Reflection on learning 04/04/2022

3

Strategic Management and Leader Innovation

Leonard Einstein

Chamberlain University

Fiscal Analysis and Project Management

Karen Kidder

02/27/2022

Strategic Management and Leader Innovation

Question One

There are several ways that a DNP-prepared nurse can be more involved in strategic management decisions. First, a DNP-prepared nurse can join the leadership teams in his/her organization. Each organization has one or more leadership teams or committees. These teams play a central role in making strategic management decisions. These decisions determine the short-term and long-term activities within an organization. However, poor or zero representation of a certain group of employees may result in poor decision-making (Kools, 2020). The inclusion of a DNP-prepared nurse in such teams is vital in ensuring the decisions made align with the experiences of nurses and can adequately help the organization attain its objectives effectively.

Second, the nurse can carry out regular employee surveys to get the feedback of his/her team members or subordinates. Such surveys are vital in learning the workers' satisfaction levels, ideas, and opinions (Makadok, 2018). The feedback from such surveys can help a DNP-prepared nurse make better decisions during the strategic management process. Since strategic management entails the proper management of the resources of an organization to attain its objectives and goals, the feedback received by a DNP-prepared nurse will ensure that the organization focuses its efforts on the appropriate issues rather than deal with obsolete ones.

Finally, a DNP-prepared nurse can take up an advocacy role. Advocacy is essential in ensuring that the voices of all stakeholders are heard and that decision-makers are aware of the issues that are important to them. A DNP-prepared nurse can be an advocate for people who are not part of the strategic management team to ensure that during the decision-making process, the management comes up with initiatives that are important to all stakeholders.

Question Two

There are various initiatives, which the DNP-prepared nurse can employ to build a culture of quality and safety. First, the DNP-prepared nurse can initiate the commitment of leadership to quality and safety. All members of the leadership team must be truly committed to the culture if the rest of the organization is to follow suit. The leadership should not only use words to promote the desired culture but should also express their desires through observable actions. Therefore, the leadership team should show a willingness to direct organizational resources towards programs aimed at improved quality and safety.

Second, the DNP-prepared nurse should empower employees to adopt a culture of quality and safety. The employees should be actively involved in coming up with strategies aimed at ensuring quality and safety are at the heart of everything they do. When employees are involved in decision-making exercises, they are more likely to be committed to ensuring the success of the venture (Murray, Sundin, & Cope, 2018). This is because they will feel valued and will be implementing decisions that they actively made. The training of the employees towards the adoption of the new culture will also be crucial in empowering them. They will gain the skills and knowledge necessary to appraise each situation they are faced with and react accordingly based on the established culture.

Finally, the DNP-prepared nurse can promote life-long organizational learning. All errors related to quality and safety will be considered learning opportunities. Hence, both organizational and human errors will allow the organization to carry out incident analysis to understand what caused the problem and how to avoid it in the future. Rather than hiding any error made, each employee will be open about his/her mistake to ensure that organization learns from it and is more vigilant in the future regarding its safety and quality practices.

References

Kools, M. (2020). Debate: The learning organization: A key construct linking strategic planning and strategic management. Public Money & Management, 40(4), 262-264.

Makadok, R. (2018). A practical guide for making theory contributions in strategic management. Strategic Management Journal, 39(6), 1530-1545.

Murray, M., Sundin, D., & Cope, V. (2018). The nexus of nursing leadership and a culture of safer patient care. Journal of Clinical Nursing, 27(5-6), 1287-1293.