RESUMO
With the gradual promotion of the health care reform,improving the management level of public hospitals has become a key breakthrough.Hospital management should not only pay attention to the differences in the property,scale and region,but also pay attention to the differences among different groups within the hospital.Research shows that there are obvious differences between physicians and registered nurses management system,such as staffing,performance management,target management and talent management.The difference has a series of negative influence on relationship between physicians and nurses,so as to impede the efficient clinical work and harm hospital development.It can be changed by increasing the number of medical staff,establishing a scientific evaluation system and communication mechanism.
RESUMO
Improved chronic diseases management calls for teams with inter-professional collaboration. The study aims to assess pharmacists’ involvement in collaborative practice with physicians and nurses in anti-retroviral therapy units of five hospitals. Institution based cross-sectional survey with a sample size of 43 pharmacists, physicians and nurses, was conducted in May 2012. The response rate was 86.05% and involved 11 pharmacists, 6 physicians and 20 nurses. The role of the pharmacist was focused on dispensing and patient counseling. Consultation was given to other health professionals by 45.45% of the pharmacists but 54.54% of the pharmacists were not satisfied with their role. 72.72% of the pharmacist indicated collaboration on drug toxicities, side effects and on patient status with physicians and nurses; and rated their working communication and relation with physicians (72.72%) and nurses (81.81%) as ‘very good’. 36.36% of the pharmacists believed that there was no equitable decision making on patient cases. 84.62% of the physicians and nurses rated their collaboration with ART pharmacists as ‘good’ and ‘very good’. Overall, pharmacists’ involvement in collaborative practice with nurses and physicians was found to be a little bit engaging with the patient as compared to the traditional role despite the gaps that exist.
RESUMO
Trata-se de um estudo quantitativo, realizado com base na análise de questionários aplicados a médicos e enfermeiros dos Estados do Maranhão, Tocantins, Pará e Amapá, no ano de 2006. A pesquisa é parte integrante do Projeto de Expansão do Programa de Saúde da Família (PROESF), subsidiado pela Fundação Cesgranrio. Foram respondidos 346 questionários, sendo 160 por médicos e 186 por enfermeiros. Dentre os resultados encontrados, está o fato de que médicos e enfermeiros que trabalham na Saúde da Família da Região Norte estabelecem um perfil profissional de competência onde há necessidades específicas de educação permanente. Conclui-se, portanto, que a mera adesão à Estratégia de Saúde da Família não garante por si só a dinâmica e o sucesso das ações voltadas à reorganização da rede, à melhoria da gestão e aperfeiçoamento da gerência do SUS. Além disso, a capacitação profissional é precária frente à demanda de formação exigida.
In 2006, a quantitative study was accomplished, based on the analysis of questionnaires, applied to both physicians and nurses in the States of Maranhão, Tocantins, Pará and Amapá. The research is part of the Family Health Expansion Project (PROESF), subsided by the Health Ministry and conducted by the Cesgranrio Foundation. Competences were analyzed and grouped according to the parameters of WONCA Europe (European Society of Family Medicine), and supported by the World Health Organization (WHO, WONCA, 2002). A total of 346 questionnaires were answered - 160 by physicians and 186 by male/female nurses. The questionnaire comprised the same questions to physicians and nurses and, after computing data, the results in both groups were quite similar, what made us infer that there is a nucleus of shared competences. As a result, it is clear that both physicians and nurses working with Family Health in this region establish a personal competence profile that shows specific needs in continuing education. As a conclusion, the mere compliance with Family Health strategies does not assure the dynamics and success of actions related to network re-organization and improvement of SUS management. Furthermore, professional capacity is poor, as compared to the exigencies of the required formation.