This is an intriguing topic, as I am the emergency department manager (ED), and medication errors have recently increased. While we did not form a separate ad hoc committee, there were a few meetings to discuss the topic and how to decrease pharmaceutical errors. I believe that an ad hoc committee would be an excellent way to combat drug errors across all departments. As they have access to the drug dispensing equipment, the ad hoc committee should comprise representatives from all departments, including respiratory and pharmacy. The stakeholders include the patients, the nurse administering the drug, the department heads, the pharmacy staff, and the chief nursing officer (CNO). The distinctions between culture and climate must be clarified to effectively address the committee’s culture and climate and their outcomes. Therefore, organizational culture can be characterized as a system of shared beliefs, values, and behaviours that govern the conduct of its members. For instance, my hospital is a non-profit organization with a Christian foundation.
The target population in the Emergency department are the staff. They are responsible for receiving the patients, admitting them and attending to their emergency needs. To reduce arrival time, a new management e procedure directed toward the medical team needs implementation to ease the congestion and ensure guaranteed medical attendance in the shortest time possible (Zeyada, 2018). The emergency department constitutes the night shift and day shift staff majorly. There is a chance that emergency cases presented at a particular working shift are overwhelming, yet the number attending is few or lacks proper order.
There should be proper mobilization of all staff assigned to the emergency section. Once all the staff are mobilized, diversification of procedures and assignments needs implementation based on the specialization skills of a particular group of staff (Heydari et al., 2022). Integration of caregivers specializing in particular sets of emergency procedures allows maximum staff utilization for all cases presented in the emergency section. In addition to the proper mobilization of the emergency medical team, an increase in the arrival to provider time by 30% implies too many cases but few attending medical teams. There is a need to add one or more emergency sections and extra medical staff at the sections.
A competent group operates as a single organism. In addition to working toward a common objective, members complement and assist one another so that their labour appears effortless (Lubis & Hanum, 2020). Therefore, a team has a shared interest in achievement and a shared vision, distinct from a shared objective. The desire for achievement is a motivating factor. The vision provides not just a target but also instructions and a compass for achieving that target. It keeps everyone travelling in the same direction at the same speed, minimizing friction and maximizing the efficiency of the voyage.
When more staff attend to cases, the number of patients attended per interval time will increase, and the overall effect is the reduction of those waiting in the lobby. Any patient will have two waits for even less than twenty minutes while at the same time, they will have a place to sit. As part of the organizational culture, I encourage colleagues to develop an interdisciplinary interest such that a colleague can attend to another colleague’s work assignments whenever they have been called off. The management needs to address or pass a special incentive for those called upon to attend to cases at the emergency department on behalf of the staff in charge.
References
Heydari, M., Fan, Y., Saeidi, M., Lai, K. K., Li, X., Chen, Y., … & Zhang, X. (2022). Emergency and Disaster Logistics Processes for Managing Hospital ORs Capacity: Evidence from the United States. International Journal of Business and Management (IJBM), 1(1), 63-86. https://iessociety.org/index.php/IJBM/article/view/5
Lubis, F. R., & Hanum, F. (2020). Organizational culture. 2nd Yogyakarta International Conference on Educational Management/Administration and Pedagogy (YICEMAP 2019) (pp. 88–91). Atlantis Press. https://www.atlantis-press.com/proceedings/yicemap-19/125949878
Tan, B. S. (2019). In search of the link between organizational culture and performance: A review from the conclusion validity perspective. Leadership & Organization Development Journal. https://www.emerald.com/insight/content/doi/10.1108/LODJ-06-2018-0238/full/html?casa_token=xjLMWaoaKCIAAAAA:bzMDk4VekDQmvatgCdC0OGiF9-eT1sKrCcLq-N8kyO_r6GFbIkBJxyNdaN5m3M2M5bClLf-b8QZVqfYHdm0MyqY-DwximCfitDejE1owHCiUAzsOdZtssw
Zeyada, M. (2018). Organizational culture and its impact on organizational citizenship behaviour. International Journal of Academic Research in Business and Social Sciences, 8(3), 418–429. https://m.merogostar.com/papers_submitted/3939/organizational-culture-and-its-impact-on-organizational-citizenship-behavior.pdf
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