Theory M A RESTRUCTURING PROCESS

• Published in: Nursing management Vol. 26; no. 1; pp. 49 - 52
• Main Authors: MULARZ, LAURA A, MAHER, MARIA, JOHNSON, A PATRICIA, ROLSTON-BLENMAN, BEVERLEY, ANDERSON, MARY ANN
• Format: Journal Article
• Language: English
• Published: United States by Springhouse Corporation 01.01.1995; Lippincott Williams & Wilkins Ovid Technologies
• Subjects: Awards & honors; Business process reengineering; Case studies; Collaboration; Committees; Communication; Departments; Design; Discharge planning; Health Care Reform - organization & administration; Hospitals; Job descriptions; Laboratories; Management development; Meetings; Models, Nursing; Nurses; Nursing; Nursing Administration Research; Nursing care; Nursing Service, Hospital - organization & administration; Organizational Innovation; Organizational structure; Patient satisfaction; Performance appraisal; Pharmacy; Phlebotomy; Quality control; Roles; Task analysis; Work environment; Workforce planning; United States > US
• ISSN: 0744-6314; 1538-8670
• DOI: 10.1097/00006247-199501010-00011

Through the Nursing Incentive Reimbursement Award (NIRA) Program initiated by the New Jersey Department of Health, a medical center tested, over a two-year time frame, the impact of a staff-developed “Theory M” nursing model. Three nursing units served as control groups and one as the experimental group that incorporated the following featuresrestructuring of a nursing unit through the redefinition of roles; modifying nurse staffing patterns to change existing ratio of RNs to NAs; incorporating matrix management principles; developing, implementing and evaluating training and educational programs; and renovating a nursing unit.