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Results for “Organizational Objectives”

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PubMed2000

Local health department capacity and performance in New Jersey.

The Institute of Medicine's report in 1988 has spawned numerous efforts to strengthen the nation's public health system. Performance monitoring and public health practice standards have received considerable attention. All local health departments were surveyed in New Jersey to assess performance of core functions, 10 organizational practices, and organizational capacity in terms of staffing, communications, and computer capabilities. Overall, core function performance was measured at 59.7 percent and four organizational practices were measured at less than 50 percent performed. Information from this study will help direct efforts to strengthen New Jersey's public health system.

Humans↗
PubMedDate not supplied

A research agenda for public health workforce development.

In the past decades, public health research has focused on categorical rather than cross-cutting or systems issues. Little research has been carried out on the infrastructure required to support public health programs. This article describes the results of an interactive process to develop a research agenda for public health workforce development to inform all those with stakes in the public health system. This research is defined as a multidisciplinary field of inquiry, both basic and applied, that examines the workforce in terms of costs, quality, accessibility, delivery, organization, financing, and outcomes of public health services to increase knowledge and understanding of the relationships among workforce and structure, processes, and effects of public health services. A logic model and five priority research areas resulted from meetings of expert panels during 2000 to 2003. Innovative public and private partnerships will be required to advance cross-cutting and systems-focused research.

Health Services Research↗
PubMedDate not supplied

Medical group affiliations: interorganizational relationships and organizational performance.

The hyperturbulent health care environment is causing health care organizations to create interorganizational relationships (IORs). This article reports on a study of 686 medical groups that assessed how 11 types of IORs affected 7 dimensions of organizational performance. Organizational performance was ascertained through self-reported questions about performance relative to local market competitors. Respondents believed that, to varying degrees, all IORs lead to a competitive advantage over local competitors in all seven performance categories. There was no consistent pattern for either loose or tight linkages to be associated with superior performance. Consequently, loose linkages may be preferable to tighter linkages (i.e., membership in a fully integrated delivery system) that require higher levels of resource commitment.

Economic Competition↗
PubMedDate not supplied

Conflict management styles of Asian and Asian American nurses: implications for the nurse manager.

Foreign nurses and American nurses who are culturally diverse make up an increasing number of the US nursing workforce. Of foreign nurses, Asians constitute the largest number. Conflict is an inevitable aspect of human relations in health care settings. Nurses and other health team members with diverse cultural background bring to the workplace different conflict behaviors that directly impact the outcomes of conflicts. It is essential for health care team members and managers to be cognizant of different conflict behaviors as well as different conflict management styles so that strategies can be designed to build a culturally diverse health care team that is able to effectively achieve group and organizational objectives.

Asian↗
PubMed2006

Celebrating 50 years of experience: an ECFMG perspective.

As indicated in its mission statement, the Educational Commission for Foreign Medical Graduates (ECFMG), established in 1956, "promotes quality health care for the public by certifying IMGs for entry into U.S. graduate medical education, and by participating in the evaluation and certification of other physicians and health care professionals. In conjunction with its Foundation for Advancement of International Medical Education and Research, and other partners, it actively seeks opportunities to promote international medical education through programmatic and research activities." From 1958 through 2005, the ECFMG certified 287,382 international medical graduates (IMGs); the number per year has varied, depending on the world political situation and other factors. Currently, IMGs constitute 25% of practicing physicians in the United States. India, followed by the United States and the Philippines, has provided the largest number of certified IMGs. The ECFMG has developed extensive resources for verifying medical school diplomas and other credentials of applicants, and it provides credentials verification services to other organizations. Under the U.S. government J-1 Exchange Visitor Program, it also has played a major role in facilitating the entry of foreign physicians to the United States for clinical training and research experience. Over the years, testing of IMGs seeking ECFMG Certification has evolved; whereas initially applicants took examinations specifically for IMGs, they now take the same United States Medical Licensing Examination (USMLE) sequence of examinations as U.S. medical graduates. Passage of the USMLE is required for ECFMG Certification and licensure in all jurisdictions.

Certification↗
PubMed2001

The pursuit of excellence is not optional in the voluntary sector, it is essential.

This paper outlines the continuous improvement journey of a voluntary organisation. The significant level of organisational growth and improving quality of services described is clearly linked to the organisation's commitment to improvement. One of the approaches used in adopting a total quality culture was the EFQM model, specifically interpreted for the voluntary sector. Until recently such an approach would have been considered alien to the sector, not least because of its origins in the business community. This article contradicts this assumption. Issues addressed include how the improvement process is driven, the use of performance measurement, external verification and the difficulties in accessing sector appropriate benchmark data. It is suggested that the pursuit of excellence is no longer optional for the voluntary sector, it is essential.

Activities of Daily Living↗
PubMed1998

Total quality commitment and performance in Canadian health care organisations.

Although many organisations have in recent years installed TQ programs, many have been unable to realize significant performance enhancements. Results from a diverse sample of Canadian health care organisations suggest that merely having a TQ program is insufficient for attaining selected performance improvements. Health care organisations which have both a formal TQ program and a deep commitment to quality improvement are perceived to perform better on a number of valued outcomes.

Canada↗
PubMed2001

Measuring the success of primary care organizations: is it possible?

Primary care in the UK has been the subject of numerous changes and reorganizations since 1990. Each innovation in organization, with the exception of fundholding, has been the subject of evaluation. However, the complexities of some innovations make the evaluation process problematic and this is further complicated by the trend towards central policy decision making being subject to local interpretation and implementation, by means of simultaneous devolution and centralization. This paper discusses the challenges and problems posed by attempting to evaluate these new organizations, particularly with regard to whether or not they can be considered to be "successful". It draws specifically on the national evaluation of the total purchasing pilots and indicates how the findings can be applied to primary care groups.

Contract Services↗
PubMed2004

Mission statements in Canadian hospitals.

One of the most popular management tools in the world, the mission statement also is subject to widespread criticism. In order to improve our understanding of the mission statement's strategic value and to provide actionable recommendations for healthcare organizations, the paper adopted a social constructionist perspective in a mission statement study conducted among Canadian hospital executives. The paper found seven factors underlying 23 possible mission statement content items. Four of these (grand inspiration, benefactors, competitive orientation and business definition) corresponded to the dimensions of dominant managerial logic proposed by von Krogh and Grand, and were positively related to various behavioral, financial performance and mission achievement measures. The findings indicate that not all mission statement components are created equal and that the recommendations of major strategy texts may require reconsideration where this particular institutional context is concerned.

Attitude of Health Personnel↗
PubMed1992

Measuring effectiveness: is NHS Personnel getting it right?

The material presented in this article is the result of a study undertaken at the request of NHS Personnel on behalf of the Department of Health. The central aim was to develop and validate a qualitative measure of personnel management effectiveness, which would be useful and easy to use for those working at regional and unit level.

Administrative Personnel↗
PubMed2006

Nurse consultants: organizational influences on role achievement.

AIMS: This paper reports on organizational influences on nurse consultant post holders. The influence of individual characteristics has been the subject of another paper. BACKGROUND: Nurse consultant posts were set up in the United Kingdom from the late 1990s onwards and, therefore, there has been little opportunity to report on evaluations of these innovative initiatives. DESIGN: A cross-sectional design, using a convenience sample, was adopted. METHODS: Ten nurse consultants working in a variety of settings and specialties participated in in-depth, tape-recorded interviews. The data were analysed using the Framework approach. FINDINGS: Support systems were important influences on nurse consultants' role achievement levels. These took the form of internal trust networks, nurse consultant forums and links with higher education institutions. Post holders both gave and received support and acted to empower other nurses. Thus, relationships were vital to successful role integration. The culture and structures of the National Health System were also a powerful influence in terms of local and national modernization policies, and participants had to be careful in their choice of strategies to deal with the traditional medically dominated culture. CONCLUSIONS: The new nurse consultant role is challenging and innovative, but a major area of contention is how much post holders are expected to take on work previously done by doctors rather than developing their nursing role. Organizational support and commitment are needed if nurse consultants are to maximize the benefits of this innovation. RELEVANCE TO CLINICAL PRACTICE: The findings show that new nursing roles are not always easily accepted in multidisciplinary settings and that holders of such post need to have the appropriate previous knowledge, skills and personal characteristics, as well as the ability to negotiate their way through organizational influences.

Agonistic Behavior↗
PubMed1992

From traditional to problem-based learning: a case report of complete curriculum reform.

The Sherbrooke School of Medicine, Quebec, has restructured its entire curriculum to make problem-based learning (PBL) the main instructional format. This complete reform is explained both in terms of process and content. The curriculum problems were clearly identified and overcome by a major structural shift-over following the stages of a strategic planning of change. Implementation over a period of 7 years is described according to a four-stage framework: need for change; selection of the PBL solution; planning for implementation; and the full-scale adoption of the PBL method. The programme is described in relation to the congruence of goals, learning and evaluation activities. Initial impact on student learning and evaluation, attracting better quality students, academic staff roles, and on financing the operation are discussed. Changing the undergraduate programme has become an institutional project directed by the Office of the Dean.

Curriculum↗
PubMed2006

Competition or collaboration--the tensions within the purchaser provider relationship in nurse education.

AIMS: To explore the nature of the relationship between purchasers and providers from the perspectives of the key individuals involved in healthcare education in the late 1990s. To discuss the lessons that can be learned for nursing from their experiences. BACKGROUND: Although the findings illustrate experiences of individuals at a specific time, the issues that arise have implications for contemporary health care, as contract use is increasing and, with the introduction of foundation trusts, contracts may replace Service Level Agreements. METHOD: The design was qualitative and the methods used were policy analysis and interviews. Interviews were conducted with a national, purposive sample of 70 participants. RESULTS: The key finding was the amount of variation in effectiveness of relationships. Many purchasers and providers formed strong partnerships but a number had fraught relationships--a situation perceived as detrimental to productive working. A significant issue for current healthcare was the reasons why relationships worked well in some institutions and were ineffective in others. CONCLUSIONS: There are a number of key lessons that can be learned about the nature of the relationship between purchasers and providers and applied to contemporary health care. Notably: .the value of clear policy aims; .the importance of context and history in shaping the relationship; .the necessity of ensuring that individuals involved have the ability and commitment to make the relationship work; .the need to view the contracting relationship as a dynamic 'project' that must be worked on; .the value of sharing good practice.

Attitude of Health Personnel↗
PubMed2006

Putting the evidence into practice: the King Faisal Specialist Hospital and Research Centre experience.

For more than a decade, evidence-based practice has become the desired aim behind organized health care. Although a plethora of reasons exist as to why clinicians are reluctant to adopt research-based findings, the fundamentals relate to management of change and the nature of the individuals involved. Large organizations, with their daily routines and operations, are inherently difficult to change. Hence, one has to use the very structures that drive the organization to effect 'sustained' change. In large tertiary care facilities, such as the King Faisal Specialist Hospital and Research Centre, these structures are policies and procedures. This paper provides details of the process developed by the Nursing Affairs Practice Committee of the King Faisal Specialist Hospital and Research Centre to achieve the committee mandate of: 'Establish and implement an evidence-based process for the systematic review and revision of nursing clinical standards, policies, procedures and protocols'.

Academies and Institutes↗