ABSTRACT
Patient care isn't just about performing technical tasks. While that is a large and absolutely essential part of nursing care, the essence of care is helping patients and their families transform their lives into a healthful experience even though the essence may be a devastating diagnoses or a worsening illness. If we believe that patients are merely buying the technical skills of the nurse, we are in for a grievous disappointment. People today want to develop their intellectual assets and develop their souls at work. If the workplace can't help with this search, both patients and employees will find one that will. Patients want the opportunity to grow and transform their lives. And so do our staff. They will learn from leaders who are providing the role models and the environment for this to happen.
Subject(s)
Nurse-Patient Relations , Nursing Care , HumansABSTRACT
Major changes have taken place in health care. The small "Mom and Pop" organizations have been replaced by merged and consolidated entities to become more efficient. It is difficult to find a physician in solo practice now and difficult to find a nonaligned hospital, home health agency, or nursing home. Managing in large complex consolidated integrated networks is very different and requires different structures and competencies. The history of nursing started with the Chief Nurse not being apart of the executive team. Through many strides, and even regulatory conditions emanating from organizations such as the Joint Commission for the Accreditation of Healthcare Organizations, the CNO now is expected to develop and be accountable for the budget and be considered apart of the executive team in an egalitarian position. The same process is now taking place in the large consolidated organizations. It is as important for the voice of patient care to be present strategically at the executive level of the new structures as it has been to have that person well positioned in the smaller organization. We in nursing have met the challenge by preparing CNOs to operate at the executive level through education and membership in organizations such as the American Organization of Nurse Executives and the American College of Healthcare Executives. Strategically, we need to think through the educational programs and mentoring experiences that will help more CNOs step into these positions easily. Programs such as the Johnson & Johnson Wharton Program for Nurse Executives have been invaluable for helping individuals make the transition into strategic, executive roles. Our challenge is to determine how these opportunities can be made available to more people as the times demand greater expertise.
Subject(s)
Leadership , Nurse Administrators , Private Sector/organization & administration , Humans , Models, Organizational , Organizational Innovation , United StatesSubject(s)
Leadership , Nursing/organization & administration , Humans , Interprofessional RelationsABSTRACT
Retention problems will plague us for the near future. Blanchard and Waghorn (1997) believe that everyone wants to be magnificent, and not just ordinary. Unfortunately, often we expect only the ordinary and not the magnificent. People respond to our expectations. We can help staff to achieve magnificence by providing unconditional love and remembering that people are magnificent. Sometimes their behavior is a problem and certain things block the expression of their greatness, but all people are magnificent. If we create "sanctuaries of caring" where nurses and others are given the opportunity to achieve their innate nobility and magnificence, people will flock to participate in the noble and magnificent experience of patient care.
Subject(s)
Leadership , Nurse Administrators/organization & administration , Nurse Administrators/psychology , Nursing Staff/psychology , Nursing Staff/supply & distribution , Nursing, Supervisory/organization & administration , Personnel Selection/methods , Personnel Turnover , Humans , Interprofessional RelationsSubject(s)
Adaptation, Psychological , Competitive Behavior , Leadership , Models, Psychological , Nurse Administrators/organization & administration , Nurse Administrators/psychology , Nursing, Supervisory/organization & administration , Decision Making, Organizational , Humans , Nurse Administrators/education , Organizational InnovationABSTRACT
Managing in the new technocracy of the new millennium will be challenging but also much more exciting than the work we do now. Twenty years ago, nurse managers weren't held accountable for the level of knowledge about financial outcomes that is expected now. The same will be true for technology. With electronic medical records, innovations in medical treatments, and the impact of the information and technologic revolution on the entire world, the interface between technology assessment, operationalizing technology, and continually upgrading staff to know what the implications of the technology revolution are will be imperative for success. That means that we must influence schools of nursing to include technology in their content now, and to help us prepare this generation of health care leaders to take a full seat at the leadership table to manage these complexities in the future. The success of the leader of the future will be measured by that person's ability to integrate the very complex issues of patient care and technology in a way that makes sense for patients, the organization, and the staff who will be working in a very complex environment. The leader's TIQ will be as important as other intelligences in the next 20 years.
Subject(s)
Computer Literacy , Nurse Administrators/education , Professional Competence/standards , Forecasting , Fuzzy Logic , Humans , Leadership , Nurse Administrators/trendsABSTRACT
Many might challenge the concept of customerizing in the health care systems in the face of financial losses caused by the Balanced Budget Act. But, now more than ever, we should be obsessed with the customer and work relentlessly to understand that the procedure is not the end goal. The experience around that procedure will bond the patient to us, or create a consumer who is left with anger. The secret to success, according to Seybold (1998), is "It's the customer, stupid!" (pp. xvi). She also notes that all we have to do is to focus on making it easier for the customer to work with us. We should pick our customers' brains, visit them, learn what they care about, and make it easier for them to work with us. We can't afford not to.$
Subject(s)
Marketing of Health Services/organization & administration , Patient Satisfaction , Patient-Centered Care/organization & administration , Humans , Leadership , Nurse Administrators , Nursing, Supervisory/organization & administrationSubject(s)
Cost of Illness , Health Priorities , Health Services Research/standards , Research Support as Topic/standards , Wounds and Injuries/economics , Canada/epidemiology , Cost Savings , Data Collection , Data Interpretation, Statistical , Direct Service Costs , Epidemiologic Methods , Health Care Rationing , Health Services Research/economics , Humans , Politics , Population Surveillance , Public Health , Reproducibility of Results , Research Design , United States/epidemiology , Wounds and Injuries/epidemiology , Wounds and Injuries/prevention & controlABSTRACT
Uncivilized environments take their toll on people who work there. Cultures of distrust are created and there is no warmth, reverence, or love available for the healing work of health care. We can blame the staff, or we can look at ourselves and recognize that the staff is merely a reflection of ourselves. Gracious leaders create a gracious and loving staff who care for patients and their families in extraordinary ways.
Subject(s)
Interpersonal Relations , Leadership , HumansABSTRACT
The leader in a nursing organization, whether it is the nurse manager or the nurse executive, is only as good as the positive synergistic relations that are developed with all parts of the organization. The converse is also true that the leader of any part of the organization is only as good as the synergistic relations she/he develops with the nurses and direct caregivers. Synchronicity is the mark of an effective organization and the hallmark of integrated organizations.
Subject(s)
Leadership , Nursing Staff, Hospital/organization & administration , Efficiency, Organizational , Humans , Interprofessional Relations , United StatesABSTRACT
Many might challenge the concept of customerizing in the health care systems in the face of financial losses caused by the Balanced Budget Act. But, now more than ever, we should be obsessed with the customer and work relentlessly to understand that the procedure is not the end goal. The experience around that procedure will bond the patient to us, or create a consumer who is left with anger. The secret to success, according to Seybold (1998), is "It's the customer, stupid!" (pp. xvi). She also notes that all we have to do is to focus on making it easier for the customer to work with us. We should pick our customers' brains, visit them, learn what they care about, and make it easier for them to work with us. We can't afford not to $.
Subject(s)
Consumer Behavior , Leadership , Nurse-Patient Relations , Pediatric Nursing/trends , Adolescent , Child , Child, Preschool , Female , Forecasting , Humans , Infant , Infant, Newborn , Pregnancy , United StatesABSTRACT
Managing in the new technocracy of the new millennium will be challenging but also much more exciting than the work we do now. Twenty years ago, nurse managers weren't held accountable for the level of knowledge about financial outcomes that is expected now. The same will be true for technology. With electronic medical records, innovations in medical treatments, and the impact of the information and technologic revolution on the entire world, the interface between technology assessment, operationalizing technology, and continually upgrading staff to know what the implications of the technology revolution are will be imperative for success. That means that we must influence schools of nursing to include technology in their content now, and to help us prepare this generation of health care leaders to take a full seat at the leadership table to manage these complexities in the future. The success of the leader of the future will be measured by that person's ability to integrate the very complex issues of patient care and technology in a way that makes sense for patients, the organization, and the staff who will be working in a very complex environment. The leader's TIQ will be as important as other intelligences in the next 20 years.