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Many interdepartmental problems stem from a lack of understanding of just how the radiology department works. In this article, radiology administrators discuss their approaches to improving interdepartmental relations. These include one-on-one talks with department heads and supervisors, orientation meetings, and meetings of department heads.
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In summary, it is important that the hospital manager have a positive attitude; recognize that not all projects will gain approval and that competition with others for scarce resources is a reality. A well throughout plan, anticipating questions, objections, and including affected departments, is a necessary first step to enhancing the manager's image. Being a polished orator is not essential, but being organized is. Most important, a progressive, "can-do" attitude is always respected by others.
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One of the recent trends in the general hospital is the increase of psychiatric units and the number of psychiatrists working therein. Thus the psychiatrist has had greater opportunities to participate as a member of a clinical team in the care of patients of other units. Accordingly, daily cooperation with other specialties casts him into new roles which transcend those of the traditional psychiatric consultant. The role of liasion psychiatrist involves the complex relations of doctor--nurse--patient--family, interdepartmental relations, communications and so on. By improving these relationships he tries to bring about a more holistic approach in the general hospital.
Managing interdepartmental relations in healthcare organizations is a major challenge for nursing administrators. The authors describe the implementation process of an organization-wide change effort involving individuals from departments throughout the medical center. These strategies can serve as a model to guide effective planning in other institutions embarking on change projects, resulting in smoother and more effective implementation of interdepartmental change.
Communication must be established between the operating room and trauma center. At SNJRTC, perioperative nurses rotate through the trauma center and are part of nursing grand rounds on trauma patients. This system has improved interdepartmental relations, educational development, and most importantly, established a system in which patients have the best chance of survival as a result of the cooperative approach to the care of the massively injured.
This second part of a two-part article follows Cape Canaveral Hospital's first continuous quality improvement team through the processes of goal setting, system analysis, data gathering, and problem resolution in the area of patients' assignment to observation status. The team's primary goal was data-driven improvement. As detailed here, the team's solution to improve the use of observation status is both time-efficient and offers opportunities for financial gain.
As seen from this trial program, psychiatric triage in the ED is potentially a very effective tool for improving the quality of mental health patient care. For a minimal investment in personnel, there is a potential for a major improvement in patient care, patient record documentation, interdepartmental relations, and financial reimbursement to the institution.
Self Memorial Hospital's hostesses are the embodiment of a patient-oriented service philosophy instituted by Bob Borland when he created the $5-million-a-year Hospitality Services department.
Two patient floors are now up and running with Mercy Hospital and Medical Center's CARE 2000 plan for restructuring and decentralizing patient care, and patient satisfaction has already made measurable leaps forward. The new management plan at the San Diego hospital increases nursing time with patients, moves formerly centralized services right onto the patient floor, decreases the number of caregivers a patient must see and makes "care partners" of ancillary staffers. Also, bedside information systems design goes hand-in-glove with new management concepts that are working well.
Service recovery is defined as that part of quality management designed to alter the negative perceptions of dissatisfied consumers and to ultimately maintain a business relationship with these consumers. This article explores the theoretical and operational implications of service recovery in health services organizations. A framework that defines the range of possible service recovery actions is presented. Next, the benefits of and obstacles to service recovery in health services firms are discussed, and solutions for overcoming these obstacles are presented. Finally, the critical components of an effective service recovery program are described, and an agenda for empirical research on the efficacy of service recovery activities is proposed.
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"Service redeployment" is one of the primary action steps in restructuring hospitals toward a more patient focused future. By helping identify and avoid "departmental decentralization," these key dimensions of successful service redeployment can help ensure that Patient Focused Care programs do it right and institutions benefit from bringing services closer to patients. These benefits will continue to grow and aid institutions as long as service redeployment decisions are periodically updated through continuous improvement efforts.
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Patient-focused care is a new way of doing business in hospitals. Work redesign initiatives can be an opportunity or a threat to established pharmacy structures. Seizing the opportunity, pharmacy departments can use redesign efforts to implement pharmaceutical care. Key features of a redesign initiative include vision development, objective setting, and defined operating strategy elements. This article describes the process used in a patient-focused care initiative at MultiCare Medical Center and its Department of Pharmacy Services, Tacoma, Washington.
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