The three hospital in the city of Manfred merged into one large health center two years ago under the direction of CEO Kevin Smith. There was much resistance to the amalgamation and to the new organizational structure of program management. However, the change completed on schedule Mark Parker was pleased to be appointed manager of two units called the chronic care unit and the rehabilitation unit. Staff on these two new units came each of the three previous sites. On these units, Mark introduced primary care nursing as a new approach to providing client care from the previous model of total patient care. There were only a few staff members who were reluctant to abandon a total patient care approach to client care. At the present time each of the chronic care and the rehabilitation units haves their own dedicated nurses, physiotherapists, social workers, and pharmacy staff but Mark plans to eventually have them cross-trained to work in both units. Elizabeth Hughes is the program director of medical services, and Mark’s immediate administrator. She recently approached Mark with the idea of converting four of the unused beds on the 66 bed chronic care unit to establish a small palliative care unit. Elizabeth has already gained the support of her boss, Danielle Byers, the vice president of patient services, who in turn has received endorsement for the project from the rest of the administrative team.
Using a change theory to guide your thinking, describe the steps and the strategies that Mark should take in planning the change related to cross-training staff to both units. Hint: what organizational and interpersonal resources could he use to promote this change.
This question belongs to nursing and discusses about three hospitals in the city of Manfred merged into one large health centre.
Word count: 174
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