Reorganization of a Nursing Unit

FROM: COORDINATOR, PRODUCTIVITY TEAMì

SUBJECT: REORGANIZATION OF THE POSTPARTUM NURSING UNIT

Pursuant to your request that this team evaluate the ì

organizational structure of units within the hospital to ì

recommend actions that will lead to improvements in productivity, ì

the findings of the examination of the Postpartum Nursing Unit is ì

submitted in this memorandum. The essence of the recommended ì

structural change in the unit is the pairing of personnel in job ì

Productivity has declined in the Postpartum Nursing Unit ì

over the past three years. A major causal factor in this decline ì

has been a deterioration in the level of job satisfaction among ì

the professional staff that in turn stemmed from professional ì

personnel shortages. Professional personnel shortages, together ì

with the stresses associated with the contemporary practice of ì

nursing, leads to an increase in the rate of burn-out among ì

1P. Brenner, and J. Wrubel, "Caring Comes First, American ì

Journal of Nursing, (1988): 1072-1075.

ä  Burn-out, in turn, is a crucial factor in ì

the development of performance impairment among professional ì

nurses. Burn-out is a relatively common phenomenon in many ì

fields of endeavor; however, it is particularly acute in the ì

. . .
tandard 40-hour per week, eight-hour per day work week against ì ì organizational demands for productivity increases. A change in ì ì the standard work week, however, need not lead to productivity ì ì reductions. The effect of such a change on productivity will ì ì depend largely on the structure of the new system, and how well ì ì the characteristics of the new system meshes with organizational ì ì requirements. An ill considered, hasty change could, ì ì potentially, cause a serious deterioration in productivity to ì ì occur, while a well planned change in system might not only ì ì maintain productivity levels, but could conceivably lead to ì ì improvements in productivity. ì  ääá In an historical context, the hours of work issue has been ì ì couched in terms of total number of hours per day worked, total ì ì number of hours per week worked, total number of days per week ì ì worked, and total number of days per year worked. What has not ì been at issue in the historical context is that work time, ì ì whatever its duration, should generally occur in blocks of ì ì contiguous hours. Beginning in the late-1970s and continuing ì ì into the decade of the 1990s, however, flexible wor
. . .

Some common words found in the essay are:
Nursing Unit, Competitive Advantage, Cuneo Maremont, Journal Nursing, ì ì, Compensation Benefits, Union-Management Cooperation, Stress Relief, Human Resources,  ääá, NURSING UNIT, Job Sharing, ì , ì  ääá, position sharing, 3ls1 , 3ls1  ääá,  =, flexible ì, flexible ì ì, productivity ì, postpartum nursing, nursing unit, postpartum nursing unit,  = 1,
Approximate Word count = 1575
Approximate Pages = 6 (250 words per page)

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