Deborah Jamieson and the University College London Hospitals Case Solution & Answer

Deborah Jamieson and the University College London Hospitals

Enthusiast Role for Her Team

Employee motivation and gratitude are critical because they motivate them to work more efficiently. When Deborah was hired at the University College London Hospital, the organization was running smoothly, but the role of nurses was a significant difference.

Nurses’ participation in healthcare services was low, and their staff was unmotivated and unwilling to work. Deborah, who worked in the US healthcare system before moving to the UK, was taken aback by the role of nurses. In the United States, she stated nurses were good at pre-assessment of patients and that they were similarly good at pre-assessment.

This was not the case in the United States’ healthcare industry, where nurses were given less priority than doctors. Deborah spent the day with nurses while they were conducting patient assessments. Deborah kept in touch with the nurses and attempted to solve the problem during this period. As a result, she recognized nurses lacked confidence in their work owing to a lack of recognition, and she also provided guidance to nurses during patient assessments, which proved to be beneficial in enhancing the nurses’ performance.

Doctors underestimated nurses’ abilities at work because they believed it was impossible to find out whether nurses are more efficient at pre-assessment of patients than junior doctors. This was because the entire hospital staff did not contribute to a single cultural. As a result, the cultural divide and language shift produced a chasm in maintaining a good relationship between employees and management.

Deborah organized a training program for the nurses, and every nurse working in the hospital’s entire location was invited to take part. The training session was marketed via emails, and it was also addressed in meetings.

The staff’s performance in their separate jobs was inefficient, and the hospital could not dominate the healthcare industry. The patient’s happiness with the number of services given by the hospital is the primary priority. As a result, Deborah devised a training program to increase the performance of the staff. Teaching the nurses, the essentials while accessing the patients was a two-day training difficulty.

Simultaneously, the nurses received additional management training in order to improve their leadership abilities. All of this was done to improve the nurses’ abilities, which tremendously aided the doctors in providing excellent care to their patients. Previously, the doctor and the patient only met on the day of the surgical procedure. The patients were really pleased with the better service and confident responses provided by the nurses.

Q2: Deborah’s Procedure

Deborah Jamieson, an advanced practitioner at the University College London Hospital, National Health Service Trust, took daring actions in this case. She saw that nurses’ roles differed from doctors’, and that nurses were unaware of the burden of obligations they handled. This could be because of the doctors’ unwillingness to see the nurses praised.

Deborah’s primary concern during the transformation was the Treatment Center’s performance, as it handled all the diagnostic and therapy for the day surgery. It was also taken into consideration because the hospital had only recently opened, and patients had to travel to other hospitals for certain services. She went throughout the hospital, checking out the various departments to see if any equipment was required. In the day surgery clinic, which turned eight after three years, several qualified nurses were also hired. As a result, there has been a reduction in unneeded diagnostic testing, lowering treatment costs.

With these changes in the hospitals, it was necessary to improve the capabilities of the staff members, as the nurses were not carrying out all of their obligations, as opposed to the nurses in the United States and the United Kingdom. Deborah then planned to train the nurses so that they could handle pre-admission responsibilities and pre-operative assessments efficiently. This let doctors determine the patient’s medical status two to three weeks before the procedure. The patient’s diagnostics were examined over time to see if the patient was ready for the surgical operation or not, according to the criteria of prior assessment until the surgical surgery.

She planned to do a pre-operative assessment, which would include nurse training, in order to increase the hospital’s efficiency, improve the quality of service provided to patients, and significantly reduce the number of operations canceled. The old consultants opposed to the alteration in the overall procedure.

Deborah had to devote a significant amount of time to changing their minds because of a plan started by Tony Blain, the Prime Minister, which required hospitals to reduce their waiting times, improve their financial performance, cleanliness, and overall patient satisfaction as a key component of the plan, which could cause the trust receiving a higher star rating. The three-star hospital would receive complete funding……

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