A national study: the use of specialty surgical teams.

Perioperative nursing is changing in response to the increasing complexity of patient care during diverse, specialized surgical procedures. As a result, designated specialty surgical teams have developed to fulfill needs of patients, nurses and surgeons. This exploratory, descriptive study examined reasons for implementing specialty surgical teams, the frequency and RN composition of such teams and their benefits. Data concerning the prevalence and specific use of specialty surgical teams are necessary to validate and redefine the nature and role of specialized perioperative nurses. Results of the U. S. study generally paralleled the Missouri study although findings were not as pronounced. Clearly though, in both studies, specialty surgical teams are perceived very positively by study respondents.

Strategic planning and the health care supervisor.

This article explores strategic planning from the perspective of the health care supervisor. It analyzes the strategic environment of organizations, the planning process, how to evaluate the strategic plan, and the implementation phase. A strategic planning model is offered as well as a view of the future of strategic planning. The article articulates that strategic planning should emphasize flexibility. The plan needs to be custom designed for the particular organization. Strategic planning is a primary vehicle for health care supervisors to use work teams to further develop organizational effectiveness. Finally, strategic planning is linked to both research and systems theory.

Specialty surgical teams. Results of a study.

Perioperative nursing is changing in response to the increasing complexity of patient care during diverse, specialized surgical procedures. As a result, designated specialty surgical teams have evolved to fulfill needs of the patient, nurse, and surgeon. This exploratory, descriptive study examined reasons for implementing specialty surgical teams, the frequency and composition of such teams, and their perceived benefits. Data concerning the prevalence and specific use of specialty surgical teams are necessary to validate and redefine the nature and role of specialized perioperative nurses.

Futurism and the health care supervisor.

In countless ways, the United States is looked at as a model by much of the world. In the new corporate environment, decision making must be fast and accurate, dictating in turn that accurate information must flow faster. Information systems can absorb the side effects of change and interactive process developed to assess, define, and agree to a new set of work relationships. The strategic use of information and information systems is a mindset to which all members of the organization need to acculturate themselves. It should be set in each of the work teams, the organization, and its managers as a way of thinking, not merely a job or a task at hand. Experimenting with alternative designs and various management techniques in the 1990s may lead to a prosperity in the next century. Futurism may help us get there.

Staffing patterns and practices in programs in communication disorders.

Allied health programs in higher education present unique academic and administrative challenges. Clinical education, the practice of providing students with hands-on experience, is frequently the norm rather than the exception. This paper reports results of a study that examined faculty staffing patterns and practices in undergraduate and master's programs in communication disorders. Specifically, the study examined 1) employment of full- and part-time faculty/supervisors, 2) teaching/supervisory responsibilities of faculty/supervisors, 3) degree requirements for clinical supervisors, 4) teaching load for clinical supervisors, and 5) methods for determining supervisory load in clinical teaching. Results address the "traditional" model for determining the number of faculty positions needed and the implications for change in communication disorders. This study is directly related to allocation of faculty resources.

Strategic planning as used by chief executive officers.

In summary, the interviews obtained from this study suggest that CEO's in a variety of industries are attempting to "fit" their strategic planning process to their perceived environmental conditions. Indeed, management thinkers believe the biggest challenge in strategic planning will be turning CEO's into true strategic thinkers. The most successful companies, ultimately, will make strategic planning a high priority and involve all levels of management in the process. Planning becomes the unifying force that directs company actions. Hospital CEO's are obviously becoming more aware of this point as they strive to include all relevant parties (boards, physicians, etc.) in the process. Further, they seem to view planning in the classical sense, that is, as a dynamic, ever-evolving cyclical process more so than their general industry and academic contemporaries. Those hospitals that do develop strategic planning and strategic management have a definite advantage over competitors. Priorities are set and objectives are validated. This, in turn, improves productivity and creates the necessary framework for controlled growth. In addition, planning promotes teamwork and heightens motivation, bringing managers and employees together not only to meet but to exceed company goals.

What supervisors want to know about decentralization.

Many organizations in various industries have tended to move away from strict centralization, yet some centralization is still vital to top management. With 19 of the 22 executives interviewed favoring or implementing some form of decentralization, it is probable that traditionally centralized organizations will follow the trend and begin to decentralize their organizational structures. The incentives and advantages of decentralization are too attractive to ignore. Decentralization provides responsibility, clear objectives, accountability for results, and more efficient and effective decision making. However, one must remember that decentralization can be overextended and that centralization is still viable in certain functions. Finding the correct balance between control and autonomy is a key to decentralization. Too much control and too much autonomy are the primary reasons for decentralization failures. In today's changing, competitive environment, structures must be continuously redefined, with the goal of finding an optimal balance between centralization and decentralization. Organizations are cautioned not to seek out and install a single philosopher-king to impose unified direction, but to unify leadership goals, participation, style, and control to develop improved methods of making all responsible leaders of one mind about the organization's needs and goals.

Practicing participative management in the clinical laboratory. Foster a productive and satisfying staff.

Employee participation and involvement are at the leading edge of management thinking today. Not only behaviorally oriented managers, but managers of all styles include personnel in decision-making. The purpose of this article is to communicate to clinical laboratory managers some recent developments in people management. Several suggestions for team building and the desired outcome of worker participation are included. Although employee participation has been a major issue in management for 10 years, many business schools still emphasize only the traditional quantitative subjects of accounting, finance, statistics, and systems engineering. Obviously, these subjects are important, but modern managers must learn qualitative or behavioral material as well. Students are affected by the lack of a notable behavioral emphasis. Unfortunately, some students think that learning in the behavioral domain is unimportant. Too often, these students encounter problems later in their careers with employees and can only wish for greater knowledge.

The dilemma of the rural hospital: the case of Pinal General Hospital.

While rural hospitals often provide high quality healthcare, the growth of healthcare specializations and the advent of specialized professionals has put them in a very weak competitive position in relation to nearby urban hospitals. This article discusses the position of just such a hospital: Pinal General Hospital in Florence, Arizona.

Propensity of health administration faculty to publish in scholarly research journals.

Health administration faculty are interested in publishing activities in academic research journals. Perceived institutional quality and faculty professional advancement are strongly influenced by faculty's propensity to publish articles in scholarly journals. A five-year review of 10 of the health administration field's research-oriented journals showed that between 1983 and 1988 publication activity was heavily concentrated among four to seven institutions. These institutions also tended to publish in a greater breadth of journals selected by our criteria.