Health And Health Promotion Free Writing Sample

Creating premises for improving public health and preventing health issues in community members are some of the core goals that a health expert must pursue. Furthermore, a proper understanding of the very concept of health is required to ensure consistent support for patients. As a mental health worker, I have developed a clear understanding of the notions in question and a flexible approach to managing community members’ needs (Nyashanu, Pfende, and Ekpenyong, 2020; Peretz, Islam, and Matiz, 2020). By embracing both positive and negative effects of factors such as digital media, spiritual beliefs and traditions, and accessibility of healthcare resources, a mental health worker can promote a proper understanding of mental health issues in the target population, people at risk, and family members.

The notion of health and, by extension, health promotion might appear to be far too abstract to be defined accurately. Indeed, given the differences in the perception of health and its maintenance in different cultures, the definition of the described concepts may vary both culturally and individually, with every person having a unique idea of what health and its management could represent (Ference et al., 2018). Personally, I tend to believe that a combination of the perspectives offered by Orem and Nightingale should be regarded when defining health.

Namely, the subject matter should be interpreted as being functionally sound and structurally complete, which is the interpretation provided by Dorothea Orem (Yip, 2021). However, the specified interpretation lacks the idea of complexity and interconnectedness between the core aspects of health, which is why Watson’s idea of health as the unity of mental, physical, and spiritual well-being should be incorporated into the specified interpretation (Alharbi and Baker, 2020). Therefore, health promotion should be defined as the encouragement of patients to be able to identify key health risks and locate the resources needed to address the specified threats (Arnetz et al., 2020). The specified definition aligns with my experience as a mental health worker since I have observed multiple situations in which patients’ recovery hinged on the availability of opportunities for spiritual support (Hawthorne and Gordon, 2020). Additionally, I have witnessed scenarios that demonstrated physical well-being combined with a deteriorating mind and vice versa. The specified experiences have convinced me in the necessity to support all three of the well-being facets.

The variety of risks and threats makes health promotion and maintenance especially complicated. Specifically, numerous misconceptions and myths spread on social media and encouraging people to avoid consulting healthcare experts must be regarded as some of the most dangerous examples of health risks (Al-Otaibi, Moawed, and Al-Harbi, 2018). Combined with the lack of general knowledge on addressing major health concerns, the specified factor may lead to drastic health outcomes unless addressed (Ayorinde and Alabi, 2019). In turn, my definition of health promotion is the task of guiding patients toward learning to identify immediate sources of healthcare assistance and using them accordingly.

It should be noted that an individual’s health can be affected by multiple issues. For instance, the presence of viruses and similar sources of the disease may lead to quick contagion that will be difficult to cure (Al Shamsi et al., 2020). Therefore, strategies geared toward providing patients with sufficient health resources and opportunities for containing healthcare ad nursing experts must be offered. Thus, the basis for successful treatment will be created.

Utilizing the available resources, including social media, a social mental health worker will improve and shape people’s understanding of health and health management, thus, building awareness among patients, their families, and community members. As a result, patients will receive immediate access to the required resources, whereas the community will no longer impose the stigma of a mental health disorder on a vulnerable population. Therefore, the emphasis on patient education and community awareness must be prioritized.

Reference List

Al Shamsi, H., Almutairi, A. G., Al Mashrafi, S., and Al Kalbani, T. (2020) ‘Implications of language barriers for healthcare: a systematic review’, Oman Medical Journal, 35(2), p. 122.

Alharbi, K. M., and Baker, O. G. (2020) ‘Jean Watson’s middle range theory of human caring: A critique’, International Journal of Advanced Multidisciplinary Scientific Research, 3(1), pp. 1-14.

Al-Otaibi, H., Moawed, S. A., and Al-Harbi, M. F. (2018) ‘Nurses’ medication errors in the pediatric emergency department in Saudi Arabia’, Middle East Journal of Nursing, 101(5829), pp. 1-11.

Arnetz, J. E., Goetz, C. M., Arnetz, B. B., and Arble, E. (2020) ‘Nurse reports of stressful situations during the COVID-19 pandemic: qualitative analysis of survey responses’, International Journal of Environmental Research and Public Health, 17(21), p. 8126.

Ayorinde, M. O., and Alabi, P. I. (2019) ‘Perception and contributing factors to medication administration errors among nurses in Nigeria’, International Journal of Africa Nursing Sciences, 11, pp. 1-14. Web.

Ference, B. A., Graham, I., Tokgozoglu, L., and Catapano, A. L. (2018) ‘Impact of lipids on cardiovascular health: JACC health promotion series’, Journal of the American College of Cardiology, 72(10), pp. 1141-1156.

Hawthorne, D. M., and Gordon, S. C. (2020) ‘The invisibility of spiritual nursing care in clinical practice’, Journal of Holistic Nursing, 38(1), pp. 147-155.

Nyashanu, M., Pfende, F., and Ekpenyong, M. (2020) ‘Exploring the challenges faced by frontline workers in health and social care amid the COVID-19 pandemic: experiences of frontline workers in the English Midlands region, UK’, Journal of Interprofessional Care, 34(5), pp. 655-661.

Peretz, P. J., Islam, N., and Matiz, L. A. (2020) ‘Community health workers and Covid-19—addressing social determinants of health in times of crisis and beyond’, New England Journal of Medicine, 383(19), p. 108.

Yip, J. Y. C. (2021) ‘Theory-based advanced nursing practice: a practice update on the application of Orem’s self-care deficit nursing theory’, SAGE Open Nursing, 7, pp. 1-8.

Organizational Change Regarding Language Barriers In Healthcare

It is important to note that an effective treatment and care delivery process is highly dependent on a health professional’s ability to communicate critical and essential information to a patient. Implementing any form of change meant to improve an organization cannot be done without ensuring that the shift will be welcomed and can be integrated. The goal of change is to reduce or eliminate the Akan language barrier to improve the quality of care and safety at Montefiore Medical Center.

Organizational Culture and Degree to Which Culture Supports Change

Organizational culture plays a major role in determining the effectiveness of change. It is stated that “change-oriented leadership has a positive and significant direct effect on planned change and a positive and significant but indirect effect on planned change and emergent change” (Al-Ali et al., 2017, p. 723). Considering the fact that the organization’s leadership is proactive and transformational, it is evident that its organizational culture is flexible enough for appropriate shifts in the work processes and goals. The mission and values embrace continuous quality improvement since patient satisfaction lies at the core of the strategy, which is reflected in team engagement and communication as well as employee perception.

Organizational Readiness Tool and Readiness Assessment

Montefiore Medical Center’s culture is supportive of changes due to its leadership and management. However, it is important to know whether or not the organization is ready for shifts since willingness does not equate to readiness. In order to assess the given factors, two tools will be utilized, which are Organizational Readiness for Implementing Change ORIC and Organizational Culture Assessment Instrument OCAI. It is stated that ORIC “measures if organizational members are confident in their collective commitment towards and ability (efficacy) to implement organizational change” (Storkholm et al., 2018, p. 1). The organization’s strength shows a moderate level of commitment with high efficacy for change, where the latter indicates readiness and the former reveals willingness. The mismatch between willingness and readiness is a significant barrier to change but a weakness of the evaluation since they use overlapping inputs.

When Montefiore Medical Center is evaluated in accordance with both ORIC and OCAI tools, it becomes evident that it has a high-level readiness. It is found that when OCAI is used by a leader, it allows the latter “to gain a deeper understanding of the organizations’ current perceived culture and … pivotal in identifying the culture gap in moving toward a preferred culture over an 18-month period” (Davis & Cates, 2018, p. 71). Since culture, leadership, and readiness are intertwined, it is critical for change implementation that OCAI demonstrates the dimensional states of Montefiore Medical Center, where the leader, patients, and staff are key stakeholders. The main reason includes the transformational leader, who supports and encourages proactive action and improvement. In addition, the organization has a strong change embracing culture, which should be used as a primary resource.

Health Care Process and Systems Recommended for Improving Quality, Safety, Cost-Effectiveness

The key target improvement healthcare process and systems changes revolve around the introduction of the Akan language to improve communication, patient satisfaction, safety, quality of care, and cost-effectiveness. It is stated that “language barriers in healthcare lead to miscommunication between the medical professional and patient, reducing both parties’ satisfaction and decreasing the quality of healthcare delivery and patient safety” (Al Shamsi et al., 2020, p. 1). Therefore, the recommendation is to hire language experts and healthcare professionals with knowledge of the Akan language. The mere reduction of the communication barrier will improve the quality and safety of care. For the cost-effectiveness, hiring a medical professional with Akan language knowledge can be the best option since their skills will be valuable for non-Akan-speaking patients as well.

Strategies to Facilitate Organizational Readiness

It is evident that leadership and culture play a substantial role in facilitating readiness at Montefiore Medical Center. However, the strategy will not include these elements since they are already properly adjusted and positively tuned for change. The leader is supportive of changes towards improvements, and the culture is primed for the continuous increase in quality of care. It is stated that “nursing foundation for quality of care and supportive leadership was positively associated with readiness, change commitment and change efficacy. However, staffing and resource adequacy was positively associated only with change efficacy” (Sharma et al., 2018, p. 2798). In other words, establishing a nursing foundation for quality of care can be a highly effective facilitator for improving the readiness and willingness factors. Thus, the strategy should include supportive leadership, patient-centered culture, and a nursing foundation for quality of care.

Stakeholders and Team Members Needed

The stakeholders include the chief manager of Montefiore Medical Center, head nurse, nursing staff, doctors, and healthcare managers or administrators. Patients are not included since they will not be actively involved in the change process but will be impacted by it positively. The chief manager and the administrative staff, including managers, will be tasked with incorporating a more supportive leadership style into the organization. They will need to establish a nursing foundation for quality of care to improve readiness and willingness for change. The medical professionals will be responsible for carrying out and practically implementing the new guidelines and protocols of care. Their collective efforts will determine the overall organizational culture, which is critical for change as well. The nursing staff is the most important group since they are the ones interacting with the patients the most, which is why the foundation is designed to support them alongside the management.

Information and Communication Technologies Needed

Firstly, since there are not many Akan-speaking doctors available, one interpreter will be hired to assist the medical staff with treatment writing. Secondly, the digital healthcare translator will be installed on the work computers of each doctor to automatically translate English treatment writings into Akan ones. Thirdly, the managers will need to find the relevant professionals for designing and improving the tool to make it applicable to Montefiore Medical Center.

References

Al Shamsi, H. Almutari, A.G., Al Mashrafi, S., &Al Kalbani, T. (2020) Implications of language barriers for healthcare: A systemic review, Oman Medical Journal, 35(2), 1-9.

Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: The mediating role of organizational culture. International Journal of Organizational Analysis, 25(4), 723-739.

Davis, R., & Cates, S. (2018). The implementation of the organizational culture assessment instrument in creating a successful organizational cultural change. International Journal of Business & Public Administration, 15(1), 71-94. Web.

Sharma, N., Herrnschmidt, J., Claes, V., Bachnick, S., De Geest, S., & Simon, M. (2018). Organizational readiness for implementing change in acute care hospitals: An analysis of a cross-sectional, multicentre study. Journal of Advanced Nursing, 74(12), 2798-2808.

Storkholm, M. H., Mazzocato, P., Tessma, M. K., & Savage, C. (2018). Assessing the reliability and validity of the Danish version of organizational readiness for implementing change (ORIC). Implementation Science, 13(1), 1-7.

The Authenticity Experiences Among Senior Managers

Introduction

The aim of this study was to elaborate a deeper understanding of authenticity that was experienced by senior managers. Authenticity is linked to people’s motivation, psychological well-being at work, and self-esteem. The premise for the study was based on last researches that showed destructive influence on employees’ feelings, satisfaction, and efficiency. The authors of the study claim that authenticity can be reached and comprehended through personal experience. Proper understanding of this concept can contribute to development positive environment that is appropriate for managers’ self-development. The research does not aim to compare the investigated, but seeks to collect interviewers’ opinions and thoughts.

Analysis

The qualitative research was made with the help of in-depth narrative interviews through approaching hermeneutic phenomenology. This phenomenon is based on “the study of life experiences, regarding an event, from the subject’s perspective” (Fuster, 2019, p. 217). In other words, hermeneutic phenomenology is focused on the experience of subject or a group of individuals through their narrative speech (Burkholder, Cox, Crawford, et. al, 2019, para. 6). Authors of the study used qualitative approach, as it implies obtaining the information from informant’s perspective.

The basic question that was set as an objective of the study was “How is being authentic experienced by senior public service managers?” This issue was raised in order to acknowledge the respondents concerning their feeling of authenticity in the workplace. The question correlates with the agenda of the study and logically continues it, also it suggests an obtainment of interviewers’ reflection about the topic. Considering other questions asked for collecting information from the subjective point of view, it is possible to suggest that “Why?” and “How?” questions are basic for field studies (Babbie, 2017, p. 297). Given questions relate to qualitative matter and involve an open-ending that gives participants an opportunity to dive into details. Additively, the method of interviewing is similar to the ordinary conversation (Babbie, 2017, p. 321). This allows to propose that participants may feel free to express their opinion. It was specified that the study was conducted among two males and three females aged 35-45 years in provincial government by two women authors in Public Service, a huge culturally diverse organization. During the study it was reported that given organization is cached in corruption, lack of trustful relationships between employees within the hierarchy, and leader ineffectiveness.

Five senior managers of different sexes and nationalities whose experience varied from 8 to 15 years participated in the study. Their anonymity was kept upon request and they could stop the study at any time. Besides in-depth interviews, respondents were asked follow-up and open-ended questions. These additional questions were created for a close understanding their experience of authenticity. However, at the beginning of the study researchers faced the problem of misunderstanding the concept of authenticity by senior managers. Finally, they were asked to simply describe what did authenticity mean for them. During the interview, it was found that this aspect for managers is closely connected to the ability to express themselves freely in their work environment. Employee’s inability to do it can lead to burnouts and intention to leave (Okafor, 2019, p.12). Moreover, during the investigation it was determined that managers’ authenticity at work is closely connected to the notion of identity. Some interviewers revealed that they were not always culturally corresponding with other colleagues. People expressed their wish to be free from ethnical and political stereotypes in their workplace. Furthermore, some managers spoke about their concern on identical determination at home and at work.

Conclusion

The given study was aiming to receive the information about senior manager’s thoughts on authenticity at work. The understanding of authenticity was established during the study. Almost all participants reported about experiencing authenticity when they felt confident, comfortable, equal, and free from judgements. Aside from supposed answers, people provided some insights into their subjective experiences. Humans’ experiences which were voiced during the interview seemed to extend the agenda of the study.

Reference list

Babbie, E. (2017). Basics of social research (7th ed.). Boston, Cengage Learning.

Burkholder, G. J., Cox, K. A., Crawford, L. M., & Hitchcock, J. (2019). Research design and methods: An applied guide for the scholar-practitioner (1st ed.). SAGE Publications, Inc.

Fuster, D. (2019). Qualitative research: Hermeneutical phenomenological method. Propósitos y Representaciones, vol. 7, no. 1, 201-229.

Okafor, B.E. (2019). The impact of dissent and workplace freedom of speech on employees’ well-being. [A thesis submitted to the graduate faculty North Dakota State University of Agriculture and Applied Science]. North Dakota, Fargo.