Literature review of fourteen foorces of magnetism

Literature review of Fourteen Forces of Magnetism Affiliation: St. Luke’s Hospital in Cedar Rapids Iowa was the first hospital in Cedar Rapids and was founded in 1884. It is a large hospital in Iowa with a bed capacity of over 530 beds and it is able to treat over 55, 000 patients each year in the emergency department. There are only two hospitals in Cedar Rapids and this is the largest in not only the size but also the services it provides and the doctors and nurses capacity (Henry, 2011). It teamed up with University of Iowa Hospitals and Clinics in order to be able to provide services like open-heart surgeries and even have a functional Intensive Care Unit and neonatal services which are the only ones in the area.
It was built as a result of a lack of a real hospital in that location which led to the death of many local people with emergency medical conditions. Being the first and best hospital on the area, St. Luke’s has one of the biggest positive images in that society and its respect surpasses all. It is with this image that made it be accredited as an inpatient rehabilitation unit (the only national one in that area) by the Commission on Accreditation of Rehabilitation Facilities (CARF).
Most of the forces of magnetism in this organization are consistent with their intent. Some however have inconsistencies which according to research may be as a result of the organization being alone and of its kind for a long time and hence had enjoyed market monopoly and even when another hospital was unveiled, no changes were made and no one seems to notice these inconsistencies.
One of the inconsistencies is in the fourth force about personnel policies and programs which advocated for competitive salaries and benefits. In the organization, this is not the case and most nurses especially are underpaid compared to the work they perform daily. Even though the organization strives to achieve force thirteen about interdisciplinary relationships being valued and upheld, doctors still look down upon other members of the health care team due to their differences in qualifications. This however does not seem to affect the overall quality of the health care being provided by the organization (Malloch and O’Grady, 2010).
The consistencies in force of magnetism have made the organization gain a lot of support from the surrounding community and this has improved the image of not only the hospital in general but also of its medical personnel. The fact that the hospital puts the needs of the community first at all times and even forgets about the needs of its own staff especially on salaries and benefits issues is a weakness that may eventually lead to poor services from the disgruntled staff.
With the expansion of the organization daily to support the ever increasing population of Cedar Rapids, the hospital has had the need to recruit more staff in all areas, come up with mechanisms to retain the already present workforce in the hospital and in the end try to protect the professional practice of nursing. This has been achieved through involving the nurses and doctors in management decisions hence ensuring their ownership of the hospital and hence sustainability of the existing workforce and also getting more involved in community healthcare management and upholding the code of conduct to ensure professional practice of nursing and this has brought about the success of the organization (Kelly, 2011).
Henry, G. T. (2011). Cedar Rapids, Iowa. California: Arcadia Publishing.
Kelly, P. (2011). Nursing Leadership & Management. New York: Cengage Learning.
Malloch, K and O’Grady, T. (2010). Introduction to Evidence-Based Practice in Nursing and Health Care. Massachusetts: Jones & Bartlett Learning.