NUR 6050 ACA Paper
Organizational and Change Theory Paper Rita Mansfield
Walden University
NURS 4021, Section 10, Leadership Competencies in Nursing and Healthcare
September 14, 2014
Organizational and Change Theory Paper
This paper analyzes a change in schedule that occurred in the Cardiac Catheterization Prep and Recovery Observation Unit. The paper addresses how well the change process worked and the effectiveness of the change implementation. The purpose of this paper is to offer suggestions on how to better enact the schedule change to result in a smoother transition to the new procedures to ensure adequate staffing on work days.
Organizational and Change Management The Cardiac Catheterization Prep and Recovery Observation Unit had a staff of two nurses and one certified nursing assistant for each 12-hour shift. The unit opened on Tuesday at 0700 hours and remained open until 1900 hours on Friday to care for extended recovery patients after cardiac catheterization interventions. At the end of June 2014, hospital administrators directed that the unit hours expand to include Monday evening at 1900 hours until 1100 hours on Saturday. Unit admissions would also include patients from the emergency department for up to a 48-hour stay. The intent is for the unit o serve as an alternative to discharge or inpatient admissio This change meant that a small staff of registered nurses and nursing assistants would need to cover additional shifts. The change was implemented on short notice and with no planning, consideration of staff limitations, specifics that define patient acuity levels allowed on the unit, or types of admissions taken on Friday that would still allow the unit to close by 1100 hours on Saturday. Accepting admissions into the observation unit from the emergency department created a situation where the patient health conditions varied considerably. Admissions included orthopedic, medical-surgical, gynecological, and
Walden University
NURS 4021, Section 10, Leadership Competencies in Nursing and Healthcare
September 14, 2014
Organizational and Change Theory Paper
This paper analyzes a change in schedule that occurred in the Cardiac Catheterization Prep and Recovery Observation Unit. The paper addresses how well the change process worked and the effectiveness of the change implementation. The purpose of this paper is to offer suggestions on how to better enact the schedule change to result in a smoother transition to the new procedures to ensure adequate staffing on work days.
Organizational and Change Management The Cardiac Catheterization Prep and Recovery Observation Unit had a staff of two nurses and one certified nursing assistant for each 12-hour shift. The unit opened on Tuesday at 0700 hours and remained open until 1900 hours on Friday to care for extended recovery patients after cardiac catheterization interventions. At the end of June 2014, hospital administrators directed that the unit hours expand to include Monday evening at 1900 hours until 1100 hours on Saturday. Unit admissions would also include patients from the emergency department for up to a 48-hour stay. The intent is for the unit o serve as an alternative to discharge or inpatient admissio This change meant that a small staff of registered nurses and nursing assistants would need to cover additional shifts. The change was implemented on short notice and with no planning, consideration of staff limitations, specifics that define patient acuity levels allowed on the unit, or types of admissions taken on Friday that would still allow the unit to close by 1100 hours on Saturday. Accepting admissions into the observation unit from the emergency department created a situation where the patient health conditions varied considerably. Admissions included orthopedic, medical-surgical, gynecological, and