Biomedical subjects

P Muller-Smith

Publications and source records attributed to P Muller-Smith.

31 records · Page 2Linked to original sources

PubMed1996

Using the "big picture" to get what you want.

Few basic nursing education programs provide the student nurse with courses in business and finance. Those skills were most often acquired by nurse managers when they were promoted from a staff position to a management position and they were acquired on the job. As the health care environment becomes more complex, so too does the scope of business and financial skills. Today's nurse manager must develop a wider range of skills to survive. Among the most important is an ability to connect unit level needs to the overall goals of the organization.

Clinical Competence↗

PubMed1996

Out of the box.

At a time when health care workers must think creatively to manage constant change, support and encouragement for that type of thinking are in short supply. In much the same way that the "Wizard of Oz" points out, each of the "characters" (i.e., nurses) have within themselves the heart, the courage, and the brains to search for and find ways to practice quality patient-focused care regardless of the obstacles presented to them. Again, much like Dorothy, who follows the yellow brick road to her destination and with a clear goal in mind, nurse managers can lead their staff down this road of change. The task is to develop that mission and vision and assist those who may be faint of heart, somewhat fearful, or unable to understand, to travel the road so that the profession of nursing will continue to thrive and prosper.

Adaptation, Psychological↗

PubMed1995

Journey to the new order: a leap of faith.

Efforts to re-engineer or restructure often have focused on reducing the numbers of personnel to achieve a cost savings. These efforts have met with limited success. True success requires that change be directed at people, the way people are managed, and the way people do their work. Old management theories are not working well in the new environment, and new theories are only in the developmental phase. During this journey from the old to the new, managers will be managing without the benefit of clear management models.

Hospital Restructuring↗

PubMed1995

Teams: one kind doesn't fit all.

The use of teams to implement change and to deal with problems is being presented as the most effective and efficient way to manage in the "new" organization. Although there are data to support the concept that self-managed teams are effective, it is important to note that not all teams can or should be structured with that expectation. Choosing the right kind of team for the job at hand is equally as important as the use of a team approach.

Humans↗

PubMed1995

Tomorrow's workplace: no jobs ... just work to be done.

The workplace of the future will be less structured, and roles will be less specific. As teams and teamwork become the way to get the work done, those who have relied on a job description to direct what they do will face a real challenge. As this shift in thinking moves into the health care setting, there is fear and confusion on the part of both managers and staff. By working together, managers and staff can build trust and a new sense of security even in an uncertain future.

Forecasting↗

PubMed1995

From adversary to advocate: an application of transformational leadership.

Traditional management and leadership skills are not as effective in an environment where there is constant change. The successful manager is the one who can offer transformational leadership to the staff. This is demonstrated by a real situation in which abstract principles were applied to an actual perioperative setting.

Humans↗

PubMed1995

The new managerial consciousness.

In a world of constant change, working "smarter" does not solve the overwhelming sense of being out of control that most managers seem to experience. Rather than work smarter, the issue is to work differently and to examine the management myths that set expectations for a type of managerial competency and performance that no longer works in a constantly changing world. Management principles and practices developed in and for a world that had some predictability are not translatable to a world that has limited if any predictability. A comparison of the myths and the realities may offer some explanation for those managers trying to survive the constant "white water" of change.

Humans↗

PubMed1994

Entitlement: what it is and what to do about it.

Entitlement is a mind-set that has identifiable characteristics from both organizational and staff perspectives. It is a way of functioning that can no longer be tolerated in a world that is placing increasing demands for productivity on already constrained resources. Moving from an entitlement mind-set toward an earning mind-set may be management's work for the 1990's.

Attitude of Health Personnel↗

PubMed1994

From juggling to balancing.

To survive a constantly changing environment, methods for problem solving and managing change must come from a new mind-set. Rather than looking at and fixing individual parts of a process, the focus must be one of looking at an entire process and determining how well the pieces of that process meet the anticipated outcomes. This involves a change from the deductive to the inductive, from juggling issues to balancing issues.

Adaptation, Psychological↗

PubMed1994

Building bridges to the future.

Although it is important to stay current on the issues that are facing managers as health care undergoes reform, it is equally important to be aware of the emotional impact these changes are having on those involved. Knowing how to manage the personal impact of change is a major step toward leading your staff through the "white water" of change.

Adaptation, Psychological↗

PubMed1994

Cooperation: a management imperative?

In the fast-moving, ever-changing health care environment, quick resolution of conflicts will be the key to survival. This requires approaching those situations from a cooperative rather than confrontive mind-set and changes the skills necessary to be an effective negotiator.

Health Care Reform↗

PubMed1993

Beyond the basics: enhancing management skills.

Transitional managerial skills of planning, directing, controlling, and evaluating are not sufficient in today's constantly changing work environment. They must be broadened to include the ability to anticipate, a personal sense of resilience, and the skill at building and nurturing a spirit of team-work among employees.

Adaptation, Psychological↗

PubMed1992

Managers, monkeys, and mind-set.

One of the most difficult things for a manager to learn is effective time management. The challenge seems to be one of learning what tasks really should be done by the manager and what really can and should be delegated to the staff. This article provides some guidance to managers as they make those decisions.

Administrative Personnel↗