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27 Cards in this Set
- Front
- Back
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healthcare decision-making is often characterized by...
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1. lack of clarity; ambiguous goals
2. complex organizational structures 3. ambiguous working relationships 4. power struggles among different employee groups |
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3 different categories of clinical support systems
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-Diagnostic
-Community -Therapeutic |
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Clinical functions of CSSs
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-Technical
-Pt-centered -Integrated -Appropriate |
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Managerial functions of CSSs
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-Faculty, equipment, & staff planning
-Amenities and marketing -Pt scheduling -Continuous improvement -Budgeting -HR mgmt |
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CSS barriers/facilitators
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-technical quality
-cost -satisfaction -promotion |
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What can ruin the effectiveness of a purely scheduled group?
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-convenience
-volumes -length of service -available expertise -space -VARIABILITY |
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Goals of Hospital Operations
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1. direction through leadership (where are we going?)
2. planning/organizing people, resources, to deliver patient care 3. linking strategy to performance |
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6 Features of Professional Nursing
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1. Provision of a caring relationship by promoting health, healing
2. Attention to the range of human experiences 3. Integration of objective data with knowledge gained of patient 4. Application of scientific knowledge to the diagnostic and treatment processes 5. Advancement of professional nursing knowledge through scholarly inquiry 6. Influence on social and public policy to promote social justice |
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Nursing Theory--who came up with it
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Jean Watson
now morphing into Clinical Caritas |
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Settings for Nursing Care: Hospital
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-general and specialty
-rehab -surgery -outpatient, clinic |
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Settings for Nursing Care: Hospital-Related Community
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-home health
-hospice -other primary care -other? |
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Settings for Nursing Care: Not hospital-based
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-schools
-occupational health -physician offices |
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What do nurses do?
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-assessment and reassessment
-plan of care (physical and emotional) -deliver, supervise care -communication and coordination -care-related teaching -environmental control |
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Issues in hospital nursing retention
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-alternatives
-respect -hours -pay -physical demands |
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New approaches to accountability
(Churchill's England) |
1. shared vision
2. negotiated agreement 3. coaching 4. full performance measures 5. encouragement |
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Traditional approaches to accountability
(Stalin's Russia) |
1. adversarial competition
2. imposed decision 3. commanding 4. partial performance measures 5. threats |
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Management functions
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-maintain culture of service excellence
-design organization to meet day-to-day needs -meet strategic needs -maintain relationship with patients, external stakeholders |
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4 Perspectives of Healthcare Strategic Performance
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(at center is vision & strategy)
-Financial -Internal operations -Innovation & Learning -Customer |
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Circle of Consequences
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-satisfied associates
-satisfied patients -strong demand -financial support -operational support |
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Why the shift to not-for-profits?
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-access to capital
-trained personnel -community support -federal health policy |
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Impact of physician specialization
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-primary care
-referral specialties -hospital-based physicians |
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Hill Burton Act
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-1946
-receive money to build not-for-profit hospitals with the intent that you would provide uncompensated care |
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Groupings: Internal
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finance, planning
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Groupings: external
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marketing, legal, development, government relationships
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Groupings: operations
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HR, Plant, COO, Operations
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Elements of Privilege
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1. Bylaws
2. Privilege 3. Independent physician-pt relat. 4. Continuous quality improvement and peer review |
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Executive Team
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-Implementation
-Developing strategic recommendations -Organizing the enterprise -Evaluating results |
