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Authors

  1. Dawson, Carrie BSN, RN
  2. Aebersold, Michelle MSBA, RN
  3. Mamolen, Nancy MSN, RN
  4. Goldberg, Janet MSA, RN
  5. Frank, Cathy BA

Abstract

University of Michigan Health System underwent a number of reduction strategies in the early 1990s to address the rising costs of healthcare. By 2001, an analysis revealed that these strategies negatively impacted employee satisfaction and patient care. A team of nurse managers was charged with redesigning the current support structure for nurse managers. The team conducted an analysis of the current situation and designed a new model called the Michigan Leadership Model comprising both administrative and leadership support positions.