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At least 703 records · Page 39Linked to original sources
PubMed2004

Tearing down the walls between O.R. and S.P.D.

The focus of this article is the relationship between the Operating Room (O.R.) and the Sterile Processing Department (S.P.D.). The goal is to help readers gain insights into the driving forces which impact on both departments and to help them establish realistic expectations for improving the performance and quality of this relationship. It is important to discuss ways to solve conflict and enhance teamwork between the O.R. and S.P.D. Both departments need to establish a common understanding and ensure that everyone "talks the same language" and "tears down the walls" between them. For the purpose of this article the short form of S.P.D. will be used for Sterile Processing Department (sometimes known as Central Processing), the department where instrument processing takes place and the distribution center for the entire hospital's supplies.

Central Supply, Hospital↗
PubMedDate not supplied

Doctor-manager relationships in the United States and the United Kingdom.

In many developed countries, including the United States and the United Kingdom, the relationships between doctors and hospital managers are strained. The purposes of this article are to examine survey data from the United States and the United Kingdom on doctor-manager relationships and to identify the sources of strain common to both countries as well as those particular to each country's health system. The two countries exhibited many similarities. A very high proportion of respondents from both countries identified external factors-such as governmental budget cuts, pressure from third parties to increase physicians' workload, and the turbulence of the policy environment-as important barriers to improving doctor-manager relationships. Other common sources of strain were concerns over resource availability and the relative power of doctors and managers. Sources of relationship tension particular to each country were also found. Substantial divergence of opinion was expressed with respect to internal factors that affect doctor-manager relationships. Respondents from the United States were more negative than those from the United Kingdom in their ratings of teamwork and communication between doctors and managers, and they were also less likely to have confidence in the medical staff. Respondents from the United Kingdom were more likely to believe that hospital management is driven more by financial than clinical priorities. Managers can implement several strategies to improve doctor-manager relationships, including greater organizational transparency in decision making; more frequent communication between managers and doctors; and more physician involvement in decision making, especially with regard to important resource-related decisions, and in organizational governance.

Communication↗
PubMed1992

Physicians in the Department of Veterans Affairs. Another perspective.

There is an ongoing discussion pertaining to the mutually beneficial relationship between the medical centers of the Department of Veterans Affairs (VA) and their affiliated medical schools. An earlier article analyzed the interorganizational conflicts prevalent at times between the VA medical centers and the medical school affiliates and assigned as reasons for such frictions value differences between professionals and administrators as well as between the VA medical centers and the medical schools. I propose somewhat different explanations for such conflicts and draw attention to the inapplicability of some of the old organizational theories that are being overtaken by the dynamics of modern health care organizations and their dependence on total quality management and resource allocation methods driven by diagnosis related groups. Furthermore, the strivings of other health professionals in the VA for equal treatment and the reluctance of physicians to concede coequality to others, the prevalence of risk avoidance as a necessary behavioral attribute for success within the VA, and the prevailing practice of allowing VA physicians to accept salary supplementation from the medical schools are major factors contributing to interorganizational conflicts.

Conflict, Psychological↗
PubMedDate not supplied

The next generation.

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Adaptation, Psychological↗
PubMed2004

"Conscious caring".

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Dentist-Patient Relations↗
PubMed2004

Leading through partnering: from bedside to community.

Partnering as a means of leading requires a particular focus and has particular characteristics. It is unrealistic to think that every person that participates in a partnership would have honed the skills to provide guidance, strength, and support for the process. It is not likely that every partner understands the collaborative process well enough to engage all partners with tact, openness, fairness, and critical, but respectful, reflection. The characteristics depicted in the Leading Through Partnering dome reflect those leaders who have integrated partnering into a coherent framework of action. Stern (2003), in describing her grounded theory research on "attentive partnering" among colleagues, determined that conditions for partnering seem to require the presence of "determined, persuasive leaders who foster growth-enhancing collegial relationships" (pg. 271). The concept of partnering continues to take hold in many forms. Leading Through Partnering as a variant form, whether occurring on a small scale at the bedside or a large scale in the community, is likely to be more than just a passing trend.

Communication↗