The Health care supervisor最新文献

Sexual harassment claims have increased substantially since 1990 and continue to be prominent in the Equal Employment Opportunity Commission's discrimination caseload. The authors surveyed high-level training and human resource practitioners in small, medium, and large health care organizations for suggestions to counter this trend. Three fourths of these professionals suggested that behavior modeling of strong policies combined with effective training helped. The survey results suggest seven preventive medicine strategies for reducing work-related sexual harassment incidents in health care organizations.

Abuse is a major problem in American society. The problem of abuse among ethnically diverse persons is an area about which most health care professionals know little. This article describes the Giger-Davidhizar Model of Transcultural Assessment as a tool of assessment of the client who is abused. Use of a framework for assessment can enable more culturally competent care to be delivered.

The concept of the passage of time is familiar to most people regardless of ethnic heritage. However, some persons are more time-bound than others. This article discusses the qualities of time-bound individuals and outlines strategies for responding to time-bound madness.

Individuals who seek leadership positions are driven by a mixture of motivating forces that involve the pursuit of largely psychological needs that are often far more self-serving than altruistic. Because of personal drives involved, we have reason to conclude at times that the leaders we do get are not the best, because the truly best are not strongly driven to seek leadership. Also, supervisors and other managers frequently make the mistake of judging employees' drives and motivations differently from their own. However, followers follow for the same essential reason that leaders lead: to attain need satisfaction. There are various patterns or styles of leadership, and it is possible to readily identify a particular leader's style and to learn something about the needs that drive the leader simply by observing that person's behavior. Ultimately the leaders who are most successful are those who are able to make the organization's goals their own and to be genuinely driven to attain those goals.

Human immunodeficiency virus (HIV) testing and the disclosure of HIV-related information pose questions of privacy and public policy that are of concern in both public- and private-sector workplaces. Public-sector employees have constitutional protection from discrimination on the basis of their HIV-positive status. The Americans with Disabilities Act (ADA) is an important source of protection for private-sector employees. There are also other federal laws that provide protection from discrimination. However, the scope of these laws is unclear. Similarly, while some state legislatures have attempted to set standards to protect the privacy of HIV-positive employees, laws vary from state to state. Case precedent is also inconsistent. This article examines some current issues regarding HIV testing, employee privacy, and protection from discrimination.

Paranoid thinking is a common phenomenon that is experienced in everyday life and consequently can found among health care professionals and employees. Health care professionals sometimes experience paranoid thoughts about the actions and intentions of others in the workplace. It is important for the health care professional to understand paranoid thoughts and to respond appropriately if these feelings are experienced. Appropriate action can be important in maintaining the professional's image in the workplace.

Shasthyo Shebikas (SS) are community health workers forming the core of BRAC's Essential Health Care (EHC) programme. The SS dropout was 44 percent for study area and 32 percent for EHC programme. The SS discontinued their work due to lack of time, lack of "profit", and family's disapproval. The effects of the dropouts were decreased achievement of targets, and a loss of money in the amount of $24 (U.S.) per dropout SS for their training and supervision. The SS retention may increase if EHC strictly adheres to its existing guidelines when selecting trainees, and if it highlights during SS training that SS; s first and foremost role will be as that of a volunteer and then of a salesperson.

The change agent is a necessity rather than an option for a hospital's future success in the volatile managed care environment. While his or her message may be unpopular and tactics unconventional, the change agent had the extraordinary confidence and capacity to move an organization from analysis to synthesis. This article describes the change agent's makeup and method of operation as well as the 10 most potent tools and insights for effecting sustainable change.