Hospital materiel management quarterly最新文献

Humor has the potential to be positive or negative, character building or destructive. Many suggest that a sense of humor is necessary for good health, whether of an individual or an organization. This article presents ways in which managers can foster a "laughing with" (instead of "laughing at") attitude as a means of managing stress, enhancing teamwork, and maintaining employee satisfaction in the face of adversity.

This article examines the attributes necessary for the successful employee in the future. Many of these are already familiar to the manager: flexibility and adaptability, a team approach, and the ability to see the bigger picture. Implications for the educational process and its development of successful employees are also presented.

The literature is relatively silent on how managers should deal with a reduction in force (RIF). One difficulty is dealing with the "surviving" staff and maintaining credibility. It is important to assess the organizational climate and plan and carry out a forum for the remaining staff. It is especially important to consider the psychologic effects of staff reduction, which include a sense of loss of control, hostility, and a tendency to want to find fault or blame. Lack of attention to these matters can lead to a RIF that compromises the work effectiveness of the organization by reducing the dedication of surviving members of the organization.

Despite controversy over its scientific basis, the holistic health movement is having a tremendous impact upon society. With the establishment of the Office of Alternative Medicine within the National Institutes of Health, needed research will provide data to support the validity of various alternative modalities. A growing number of physicians will incorporate the philosophy of holistic health into the current medical model, with some choosing to treat clients with alternative modalities. Finally, consumer demand will lead to an increase in third-party reimbursement for alternative medical treatments.

Although teams are currently a popular means of solving work force needs in health care, there has been little use of self-directed work teams--autonomous units without a front-line manager and empowered to control their own work. This article analyzes key differences between self-directed work teams and traditional teams, looks at three cases in which self-directed work teams were implemented, and discusses some of the barriers to the formation and use of self-directed work teams.

In an era of increased patient decision making and limited resources, the solving of ethical dilemmas requires more than the traditional top-down approach. This article examines the use of ethics committees in hospitals located in Alabama. A significant minority of the hospitals do not have committees, despite increasing calls for ethics committees in the literature and by regulatory and accreditation agencies. The article also describes the typical composition of a hospital ethics committee as well as the means by which hospitals without committees solve ethical problems.

Although health care is changing, and probably always will be subject to change, there are certain basic themes present at the founding of the U.S. health care system that remain important today. Although these themes could be seen as working against each other, proper attention to both might lead to a "marriage" that could optimize the system and provide, if not a solution, at least a workable system for health care.

Materiel managers are faced with a shrinking world and changing work environment. The needs and expectations of the customer have shifted because of the increasing number of multicultural groups. These groups will continue to assert their right to culturally sensitive care. Materiel managers also need to learn to support and enhance the skills of a multicultural work force. One important tool for change will be technology. However, technology that brings the world closer together also creates new challenges for managers, who will have to deal with multicultural colleagues, buyers, sellers, and manufacturers of goods and services.

Change seems to be the one constant in health care. This article examines how employees react to change and provides guidelines to help them and managers overcome barriers to change. These guidelines include providing support during change, using appropriate interventions, helping staff find the challenge in change, helping them find the stamina for change, and fostering teamwork.

Patient and employee illiteracy is a problem that health care managers must deal with. More than half of all Americans may be unable to read and understand written materials used in hospitals, clinics, and other health care facilities. There is a mismatch between employees' and patients' reading level and the reading level of most written materials used by health care facilities. This can lead to noncompliance with treatment, missed appointments, wrong dosage of medications, uninformed consent, and undo fear among patients. Employees who are unable to read directions or policies and procedures are not able to do their jobs efficiently. There are things that managers can do to make written materials more user-friendly.