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Biomedical subjects

N M Formella

Publications and source records attributed to N M Formella.

10 recordsLinked to original sources
PubMed1999

Role transition for patient care vice presidents: from a single entity to a system focus.

The authors describe the process used and outcomes achieved by five patient care vice presidents who became a cohesive working group after the system integration of their separate organizations. Overcoming the hurdles that face any emerging group, these nurse executives developed a common patient-centered care delivery system and common leadership structure. They committed to four major leadership roles with common obligations and expectations for patient care vice presidents and hospital presidents, and role changes in terms of time spent as coach, interventionist, and crisis manager.

Delivery of Health Care, Integrated↗
PubMed1996

Proving that less is more: linking resources to outcomes.

Advocates of inpatient managed care employing clinical pathways are confident that this patient management strategy reduces cost while promoting optimal patient outcomes. Other health care professionals are concerned that cost reductions place patients at higher risk for adverse health events. Research is needed to demonstrate the true impact of cost-containment strategies on clinical outcomes. The article describes a study in progress comparing patients conventionally managed by their physicians with similar patients whose overall management involved a nurse case manager. This study explores the issue of resource costs that can be linked to clinical and financial outcome measures.

Case Management↗
PubMed1996

Staff surveys: setting the stage for work restructuring.

Work restructuring is an intensive, time-consuming undertaking that succeeds when proper planning and a disciplined process promote open lines of communication between administration and staff. Surveying staff members to understand their values and how they are spending their time sets the stage for work restructuring. The data collected identify opportunities for change to improve care and increase staff satisfaction and become a baseline for benchmarking success. Surveys also identify what staff members value, what they want to retain from the current system, what needs to be better integrated with other departments, what activities can be eliminated, and any changes that already have positively affected care delivery.

Communication↗
PubMedDate not supplied

Successful consulting relationships: the nurse executive and the consultant.

As hospitals today are faced with numerous health care reform challenges, many are seeking the expertise of consulting organizations to help them achieve institutional objectives. The successful relationship between the nurse executive and the consultant is essential to the organization's ability to achieve defined institutional goals. The nurse executive and the consultant have specific roles to play and also share some common roles.

Consultants↗
PubMedDate not supplied

Work restructuring: the process of decision making.

Work restructuring at a 269-bed hospital resulted in a 20% reduction in the nursing operations budget. A complex process, work restructuring must be logical and requires both interdisciplinary workers and committed leadership.

Budgets↗
PubMedDate not supplied

Redefining the purpose of patient classification.

One hospital's nursing staff used a structured process to challenge the purpose and function of the patient classification system. The result was internal development of a more effective system with significant cost savings.

Cost Savings↗