How It Benefit Your Bottom Line
University of Connecticut
Management of Long Term Health Care Organizations
Professor: Brandon Munson
This paper will discuss the culture change in long term care industry focused on nursing homes in America. Also, the methodologies of culture change will also be addressed. In the end, what culture change will benefit the nursing homes and how it helps managers to manage their bottom lines. A case study on a real nursing home was analyzed in this paper.
Nursing Home Culture Change:
How It Benefit Your Bottom Line
In the United States, nursing homes play vital role in delivering long term care (LTC) to people in an effective manner. However, the needs and requirements of LTC are quickly changing; hence nursing home chains need to update their operational style so as to better meet the emerging needs of the patient care. The last few decades witnessed the emergence of a number of patient care models which intended to transform the organizational culture of nursing home care across the United States. The culture change is usually taken place through radical innovation over several years. The major culture change models developed over the years include Wellspring, Service House, Eden Alternative, and Regenerative Community. According to Grant (2008), these culture change models share the common goal of focusing more on ‘person-centered’ or ‘resident-directed’ care and developing new operational practices that would transform nursing home environments from an institution to home. This paper will discuss the business case for implementing nursing home culture change with particular focus given to for-profit organizations. An Overview of the Nursing Home Culture Change
The culture change movement emerged in some isolated sectors of the nursing home industry during the late 1980s. At the initial stages, this movement was promoted by a variety of independent organizations. This initiative gained formal status in 2000 with the formation of the Pioneer Network and since then, the culture change movement has gradually grown in the US. The state culture change coalitions taken place in US in the recent years have greatly contributed to this movement. According to the authors like Grant (2003) that the level of feasibility of a culture change (CC) in the nursing home industry depends on some contextual factors such as leadership or organizational resources. In the view of the author, one of the major challenges associated with the culture change is that there is no common definition to describe the CC process and therefore there is limited consensus regarding the implementation of CC. Grant (2003) continues that the CC process takes place through four distinct phases of organizational change and development, including institutional model, transformational model, neighborhood model, and household model. Institutional model is a conventional medical model characterized with the absence of permanent staff assignment. Under this model, the organizational structure is hierarchical and hence neither residents nor staff is focused. The transformational model is the initial phase of culture change execution and it begins when the CC knowledge and awareness spreads among the leadership team and the direct care workers. During this stage, most of the organizations tend to employ permanent staff and to add minimalist changes to the physical environment so as to make it less institutional. The neighborhood model entirely restructures the traditional nursing style and introduces a resident-centered dining. In addition, the ‘neighborhood coordinator’ role is created during this stage. According to Grant (2003), the household model represents “self-contained living areas with 25 or fewer residents who have their own full kitchen, living room and dining room”. In this model, staff duties are allocated to cross functional or self-led...