Closed-System Perspective

Leadership is encountered in every occupation and in everyday life. In nursing, leadership is not only prevalent; it is crucial to patient care and employee satisfaction. The nurse leader that was interviewed was a nurse at the Newport Hospital in Newport, Washington. This is a small hospital in a rural community. She is a charge nurse in the acute care unit, as well as in charge of leading infection control in the hospital. With these roles comes a lot of responsibility, and tasks that must be completed in a timely manner to create a workflow for the rest of the staff. There is a lot of juggling and balancing everything that is included in all of those positions.

Information obtained for this project included researching hospital scores from the Centers for Medicare & Medicaid Services (CMS) hospital consumer assessment of healthcare providers and systems (HCAHPS), The Leapfrog Group, American Hospital Directory, an interview with the Vice President/Chief Nursing Officer (VP/CNO) of the facility, a letter from the President/Chief Administrative Officer (CAO) from the facility, Covenant Health websites, Open Gov website, the Joint Commission website, national practice standards, as well as personal knowledge gained while working in the facility.

The four major components of nursing leadership are decision-making ability, influencing and directing others, facilitating process and relationship building (Paul, Day, & Williams, 2016).Very closely associated with leadership is the concept of management and though many people use the two terms interchangeably, it’s very important to know that leading is one of the key functions of management; the others are planning, organizing and controlling activities to pursue

Nursing shortage is one of the most prominent issue healthcare faces in todays’ world. According to Bureau of Statistic, the projected increased of registered nurse employments by year 2018 is estimated to grow more than five hundred thousands of new registered nurses positions and about an increase in size in workforce by 22 percent (Carol Huston, 2014, p. 71). Nursing shortage arises when organizations want more nursing personnel in the workforce at the current market than they can get. Supply and demands aspects of increasing numbers of populations are driving the shortage as well. The demands means the amounts of high quality of care driven by the registered nurse in there positions that the organizations willing to attain at the given value. Moreover, the supply is the amount of good services nurses provides in their care. Registered nurses are growing at a minimum rate; however, large numbers of nurses are anticipated to retire soon.

Instability with nurse staffing is costly and not only the financial aspect of it, unstable nurse staffing and turnover can result in inadequate care, decrease productivity, and cause poor work environment, and cause additional turnover. Studies have shown that hospitals with lower nursing turnover rates have lower risk-adjusted mortality and lower lengths of stay (Minority Nurse, 2013). There are multiple recruitment initiatives that healthcare organizations can be instituted to assist in reversing the nursing shortage. External initiatives might consist of offering referral bonuses, working collaboratively with nursing schools as primary clinical site rotations, hiring new graduate nurses, establishing residency programs, targeting more males for the field, and having clinical nurses visit high schools to increase students' interest in the health care field are ways to combat the shortage of nurses.

After listening to Mr. Whitney, I was nervous about my professional future, considering I work in healthcare. However, after I got home and actually thought about what he said, I realize that the changes in healthcare are leading the shift towards disruptive innovation. However, disruption is necessary to get the necessary changes and improvement our healthcare system so desperately needs (M. Whitney, personal communication, May 21, 2016).

“Changing service means adjusting the structure needed to support that service" (Porter-O'grady & Malloch, 2016, pg. 322). When considering a change it is imperative that interprofessional teamwork be involved, this element underpins the change towards value-based care that will be the behavior change (Porter-O'grady & Malloch, 2016). This is the kind of change that will be looked at differently because of the new information in this chapter. Changing the current structure from traditional compartmentalization, that our institution seems to operates in to a complex adaptive system is needed. Complex adaptive systems are not vertically based, but allow staff members across the continuum to make contributions. I would change to this structure because this structure is research based in the sciences. Human

To empower the nursing staff about changes that are paramount to the success of patient care, they need to be informed about the prospective benefits of the implementation. It is difficult for one to be committed to a change when the goals of the new system has not been disclosed. Bowers (2011), in his article about managing change by

Today’s health care organizations are complex, interrelated systems that must adapt to changing societal demands while working with an increasing need for cost containment. A shift from the antiquated linear model to a patient-centered, holistic approach is vital to address the complicated requirements. Advanced practice nurses with an understanding of organizational analysis and leadership are crucial to this conversion. The first step of this process is an assessment of the organization’s current climate. The purpose of this paper is to present an organizational analysis of an outpatient health care facility by examining the organization’s culture, readiness for change and by utilizing concepts recommended by Collins as the framework for evaluation.

This paper discusses in ways of changing management in relation to patient care, drawing attention to the unintended consequences of pursuing patient care without effective change management. Such as defining what is change management, what are the different roles between managers and leaders, and how change is implemented and self-sustaining.

The impact of nursing theories continues to provide a framework for guidance for patient centered care. Nurses continue to use these theories to provide beneficial knowledge in advancing their profession. Kearney-Nunnery (2012) describes the function of the conceptual model as a reference point and has been used to supply information to nursing scholars. One of these scholars that uses this model is Betty Neuman with the development of Neuman’s Systems Model. Neuman’s Systems Model refers to the individual, family, group and community as the client system and how they react when confronted with stress (Kearney-Nunnery, 2012). The purpose of this paper is to provide an understanding into to Neuman’s Systems Model, how it can improve patient care, and how it is used in nursing practices.

Every day we experience change in some form or another. Change is a constant in our lives. The fast-paced nature of change is often linked to technology and innovation (Dawson & Andriopoulos, 2014). The goal within healthcare is for leaders to use technology and innovation in a way that allows for efficient and successful production and management of positive change.

In the early 1980s there was a significant nursing shortage and high turnover at hospitals. Research by the American Academy of Nursing recognized forty-one hospitals that attracted nurses to work at their location because of their more collaborative and supportive work environments. These hospitals were more effective with filling nursing job vacancies compared with similar hospitals. The American Nurse’s Credentialing Center (ANCC), an organization of American Nurses Association developed a voluntary recognition program to formally credential Magnet hospitals, and the first Magnet hospital was credentialed in 1994 (Kelly, 2011). ANCC review certain criteria that are design to measure the quality and strength of nursing practice at the hospital. Nurses who work at these Magnet hospitals have higher job satisfaction and reports that they have better communication between the nurses and other healthcare team. Most importantly, Magnet hospitals have high quality nursing care, better patient outcomes, and high patient satisfaction.

Organizational change is about constructing modifications to the organization's culture, structure, purpose, and processes in response to seen or projected changes in the environs. Strategic management of change is entirely about ascertaining and ingraining in the corporation those moves that will ensure the long-term survival of the institute. Therefore, how do we as individuals think about evolution? This paper aims to identify the problem of insufficient oncology nurse navigators and patient dissatisfaction in the oncology outpatient clinic where I am currently employed. Furthermore, I plan to foster a proposed change that will improve patient satisfaction, patient care and strengthen the way the

Prior to adapting a nursing care delivery system, a healthcare organization would need to consider the fallowing factors, e.g., the type of health care setting, the organizational structure and resources, management staffing, supplies, physical layout, and the patients’ needs. However, no nursing care delivery system is written on stone. Thus, at any given time, a hospital can modify or adapt a new care model to align care in response to patient needs.