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Critically discuss the management of nursing care inherent in Leas Cross (2006) and explore the lessons to be learned for your own Hospital.

Critically discuss the management of nursing care inherent in Leas Cross (2006) and explore the lessons to be learned for your own Hospital.

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An essay for the 2011 Undergraduate Awards Competition by Grace O' Sullivan. Originally submitted for Managemant & Quality Improvements at University College Dublin, with lecturer Ms Phil Halligan & Dr Rita Collins in the category of Nursing & Midwifery
An essay for the 2011 Undergraduate Awards Competition by Grace O' Sullivan. Originally submitted for Managemant & Quality Improvements at University College Dublin, with lecturer Ms Phil Halligan & Dr Rita Collins in the category of Nursing & Midwifery

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Published by: Undergraduate Awards on Aug 29, 2012
Copyright:Attribution Non-commercial

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12/15/2013

 
 
Module Leader
: Ms Phil Halligan & Dr Rita Collins
Student Name
: Grace O’Sullivan
Module
:
 
 NHMS 30290
Student Number
: 07787367
 
Assessment Title:
Critically discuss the management of nursing/midwifery care inherent in Leas Cross(2006) and explore the lessons to be learned for your own Hospital.
Date due:
 November 18
th
, 2010
 Date of submission:
 November 18th, 2010
Word limit:
2500
Actual word count:
26001
UCD School of Nursing, MidwiferyandHealth Systems
 
Leas Cross was a Nursing Home in the private sector. This meant that its operation was profit driven by the Proprietor Mr Ahern. Deficiencies in the treatment of residents atLeas Cross were first highlighted in 2005 when the television documentary (
 HomeTruths
, 2005 Prime Time Investigates) was broadcast. This prompted Health ServiceExecutive, Northern Area to organise a committee who were responsible for investigatingand reporting the standard of care at Leas Cross. Due to its findings Leas Cross wassubsequently removed from in the register in October 2005.In this assignment the writer will critically discuss elements and styles of managementand leadership which are evident in Leas Cross. Two issues which were highlighted inthe Report will be critically discussed; these are Staffing and Quality of Care. The writer will discuss the issue of poor documentation and how information systems could have prevented these investigations. The writer will also explore a lesson for her own Hospital.The lesson is the importance of middle management and how it can create a quality safeenvironment.It is evident from the report that the proprietor Mr Ahern and the Matrons at Leas Cross Nursing Home lacked effective Management and Leadership skills, evidence of this will be explored. Kotterman (2006) is of the belief that there needs to be a combination of  both for an organisation to thrive. Kotterman (2006:16) states that “Management istactical and all about coping with the here and now” whereas “Leadership is strategic and primarily about coping with the future”. (Kotterman 2006:16)2
 
Staffing
Firstly the issue of Staffing will be discussed. The Report highlights that prior to 2004there was no formal management structure in place at Leas Cross and the Proprietor andthe Matron failed to take recommendations to introduce it in the operation of the NursingHome. Health Information & Quality Authority (2009:13) describes the person in chargein a residential care setting to have “professional training, expertise and experience tomanage” Similarly The Nursing Home (care and welfare) regulations (1993) outlinesrequirements of “ a minimum of three years appropriate post registration experience”.The appointment of inexperienced staff to the position of Matron who lackedmanagement and care of the elderly experience was the consequence of the Proprietorslack of experience operating a nursing home and subsequently being oblivious to thecompetencies required.The Nursing Homes (care and welfare) regulations (1993) outlines that the proprietor and the person in charge have equal responsibility for the care of the residents. TheReport found that there was a decline in the standard of care delivered to the residents.This decline was due to management’s failure to take responsibility to ensure a sufficientnumber of competent staff. The Report found that the Proprietor Mr Ahern stated that “hewas not responsible for engaging staff” (
 
DoHC) (2009:71). (Patterson,1995) citied byRCN (2004:4) states that managers who are not from a Health Care background lack acomprehensive understanding of the attributes of Nurses and “how it differs from lessskilled, cheaper labour”. As Leas Cross was a nursing home in the private sector it isapparent that the Proprietor was concerned with cost containment. His style of 3

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