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Biomedical subjects

R A Ritvo

Publications and source records attributed to R A Ritvo.

11 recordsLinked to original sources
PubMed1997

Board development in two hospitals: lessons from a demonstration.

A recently concluded demonstration project examined efforts to improve the effectiveness of nonprofit boards. This article focuses on the interventions at two participating healthcare organizations and examines the outcomes of these efforts. Changes made at the Alpha Health Care system included: reduction in the number of boards, term limits established for board members, election of new board chairs for two of the fewer boards, reduction in the size of those boards, implementation of a consent agenda, and reorganization of the boards' committee structure. Fewer changes were implemented at the Beta Hospital, where several initiatives were started but only some of which were retained by the projects' conclusion. Key factors limiting the extent of changes there were the modest interest in an active board by a new CEO and the limited investment of trustees in change. The article concludes with a discussion of lessons learned about board assessment, the use of retreats to initiate board development, and the importance of time management and CEO support to strengthen board effectiveness.

Chief Executive Officers, Hospital↗
PubMed1993

The role of governing boards of trustees in promoting total quality management.

As total quality management becomes more accepted in health care organizations, it is apparent that organization-wide efforts will be needed to reinforce and institutionalize these changes. This article stresses the importance of the direct involvement of the board of trustees in setting the climate for successful interventions. The board must be open to using its influence on the system to facilitate changes. In addition, the board must be a part of the total quality management process. This article concludes with 10 guidelines for the implementation of TQM, each designed to help ensure positive outcomes.

Governing Board↗
PubMed1987

Coordinating in-patient and out-patient services: the need for action.

This research reports the findings of a year-long study on the efforts to link discharged in-patients to community support services. Using the informal network model developed by O'Brien and others, the assumption that existing services will be used, just because they are there, is clearly shown to be in error. The implications for management are delineated, documenting that staff efforts in discharge planning are needed, that contracts with community-based service programs may help. Unless such efforts are undertaken, the long-term effectiveness of in-patient programs is questioned.

Adult↗
PubMed1984

Work autonomy and the community mental health professional: guidelines for management.

Work autonomy is an important characteristic of professional positions in community mental health programs. Yet this concept of work autonomy is so ambiguous that managers are often uncertain about the most effective job redesign strategies. Considering (1) formalization of organization rules, procedures, and job descriptions, (2) the routineness of the work technology, and (3) the degree of decision-making centralization as the essential components of work autonomy, the researchers found that job satisfied employees prefer certainty in job expectations even though this may reduce their overall autonomy. At times of economic uncertainty, special attention must be given to managing turbulence in the external environment so that professionals can effectively exercise autonomy in their service delivery functions.

Community Mental Health Centers↗
PubMed1976

Improving the effectiveness of program consultation.

In a recent project concerned with the evaluation of consultation, experienced health program consultants demonstrated difficulty in two areas: (a) integrating mutnd (b) setting objectives and specifying criteria by which to measure attainment of those objectives. This paper outlines the purposes of this project, its background and methodology, and discusses in depth the areas of concern. Through an exploration of these issues in program consultation evaluation, health professionals can understand and hopefully improve their skills in this important area of functioning.

Communication↗
PubMed1975

Evaluating the impact of program consultation in health services.

This article describes a methodology developed to be useful to both consultant and consultee in evaluating their mutual efforts to improve agency health service programs. Reporting forms and instruction manuals based upon the concept of mutuality in consultation were used by 19 consultants in 29 consultations. Two-thirds of the respondents reported some increase in problem-solving ability. The implications of evaluating program consultation are discussed, as are certain issues in consultation: definition, implementation, process, utilization, impact delays, interpersonal interactions, hidden agendas, organizational learning, and outcome measurements.

Evaluation Studies as Topic↗