Nursing Leadership Organization Paper

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Review Chapter 7, “Strategic and Operational Planning”
Chapter 8, “Planned Change”
Review Chapters 7 and 8 in the course text. Focus on the strategies for planning and implementing change in an organization, as well as the roles of nurses, managers, and other health care professionals throughout this process Nursing Leadership organization Paper.
Reflect on a specific change ( I work as an RN in the Emergency Department, please use a changes in the Emergency Department) that has recently occurred in your organization or one in which you have worked previously. What was the catalyst or purpose of the change?
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How did the change affect your job and responsibilities?
Consider the results of the change and whether or not the intended outcomes have been achieved.
Was the change managed skillfully? Why or why not? How might the process have been improved?
Post a summary of a specific change within an organization and describe the impact of this change on your role and responsibilities. Explain the rationale for the change, and whether or not the intended outcomes have been met. Assess the management of the change, and propose suggestions for how the process could have been improved.

Additional references to use:
McAlearney, A., Terris, D., Hardacre, J., Spurgeon, P. Brown, C., Baumgart, A., Nyström, M. (2014). Organizational coherence in health care organizations: Conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Health Care, 23(4), 254–267 doi: 10.1097/QMH.0b013e31828bc37d

Shirey, M. R. (2013). Lewin\’s Theory of Planned Change as a strategic resource. The Journal of Nursing Administration, 43(2), 69–72. doi:10.1097/NNA.0b013e31827f20a9
Retrieved from the Walden Library databases Nursing Leadership organization Paper.
I work as a registered nurse in the emergency department. The specific change in the department is the introduction of a patient and family education forum to educate them on when to use the emergency department. The change was informed by the awareness that the department would routinely handle non-emergency cases. Although the non-emergency cases are not a problem in themselves, the issue arises from knowledge deficits, medical insurance, access to care and lack of resources that all contribute to the problem situation in which the emergency department is inappropriately used. The result is that the department has had to handle a large number of patients who then add to the wait time for the emergency cases that actually need to use the department. In fact, the department records indicate that 20% of the case presented to the emergency department could have been handled by other departments. The same records also show that using the emergency department to handle non-emergency cases increased the wait time for emergency cases by approximately 10 minutes.

The specific change would see emergency nurses providing patients, their family members, and the general public with discharge education about how to make good use of the emergency department and the specific departments from which to seek treatment when faced with different situations. Part of the change would also include creating an information board and information desk that directs patients on the specific department from which to receive treatment when they visit the facility. This means that any non-emergency case that mistakenly gets into the emergency department will not be handled by the department and would instead be directed to the appropriate department to avoid congestion. As such, the change intends to limit the cases handled by the emergency department to emergency cases with the non-emergency cases being handled by other appropriate departments. As a nursing personnel engaged in the department, I am intimately involved in implementing the change. In fact, my responsibilities have increased to now include directing non-emergency cases to the right department where they would get the required treatment. Having been applied over the last six months and is still being applied, the change has achieved the desired objective by reporting that 100% of the cases handled by the emergency department in the last 1 month have all been emergency cases Nursing Leadership organization Paper.

As earlier indicated, the change has been applied for six months and it has achieved the intended objective in terms of ensuring that the emergency department does not handle any non-emergency cases so that the wait time is significantly reduced. Given these results, it is clear that the change has been effectively managed to focus on the problem areas. Despite having achieved the desired objective in terms of ensuring that only emergency cases are handled in the emergency department, the change management can still be improved. The change would entail applying the change in other departments within the facility so that they only handle cases within their mandate and refer the cases outside their mandate to the appropriate departments. This approach would similarly reduce the wait times in other departments while reducing the pressure brought about by the change on emergency personnel in the emergency department since the personnel in other departments would take on some of the pressure for implementing the change (Marquis & Huston, 2017). Besides that, the facility should reinforce the change by collecting and analyzing feedback from the change, diagnosing gaps from resistance and managing the resistance and implementing corrective action even as success is celebrated. This improvement is based on the acknowledgment that although change may have achieved the intended outcome, which does not imply that it received universal support from the stakeholders (McAlearney et al., 2014).

References

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

McAlearney, A., Terris, D., Hardacre, J., Spurgeon, P. Brown, C., Baumgart, A. & Nyström, M. (2014). Organizational coherence in health care organizations: conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Health Care, 23(4), 254–267. doi: 10.1097/QMH.0b013e31828bc37d Nursing Leadership organization Paper.

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