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PubMed1995

Rude awakenings.

A new nurse recently complained in a national nursing publication that her manager, a 22-year veteran, refers to her staff as"dodos," "dipsticks" and "resident idiots." The vexed grad wanted to know whether she had to put up with this verbal abuse. It's amazing that she even had to ask. The Los Angeles Times reports that rudeness is epidemic in America, as "embedded in the workplace culture as time cards, fluorescent lighting and computers." EMTs and paramedics are prime targets. You endure it from patients, their families, bystanders, coworkers, managers, ED staffers and cops. You no doubt take a deep breath, hold your tongue and prepare to move on to the next call. But what if you're mad as hell and don't want to take it anymore? On the following pages, experts share their experiences and offer communication strategies. So, hurry up! Turn the page! (Oops. We apologize for being rude...)

Communication↗
PubMed1995

Teamwork at the Detroit Medical Center. Bridging the gap.

In 1992, Harper Hospital, a part of the Detroit Medical Center, initiated a Quality Enhancement and Clinical Resource Management (QE/CRM) program. The program was designed to be physician-driven and multidisciplinary. Its goal is to "look closely and critically at the appropriate use of clinical resources to affect the most desired outcomes." Through the use of teams for different clinical services, led by physicians and comprised mainly of physicians, quality of care and cost issues are identified and investigated. Changes to practice have occurred that have not only improved outcomes and saved the medical center money, but prepared it to go to managed care.

Cost Control↗
PubMed1995

Communication: an essential element in internal control.

In a healthcare organization, an internal control system segregates duties by function within the organization's financial operations. But segregating duties by function can result in poor internal communication that, in turn, can undermine an organization's internal processes and procedures. Effective communication can serve as an essential link between internal controls and operational effectiveness.

Accounting↗
PubMedDate not supplied

Productive criticism. Part 1: Criticism that works.

Criticism affects almost all aspects of your job: the quality of work you do, how you feel about your performance, and your relationships with your boss, coworkers, and subordinates. Used productively, criticism is a powerful tool that helps you improve your work, enhance your working relationships, increase your job satisfaction, and achieve better overall results. Improperly used, it impedes performance, demoralizes you, discourages you from wanting to try again, and creates friction in the workplace. In short, the ability to give and take criticism significantly determines how well you do on the job. In Part I, we will examine the traditional negative approach to criticism and develop new management tools to turn criticism into an opportunity for growth and education. By explaining new evaluation and communication techniques, we will show the reader how to use productive criticism to increase job performance and satisfaction.

Attitude↗
PubMed1996

The effects of hospital executives' personality traits on their perceptions and trust.

This field study examines the relationship between hospital executives' personality traits and both their perceptions of their subordinates' levels of skills and their level of trust in those subordinates. CEOs or senior executives of 37 acute care hospitals with at least 200 beds were surveyed. The high Nurturant manager did not perceive greater trust or skills than the low Nurturant manager. However, there was a significant and negative correlation between Person-Dominant managers and trust scores. Furthermore, the high Goal-Dominant managers varied significantly less than the low Goal-Dominant managers in their perceptions of their subordinates' skill. The study calls for a reexamination of the influence of personality traits on hospital executives' perceptions and trust. Power in the hands of certain managers may lead to the devaluation of the abilities and motivations of subordinates, and even the devaluation of their subordinates themselves.

Chief Executive Officers, Hospital↗
PubMed1996

Identifying best practices for audit committees.

Most healthcare organizations have an audit committee of the governing board, or a finance committee, that fulfills the audit oversight function. Financial managers play a key role in shaping the content, agency, and operation of the audit committee. The findings of a recent research study conducted by Arthur Anderson & Co., SC, into the best practices of audit committees have implications for healthcare organizations.

Financial Audit↗
PubMedDate not supplied

Chief of staff and medical director: conflict or cooperation?

Inevitably as the role of the medical director expands, it will directly affect power structures already existing in the hospital hierarchy, including department chiefs, other administrators, and the chief of staff. This article will attempt to define the roles of the medical director and the chief of staff, explore possible conflicts, and provide suggestions to help avoid confrontation. Finally, an attempt will be made to look into the future direction of the medical director's position.

Conflict, Psychological↗
PubMedDate not supplied

I was a medi-cop.

When I became an inspector for the New York State Health Department, I realized that I would not win any popularity contests, but I believed that I would be improving the quality of care in the 32 hospitals controlled by our area office. I decided to take the job in a desperate move to escape from primary care responsibilities that had been growing more onerous daily. This article tells of my experience as a health care regulator and why I returned to work for a health care provider.

Hospitals↗
PubMed1993

Doctors as managers.

In order that a hospital function efficiently, it is imperative that the management use its skills to best effect. On this subject, Dr Dixon discusses 'organizational bonding', a bonding which, among other things, will improve planning, budgetary control and quality control and speed up decision-making, by means of decentralization. '... the vertical divisions between different professional groups and hierarchies', she concludes, 'have to be replaced by horizontally integrated service units.'

Efficiency, Organizational↗
PubMed1996

Internal complexity and environmental sensitivity in hospitals.

Theory suggests that organizations should respond to external complexity with internal complexity. We examine whether "environmentally sensitive" hospitals are more internally complex than "environmentally insensitive" hospitals. Results show that environmentally sensitive and insensitive hospitals differed on three of the measures of internal complexity: goal complexity, strategic complexity, and relational complexity.

Chief Executive Officers, Hospital↗