The Effect of Patient-Focused Redesign on Midlevel Nurse Managers' Role Responsibilities and Work Environment

• Published in: The Journal of nursing administration 1999-05, Vol.29 (5), p.21-27
• Main Authors: Ingersoll, Gail L., Cook, Jo-Ann, Fogel, Sarah, Applegate, Margaret, Frank, Betsy
• Format: Article
• Language: English
• Subjects: Humans; Leadership; Midwestern United States; Nurse Administrators - organization & administration; Nurse Administrators - psychology; Nursing; Nursing Service, Hospital - organization & administration; Organizational Innovation; Patient-Centered Care - organization & administration; Self Concept; Work - psychology
• ISSN: 0002-0443; 1539-0721
• DOI: 10.1097/00005110-199905000-00004

Objective: The authors determine the effect of patient-focused redesign on midlevel nurse managers' role responsibilities and perceptions of work environment. Background: Patient-focused redesign models have been initiated in a number of hospitals over the past 10 years. Few studies of the impact of these models on nurse leaders' roles and work responsibilities have been conducted. Methods: Nine midlevel nurse managers were interviewed about their redesigned leadership roles and the challenges they experienced in implementing patient-focused redesign. Results: Several themes emerged from the data. These themes focused on role change, ambiguity, position power, and environmental uncertainty and turbulence. Each of the nurse managers described feelings of frustration, disconnectedness, and inadequacy and spoke of how difficult it was to be the central figure in the eye of the storm. They noted that previously successful administrative strategies were not producing the same effect as in the past. Conclusion: This study provides beginning information about the magnitude of the impact of organizational redesign on midlevel nurse managers. Midlevel managers in this study struggled to keep up with the demands of the change and their own recognition of the importance of remaining committed to the uncertain goals of the institution. They were frustrated by their perceived inability to fix the situation and to meet the multiple needs of the staff. Nonetheless, they supported senior executives and attempted reasonable solutions to the problem.