Evaluation Of Crises Management Process In Healthcare Residential Faci ✓ Solved
EVALUATION OF CRISES MANAGEMENT PROCESS IN HEALTHCARE RESIDENTIAL FACILITY DURING COVID-19 PANDEMIC By Oyenike Owolabi California Miramar University (CMU) Dr. Ali Gooyabadi Justification for the Research Topic Organizations experience various challenging situations (crisis) which affect their operations, processes, stakeholders’ engagement and business activities voluntarily and/or involuntarily. These challenges may have far reaching consequences on the organization’s business strategies and continuous existence if not well managed, depending on their impact. Therefore, in this research work, I will be evaluating crisis management process in healthcare residential facility during COVID-19 pandemic.
Presently, the need for every organizations to be more proactive and promptly prepare for changes in the work place has become more important than ever before in managing crises situations, especially pandemic situation as the world is currently experiencing. In the healthcare sector this situation is of great concern given the relative importance of the sector with regards safety and healthcare management. Crisis management process in healthcare organizations is a significant activity that should be well managed for improve organizational performance and sustainability, organizational service quality, and world safety. Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state (Villaria, A., 2012).
In order to have a better understanding of how organizations manage crisis, I have decided to contribute to existing research papers on this subject matter by focusing on the healthcare sector. Hence, I will be evaluating the crisis management process adopted by healthcare residential facility during the current covid-19 pandemic era. Keystone Papers Jankelovà¡, N., Joniakovà¡, Z., BlÅ¡tà¡kovà¡, J., Skorkovà¡, Z., & Prochà¡zkovà¡, K. (2021). Leading Employees Through the Crises: Key Competences of Crises Management in Healthcare Facilities in Coronavirus Pandemic. Risk management and healthcare policy, 14, 561–573.
ELSukkary, A. M., & Youssef, H. (2021). Hospital Crisis Preparedness Plan For COVID-19 Pandemic. Medicine Updates, 4(4), . References Jankelovà¡, N., Joniakovà¡, Z., BlÅ¡tà¡kovà¡, J., Skorkovà¡, Z., & Prochà¡zkovà¡, K. (2021).
Leading Employees Through the Crises: Key Competences of Crises Management in Healthcare Facilities in Coronavirus Pandemic. Risk management and healthcare policy, 14, 561–573. Nilsen, P., Seing, I., Ericsson, C. et al. (2020). Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses. BMC Health Serv Res 20, 147.
Retrieved from: Jeroen Stouten, Denise M. Rousseau, & David De Cremer. (n.d.). Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures. Haque, A. (2021), "The COVID-19 pandemic and the role of responsible leadership in health care: thinking beyond employee well-being and organizational sustainability", Leadership in Health Services , Vol. ahead-of-print No. ahead-of-print. Ikram U, Ren H, Shields-Zeeman L, et al. (2020).
Balancing COVID-19 preparedness and ‘business as usual’ in hospitals: lessons from executives in China, Norway and the UK BMJ Leader Published Online First: doi: 10.1136/leader- Brodie, R.J. , Ranjan, K.R. , Verreynne, M.-l. , Jiang, Y. and Previte, J. (2021), "Coronavirus crisis and health care: learning from a service ecosystem perspective", Journal of Service Theory and Practice , Vol. 31 No. 2, pp. . CAVAZZA, M., DEL VECCHIO, M. A.
R. I. O., FENECH, L., PRETI, L. M., & RAPPINI, V. (2020). COVID-19: crisis management experiences in the private healthcare industry.
Grand challenges: companies and universities working for a better society, 165. Almaghrabi, R. H., Huda, A., Al, H. W. A., & Albaadani, M.
M. (2020). Healthcare wo journal, 41(6), . rkers experience in dealing with Coronavirus (COVID-19) pandemic. Saudi medical Welcome to Week 4 and one of the most essential aspects of your research paper: The Literature Review and research Approach This assignment needs to be between 11 to 12 pages. 1. The Literature Review: For most research projects, the process of reviewing the literature and starting to draft your review will be an early activity.
Despite this early start, it is usually necessary to continue refining your review throughout your project’s life. The process can be likened to an upward spiral, culminating in the finished product, a written critical literature review of the literature. Once you have a good knowledge of the literature sources available then you could start composing your initial draft of your paper. The literature sources you are likely to make the most use of are often referred to as: · secondary literature sources , these being formally published items such as journals and books; · grey (or primary) literature sources , these being items produced by all levels of government, academics, business, and industry in print and electronic formats, but which are not controlled by commercial publishers; including materials such as reports and conference proceedings.
LIRN has a wide range of business and management literature sources that can be accessed easily. Make sure to plan your literature search appropriately. It is important that you plan this search carefully to ensure that you locate relevant and up-to-date literature. This will enable you to establish what research has previously been published in your area and to relate your own research to it. All our students have found their literature search a time-consuming process, which takes far longer than expected.
Fortunately, time spent planning will be repaid in time saved when searching for relevant literature. As you start to plan your search, you need to beware of information overload! One of the easiest ways to avoid this is to start the main search for your critical review with the clearly defined research question(s), objectives, and your research justification. 2. Research Approach: Your research approach has to be clear and concise before attempting to perform your search for data and supporting documents.
Your research could be one of the followings: 1. Qualitative Research Paper 2. Quantitative Research Paper 3. Mixed methods Research Paper 4. Systematic Literature Review I have included a copy of CMU's guidelines for different research types attached, make sure you study and adhere to these rules of engagement.
Hello sis, this the approach to follow for the literature review. I sent the professor a mail that I will submit before class on Tuesday evening.
Paper for above instructions
Evaluation of Crisis Management Process in Healthcare Residential Facilities during the COVID-19 PandemicIntroduction
Crisis management in healthcare facilities has become a pivotal topic in recent years, especially in light of international events such as the COVID-19 pandemic. The pandemic has posed unprecedented challenges to healthcare systems worldwide, necessitating a review of existing crisis management protocols to mitigate risks, save lives, and ensure the sustainability of healthcare services. In this literature review, we will analyze the crisis management processes utilized by healthcare residential facilities during the COVID-19 pandemic, highlighting the strengths and weaknesses of these processes and their impact on healthcare delivery.
Crisis Management in Healthcare
Crisis management refers to the process wherein organizations prepare for, respond to, and recover from crises that may disrupt normal operations (Jehn, 2002). In healthcare, the stakes are exceedingly high; effective crisis management can mean the difference between life and death, especially in residential settings that cater to vulnerable populations. Healthcare organizations must navigate the complexities of crisis scenarios, which can vary significantly in scope and impact (Nilsen et al., 2020).
Impact of COVID-19 on Healthcare Facilities
The COVID-19 pandemic has revealed critical vulnerabilities in healthcare systems worldwide. During the early months of the pandemic, healthcare facilities struggled with capacity issues, supply chain disruptions, and a lack of clear guidelines from health authorities (Almaghrabi et al., 2020). As the crisis unfolded, it became evident that the healthcare sector needed to adapt rapidly to changing circumstances to ensure patient safety and quality care (Brodie et al., 2021).
Key Components of Crisis Management Processes
1. Preparation and Planning
Effective crisis management originates from comprehensive planning. According to ELSukkary and Youssef (2021), healthcare facilities that had established pandemic response plans prior to COVID-19 experienced less disruption. Preparedness activities included risk assessments, resource allocation, staff training, and community engagement to empower healthcare workers and patients alike.
2. Communication
Communication plays a critical role in addressing crises. The transparency of information shared with staff, patients, and stakeholders ensures that all parties understand the situation and can make informed decisions (Cavazza et al., 2020). The COVID-19 pandemic saw healthcare residential facilities employing various digital communication tools to keep epidemiology updates flowing. However, many organizations faced challenges in ensuring consistent messaging due to the rapid pace of new information and guidelines (Haque, 2021).
3. Crisis Response
When the crisis unfolded, residential facilities had to quickly pivot their operational models. They implemented enhanced infection control measures, established triage protocols, and increased staffing levels (Ikram et al., 2020). Facilities also initiated telehealth services, providing alternatives for routine consultations while mitigating possible exposures.
4. Recovery and Learning
After the initial shock of the crisis, assessing the impact and beginning recovery efforts became crucial. Facilities were encouraged to engage in reflective practices, identifying what worked and what did not (Stouten, Rousseau, and De Cremer, n.d.). Effective evaluation of these responses will inform both future strategies and a broader understanding of crisis management in health settings.
Critique of Crisis Management Processes During COVID-19
While many facilities adapted successfully, some encountered significant barriers, including inadequate staffing, limited access to PPE (personal protective equipment), and insufficient funding (Jankelová et al., 2021). Furthermore, communications that were too technical or inconsistent led to staff confusion, resulting in potential non-compliance with safety protocols.
Recommendations for improving crisis management include cultivating a culture of safety that encourages open dialogue about crisis preparedness and fostering collaboration across healthcare sectors (Villaria, 2012). Training programs should be developed that emphasize crisis scenarios, empowering staff to confidently respond to emergencies.
Conclusion
The evaluation of crisis management processes in healthcare residential facilities during the COVID-19 pandemic reveals both successes and shortcomings. While the crisis showcased the resilience and adaptability of these organizations, it also underscored the need for systematic enhancements in preparedness, communication, and resource allocation. Future research should explore sustainable models for crisis management that integrate continuous improvement and learning so that healthcare facilities are better equipped to handle similar crises.
References
1. Almaghrabi, R. H., Huda, A., Al, H. W. A., & Albaadani, M. M. (2020). Healthcare workers experience in dealing with Coronavirus (COVID-19) pandemic. Saudi Medical Journal, 41(6), 7-12.
2. Brodie, R. J., Ranjan, K. R., Verreynne, M.-l., Jiang, Y., & Previte, J. (2021). Coronavirus crisis and health care: learning from a service ecosystem perspective. Journal of Service Theory and Practice, 31(2), 415-431.
3. Cavazza, M., Del Vecchio, M. A. R. I. O., Fenech, L., Preti, L. M., & Rappini, V. (2020). COVID-19: crisis management experiences in the private healthcare industry. Grand Challenges: Companies and Universities Working for a Better Society, 165.
4. ELSukkary, A. M., & Youssef, H. (2021). Hospital Crisis Preparedness Plan for COVID-19 Pandemic. Medicine Updates, 4(4), 1-5.
5. Haque, A. (2021). The COVID-19 pandemic and the role of responsible leadership in health care: thinking beyond employee well-being and organizational sustainability. Leadership in Health Services, ahead-of-print.
6. Ikram, U., Ren, H., Shields-Zeeman, L., et al. (2020). Balancing COVID-19 preparedness and ‘business as usual’ in hospitals: lessons from executives in China, Norway, and the UK. BMJ Leader. doi:10.1136/leader.
7. Jankelová, N., Joniaková, Z., BlšŤáková, J., Skorková, Z., & Procházková, K. (2021). Leading employees through the crises: Key competences of crisis management in healthcare facilities in coronavirus pandemic. Risk Management and Healthcare Policy, 14, 561-573.
8. Jehn, K. A. (2002). The Effects of Conflict, Group Context, and Crisis on Performance in a Crisis: A Longitudinal Study of Two Organizations. The Academy of Management Journal, 45(3), 478-491.
9. Nilsen, P., Seing, I., Ericsson, C., et al. (2020). Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses, and assistant nurses. BMC Health Services Research, 20, 147.
10. Stouten, J., Rousseau, D. M., & De Cremer, D. (n.d.). Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures. Organization Science, 1-20.