A Test of Using Organizational Development to Change Organizational Design on Nursing Units

2.50
Hdl Handle:
http://hdl.handle.net/10755/166356
Category:
Abstract
Type:
Presentation
Title:
A Test of Using Organizational Development to Change Organizational Design on Nursing Units
Author(s):
Alexander, Judith
Author Details:
Judith Alexander, PhD, Associate Professor, University of South Carolina College of Nursing, Columbia, South Carolina, USA, email: judy.alexander@sc.edu
Abstract:
This study evaluated the use of organizational development (OD) strategies on acute care nursing units. OD is the effort of applying behavioral science to the planned creation and reinforcement of organizational strategies, structures, and processes for improving organizational effectiveness. Organizational literature states the appropriate technostructural fit is imperative to the effectiveness of work units. In other words, the acts that nurses on a unit use to change the status of individuals from patients to discharged persons must match the hierarchical relationships among the nursing personnel. Thus in this study, technostructural fit was assessed on 21 nursing units in a 495 bed private general hospital. On four units with misfits (emergency department, labor/delivery/recovery, general medicine, and acute adult psychiatry), OD strategies were implemented over six months to change structural dimensions of vertical participation, horizontal participation, and formalization. These interventions included improved mechanisms for communication, technigues to empower staff, and establishment of rules and procedures. A reassessment of the technostructural fit four to six months later showed limited changes on the intervention units. Lessons learned from the organizational development process include the importance of management support; the possible need for adjustment of the time frame for the assessment, intervention, and reassessment; and the imperative that the researcher be involved with, or at least informed about, organizational decision making.
Repository Posting Date:
27-Oct-2011
Date of Publication:
27-Oct-2011
Conference Date:
Feb 29 - Mar 2, 1996
Conference Host:
Southern Nursing Research Society
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.titleA Test of Using Organizational Development to Change Organizational Design on Nursing Unitsen_GB
dc.contributor.authorAlexander, Judithen_US
dc.author.detailsJudith Alexander, PhD, Associate Professor, University of South Carolina College of Nursing, Columbia, South Carolina, USA, email: judy.alexander@sc.eduen_US
dc.identifier.urihttp://hdl.handle.net/10755/166356-
dc.description.abstractThis study evaluated the use of organizational development (OD) strategies on acute care nursing units. OD is the effort of applying behavioral science to the planned creation and reinforcement of organizational strategies, structures, and processes for improving organizational effectiveness. Organizational literature states the appropriate technostructural fit is imperative to the effectiveness of work units. In other words, the acts that nurses on a unit use to change the status of individuals from patients to discharged persons must match the hierarchical relationships among the nursing personnel. Thus in this study, technostructural fit was assessed on 21 nursing units in a 495 bed private general hospital. On four units with misfits (emergency department, labor/delivery/recovery, general medicine, and acute adult psychiatry), OD strategies were implemented over six months to change structural dimensions of vertical participation, horizontal participation, and formalization. These interventions included improved mechanisms for communication, technigues to empower staff, and establishment of rules and procedures. A reassessment of the technostructural fit four to six months later showed limited changes on the intervention units. Lessons learned from the organizational development process include the importance of management support; the possible need for adjustment of the time frame for the assessment, intervention, and reassessment; and the imperative that the researcher be involved with, or at least informed about, organizational decision making.en_GB
dc.date.available2011-10-27T14:45:33Z-
dc.date.issued2011-10-27en_GB
dc.date.accessioned2011-10-27T14:45:33Z-
dc.conference.dateFeb 29 - Mar 2, 1996en_US
dc.conference.hostSouthern Nursing Research Societyen_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.-
All Items in this repository are protected by copyright, with all rights reserved, unless otherwise indicated.