NU211 - Intro To Clinical Practice Care Plan Template ✓ Solved

NU211- Intro to Clinical Practice Care Plan Template

Case Study: Hypothermia.

The patient is a 82-year old white female who was brought in to the hospital by the EMS on 1/18/2020. By report, the patient has a history diagnosis of hypertension, and COPD; the patient was brought in due to a fall at home in her garage, found by a friend.

Her friend contacted the police, and the patient was brought in to Froedtert South (Kenosha Medical Center). The admitting vital signs revealed her blood pressure to be 150/90 mmHg, Pulse 45, oxygen saturation 95%, and temperature of 90.1 degrees F. The patient was not oriented, unable to recall incident due to loss of consciousness. Upon body assessment, the patient was noted with multiple bruises and swelling on the left arms and a bruise on the right ankle. Also redness was noted on the sacrum area.

Mayo Clinic describes hypothermia as a medical emergency that occurs when the body loses heat faster than it can produce heat causing a dangerously low body temperature. The desirable body temperature is 98.6; when the body falls below 95 F is considered hypothermia. Most common manifestations of hypothermia include shivering, slurred speech or mumbling, slow, shallow breathing, weak pulse, lack of coordination, drowsiness or deficient energy, confusion or memory loss, loss of consciousness, and bright red, cold skin (Mayo Clinic, 2018).

According to the Mayo Clinic, there are specific conditions that lead to hypothermia: Staying out in the cold too long, or being unable to get out of wet clothes or move to a warm, dry location.

As Dr. William H. Blahd, Jr and Dr. Adam Husney discuss in the website Michigan Medicine University of Michigan medical treatment for hypothermia depends on the severity of the hypothermia. Treatment of mild hypothermia includes getting out of the cold or wet environment, using warm blankets, heaters, and hot water bottles. If someone suffers from moderate to severe hypothermia, the treatment has to be done in a hospital setting, where doctors can use special techniques to warm the core body temperature.

The patient has a history of COPD, anemia, hypertension and back pain. She was treated for hypothermia, productive cough, and failure to thrive. The patient does not have a history of any surgeries. The patient is currently taking the following prescribed medication: Metoprolol, Losartan, Tramadol as needed for pain, Oxygen 2L as required, Hydralazine 10 mg IV push and a continuous Normal Saline IV. Patient is currently NPO, with NG tube on.

Standing orders to hold beta-blocker if heart rate is below 60. The primary goal was to raise the body temperature to the normal range. Wet clothes were removed from the patient’s body and replaced with a dry hospital gown; Oxygen 2L provided for comfort, an IV line initiated to replenish her body fluids with normal saline. A urine catheter was initiated to remove any remaining urine in the bladder and also to check her temperature. Cardiac monitoring was initiated.

During the assessment, the patient was oriented x 2. The patient remained mostly in bed with her eyes closed but responsive when called. Pupil equal round reactive to light, and accommodates intact. The patient does not require hearing aids. Handgrips equal strength weak, and foot pushes strength is equal.

Smell intact and eye movement intact. On a scale of 0 to 10, the patient reported three pains at the moment. Mucous membrane noted to be dry, radial and pedal pulses present. Carotid pulses are palpable. Capillary refill

When reviewing the chart, no allergies were listed. VS: BP: 146/90 mmHg, Pulse 70, Temperature of 98.4 degrees F, room air O2 SAT 95%. A blood test conducted with the following results: carbon dioxide 23, chloride 115, creatinine 1.32, glucose 95, HCT 30.7%, Hgb 9.9, Wbc 7.6, platelets 165, potassium 3.4, sodium 144, BUN 19, calcium 7.5, BUN/CREATININE 14.4. The doctor ordered diagnostic tests: Chest X-ray due to productive cough that was negative for pneumonia. CT scans of the brain, no internal hemorrhage.

The patient has not been able to get off the tube feeding and continues to be NPO. The patient still has a nursing diagnosis of failure to thrive. According to the primary nurse, there has been a referral put in place for Hospice evaluation and treatment, and the consent form is pending to be signed by POA.

Paper For Above Instructions

Talent management is an integral approach to ensure that organizations maintain a competitive advantage in the dynamic business environment of the 21st century. In today's globalized market, human capital is often a company's most valuable asset. Therefore, companies that actively manage talent not only cultivate a more competent workforce but also enhance overall productivity (Collings & Mellahi, 2009). By implementing strategic talent management practices, organizations can align their workforce's skills with business strategies, fostering capacity for innovation and sustainability.

However, some companies do not view talent management and workforce development as essential components. Reasons for this gap may include short-term focus on profits over long-term growth or the belief that talent management is an uphill task, requiring significant resources (Cappelli, 2008). Furthermore, a lack of awareness about the benefits of talent management may lead organizations to overlook the importance of creating a robust workforce development initiative.

Human resource professionals often face multiple obstacles when developing a talent management system. One primary challenge is the difficulty in identifying skill gaps that are critical to the organization's success (Lewis & Heckman, 2006). Additionally, inconsistent management support and inadequate resources can stymie efforts to develop a cohesive talent management strategy. Furthermore, organizations must navigate compliance with regulations while also creating a culture that supports talent growth (Cascio & Boudreau, 2016).

A robust talent management system should encompass various components, including recruitment, training, performance management, and succession planning. For example, in my previous workplace, we employed a competency-based approach that identified specific skills and behaviors necessary for success in each role (Mone & London, 2018). To customize this system to fit organizational needs, it is vital to conduct job analyses to tailor development programs to address the identified competencies required for each position.

In assessing the major talent gaps in organizations such as my previous company, a recurrent theme was a lack of leadership skills among middle management. These gaps can inhibit a company's growth and jeopardize its operational efficiency (Fitz-enz, 2009). Addressing these gaps requires targeted developmental programs, mentorship opportunities, and pathways for upper-level management to enhance their skills.

Competencies are an essential part of a talent management system because they shape the standards for performance and guide employee development (Meyer & Rethorn, 2001). By defining competencies, organizations can align performance expectations with business objectives. This clarity helps employees understand their roles while also supporting career advancement.

Best practices for developing competencies for managers include conducting regular competency assessments and involving employees in the development process (Armstrong, 2006). Additionally, providing ongoing feedback and creating a supportive environment for skill enhancement are vital to the successful implementation of competency models.

In summary, talent management is not just an option; it is a necessity for modern businesses aiming for sustained success. Organizations that prioritize workforce development and effectively address talent gaps will be better positioned to navigate the challenges of the 21st century.

References

• Armstrong, M. (2006). A Handbook of Human Resource Management Practice. Kogan Page.
• Cappelli, P. (2008). Talent Management for the Twenty-First Century. Harvard Business Review.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competitiveness: A Talent Management Perspective. Organizational Dynamics.
• Collings, D. G., & Mellahi, K. (2009). Strategic Talent Management: A Review and Research Agenda. Human Resource Management Review.
• Fitz-enz, J. (2009). The New HR Analytics: Predicting the Economic Value of Your Company’s Human Capital Investments. AMACOM.
• Lewis, R. E., & Heckman, R. J. (2006). Talent Management: A Critical Review. Human Resource Management Review.
• Meyer, J. P., & Rethorn, S. C. (2001). The Role of Competencies in Competency-Based Learning. Journal of Workplace Learning.
• Mone, E. M., & London, M. (2018). Employee Engagement Through Effective Performance Management: A Practical Guide for Managers. Routledge.
• Woods, S. A., & Sofat, S. (2014). Talent Management: A Critical Review and Future Directions. Journal of Managerial Psychology.
• Tax, M., & Grosse, D. (2020). The Influence of Employee Training on Employee Performance: Evidence from the HR Strategy. International Journal of Training and Development.