Biomedical subjects

J Doerge

Publications and source records attributed to J Doerge.

3 recordsLinked to original sources

PubMed1998

Seeing down the road: restructuring the work of leadership.

Understanding our own patterns of thought and interaction is one of the disciplines that can help nurse leaders move from a reactive and retrospective stance to becoming proactive. A familiar example, driving, illustrates this concept and applies these principles by suggesting practical ways that we can model the future for those we lead. We may not be able to totally control the obstacles along the way, but by staying fixed on the values of stewardship and service to our patients and staff, we can help draw the map of the future of health care.

Hospital Restructuring↗

PubMed1995

Management restructuring: toward a leaner organization.

The drive to create integrated delivery networks has given even further momentum to management restructuring. Through centralization of decision making within networks, speed and flexibility are needed to make the difficult modifications required to achieve standardization and general overhead savings. Two hospitals, Carondelet St. Mary's and Carondelet St. Joseph's merged under a single administrative team and one Vice President of Patient Care Services. Outcomes of this restructuring were monetary savings, but also learning how to plan and carry out major management restructuring. The values, the process and the outcomes one year post implementation, and the keys to success in the management restructuring effort are the subjects of this article.

Cost Savings↗

PubMedDate not supplied

Patient-centered process of work redesign. Arizona hospital reengineers with no outside help.

A few years ago, Carondelet St. Joseph's Hospital in Tucson, AZ, realized that care delivery reflected a mechanistic, boundary-filled system rather than a process centered around patient care. To change this, St. Joseph's planned a work redesign process that a multidisciplinary team (under the guidance of nursing leadership) implemented and evaluated. The Steering Committee for Patient Centered Care (an interdisciplinary group) established five teams to plan and implement the redesign effort. The teams were responsible for quantification, quality, public relations and communication, education and human resources, and the pilot project. Four key factors helped get the redesign effort up and running: Support from the top. The involvement of all key disciplines. The timely movement from envisioning to implementation. Communication of tangible measurements of the change process. Patient-centered care continues to be refined and improved at St. Joseph's.

Arizona↗