NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

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Interdisciplinary Plan Proposal

NURS FPX 4010 Assessment 3 Attempt 1 Interdisciplinary Plan Proposal

In this proposal, the solutions have been enlisted regarding hospital management issues and how they can be implemented in a short period. This proposal is practical and involves different departments of the institution to work together to provide a better quality of care to the patients. The administrator and the quality control department will work to ensure the proposed plan is successful. In this period of heightened focus on efficiency, the hospital administration has taken on critical importance (Aminizadeh et al., 2019). The rising need for healthcare funding has prompted several nations to reevaluate current allocation and commitment practices. Health professionals from many fields and the patient themselves are essential members of the multidisciplinary team approach.

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Objective and Predictions for an Evidence-Basked Interdisciplinary Plan

Improving patient outcomes is crucial because it guarantees efficiency and the satisfaction of the patients who get care. One of the goals is to provide training for relevant personnel in evidence-based, multidisciplinary approaches and everything that includes boosting organizational outcomes (Doshmangir et al., 2022). The hospital continues to have disparities in access to and availability of medical services, according to the nurse, who admitted that this is a concern for the institution. One hypothesis is that better patient and corporate results will result from adhering to the evidence-based transdisciplinary steps and objectives.

NURS FPX 4010 Assessment 3 Attempt 1 Interdisciplinary Plan Proposal

  1. The goals of a hospital information system are as follows:
  2. Create a plan to enhance medical treatment.
  3. Lessen the overall budget for healthcare.
  4. Facilitate decision-making by providing management with on-demand MIS (Management Information System) reports.

The Hospital Management System coordinates the work of the hospital’s most important divisions, including (1) The Front Desk and Outpatient Services, (2) Patient care administration, (3) Modules for patient care management and other areas of service, (4). Research Facilities (5) Payment Processing. 

A few of the predictions and their solutions are mentioned now. (1) How will one coordinate with other teams when an issue arises? One of the most important roles in every organization is communication. The organization benefits from this since it helps to keep things running smoothly and effectively. The quality of communication between hospital administration and staff affects patients’ lives. (2) How do you ensure that sensitive data remains private? The confidentiality clause is the most crucial part of any business. The records could be associated with customers, employees, or patients. To avoid legal trouble, a drop in revenue, and damage to one’s good name, it’s vital to keep sensitive information under wraps at all times (Ran et al., 2020).

Change Theories and Leadership Strategies

Strategic leadership in the healthcare sector includes establishing and working to achieve core objectives, such as enhancing the standard of care provided, streamlining operations to save costs, and maintaining the organization’s long-term viability (Bell et al., 2018). A few leadership strategies are (1) Healthcare system horizontal and vertical integration – Organizational leaders must function as a cohesive unit guided by established values and principles. A systemic change may affect the entire organization if the changes are implemented in a cascading fashion from the top down. One should not feel excluded or special in any way. (2) CEOs Drive Change – This leader must be more than just a competent administrator; they must embody the change. They need someone who can “earn the ‘hearts and minds of employees, physicians, the community, and a wide range of stakeholders to implement meaningful change. (3) Changing the Top Management to Bring About the Needed Shift- Healthcare organizations that prioritize patient satisfaction may need to recruit and train a new breed of leaders with expertise in both the technical and human dimensions of supervising healthcare professionals to implement patient-centered care. The nurses also play a crucial role here. They can manage the patients and ensure that the emergency room is not haphazard. It is vital to do ongoing research into cutting-edge treatments in order to provide patients with high-quality healthcare. This leadership strategy may result in an interdisciplinary solution that then leads to a multidisciplinary solution through education and the development of creative approaches to addressing differences.

Lewin’s theory of change is applicable to the problem of inequality in health care because it incorporates the diverse perspectives of the parties involved, indicating that a formidable opposing force must be found in order to produce a multidisciplinary solution that is effective. The information is from a prominent magazine that examines the application of change theory to the domains of nursing and healthcare safety, making it a trustworthy source (McCartney et al., 2020).

The ADKAR Model of Change is one such approach. Both the Prosci Methodology and the Belbin Team Change Model are considered to be the two most important approaches to managing organizational change. Awareness, Desire, Knowledge, Capability, and Reinforcement (abbreviated to ADKAR) are the five components of its meaning (1) recognize that change is necessary; this is the starting point for the ADKAR method of managing transformation. (2) The need to succeed motivates us to get things done. The third stage of the change process is knowledge acquisition when employees are taught not just the reasoning behind the initiative but also the most effective methods for putting it into practice. (4) Abilities- To fulfill these roles effectively, employers must provide their workers with the appropriate knowledge and abilities. (6) Reinforcement. While the ADKAR change management framework may be applied to a wide variety of healthcare initiatives, its true potential lies in its ability to encourage internal institutionalization of best practices and boost efficiency and effectiveness (Wei et al., 2019).

Team Collaboration Strategy

One of the reasons why collaboration is so important in the healthcare system is that it can lead to an inspirational united effort. Future healthcare challenges will need to be addressed by practices like yours that provide more all-encompassing, population-based, cost-effective patient care and place a greater emphasis on health promotion and disease prevention through cross-disciplinary teamwork. Care for one’s network of patients is most effective when everyone on the team is on the same page in terms of what they need and how often they need it communicated. Team members should be given specific responsibilities and reminded that their contribution is valued. Health professionals’ training differs greatly based on their specialty, which might lead to misconceptions and blunders. Students in the medical sector have a tight schedule between classes, internships, and other obligations for training, leaving little time for researching different areas of medicine.

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The American Nurses Association (ANA) argues that sticking to the principles of delegation can assist medical workers in performing their work more quickly, significantly impacting the organization and providing better patient care. As noted by the ANA, the following are vital to efficient delegation: (1) Know your strengths and shortcomings as a healthcare professional so that you may continue to focus where it belongs: on your skill sets. (2) One should determine what one aims to accomplish through delegating. (3) Each department’s disciplinary actions associated with improper delegation should be investigated and compared to applicable legislative laws and standards for healthcare institutions (Harrison et al., 2021).

NURS FPX 4010 Assessment 3 Attempt 1 Interdisciplinary Plan Proposal

The Health Resources and Services Administration (HRSA) established an interprofessional education and collaborative practices coordination center earlier this year. In an effort to further encourage medical professionals to collaborate, the Health Resources and Services Administration (HRSA) is incorporating interprofessional collaboration into the training of the nation’s nurse and physician workforce and the curricula of hundreds of local and regional health education institutes. The Health Resources and Services Administration (HRSA) and the Department of Veterans Affairs (VA) have announced a new program to promote and prepare professionals to collaborate as partners in a national network of diverse local and regional health education centers (Kazmi et al., 2018). 

The most productive teams respect the expertise and independence of each member while also encouraging a culture of sharing and interdependence among the many roles within the group. Furthermore, 74% of physicians and 96% of nurses said an interdisciplinary board of directors, with the manager as chairman, may be the best administrative model (MacLeod et al., 2020). 

Required Organizational Resources

The resources required for the plan proposed are not much, but if the hospital management, for instance, focuses on getting better light resources so that during operations, due to any uncertainty, the process does not stop, the hospital can shift to solar cells. The current favor is energy conservation measures and renewable energy sources because they contribute to cheaper and greener operations (Bamakan et al., 2022). The increasing popularity of solar water heating is indicative of this pattern. And solar cells for electrical power generation; also, smart systems for lighting and climate management. The cost will be a lot for the problem mentioned above, but if the hospital wants to focus on managing the communication between different departments, the work will be smooth. It will not be costly. The organization can arrange seminars and workshops and guide the staff to work efficiently. The resources can be conserved by (1) Promoting Openness and Accountability – Even with something as simple as a grocery list, it can be challenging to keep everything in mind. Investing in a dashboard displaying all relevant information in one place, such as employee schedules and critical indicators, is recommended. (2) All Assets Should Be Inventoried and Shared. Many hospitals are adopting the just-in-time (JIT) strategy to maximize the effectiveness of their usage of all available resources. “Inventory” and “waste” in a Just-in-Time (JIT) healthcare model refer not only to materials but also to the optimization and elimination of waste from human-led processes, such as the reduction of unproductive time through improved scheduling and the elimination of redundancy and errors (Bamakan et al., 2022) (3) Optimize Your Methods of Managing Relationships Staff Hospital employees are among the most valuable “resources” in a healthcare business; as a result, the administration should put less emphasis on policing employee conduct and more on encouraging high productivity and creativity. Regarding resources and the manager’s duty as a financial bookkeeper, problems may arise if doctors do not buy into the manager’s accounting mindset, implying a critical appraisal of their practice. In addition, managers are typically viewed as more concerned with service efficiency and cost, whereas doctors view themselves as protectors of clinical and professional norms. However, doctors frequently ignore the question of organizational or healthcare system accountability, focusing instead on their responsibility (Giannitrapani et al., 2019).


The goal of healthcare organizations’ change management efforts should be to improve the quality of care and patients’ safety and increase organizational success. In this proposal, the importance of interdisciplinary actions for the promotion of better care for patients has been mentioned. Furthermore, most medical experts agree that the existing management multidisciplinary approach is the most effective, but many also believe that hospital administration may be more efficient.


Aminizadeh, M., Farrokhi, M., Ebadi, A., Masoumi, G. R., Kolivand, P., & Khankeh, H. R. (2019). Hospital management preparedness tools in biological events: A scoping review. Journal of Education and Health Promotion8.

Bamakan, S. M. H., Malekinejad, P., & Ziaeian, M. (2022). Towards blockchain-based hospital waste management systems; applications and future trends. Journal of Cleaner Production, 131440.

Bell, J. J., Young, A., Hill, J., Banks, M., Comans, T., Barnes, R., & Keller, H. H. (2018). Rationale and developmental methodology for the SIMPLE approach: A Systematised, Interdisciplinary Malnutrition Pathway for implementation and Evaluation in hospitals. Nutrition & Dietetics75(2), 226-234.

Doshmangir, L., Khabiri, R., Jabbari, H., Arab-Zozani, M., Kakemam, E., & Gordeev, V. S. (2022). Strategies for utilization management of hospital services: a systematic review of interventions. Globalization and Health18(1), 1-39.

Giannitrapani, K. F., Rodriguez, H., Huynh, A. K., Hamilton, A. B., Kim, L., Stockdale, S. E., & Rubenstein, L. V. (2019, June). How middle managers facilitate interdisciplinary primary care team functioning. In Healthcare (Vol. 7, No. 2, pp. 10-15). Elsevier.

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership13, 85.

Kazmi, S. A. Z., & Naaranoja, M. (2018, July). Healthcare transformation through change management process for innovation. In International Conference on Applied Human Factors and Ergonomics (pp. 380-389). Springer, Cham. 10.1007/978-3-319-94709-9_36

NURS FPX 4010 Assessment 3 Attempt 1 Interdisciplinary Plan Proposal

MacLeod, M., & van der Veen, J. T. (2020). Scaffolding interdisciplinary project-based learning: a case study. European Journal of Engineering Education45(3), 363-377.

McCartney, G., Dickie, E., Escobar, O., & Collins, C. (2020). Health inequalities, fundamental causes and power: towards the practice of good theory. Sociology of Health & Illness, 43(1). 

Ran, X., Zhou, F., Zhong, M., Liu, Y., & Zhang, J. (2020). Innovative applications of patient experience big data in modern hospital management improve healthcare quality. Chinese Medical Sciences Journal35(4), 366-370.

Wei, H., Roberts, P., Strickler, J., & Corbett, R. W. (2019). Nurse leaders’ strategies to foster nurse resilience. Journal of nursing management27(4), 681-687.