LIH Oral presentation

Fy enw i yw Sophie Francis. Mae'r niferoedd B00387165. Bydd y cyfrifoldeb hwn yn ymdrechu'r definiadau o wneud rheoli a chyfathrebu mewn iechyd iechyd gan ddefnyddio gwahanol lyfrifoedd. Bydd hyn yn cynnwys y rôl o ran ymddiriedolaeth gwleidyddol, gwleidyddol a lleol. Bydd y cyfrifoldeb hwn yn mynd ymlaen i drafod sut y gall ddiwygio sefydliadol gael effaith ar y gwaith gofal ar gyfer y patient. Pa ffactorau sy'n cynnwys hyn, pam mae'n bwysig ac pam mae'n berthnasol. Yn ddiweddaraf, bydd y cyfrifoldeb hwn yn ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymlaen i drafod sut y gall ddiwygio sefydliadol gael effaith ar y gwaith gofal ar gyfer y patient. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Bydd y cyfrifoldeb hwn yn mynd ymddiriedolaeth gwleidyddol a chyfathrebu mewn iechyd iechyd iechyd. Fodd bynnag, mae gweithredu iechyd iechyd effeithiol yn amlwg cael sgiliau gweithredu sgiliau gweithredu sgiliau gweithredu sgiliau sgiliau ac mae gweithredu succesif yn amlwg gweithredu sgiliau gweithredu sgiliau gweithredu sgiliau iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd ie iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd ie iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd ie eichyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd iechyd ie culture that create an atmosphere that inspires healthcare workers to deliver high quality care monthly in et al 2022 believes that a culture that values continuous learning and improvement promotes evidence-based practices and innovation in patient care the quality of care provided to patients is ultimately improved by healthcare organisations that place a high priority on staff training and offer opportunities for professional growth this empowers staff to stay up to date on the latest advancements in medical treatments and techniques furthermore both levine et al 2020 and munchin et al 2022 agree that an organisational culture that prioritises patient safety and quality outcomes establishes clear protocols and processes to minimise medical errors and adverse events staff members will feel empowered to report incidents and near misses fostering a culture of transparency and accountability that prioritises patient well-being above all else hassles et al 2019 suggests that on the other hand poor organisational cultures can negatively impact the standard of patient care organisational culture within nursing is shaped by different factors each playing a crucial role in defining the environment values and practices within healthcare institutions implies the gwen et al 2020 firstly leadership style is greatly influenced by the culture transformational leaders who inspire and empower their teams tend to foster a culture of collaboration innovation and patient-centred care whereas autocratic leaders may breed a culture of fear stifling creativity and collaboration amongst nursing staff nurses core values such as compassion integrity and advocacy serve as the foundation upon which organisational norms and behaviours are built institutions that prioritise these values tend to cultivate a culture of empathy ethical practice and patient advocacy yassin et al 2020 explain the external factors that can affect nursing cultures such as criteria legal obligations and budgetary limitations organisations that place a higher priority on conformity have the potential to develop a rigid culture chung hee shin and sung hee and 2019 explain that positive aspects of organisational culture and healthcare can foster a more supportive environment where teamwork collaboration and communication thrive this can enhance patient care by ensuring seamless coordination amongst healthcare professionals leading to improved efficiency and patient outcomes a culture that values continuous learning and innovation encourages staff to stay up to date with the latest medical advancements ultimately benefiting patient care through evidence-based practice additionally a positive culture that prioritises patient-centred care can lead to increased patient satisfaction and trust within the healthcare system on the other hand lee in shanghai 2020 have also discussed negative impacts of organisational culture such as hierarchical structures or communication barriers that can hinder patient care these can result in delays in treatment errors in communication and lack of accountability all of which can compromise patient safety a culture that prioritises profit over patient well-being may also lead to overworked staff reduced staffing levels and inadequate resources negatively impacting the quality of care provided to patients according to the medical reviewer system in scotland 2022 the public inquiry into the veil of leaving hospital in scotland conducted in 2014 examined deaths of patients from the healthcare associated infection c diff between 2007 and 2008 it revealed systematic failures in infection control and patient safety protocols within the hospital the inquiry findings had a profound impact on healthcare leadership and practices it highlighted deficiencies in leadership government and communication within the hospital leading to a loss of public trust the inquiry prompted a widespread reformed in infection control policies and procedures across the scottish healthcare system this included increased emphasis on staff training implementation of robust infection prevention measures and enhanced monitoring and reporting mechanisms for infectious diseases stated by powell m 2019. bowie p 2020 also suggested that leadership within healthcare underwent a partisan shift towards a more transparent and accountable and patient-centric approach there was a renewed focus on fostering a culture of safety where frontline staff felt empowered to raise concerns contribute to continuous quality improvement this led to an improved infection control training improved staffing levels and enhanced patient safety protocols across scotland according to fernie g 2022 it prompted a renewed commitment to nursing leadership advocacy and patient-centered on a national scale following this inquiry scotland implemented several new policies and guidelines to address healthcare associated infections stated by fernie g 2022 these included mandatory infection prevention control training for healthcare staff standardizing protocols for monitoring and reporting infectious diseases and increased the regulatory oversight to ensure compliance with safety standards the nursing and midwifery council 2015 also widely known as nmc responded to the lessons learned by this inquiry by implementing stricter standards for nursing education and training this included updated curriculum requirements focusing on infection control patient safety and communication skills the nmc has also enhanced its regulatory framework to ensure that nursing programs adequately prepare students to deliver safe and compassionate care additionally they have introduced robust mechanisms for assessing the competency of registered nurses promoting lifelong learning and continuous professional development to uphold the highest standards of nursing practices section 3 managers and leaders play a distinct but complementary role in supporting changes in nursing staff managers typically focus on implementing change processes and ensuring operational efficiency while leaders inspire and motivate staff to embrace change and align with organisational goals managers support change within staff by providing clear communication about the reasons for change outlining expectations and offering necessary resources and training suggested by greenberg et al 2020 artist et al 2021 suggested leaders on the other hand support change and staff by articulating a compelling vision emphasizing the importance of change and achieving the organization's missions and goals leaders engage with staff on a more personal level demonstrating empathy active learning and understanding the importance of individual concerns the difference between managers and leaders lie in their approaches and focuses managers tend to be more task orientated focusing on the how of the change whereas leaders are more people orientated focusing on the why and what behind the change managers excel at planning organizing and coordinating change initiatives meanwhile leaders excel at inspiring motivating and empowering staff to embrace change fostering a sense of ownership commitment and resilience in nursing fit cheryl's a and conrad s 2021 believe that effective change management requires a combination of managerial and leadership skills while managers provide the structure and support needed for the change leaders provide the vision inspiration and direction to engage staff towards the shared goal together they create an environment suitable for change where staff feel supported empowered and motivated to adapt to the change waltz et al 2020 believes that what works well in supporting change within nursing staff is clear communication active engagement and collaborative decision making where managers and leaders effectively communicate the reasons for change involve staff in the change process and provide opportunities for input and feedback it fosters a sense of ownership and commitment among staff waltz et al suggests that what doesn't work well is a top-down approach to change where decisions are made without consulting or involving frontline staff this can lead to resistance and resentment from staff also inadequate communication insufficient support and unrealistic expectations can create confusion anxiety and frustration among staff undermining morale and productivity together managers and leaders create a culture of safety and person-centred care where staff are empowered to deliver high quality compassionate care that honours the uniqueness and diversity of each patient they recognise the importance of balancing clinical expertise with empathy and understanding to promote patient well-being and satisfaction both managers and leaders can also support person-centred care within the organisation by embedding its principles into policies procedures and practices lewin's 1951 model of change theory often referred to as the unfreeze change refreeze model outlines as a three-stage process for managing organisational change the first stage involves unfreezing existing behaviours and attitudes created by awareness of the need for change the second change is the actual change phase where new behaviours processes or structures are introduced and implemented finally refreezing stage involves stabilising the change and integrating it into the organisational culture to ensure sustainability on the other hand north house's 2004 transformational leadership theory focuses on how leaders can inspire and motivate followers to achieve higher levels of performance and personal growth transformational leaders stimulate followers intellect and emotions encouraging them to transcend self-interest for the greater good of the organisation this is achieved through four key components idealised influence inspirational motivation intellectual stimulation and individualised consideration both theories share similarities in their emphasis on the need for the change and the role of leadership in facilitating it lewin's model highlights the importance of creating awareness and readiness for the change while the transformational leadership theory underscores the significance of inspiring and motivating followers to embrace the change additionally both theories recognise the need for effective communication vision setting and empowerment and driving success change initiatives however they also have differences in their application lewin's model primarily addresses the process of the organisational change providing a systematic framework for managing change at the organisational level in contrast the transformational theory focuses on leadership behaviours and qualities that inspire and empower individuals to support the change in nursing managers and leaders play crucial roles in supporting change initiatives by applying principles from both theories managers can utilise lewin's models to systematically plan and implement changes in nursing practice such as introducing new protocols or techniques to improve patient care they create awareness of the need for change providing resources and support and ensure that the change is effectively integrated into the daily workflow meanwhile leaders apply the transformational leadership theory principles to inspire and motivate nursing staff to embrace change they articulate a compelling vision for change model desired behaviours and provide emotional support and encouragement to staff throughout the change by fostering a culture of innovation collaboration and continuous learning managers and leaders can facilitate successful change implementation and improve patient outcomes in nursing practice conclusion in conclusion leadership and management within nursing are different but yet they interwine with each other each playing crucial roles in shaping organisation culture and the quality of patient care the influence of an organisational culture within nursing practice underpins the significant of a workplace that prioritises collaboration innovation and patient-centric care effective support and supervision mechanisms are essential in ensuring the delivery of high quality care emphasising the need for good and effective leadership and management by exploiting lewin's model of change theory and north house's transformational leadership model a deeper understanding emerges of how leadership styles and approaches can create positive outcomes within an organisation ultimately enhancing patient outcomes