The Health care supervisor最新文献

Self-directed nursing care teams (NCTs), comprised of a registered nurse (RN) team leader and two or more non-licensed caregivers, are a key feature of patient-focused care reengineering. In well-functioning teams: (1) role overlap routinely occurs; (2) team members express satisfaction with interpersonal communication; and (3) team members express the belief that their shared purpose--and that of the health care organization--is the patient. Focus groups of team members in two case study hospitals expressed generalized dissatisfaction with performance on all three key imperatives of well-functioning teams, but also generally agreed that team delivery of bedside nursing care can work if properly managed. Based on study findings, recommendations for process improvement are made.

Employment interviewing as we know it today is an essential process but one fraught with potential traps and legal pitfalls. Overall, it is a far-from-perfect means of selecting employees, but it the best such means available. Effective interviewing requires thorough preparation, including knowledge of how to seek out the most helpful kinds of information available, complete information about the position as it currently exists, and detailed knowledge of what kinds of questions can or cannot be asked legally. Effective interviewing also depends on the development of one's ability to seek out intangible and factual information and use all that is learned, recognizing that the well-cultivated "gut-feel" is fully as important as "facts" in evaluating an employment applicant.

Nationwide changes in health care delivery precipitated shifts in management within health care facilities. Connecticut experienced growth of 24 percent in managed care contracting between 1992 and 1994, a result of private sector initiatives set in motion by the proposed Clinton Administration health care plan. The shift from fixed rate to capitated payment structures was expected to have a negative impact on health care facilities and hospitals in particular. Further, it was anticipated that managed care would push services out of hospitals and into price-competitive, freestanding facilities. The response of Hospital for Special Care included development of a supervisory self-directed work team.

There is much more to organizational culture than the diversity issue. Establishing or changing a corporate culture is challenging for employers, management, and supervisors. In this article, the authors describe the importance of corporate culture, explore the roadblocks to improving it, and relate how successful managers and supervisors cope with this challenge.

In today's fast-paced, competitive, and quality-centered health care environment, dealing effectively with a temperamental employee and the resultant impact on the organization presents particular challenges. Considerations include the requirement of timely action in order to alleviate the real problems of unprofessional behavior in the workplace. This article discusses the major issues associated with such situations, including why there often is a reluctance for management to take action, the consequences that are accentuated by inaction, prescriptions for preventing the problem, and steps to be taken in dealing effectively with the temperamental employee.

A nationwide survey of health care human resource managers reveals that hospitals are experiencing a critical shortage of qualified job applicants in certain job categories. Computer systems personnel, registered nurses, pharmacists, and therapists are especially in short supply. Jobs that require only minimal training as well as those not directly involved in patient care are filled more easily. According to the survey respondents, shortages of qualified personnel negatively impact hospitals' operations in a variety of ways. To combat shortages of qualified job applicants, hospitals are employing a variety of tools to attract workers. Signing bonuses, above-market compensation, flexible work schedules, and myriad perks are being used to entice and retain qualified workers.

Downsizing remains a constant fixture of the organizational landscape. The process causes severe emotional stress on departing employees. It places functional and emotional strain on survivors. This article provides practical advice for executives and supervisors on how to minimize the traumatic effects of these staff reductions. It also discusses how staff reductions can be more efficient. Emphasis is on the importance of training following a downsizing.

The purpose of this study was to identify factors at organizational, team, and individual levels that are most predictive of quality improvement team effectiveness. Numerous studies have been conducted on the use of teams in health care. The majority of these studies have focused on organizational-level issues. A few others have focused on team-level issues or individual-level issues. The authors believe that successful use of teams requires a more integrated approach. This study addresses this need by providing a multiple-level analysis of teams in three hospitals. Structured interviews were conducted with hospital administrators as well as quality improvement representatives and team leaders, and written questionnaires were administered to team members. Eight factors were related significantly to the effectiveness of team effort: frequency of team meetings, hours per week conducting team activities, willingness of members to serve on team, selection method of team members, communication of team plans, team member position/composition, team leader performance, and facilitator performance.

The creation of necessary, efficient forms at the lowest possible cost is possible. However, it requires a willingness to diligently perform forms analysis, design, and control. Untrained forms designers may know what items they need on a form, but they do not necessarily know how to arrange items on a form or how to select the physical properties of the form. This article addresses the salient points of forms analysis, design, and control.

Within the health care industry, reorganization brings new challenges and opportunities for improving work-related processes. This article examines one Midwestern health system's response to the systemic change that may occur after restructuring. The consolidation of diverse and separate material management departments within one integrated material management division prompted a concerted team development and training effort. In this model, management and non-management staff worked collaboratively to achieve a unified work group that will continue to evolve and grow with the needs of the organization.