Organizational Analysis
Organizational Analysis
Michelle Crawford
University of Phoenix
Nursing Leadership and Management
NUR 587
Dr. Marie Holley
January 24, 2011
Organizational Analysis Nurses focus on providing the best quality of care to patients. To have the ability to provide the best quality of care to patients, nurses need a work environment that values and respects nurses, and provides resources for nurses to provide quality care to patients. “A magnet hospital is stated to be one where nursing delivers excellent patient outcomes, where nurses have a high level of job satisfaction, and where there is a low staff nurse turnover rate and appropriate grievance resolution” (Center for Nursing Advocacy, 2008, p. 1). Requirements for obtaining magnet status are stringent. Obtaining magnet status is a long and arduous road, which requires a firm commitment by the organization. This paper will provide a thorough analysis of the organizational and managerial structure of Summerlin Hospital in Las Vegas, Nevada, using the 14 forces of magnetism outlined by the ANCC, in an effort to determine if, in fact it is worthy of the magnet status. Summerlin hospital is a member of the Valley Health System, which also includes four other sister hospitals in Las Vegas, and Valley Health System is a subsidiary of Universal Health Services one of the largest health care management companies in the nation. Summerlin hospital sits on the most western border in the Las Vegas valley, serving the master-planned community of Summerlin. The hospital just completed an expansion that includes six floors, 173 additional patient rooms, bringing the total to 454 private patient rooms. Summerlin hospital sits on a 40-acre campus, along with three medical office buildings. Summerlin hospital was originally constructed in 1997, with 200 plus patient rooms. The hospital has added services over the years such as a Pediatric emergency room in 2005, and a level three NICU in 2007,
Michelle Crawford
University of Phoenix
Nursing Leadership and Management
NUR 587
Dr. Marie Holley
January 24, 2011
Organizational Analysis Nurses focus on providing the best quality of care to patients. To have the ability to provide the best quality of care to patients, nurses need a work environment that values and respects nurses, and provides resources for nurses to provide quality care to patients. “A magnet hospital is stated to be one where nursing delivers excellent patient outcomes, where nurses have a high level of job satisfaction, and where there is a low staff nurse turnover rate and appropriate grievance resolution” (Center for Nursing Advocacy, 2008, p. 1). Requirements for obtaining magnet status are stringent. Obtaining magnet status is a long and arduous road, which requires a firm commitment by the organization. This paper will provide a thorough analysis of the organizational and managerial structure of Summerlin Hospital in Las Vegas, Nevada, using the 14 forces of magnetism outlined by the ANCC, in an effort to determine if, in fact it is worthy of the magnet status. Summerlin hospital is a member of the Valley Health System, which also includes four other sister hospitals in Las Vegas, and Valley Health System is a subsidiary of Universal Health Services one of the largest health care management companies in the nation. Summerlin hospital sits on the most western border in the Las Vegas valley, serving the master-planned community of Summerlin. The hospital just completed an expansion that includes six floors, 173 additional patient rooms, bringing the total to 454 private patient rooms. Summerlin hospital sits on a 40-acre campus, along with three medical office buildings. Summerlin hospital was originally constructed in 1997, with 200 plus patient rooms. The hospital has added services over the years such as a Pediatric emergency room in 2005, and a level three NICU in 2007,
References: Burket, T., Felmlee, M., Greider, P., Hippensteel, D., Rohrer, E., & Shay, M.. (2010). Clinical Ladder Program Evolution: Journey from Novice to Expert to Enhancing Outcomes. The Journal of Continuing Education in Nursing, 41(8), 369-74. Retrieved January 21, 2011, from ProQuest Nursing & Allied Health Source. (Document ID: 2099012711). Broom, C., & Tilbury, M. (2007). Magnet status: a journey, not a destination. Journal of Nursing Care Quality, 22(2), 113-118. Retrieved from EBSCOhost Center for Nursing Advocacy (2008). What is Magnet Status and How’s That Whole Thing Going? http://www.nursingadvocacy.org/faq/magnet.html Paterniti, T., (2006). The Successful Nurse Preceptor. Pulse. http://www.hypnosisdfw.com/PULSE0506.pdf