99%(99)98 out of 99 people found this document helpful
This preview shows page 1 - 4 out of 9 pages.
1SYSTEMS THEORYSystems TheoryRebecca SchraderWalden UniversityNURS 6053N, Section 28 Interprofessional Organizational and Systems LeadershipJune 11, 2017
2SYSTEMS THEORYSystems Theory Systems-based practice can be thought as an analytic tool, as well as a way of viewing the world, both of which can make Caregiving and change efforts more successful (Johnson, Miller, & Horowitz, 2008). Bertalanffy, the founder of the scientific, mathematical “Theory of Systems,” defined a system as a set of interacting, interrelated, or interdependent elements that work together in a particular environment to perform the functions that are required to achieve the system’s aim (Johnson, Miller, & Horowitz, 2008). Systems can be continuously improved, but one must consider how its products are created, why they are created, and how they can be improved (Johnson, Miller, & Horowitz, 2008). The purpose of this paper is to identify a problem within a health care organization, description of inputs, throughput, output, cycles of events, and negative feedback. Describe the problem identified within the department or unit using an open- systems approach, and state where the problem exists using the systems theory model. This paper will also address the problem, consider what the desired outcome would be, and formulate related goals and objectives that translate into policies and procedures.and information from internal and external organizations. Examples of inputs are demographics, nurses, fiscal resources and self-management. In the peri-operative department at UMMC, there are two administrators, a nurse educator, nursing supervisor, and a nurse manager directly
3SYSTEMS THEORYleading the peri-operative department. There are CRNAs and anesthesia residents as accessory staff in the department. The ambulatory surgery unit and post anesthesia care unit (PACU) is staffed by 35 nurses most of those nurses working to recover surgery patients. The hospital is led by a director of nursing that oversees all processes within the organization. Throughputs are defined as “energies in the system are transformed by reorganizing the inputs” (Meyer & O’Brien-Pallas, 2010, Table 1). Nurse management occasionally requests a change in charge nurses to allow for different management approaches in the department. As part of the leadershiprole, the manager should encourage all potential employees to read and think about the organization’s mission statement or philosophy before accepting the job (Marquis & Huston, 2015). This has significantly reduced conflict among clinicians in the department. Outputs in this