Susan, a nursing supervisor on the oncology floor has just been informed her unit is closing and merging with a medical surgical unit due to low census. She has been two weeks to prepare an argument discussing rationale for unit closing, a plan of action and the nursing philosophy of management in making this decision. The Chief of Nursing’s rationale for closing the unit is based on budget cuts and continuous low census. The oncology unit census has been below fifty percent capacity. This unit is not cost effective considering, staff salaries and operational functioning (electricity) is still being taken from budget. The medical surgical supervisor is gaining additional staff coverage. With the assistance of Susan’s management techniques,
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Susan’s unit currently has a high morale, making it is important how she handles the transition. Susan should meet with medical surgical supervisor and provide updates from her meeting with oncology staff. This is an attempt to improve patient care which must include communication and collaboration among all members involved. Upper management had a nursing philosophy in mind prior to finalizing decision to close and merge units. Ideally the merging of units will help restore patients to the best of health holistically. It is an effort to use each member of the nursing team to their fullest potential. However, in order to be effective this nursing philosophy must be visual for all team members (Marquis& Huston, 2015). In conclusion, I worked in a small hospital for 10 years, my coworkers were extended family. My hospital unit was closed with only 60 days’ notice to nursing floor staff. Our nurse supervisor left abruptly with animosity. The only representative from upper management came in the form of human resources offering jobs within the healthcare system. Nurses from other floors heard our unit was closing and came to collect items such as chairs, phones, file cabinets, etc. It felt like a flea market with people swooping in for the best deals. It’s been six years, and with somethings in life I don’t think you ever truly recover, you
Susan’s unit currently has a high morale, making it is important how she handles the transition. Susan should meet with medical surgical supervisor and provide updates from her meeting with oncology staff. This is an attempt to improve patient care which must include communication and collaboration among all members involved. Upper management had a nursing philosophy in mind prior to finalizing decision to close and merge units. Ideally the merging of units will help restore patients to the best of health holistically. It is an effort to use each member of the nursing team to their fullest potential. However, in order to be effective this nursing philosophy must be visual for all team members (Marquis& Huston, 2015). In conclusion, I worked in a small hospital for 10 years, my coworkers were extended family. My hospital unit was closed with only 60 days’ notice to nursing floor staff. Our nurse supervisor left abruptly with animosity. The only representative from upper management came in the form of human resources offering jobs within the healthcare system. Nurses from other floors heard our unit was closing and came to collect items such as chairs, phones, file cabinets, etc. It felt like a flea market with people swooping in for the best deals. It’s been six years, and with somethings in life I don’t think you ever truly recover, you