Project B
Chapter 2 Summary Literature Review Comment by Gloria Ohmart: Please review an example Chapter 2 which shows how this chapter should begin.
Lateral violence (LV) is a devastating phenomenon in the nursing workplace. Also known as ‘horizontal violence’ or ‘workplace bullying,’ LV is disruptive and inappropriate behavior demonstrated in the workplace by one employee to another who is in either an equal or lesser position (Coursey, Rodriguez, Dieckmann, & Austin, 2013. Lateral workplace violence is harmful. It has adverse effects on employees, clients, and the overall organizations they work for. From the literature searches, the most affected nurses are new employees. In contrast, others may experience this violence in the form of being allocated heavy workloads unjustly, being neglected when requesting something, and oppression by use of power. Nursing employees have the right to mitigate such violence by reporting various instances or creating an environment that ensures they are also respected as individuals. Moreover, nurse leaders should mitigate lateral workplace violence by educating workers on the right strategies, creating policies against this lateral violence, and collaborating with employees to ensure fairness, dignity, and respect. By doing so, it will vastly reduce possible future incidents of lateral workplace violence.
Programmatic Outcomes required to be addressed in Chapter 2 Comment by Gloria Ohmart: Follow the example of chapter 2 and using the Capstone Writing Resource that I am attaching, your Chapter 2 will provide literature that is pertinent to your topic, and theoretical framework.
Evidence Based practice
Healthcare quality spans multiple disciplines. As healthcare quality efforts have evolved in both nursing and the entire healthcare team, variations are noted within and between the disciplinary perspectives. In nursing, quality began with Florence Nightingale. Nightingale, among the first to earn credit for developing a theoretical approach to quality improvement, addressed compromises to nursing and health quality by identifying and working to eliminate factors that hinder reparative processes.
The Donabedian model is a conceptual model that provides a framework for examining health services and evaluating quality of health care. According to the model, information about quality of care can be drawn from three categories: “structure,” “process,” and “outcomes. (Donabedian, 1988) Structure describes the context in which care is delivered, including hospital buildings, staff, financing, and equipment. Process denotes the transactions between patients and providers throughout the delivery of healthcare.
Every American has a definition or personal view of high-quality health care. For some individuals, such a definition revolves around the ability to go to the provider or hospital of their choice; for others, access to specific types of treatment is paramount (Butts & Rich 2013) Outcomes refer to the effects of healthcare on the health status of patients and populations.
Management & Organizational Leadership Specialization (L ) Comment by Gloria Ohmart: Chapter 2 is not structured by the Program outcomes. Note the subheading on the sample chapter 2.
One very common theory that is applicable to leadership is The Transactional theories , also referred to as Management theories or exchange leadership theories, revolve around the role of supervision, organization, and teamwork. These leadership theories consider rewards and punishments as the basis for leadership actions. This is one of the often-used theories in business, as well as healthcare settings and the proponents of this leadership style use rewards and punishments to motivate employees. Staff under this leadership style are often encouraged/ motivated to be self-developed and all of these will help to promote a quality health care environment.
