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Results for “INTERPROFESSIONAL RELATIONS”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

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At least 559 records · Page 31Linked to original sources
PubMed1997

Meaningful data: ask the right questions at the right times.

"Garbage in equals garbage out" is never more true than when benchmarking with peers. Asking the right questions about your own operation as well as your benchmarking partner's takes some practice. Managers can be trained to interview, maximize the information gathered, and get pertinent facts. Experts say too rigid a focus on "apples to apples" comparisons will cause you to miss opportunities for improvements.

Benchmarking↗
PubMedDate not supplied

Self-managed work teams: what works?

Case studies have shown that under the right circumstances, employees within self-managed work teams (SMWTs) produce more at work than employees organized in a more hierarchical, traditional structure because they perform not only technical skills, but management skills as well. The purpose of this article is to clarify the specific factors most important to an SMWT's success. The information shared here comes from three sources. The primary source is a research project funded by a 3-year grant (1994-1997) from the National Science Foundation. The primary factors found to affect the success of SMWTs formed five groups. Work process factors include those that are needed when actually performing the work, such as the appropriate resources, talent, procedures, and effort. Interpersonal process factors include communication and both positive and negative conflict. Environmental factors include those within the SMWT'S organization, such as management support and the reward system, as well as factors outside the organization, such as suppliers and the market. Team design factors and team member characteristics were found to be equally important to the high performance of the SMWT.

Consumer Behavior↗
PubMed1998

Joint working. Prospects of partnership.

Joint working between organisations and professions is a key part of many of this government's initiatives, including health action zones. To work effectively together, professionals must overcome the problems of different cultures and different patterns of accountability. Teamworking across the boundaries of health and social care is generally inadequate.

Communication↗
PubMed1998

I'm not paranoid: they are out to get me.

Paranoid thinking is a common phenomenon that is experienced in everyday life and consequently can found among health care professionals and employees. Health care professionals sometimes experience paranoid thoughts about the actions and intentions of others in the workplace. It is important for the health care professional to understand paranoid thoughts and to respond appropriately if these feelings are experienced. Appropriate action can be important in maintaining the professional's image in the workplace.

Administrative Personnel↗
PubMed1998

The art of persuasion.

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Ancillary Services, Hospital↗
PubMedDate not supplied

Servant leadership.

As corporations are eagerly pursuing reengineering and reorganization, leadership functions are changing to champion these efforts. Traditionally, organizations have had a "top-down" management approach, however, there is a gradual shift to other leadership models. Servant leadership is being successfully implemented in many settings. Servant leadership, first popularized by Robert Greenleaf in 1970, puts serving others as the number one priority. Ten characteristics of a servant leader include: Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. Both servant leadership and the chaos theory have in common the central tenet of relationships. Since America is now approximately 80 percent a "service-economy," servant leadership can greatly benefit the individual employees, as well as help to facilitate the organization's pursuit of its changing strategic plans.

Empathy↗
PubMed1998

Secret societies.

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Academies and Institutes↗