Week 1- Identify and discuss one human factor involved in nursing medication errors, along with your suggestion for a process change to avoid errors of this nature. Be specific with examples from practice
Week 2- Discuss pharmacodynamics and explain the process of agonist/antagonist, non-specific and nonselective effects, therapeutic index and range.
Week 3-Apply steps of the nursing process to life-span issues to insure safe drug therapy.
Week 4- Discuss the impact of healthcare policy, finance, and regulatory environments related to safe
medication administration
Week 5-Identify and discuss an adverse medication event that occurred at your facility and how you would use Root Cause Analysis to address this type of event.
Week 6- recall and safety alerts by the FDA
Week 7- In this post please discuss how the information from this course has improved or changed your practice. Please use an example from experience. Be sure to include a scholarly source.
Sample Solution
siness organizations can achieve a sustainable competitive advantage by integrating total quality management and business process reengineering. TQM seeks continuous improvements in product/service quality over time, while BPR takes advantage of information and telecommunication technology to achieve dramatic changes in organizational processes that facilitate performance improvements. While the two management approaches both seek to enhance performance and quality, they are often perceived as complete opposites because of their dissimilar pace, time requirements and change initiativesâ (Lee and Asllani 409). Lee and Asllani however, argue that the two philosophies and approach to management control the course of the business âhave many similarities and can be combined to form the âendless quality improvementâ management approachâ (Lee and Asllani 409). Similarities between reengineering and TQM out number differences, both; are initiated by senior management, focus on enhanced quality, seek the contribution of all employees, are team oriented, allows the blurring of pre-existing departmental boundaries, and both requires full management commitment. However there are some differences between these concepts. âQuality programs work within the frame work of a companyâs existing processes and seek to enhance them by means of what the Japanese cal Kaizen, or continuous incremental improvementâ (Hammer and Champy 52). The idea here is to do what you already do, however only do it better. With QTM the process is never truly completed, whereas with BPR the process can be quickly called completed. Also with QTM the process is evolutionary and utilizes a democratic management style, however with BPR more measurable results>
siness organizations can achieve a sustainable competitive advantage by integrating total quality management and business process reengineering. TQM seeks continuous improvements in product/service quality over time, while BPR takes advantage of information and telecommunication technology to achieve dramatic changes in organizational processes that facilitate performance improvements. While the two management approaches both seek to enhance performance and quality, they are often perceived as complete opposites because of their dissimilar pace, time requirements and change initiativesâ (Lee and Asllani 409). Lee and Asllani however, argue that the two philosophies and approach to management control the course of the business âhave many similarities and can be combined to form the âendless quality improvementâ management approachâ (Lee and Asllani 409). Similarities between reengineering and TQM out number differences, both; are initiated by senior management, focus on enhanced quality, seek the contribution of all employees, are team oriented, allows the blurring of pre-existing departmental boundaries, and both requires full management commitment. However there are some differences between these concepts. âQuality programs work within the frame work of a companyâs existing processes and seek to enhance them by means of what the Japanese cal Kaizen, or continuous incremental improvementâ (Hammer and Champy 52). The idea here is to do what you already do, however only do it better. With QTM the process is never truly completed, whereas with BPR the process can be quickly called completed. Also with QTM the process is evolutionary and utilizes a democratic management style, however with BPR more measurable results>
