Nursing and Inter-professional Standard

Nursing and Inter-professional Standard


Greenville Memorial Hospital is based in Greenville, South Carolina. The institution falls in the category of large metro hospitals because of its ability to accommodate seven hundred and fifty-nine beds. It is also, a general medical and surgical type of hospital. Moreover, it holds one thousand, three hundred and thirty-six doctors who work with the assistance of one thousand, three hundred and twenty-five nurses. Besides that, it is a teaching hospital, with a visit by ninety-four thousand, four hundred and seventy-two patients to the emergency room according to the statistics released late year 2016. Moreover, it has had admissions amounting to 35,889 (Friedell, Rubio, Maretzki, Garland, Brown, Crane & Hickman, 2001).

Purpose of consultation

I am a nursing consultant with the primary aim of discerning the changes necessary for the success of the Greenville Memorial Hospital. To achieve such a task, I first needed to learn the situation of the organization, its structure regarding management and the extent of the nursing care nurses render to patients who visit the institution. In my research, I was also in need of help of a nurse leader who had to take me through the process of understanding the hospital better. Through the discussion and interview, I learnt the running of the institution, from where I could draw a sound conclusion on the situation of the hospital and make relevant recommendations. The consultation mainly focused on the need for a change in the style of leadership. In my opinion, it can be achieved through altering the procedure of hiring and recruitment.

Organization Description

Greenville Memorial Hospital is situated in Greenville, South Carolina. It is a general medical and surgical type of health institution. Due to its ability to hold more than seven hundred and fifty-nine beds, it has earned itself a place in the large metro category of hospitals. The leadership structure of Greenville Hospital System, as Friedell et al., (2001) note, had undergone stringent scrutiny before the committee in charge decided to work with the current system. The hospital applies transformational leadership structure, which enables nursing leaders to make use of their vision, knowledge in clinical nursing, and the influence they have to help other nurses go through the process of transformation smoothly. At the top of the leadership structure is the Chief Nursing Officer, who gets the support of directors of nursing in the various units.

The member of the units, who are nurses, are responsible for effecting change and quality. Nurses in direct care and staff nurses play a significant role in improving outcomes through taking care of patients from their beds. Structures at Greenville Hospital System, for instance, Professional Practice Model of Shared Decision Making, support the nurses greatly in achieving the nursing goals (Adams, Acker, Alberts, Andrews, Atkinson, Fenelon & Koroshetz, 2002). System-level councils are responsible for the communication between all the nursing staff levels. The system levels are also charged with the responsibility of reviewing and developing practice procedures and policies, which work with facts and evidence. They further transfer information and help project aimed at improving outcome, do the nursing research, support the retention and recruitment of staff, and cater for the education and upgrading of the staff (Friedell et al., 2010).

Unit councils, on the other hand, are under the leadership of professional nurses. They play the major role of ensuring the care of the patients, and quality service. Their activities include discussing the quality statistics of specific units, the needs in education, and plans to improve the performance and further enhance the surrounding. Greenville Health System Nursing Professional Practice Council is another aspect of GHS. It has a variety of branches below it. The Nursing Clinical Practice Council, for instance, helps its members achieve personal and professional aspirations. The council further streamlines meeting to ensure time consciousness during the review and revision of procedures and policies and kept the mailbox to take care of the clinical practice problems (Friedell et al., 2010).

However, in the recent years, plans are underway to make GHS part of a multi-regional health system that is relatively larger. Such a structure, as the management argues, would be vital in enhancing flexibility to make it easy for inter-institutional relationships with its partners. The structure also aims at adapting to the changing nursing field. The new model provides for the creation of new operating units whose workings will be monitored centrally by a non-profitable organization (Adams et al., 2002). Consequently, this will call for alterations in the original units. Notably, though, the transition will be a challenging task, calling for the management to ask for time to reconstruct the unit to fit the new leadership and management (Friedell et al., 2010).

Service area

The service area of GHS is not only the areas around its location, but also most parts of the United States. To flesh out on this, the hospital has reached the highest possible ranking in the United States because of its exemplary performance in three categories and procedures used in the ranking of health and nursing institutions. The size of GHS is a large metro with beds in excess of 759 beds. Most precisely, it accommodates one thousand, two hundred and sixty-eight beds. Greenville Memorial Hospital records an annual number of forty-two thousand, five hundred and seventy annual discharges of patients, and one hundred and sixty-four thousand, eight hundred and eighty-three emergency visits. Besides, it performs about thirty-seven thousand surgical procedures every year. It is a five-campus system of health institution. Above all, Greenville Hospital System does not work for the purpose of gaining profit. It has employees exceeding ten thousand, of whom six hundred are employed physicians (Friedell et al., 2010).

Greenville Hospital System offers several health services. For instance, it provides primary care, including nursing and doctor services. They further provide hospital care whenever there is the need. The same applies to nursing home care. The hospital also offers medical specialty and prescription of drugs. Other services include; emergency, physical therapy, adult day care. On the overall, the institution caters to patients of all ages. It further offers laboratory, meals, nutrition, and transportation services (Friedell et al., 2010).

Primary needs of the population served by the organization

The community to which GHS belongs encounters a variety of problems. First, it faces the challenge of rapid demographic changes due to a large number of individuals on the verge of retiring and a high population growth rate (Adams et al., 2002). Moreover, the menace of ailments, especially cancers and heart-related diseases. There is also a great number of individuals who lack health insurance. Poverty is also a great misfortune to the community, prompting many people to postpone medical and nursing care. Besides, there are numerous incidences of health illiteracy, and the destructive impact of high cholesterol levels (Friedell et al., 2010).

Nurse Leader role

The consultation process made use of a formal discussion process in which I met Michelle Taylor-Smith, the Chief Experience Officer, the Chief Nursing Officer, and the Vice President of Patient Care Services in the organization. Before becoming part of the Greenville Memorial Hospital family, Mrs. Smith worked in Ohio and Michigan Health Systems as the Chief Nurse Executive and the Senior Vice President of Patient Care Services. She also holds Master’s degree in Business Administration and Nursing, giving her full certification in the field of Health Care Management and Nursing Administration. I chose Mrs. Smith not only because of the wealth of knowledge and experience in the area of nursing but also because her achievement of working in managerial positions in various departments of patient care. The role of a nursing leader, as Cicciu (2010) suggests, is improving health care.


Characteristics of the organization


GHS has performed exemplarily in the following areas:

It has a stable business climate suitable for steering the organization forward. Besides, Clemson University and Greenville Tech provide vital assets to the hospital. The manufacturing sector is also stable and diverse. Moreover, the cost of living is relatively low, with industrial land readily available. World-class firms, Michelin North America, Lockheed Martin Aircraft, and General Electric, for example, are of great assistance to the hospital.


In GHS, finding skill-specific labor is challenging. The inability to find an active workforce works against the plans of the hospital. Private equity capital, for instance, Angel funding, are absent in the county. The hospital only has only one certified website, with shovel-ready websites missing. Moreover, it is almost impossible to implement modern manufacturing on the existing buildings (Adams et al., 2002). Such weaknesses make it hard for the management to transform the organization into the world’s greatest.

Quality improvement project

There are a couple of plans to necessitate diversity of the leadership force at GHS. Notably, the organization has had a successful streak of providing quality health and nursing care for the patients who visit the group. Moreover, there is a strategic plan to enhance growth and the overall expansion of the leadership team. It is, therefore, vital for Greenville Hospital System to put emphasis on the hiring and recruitment process because of the role it plays in the change the institution aims at achieving (Adams et al., 2002). Currently, the Greenville Hospital System has lacked the diversity in the team of leaders as compared to the variety of the labor force. Consequently, this calls for the improvement of the diversity of the leadership team. Moreover, the hiring and recruitment process is never consistent, with a different team overseeing the procedure each time there is a vacancy. Notably, this calls for the establishment of a uniform hiring and recruitment process (Trilks & Philips 2010).

Therefore, going by the words of Moore, Coker, DuBuisson, Swett and Edwards (2003), there is need to ensure that diversity in the leadership team matches diversity in the extensive workforce of the organization. Considering the rapid population growth of the population around the hospital, there is need to diversify the leadership to figure out the needs of the community. It is only through such knowledge that the community can be well taken care of, (Trilks & Philips, 2010).

Recommendation for organization Change based on analysis

To achieve the realization of better outcomes, there is need to oust the current management search and choosing process. A new hiring method for employees needs to be put in place. Such a new governance structure provides for the formation of a selection board responsible for performing the entire process of hiring new workers in the event of a vacancy. The committee then does a thorough scrutiny of the applicants before making a recommendation of two candidates for final choosing by the hiring manager. Such a technique will help the GHS organization to acquire skilled personnel to fill up vacancies (Gantt, 2010).


The method, as Gantt (2010), notes, further encourages and embraces the acquisition of the most qualified personnel and those able to steer the institution forward. Notably, the rationale behind this recommendation is the fact that most qualified individuals take up leadership positions in units and ensure the success of the specific departments they head. Going by the words of the Varieties of Capitalism theory, comparative advantage is essential in the success of an entity and is based on the performance of individual units in the corporation. Notably, the success of specific units helps the organization succeed as a whole.

National Benchmark for Measurement of effectiveness

To measure the efficiency of the recommendation, the Greenville Hospital System can look at the results of deploying the project. It is forecasted that given one year after implementation, there will be notable progress in the diversity goal of the organization by the leadership team. Moreover, the effectiveness and inter-unit relationship can be evaluated to ascertain how the new system of recruitment and hiring can the change the working of the organization. Moreover, the evaluation can be extended on the progress of the nature of healthcare in the Greenville Hospital System (Gantt, 2010).


Concisely, the change in an organization is at most times achieved through the alteration in the management and leadership of the entity. Notably, changing the recruitment procedure for leadership vacancies can help hire and recruit competent leaders who will change the institution as a whole. The change goes a long way in improving the relationship between units in the organization.


Gantt, L. T. (2010). Strategic planning for skills and simulation labs in colleges of nursing. Nursing Economics, 28(5), 308.

Trilk, J. L., & Phillips, E. M. (2014). Incorporating ‘Exercise is Medicine’into the University of South Carolina School of medicine Greenville and Greenville health system.

Moore, K. A. C., Coker, K., DuBuisson, A. B., Swett, B., & Edwards, W. H. (2003). Implementing potentially better practices for improving family-centered care in neonatal intensive care units: successes and challenges. Pediatrics, 111(Supplement E1), e450-e460.

Adams, R., Acker, J., Alberts, M., Andrews, L., Atkinson, R., Fenelon, K.,& Koroshetz, W. (2002). Recommendations for improving the quality of care through stroke centers and systems: an examination of stroke center identification options. Stroke, 33(1), e1-e7.

Friedell, G. H., Rubio, A., Maretzki, A., Garland, B., Brown, P., Crane, M., & Hickman, P. (2001). Community cancer control in a rural, underserved population: the Appalachian Leadership Initiative on Cancer Project. Journal of health care for the poor and underserved, 12(1), 5-19.

Cicciu, J. M. (2002). Exploring emotional intelligence: implications for nursing leaders. Journal of Nursing Administration, 32(4), 203-210.

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