Change_Assessment_at_Beatrice_Manor

Change Assessment at Beatrice Manor BHMC 431 Leadership in Healthcare Assignment 1.2 Teresa Kagy Bellevue University Abstract This paper will talk about how the Beatrice Manor deals with change and the many changes that are taking place at the Beatrice Manor. The Beatrice Manor was purchased by Ensign Healthcare group in July of 2010 and along with that came many changes not only within the Beatrice Manor but within the Ensign Healthcare organization. “Transformation is the centerpiece of the future of health care” (Porter-O & Malloch 2011). All healthcare organizations have to deal with change every day. At the Beatrice manor we have had many changes from management, staff and renovation changes. Since the purchase of Beatrice Manor by Ensign there have been many changes implemented many you can see and many that are not visible by the eye. The first big change that was made was that the administrator became the CEO and many staff where terminated and new staff where put in those positions. We know have new management that comes down from Omaha to ensure that the changes at the facility are being done and to check in to see if the facility is running to Ensign Expectations. The next big change noted at the Beatrice Manor was the implementation of the computer charting for the aides and the nurses. These changes for the new computer systems are a new and constant changes as new things are added on a daily basis’s. This change was very hard for staff at first because they were so time consuming and many of the older staff did not have computer abilities so it really was hard for them to adjust to and make these changes, but know they are very welcomed changes. As the time goes on it is much easier to deal with these changes because the organization is slowly introducing the changes so that it is not so overwhelming for the staff. The biggest and final change that I will talk about is the renovation changes made at the facility to introduce the new rapid recovery unit they recently just started. This unit will house patients that need short term rehab services. This was one of the hardest changes the staff had to deal with as it took away our Alzheimer’s unit that held 16 residents and reduced it down to 8 resident’s rapid recovery. Many staff has had and continue to have a problem with this because at the facility we have many resident that would benefit from having the Alzheimer’s unit because they need the very quiet and less stimulation area so that they can be more relaxed. With these changes at the Beatrice Manor many staff asked why they took the Alzheimer’s and made it a rapid recovery unit “there is just not a demand for an Alzheimer’s unit at our facility” (Sand, 2012). As staff at the Beatrice Manor we have and are continuing to deal with this change because we are continually accepting residents that really need to be in an Alzheimer’s unit. Every health care organization has changes but in the last year and a half the Beatrice Manor has had their fair share of changes and for the most part of it I think that the staff have become very good at dealing with those changes. Reference Porter-O, T., & Malloch, K. (2011). Quantum leadership. (3rd ed.). Sudbury, MA: Jones and Bartlett Publishers. Sand, L. (2012, November 30). Interview by T Kagy [Personal Interview]. Changes at beatrice manor.