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RWJ Barnabas Health System and Academic Department Research Paper

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Updated: Nov 11th, 2020

These paper aims are to consider and evaluate such components of RWJ Barnabas Health medical system as its inputs, throughputs, output, cycles of events, and negative feedback. The organization description will be accompanied by problem identification, namely, a staff shortage. The following paper will discuss and cover the primary objectives and missions of the RWJ Barnabas Health organization and its academic department in particular.

Name of Department or Unit

The RWJ Barnabas Health organization has specific academic centers that are intended to find and implement new health care strategies that will be beneficial for their patients in the future. The main goal of this department is to develop and modernize various healing processes and medicaments that will have the most efficient impact on people’s health (“Our Vision,” 2017). Moreover, employees of this department are establishing collaborations with various educational institutions all over the country.

Inputs and Throughput

Academic centers of RWJ Barnabas Health also consider and develop advanced educational programs for their future colleagues. Reorganizing the inputs, the staff strives to provide compassionate care and excellent services (mission) to patients in the framework of the academic department. Moreover, emergency department services and cardiovascular treatment are provided to patients of this organization separately (“Our Vision,” 2017). Nevertheless, the academic centers face major reorganizations of the workflow at the moment, as all the schedules should be reconsidered to improve the timeliness and efficiency of the local personnel’s work.

Output and Cycles of Events

The vision accepted at RWJ Barnabas Health may be identified as the output – the improvement of health and quality of life in terms of the community. However, there are staff shortages and subsequent patient dissatisfaction (“Our Vision,” 2017). The activities performed at RWJ Barnabas Health follow its values. Outstanding teamwork, communication, innovation, resilience, and professional collaboration are recognized to be the organization’s values.

Negative Feedback and Problem Identification

The closed system of the company accepted in the organization makes the self-recovery of the system impossible, which leads to the complexity of its renewal. As a result, the organization’s performance indicators tend to decrease significantly, which can be regarded as negative feedback. Considering the organization description presented in terms of the systems theory, one may note that the existing closed system proved to be ineffective (“Our Vision,” 2017). It sets limitations to the transfer of data between the departments, thus making it a rather difficult process to integrate staff and help them to work in collaboration.


It should be noted that the organization experiences a shortage of staff. Therefore, it is possible to suggest that as an output, employees feel isolated and encounter a lack of sound corporate spirit. In the throughput, they tend to be dissatisfied with their work and provide less efficient health care delivery, which adversely affects the overall performance of the organization (“Our Vision,” 2017). The isolation of departments creates a lack of substitutability that inhibits the employment of new staff members. The organizational outcomes, including resource utilization, quality, and efficiency, reduce due to a staff shortage. This shows that the organization’s values are not followed in a full manner.

Goals and Objectives

For the RWJ Barnabas Health organization, the desired outcome may be formulated as follows: to eliminate staff shortage by transforming inputs and throughputs in terms of the new open system introduction. As noted by Meyer and O’Brien-Pallas (2010),” an organization needs to counteract entropy, which is an inevitable process of disorder and dissolution caused by loss of inputs or by the inability to transform energies” (p. 2830). Consistent with the mentioned statement, the final result is to transform energy flows between departments, making them open and accessible for all employees.

Speaking of goals and objectives to achieve the desired outcome, one should emphasize that the major cause of the problem is the lack of collaborative efforts. In this regard, one of the goals is to promote collaboration throughout the organization (Johnson, Miller, & Horowitz, 2008). The objectives related to the above goal include the establishment of proper communication, the creation of an open and friendly working environment, and the increase of staff awareness regarding the system transition. Another goal to be achieved is associated with incentives to motivate staff for further work in the organization.

Policies and Procedures

Translating the stated goals and objectives into policies and procedures, it is important to realize the interdependence between the organization as an open system and the outside world. Even though there is a boundary separating the system from its environment, changes in the latter affect one or more attributes of the organization as well as its employees. Therefore, it is necessary to introduce the policy of openness to facilitate collaboration on a global scale.

Marquis and Huston (2015) claim that an effective organizational system should be open to new ideas, strategies, and approaches. RWJ Barnabas Health should be transformed in such a way that it would receive input into the overall work of all its members and effectively help employees to achieve their goals, both at present and in the future.

Proposed Resolution

The fundamental importance of the effective functioning of RWJ Barnabas Health relates to feedback. This helps to adjust and allows taking appropriate actions to correct deviations from the adopted course (Marquis & Huston, 2015; Wilkinson, Treas, Barnet, & Smith, 2016). Feedback in the given organization is to be understood as a process that allows part of the output to be returned to the system in the form of information or skills to modify the treatment of the same patient or to consider new services.

Along with the mentioned procedure, the organization’s leadership may apply the practice of regular group discussions, during which the most critical challenges and opportunities are to be revealed as a result of collective efforts. Assessing the value of the joint contribution, Dubois, D’Amour, Pomey, Girard, and Brault (2013) state that it enhances the level of professional satisfaction. Implemented at RWJ Barnabas Health, the policy of regular meetings is likely to create a common sense of integration and belonging to the organization. In other words, employees would feel comfortable and be ready to contribute to the overall effectiveness driven by the idea of their value and importance.

The proposed solution to the problem of a staff shortage will renovate the organization’s mission, values, culture, and climate. In particular, its mission and values would change towards openness, transparency, and interrelation. As for the culture as something created by leadership and management, it would also be revolutionized. Consistent with Manley, O’Keefe, Jackson, Pearce, and Smith (2014), it is expected that the organization would promote collaboration and mutual help across the departments, thus making patient care more comprehensive and reducing staff shortage due to favorable workplace culture.


To conclude, it was revealed that RWJ Barnabas Health encounters a staff shortage that is to be addressed by the implementation of the open system based on collaboration throughout the organization. To ensure the organization’s improved performance, it is essential to implement the resources of continuous monitoring and improvement, so that any opportunity and challenge may be taken into account to adjust the system and make it the most efficient.


Dubois, C. A., D’Amour, D., Pomey, M. P., Girard, F., & Brault, I. (2013). Conceptualizing performance of nursing care as a prerequisite for better measurement: A systematic and interpretive review. BMC Nursing, 12(1), 7-27.

Johnson, J. K., Miller, S. H., & Horowitz, S. D. (2008). . Web.

Manley, K., O’Keefe, H., Jackson, C., Pearce, J., & Smith, S. (2014). A shared purpose framework to deliver person-centered, safe, and effective care: Organisational transformation using practice development methodology. International Practice Development Journal, 4(1), 1-31.

Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Meyer, R. M., & O’Brien-Pallas, L. L. (2010). Nursing services delivery theory: An open system approach. Journal of Advanced Nursing, 66(12), 2828-2838.

Our Vision. (2017). Web.

Wilkinson, J. M., Treas, L. S., Barnet, K. L., & Smith, M. H. (2016). Procedure checklists for fundamentals of nursing. New York, NY: FA Davis.

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