ABSTRACT
Health care organizations have been strongly encouraged to design and implement procedures to prevent the spread of HIV/AIDS in the workplace. The procedures will have a dramatic impact on the work habits of health care workers and may even challenge some dominant health care values. Therefore, precautionary procedures are likely to meet with mixed reactions and, perhaps, outright resistance from health care workers. This article identifies some plausible causes for employee resistance to precautionary procedures. After describing the dilemma in terms of competing values and conflicting objectives, some practical managerial strategies for reconciling differences and securing broad-based commitment to preventive policies and procedures are proposed.
Subject(s)
Acquired Immunodeficiency Syndrome/prevention & control , Cross Infection/prevention & control , Personnel Administration, Hospital/methods , Personnel, Hospital/psychology , Humans , Organizational Innovation/methods , Safety , United StatesSubject(s)
Industry , Organizational Innovation/methods , Public Relations , Humans , Names , Planning Techniques , United StatesABSTRACT
Evangelical Health Systems has developed its own patient care software program and is marketing it to other hospitals under the name FasTrack Systems, Inc. The hospital communications and software package was installed in three EHS hospitals in 18 months.
Subject(s)
Financial Management, Hospital , Financial Management , Multi-Institutional Systems/organization & administration , Organization and Administration/methods , Organizational Innovation/methods , Humans , Illinois , Planning TechniquesABSTRACT
This article is written by Ian Price who was engaged as a consultant by the Austin Hospital in 1973 to conduct an organisation study. The result of his work was to establish a divisional organisation which integrated the University of Melbourne into the hospital management structure. His work set in train an extensive organisational development program which has become widely known and regarded in the hospital field. After an absence of nine years Ian Price has taken up an appointment with the Austin an Executive Assistant to the General Manager. This article summarises the process which he adopted and the rationale for the changes which were implemented. The article also presents a brief resume of these changes ten years on.
Subject(s)
Hospital Administration/trends , Organization and Administration/methods , Organizational Innovation/methods , Australia , Hospitals, Teaching/organization & administration , Institutional Management TeamsABSTRACT
This paper describes a team development program conducted for Nursing Supervisors and Nursing Executives in a Melbourne teaching hospital. It provides a detailed account of (i) the concepts which guided the formulation and conduct of the program and (ii) the processes which were used to maximise the possibilities for change and foster a joint commitment to dealing with problems in the Nursing Department. The program achieved greater understanding and clarity regarding work roles, improved cohesion and teamwork at the supervisory and executive level and a shift towards a more participative style of management within the department.
