2.50
Hdl Handle:
http://hdl.handle.net/10755/153863
Type:
Presentation
Title:
Concurrent evaluation of organizational change: A research model
Abstract:
Concurrent evaluation of organizational change: A research model
Conference Sponsor:Sigma Theta Tau International
Conference Year:1992
Conference Date:August 6 - 8, 1992
Author:Loveridge, Catherine, PhD
P.I. Institution Name:San Diego State University
School of Nursing
Title:Associate Professor
Research Purpose. The purpose of this project was to develop an

evaluation research model to assess the impact of a change in

organizational structure of a nursing department in a large urban

hospital from a traditional bureaucracy to a shared governance

model.



Background. Organizational change is a continuing phenomenon in

today's health care organizations. However, in order to determine

whether the direction of change and the strategies used to effect

change are benefiting the organization, a process of evaluation is

required. It is well known that change occurring in one sector

impacts the operations of other sectors of the organization. For

this reason, managing change required attention at the unit,

department, organization and community levels simultaneously.



The research to be presented describes the collaborative efforts of

a doctorally prepared nurse educator and the nursing administration

of a large urban medical center in evaluating the organizational

structure change to a shared governance model.



Methodology. The research design incorporates Renzulli's Key

Features model of evaluation and Lewin' s theory of change process

to capture the impact of change in the organization. Data included

surveys of staff nurses, nurse managers, physicians, and clients.

Additional data included productivity, turnover and other financial

indicators of organizational effectiveness.



Findings. Results identified the usefulness of the model to

monitor the impact of change in the organization; identified trends

in levels of satisfaction with the new structure; and highlighted

areas requiring additional support and modification.



Repository Posting Date:
26-Oct-2011
Date of Publication:
6-Aug-1992
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleConcurrent evaluation of organizational change: A research modelen_GB
dc.identifier.urihttp://hdl.handle.net/10755/153863-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Concurrent evaluation of organizational change: A research model</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">1992</td></tr><tr class="item-conference-date"><td class="label">Conference Date:</td><td class="value">August 6 - 8, 1992</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Loveridge, Catherine, PhD</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">San Diego State University<br/>School of Nursing</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Associate Professor</td></tr><tr><td colspan="2" class="item-abstract">Research Purpose. The purpose of this project was to develop an<br/><br/>evaluation research model to assess the impact of a change in<br/><br/>organizational structure of a nursing department in a large urban<br/><br/>hospital from a traditional bureaucracy to a shared governance<br/><br/>model.<br/><br/><br/><br/>Background. Organizational change is a continuing phenomenon in<br/><br/>today's health care organizations. However, in order to determine<br/><br/>whether the direction of change and the strategies used to effect<br/><br/>change are benefiting the organization, a process of evaluation is<br/><br/>required. It is well known that change occurring in one sector<br/><br/>impacts the operations of other sectors of the organization. For<br/><br/>this reason, managing change required attention at the unit,<br/><br/>department, organization and community levels simultaneously.<br/><br/><br/><br/>The research to be presented describes the collaborative efforts of<br/><br/>a doctorally prepared nurse educator and the nursing administration<br/><br/>of a large urban medical center in evaluating the organizational<br/><br/>structure change to a shared governance model.<br/><br/><br/><br/>Methodology. The research design incorporates Renzulli's Key<br/><br/>Features model of evaluation and Lewin' s theory of change process<br/><br/>to capture the impact of change in the organization. Data included<br/><br/>surveys of staff nurses, nurse managers, physicians, and clients.<br/><br/>Additional data included productivity, turnover and other financial<br/><br/>indicators of organizational effectiveness.<br/><br/><br/><br/>Findings. Results identified the usefulness of the model to<br/><br/>monitor the impact of change in the organization; identified trends<br/><br/>in levels of satisfaction with the new structure; and highlighted<br/><br/>areas requiring additional support and modification.<br/><br/><br/><br/></td></tr></table>en_GB
dc.date.available2011-10-26T12:34:15Z-
dc.date.issued1992-08-06en_GB
dc.date.accessioned2011-10-26T12:34:15Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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