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PubMedDate not supplied

Managing in the generation gap.

Radiology administrators may need to rethink their responsibilities in light of the generation gap. They should provide leadership for the broader changes to come by listening to staff members both as individuals and as representatives of their generation. Administrators can restore harmony by getting people focused on mission instead of personalities. They should get every person's input about missions, goals and roles; promote ongoing dialogue; and seek buy-in. The administrator must be sensitive to the potential of each group. He should direct each individual to discover and attain his or her full potentials and guide individuals to levels of accomplishment that they might not otherwise reach.

Conflict, Psychological↗
PubMedDate not supplied

Strengthening relationships for a successful nurse directed center within an academic setting.

This article focuses on the evolvement of a nurse-directed student health center within an academic setting. The advantages of having a student health center located under academic affairs versus the traditional model of being placed under student affairs is discusses. How this organizational arrangement can be used to develop and strengthen relationships, as well as promote collaboration among various disciplines within the college is discussed. Such an arrangement can provide resources, student practicum experiences on campus as well as strengthen and develop relationships within the surrounding community. These strategies can be used to create a forum for discussion of various strategies which will assist in establishing a vision, overcoming obstacles, expanding the center's scope of services as well as provide mentoring opportunities for student nurses and faculty.

Black or African American↗
PubMed2002

Ice bound.

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Adaptation, Psychological↗
PubMedDate not supplied

Doctors, lawyers evaluate each other in new study.

Asking doctors and lawyers what they like and dislike about each other brings strong, often negative results. Take a look at the level of trust between doctors and lawyers and learn how both sides view one another. And discover ways to patch up the rocky relationships.

Attitude of Health Personnel↗
PubMed2001

Dynamic dialogue: application to generational diversity.

The complexity of the work environment demands a new level of creativity that goes beyond traditional organization development strategies. Dynamic Dialogue is a learning practice that provides the structure for divergent groups of people to develop greater understanding and appreciation for individual perspective, subsequently enhancing efficiency, satisfaction, and accomplishment in the work environment. This article presents how Dynamic Dialogue can be used to uncover the assumptions and beliefs regarding generational diversity (Generation X, Baby Boomers, and Matures).

Adult↗
PubMed1999

Physician in conflict: a survey study of individual and work-related characteristics.

Relationship of individual and work-related factors to interpersonal conflicts at work was studied, using data from a nationwide survey in 1993 of the work environment and living conditions of physicians in Norway. The survey included a total of 1,800 questions spread over 16 questionnaires, which were distributed according to an 'overlapping questionnaire design'. Questionnaires were mailed to a random sample of 9,266 physicians, of whom 6,652 responded (72%). The results suggest that personality factors such as 'intensity' and 'reality weakness' are related to conflict with one's immediate superior, but not to conflict with others at work. Respondents reporting conflict with friends, relatives and spouse tended to report more conflict at work both with immediate superiors and others. The frequency of interpersonal conflict at work was not related to gender.

Conflict, Psychological↗
PubMed2002

Develop stakeholder relationships with focus groups.

Because of the current competitive climate for funding and volunteers, health care philanthropies are increasingly concerned about cultivating stakeholders. Today's focus is on long-term relationships with stakeholders, rather than on short-term fund raising. Using focus groups--a discussion about a particular topic, involving eight to 12 participants lead by a moderator--is an efficient, cost-effective way to cultivate stakeholders.

Focus Groups↗
PubMed2002

The people who make organizations go--or stop.

Managers invariably use their personal contacts when they need to, say, meet an impossible deadline or learn the truth about a new boss. Increasingly, it's through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done. But to many senior executives, informal networks are unobservable and ungovernable--and, therefore, not amenable to the tools of management. As a result, executives tend to work around informal networks or, worse, try to ignore them. When they do acknowledge the networks' existence, executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital. It doesn't have to be that way. It is entirely possible to develop and manage informal networks systematically, say management experts Cross and Prusak. Specifically, senior executives need to focus their attention on four key role-players in informal networks: Central connectors link most employees in an informal network with one another; they provide the critical information or expertise that the entire network draws on to get work done. Boundary spanners connect an informal network with other parts of the company or with similar networks in other organizations. Information brokers link different subgroups in an informal network; if they didn't, the network would splinter into smaller, less effective segments. And finally, there are peripheral specialists, who anyone in an informal network can turn to for specialized expertise but who work apart from most people in the network. The authors describe the four roles in detail, discuss the use of a well-established tool called social network analysis for determining who these role-players are in the network, and suggest ways that executives can transform ineffective informal networks into productive ones.

Administrative Personnel↗
PubMedDate not supplied

Learning curve.

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Cooperative Behavior↗