week_6_NR534.docx NR534 Planned Change: Leadership of Reduction in Workforce Chamberla

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week_6_NR534.docx NR534 Planned Change: Leadership of Reduction in Workforce Chamberlain College of Nursing NR534:Healthcare Systems Management Approach to the Organizational Mandate Organizat... ions must examine their resources to remain financially responsible and remain a competitor in the healthcare field. When doing this analysis it may result in a decision to enforce a reduction in force (RIF). Healthcare is ever changing Roxboro Medical Center is no exempt from the declining market. This has resulted in a decision for a thirty percent decrease in management over six months. In this paper discussed will be the decision making process that resulted in RIF, challenges and conflicts, a review of thereorganization plan, and the anticipated impact these changes may have on Roxboro Medical Center. Reconstructing aRoxboro nursing leadership will not be an easy task, it will have effects on the community, staff, and leadership. Early in the process it is critical to ensure incorporation of the organizations mission and values are considered. Leadership must maintain transparent with communication regarding the changes brought on by the RIF. The implementation of the reduction will result in a reorganization plan, Palazzo, 2015 states it will be important to consider all the stakeholders and ensure they have solid knowledge of the organizations workflow and the needs of staff for the organization. Reduction in Workforce-Deciding The Chief Nursing Officer (CNO) was tasked to review a l. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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