The theories of Bureaucratic Caring and Complex Adaptive provides an awareness of the many challenges nurses faces while attempting to support human caring within the organizational structure. Care as a result of the many difficulties can be threatening and complicated when change is a possible factor, and thus, can lead to many inappropriate behaviors due to the many constraints placed by society. However, the question remains whether such care either formal or structural has an impact on the Magnet Journey of nursing as it relates to the quality of care implemented. The Bureaucratic Caring Theory involves a formal and structural process that is practice by nurses within the organization. The theory was first introduced by Marilyn Ray and
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In an article published by Burns (2001) the universe provides an interconnectedness between all of it contingents of which unpredictable behavior is produced. Caring according to Burns (2001) represent a whole and a part of the complexity of the organization of the hospital according to this system. Leadership within a complex adaptive system offers opportunities within a chaos environment that focus less on the prediction and control with emphases placed more on the fostering of relationships that allow for the complex adaptive system to expand itself. According to Burns (2001)within the theory of complex adaptive change is driven by regulatory and statutory initiatives, employer mandates, customer expectation, and financial pressure which serve as a dominant part of the leader’s agenda. It was further implied by Burns (2001) that the healthcare leader becomes frustrated within the chaos of their environment thus leading to a frustrating environment. Dominant caring existed within each unit. The primary focus of the complex adaptive theory as stated by Burns (2001) was to seek how order emerges from the complexity of the organization structural while attempting to utilize a nonlinear approach to caring. Chaos according to Burns (2001) often time called the balance point never fits and often time is overlooked and succumbed to the woes of the status quo, or simply give in to it constituents. Structure within a …show more content…
Bureaucracy according to Urrabazo (2006) is the foundation seen with many hospital that is governed by policies and procedures. The Cultures of an organization influences the identity of one’s culture. The roles of management serves as the building blocks of the organization of which trustworthiness is established in both directions up or down in support of empowerment. Cultures identity results from power, roles, task and the person. Nurses within the magnet structure are more positively motivated within their profession with improvement in patient care, low turnover rates with fewer vacancies seen. The bureaucratic caring model serves as a high motivation to such practice as opposed to the complex adaptive model. However, both theory provides a strong support to the magnet journey with the Bureaucratic seen as the more influential of the two. Leader’s qualities and principals can direct change in an ever changing environment and promote healthcare economic that is considered at the national level within the healthcare organization. The attitudes, values and behaviors of an institution begin with its leadership (Urrabazo,
In an article published by Burns (2001) the universe provides an interconnectedness between all of it contingents of which unpredictable behavior is produced. Caring according to Burns (2001) represent a whole and a part of the complexity of the organization of the hospital according to this system. Leadership within a complex adaptive system offers opportunities within a chaos environment that focus less on the prediction and control with emphases placed more on the fostering of relationships that allow for the complex adaptive system to expand itself. According to Burns (2001)within the theory of complex adaptive change is driven by regulatory and statutory initiatives, employer mandates, customer expectation, and financial pressure which serve as a dominant part of the leader’s agenda. It was further implied by Burns (2001) that the healthcare leader becomes frustrated within the chaos of their environment thus leading to a frustrating environment. Dominant caring existed within each unit. The primary focus of the complex adaptive theory as stated by Burns (2001) was to seek how order emerges from the complexity of the organization structural while attempting to utilize a nonlinear approach to caring. Chaos according to Burns (2001) often time called the balance point never fits and often time is overlooked and succumbed to the woes of the status quo, or simply give in to it constituents. Structure within a …show more content…
Bureaucracy according to Urrabazo (2006) is the foundation seen with many hospital that is governed by policies and procedures. The Cultures of an organization influences the identity of one’s culture. The roles of management serves as the building blocks of the organization of which trustworthiness is established in both directions up or down in support of empowerment. Cultures identity results from power, roles, task and the person. Nurses within the magnet structure are more positively motivated within their profession with improvement in patient care, low turnover rates with fewer vacancies seen. The bureaucratic caring model serves as a high motivation to such practice as opposed to the complex adaptive model. However, both theory provides a strong support to the magnet journey with the Bureaucratic seen as the more influential of the two. Leader’s qualities and principals can direct change in an ever changing environment and promote healthcare economic that is considered at the national level within the healthcare organization. The attitudes, values and behaviors of an institution begin with its leadership (Urrabazo,