c489 task 1.docx Organizational Systems and Quality Leadership Task 1 Western Governors University Organizational Systems and Quality Leadership Task 1 A.Understanding of Nursing Quality Indicators Nursing qu
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c489 task 1.docx Organizational Systems and Quality Leadership Task 1 Western Governors University Organizational Systems and Quality Leadership Task 1 A.Understanding of Nursing Quality Indicators Nursing quality indicators expose outcomes of care. This includes the structure and process of nursing care. Nursing sensitive indicators show that the years of experience and education level of the staff have a direct impact on patient outcomes. (Sauls,2013) The nursing quality indicators that I noted in the scenario is the use of restraints, the lack of acknowledgement of a pressure ulcer and the lack of respect for dietary requests which directly affect patient satisfaction. The need of restraints should be evaluated every two hours. In this case it does not seem like the restraints are needed. The use of restraints increases a patients chance of having an unfavorable outcome. When the CNA assisted the patient to the restroom and noticed the reddened area on the patient this should have been brought to the RNs attention and further evaluation could have been made. Placing patient back in bed in the exact position he was already in did not change the pressure on the patients pressure points. The patients dietary requests should be respected and treated just as importantly as a medication error. This directly affects patient satisfaction. It also can increase concern that the patient is not receiving the appropriate care if you can not even get the food right. This can dir. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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