24-hour, 7-day-a-a-week discussion forum is one of the biggest advantages of online strategic planning education. The use of a platform for peer-to-peer interaction allows for experiences comparable to those described as crucial for the development of strategic thinking (Goldman, Schlumpf & Scott, 2017).
Doctoral nursing education benefits from an interpersonal viewpoint since it helps guide strategic plan formulation. Current and future nursing leaders will be guided by a framework for teaching strategic planning, which will be included into DNP programs.
Investigate methods the DNP-prepared nurse might use to promote a culture of quality and safety in the workplace.
Developing a culture of safety requires strong leadership, according to the Joint Commission, a nonprofit organization that accredits healthcare institutions and programs. APRNs, particularly those with Doctor of Nursing Practice (DNP) degrees and jobs as healthcare executives, are driving safety efforts and building a culture of safety (AACN, n.d.).
To help develop an organization's safety culture, the Joint Commission said that "A leader who is dedicated to prioritizing and making safety evident through actions is vital" (Hallock, 2019 p 327). Among the five components of safety culture, they advise leaders to concentrate on are trust, accountability, the identification of harmful circumstances, improving procedures, and evaluations.
In addition, the Joint Commission recommended that healthcare facilities take steps to foster a safety culture, including the following:
a) Prepare for unfavorable incidents and near calls by developing a clear, non-punitive reporting system.
b) Set up a fair and transparent method for identifying human error, system mistakes, and careless behavior-based errors.
c) Encouraging leaders to provide an example of safe conduct and to lead the fight against intimidation.
d) Share all policies that promote and enforce a safety culture and the reporting of bad incidents, near calls, and dangerous circumstances.
e) Communicate all policies.
f) Hospital Survey on Patient Safety Culture (HSOPS) is a good example of a survey used to better understand an organization's safety culture and unwritten standards.
g) Create quality and safety enhancements based on survey and evaluation results.
h) Quality team for the organization and implementation of security measures should be established to provide a safe working environment.
i) In order to keep an open-ended evaluation of patient safety objectives, conduct safety assessments for the organization every 18 to 24 months.
References
American Association of Colleges of Nursing (AACN). (n.d.). The American Association of Colleges of Nursing (AACN) homepage: The Voice of Academic Nursing. Retrieved October 27, 2021, from https://www.aacnnursing.org/.
Goldman, E. F., Schlumpf, K. S., & Scott, A. R. (2017). Combining practice and theory to assess strategic thinking. Journal of Strategy and Management.
Hallock, A. B. (2019). A case for leadership development in nursing practice. Nephrology Nursing Journal, 46(3), 325-329.
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