Transition Management in Healthcare Administration

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Table of Contents

Introduction
Discussion
Conclusion
Reference

Introduction

In any management process, regardless of scope, it is important to respond appropriately to the need for change and to demonstrate a successful outcome in implementing change. This is especially true for today’s healthcare system, which is under stress from an unfinished pandemic for which no unit in the world was prepared (Moynihan et al., 2021). An example of transition and adaptation to change is the continuing influence of the healthcare administration and legislative authorities on strengthening the quantity of medical staff.

Discussion

Such a practice of transitional management in the face of the influx of COVID-19 infections and the accompanying panic was the addition to the Social Security Act, which regulated new training and competency requirements for trainees and nursing assistants. These rules were initially intended to make it easier for the field to work by increasing the number of work hands and speeding up the qualifications of trainees. These changes lasted until June 2022, and an option to extend the practice with the addition to Title 21 of the Social Security Act, numbered HR7744, is now in Congress.

The point of the adaptation is to expand flexibility in workforce requirements to pass changes in health care more efficiently. These bill changes are an excellent example of transitional management in a challenging time and are both partial and supportive of global healthcare change. Before the pandemic, nursing and skilled nursing facilities could not hire nursing assistants for more than three to four months if the latter incompletely met specific certification requirements.

Conclusion

Therefore, the bills are an excellent managerial solution, extending this hiring period to two years and allowing such work hours to be counted by the trainee in the 75 required for initial training before certification. Undoubtedly, such a solution makes a very significant difference in the passing of the change process (Moynihan et al., 2021). With sufficient supervision, which the bill likewise requires in terms of staff competency testing, the efficiency and positive feedback from rank-and-file employees are greatly improved.

Reference

Moynihan, R., Sanders, S., Michaleff, Z. A., Scott, A. M., Clark, J., To, E. J., Jones, M., Kitchener, E., Fox, M., Johansson, M., Lang, E., Duggan, A., Scott, I., & Albarqouni, L. (2021). Impact of COVID-19 pandemic on utilisation of healthcare services: A systematic review. BMJ Open, 11(3), e045343. Web.

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Transition Management in Healthcare Administration

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