Seminars for nurse managers最新文献

The work of building and sustaining teams is often underestimated by middle managers. A manager must have the ability to develop and evolve staff toward a new level of competence, required because of radically upgraded expectations. Managers must be clear about what it means to empower teams, to avoid the trappings of giving "lip service" to authority boundaries, which may exist only on paper. Achieving this clarity means understanding the characteristics of effective teams: a high degree of interdependence, strong sense of organizational empowerment, self-determination, competence, commitment, and genuine concern about the quality of work being performed. An important tool for the manager interested in team development is the creation of a performance model, grounded in the foundational relationship competencies necessary for team success. Performance modeling assists not only in identifying of competency gaps that can be addressed by training but also in determining the workplace barriers to team success.

Shared Governance has been a successful organizational design for Central Baptist Hospital. We are addressing critical issues that impact our success, with involvement and facilitation of the employees who make up the organization. It will continue to change as our environment and system evolve. The movement from a traditional organizational structure and culture to one of embracing shared decision making gives leaders today an additional stressor. It is difficult to critically analyze your organization when you are faced daily with the external pressures of health care competition and the internal daily pressures of operations. It takes extra effort and introspection to recognize that you and your management team must undertake new and different behaviors to lead your organization into the next millennium. One thing is clear: If you do not create an environment that is flexible and able to accommodate change, your competitor will!

Transformation in Care Delivery (TCD), a program at Piedmont Medical Center in Atlanta, Georgia, emphasizes building connections and achieving new and different relationships between all persons in the health care system: those who receive services as well as those who give services. A process called opportunity management mandates involvement of all affected people and provides the mechanism for TCD decisions and actions. The desired environment for TCD is a practiced philosophy of person-centeredness, lived through a new Code of Practice/Code of Ethics. The philosophy and Code are built on respect for the diverse beliefs, values, and practices of all people receiving and providing service. This article highlights the way these processes result in improved value for all stakeholders through a new personal and organizational ethical commitment to excellence.

With the rapidly changing pace in health care, hospitals are struggling to keep costs under control and to remain competitive. Leadership is increasingly convinced that old methods of compensation are no longer valid and thus are turning to innovative approaches to pay and reward systems. This article describes some of the new pay methods, with an emphasis on team rewards, showing that compensation can keep pace with the evolving needs of health care.

Today's health care systems face enormous challenges. Market changes, workforce shortages, and the new consumerism force us to work in new ways. Inova Health System, a network of health care services providing care in suburban Northern Virginia, has embarked on team-based organizational strategies to meet these demands. We believe our success with team-based work can be attributed to several key factors. These factors are reviewed, and examples of work done in our System are highlighted. The lessons learned may provide insight into how various organizations strive toward team-based work.

Interdisciplinary teams are considered essential for meeting the health care delivery challenges of the 21st century. Integrating students into these teams is critical to attracting and sustaining a future workforce with the knowledge and skills to maximize health care outcomes. This article describes a caring circle approach to interdisciplinary teams that promotes student learning and benefits the team. The caring circle is based on building relationships through shared knowledge, shared practices, and shared values. Specific strategies to build the caring circle using these building blocks are discussed.

In team-based organizations, senior executives are often the last group to be truly a team. Many factors contribute to the individualism that is characteristic of the leadership of an organization. Factors that produce the success of an executive may be contradictory to the skills needed to be an effective team member. Team-based organizations continue to demonstrate their success in managing the changing and challenging work environments. Health care executive leadership groups must realize the impact they can have on the organization if they become a team. This article reviews how executives can become a team.