A brief reflection about integrality

The study aimed at exploring the knowledge of nurses about integrality in health, in such way to reflect about the interface of this principle in work relations. The research subjects were nurses from the basic health system of two counties of Rio Grande do Sul State. The data were collected by a questionnaire, beind coded in five categories for analysis: National Health System (NHS) of today, the principles of the NHS, the integrality of assistance, the integrality and its interface into the daily work of nurses and the integral with priority on the service. For the the respondents the NHS is a compete system in its principles and guidelines, howeverin reality it does not work as the legislation prescribes. The respondents percieve integrality as a priority in health practices.     

Reengineering--impact on organizational culture

There is no question that reengineering impacts organizational culture. In the case of a community-based hospital, it becomes more than just changing the culture--a new culture must emerge. However, cultural change does not have to be negative. The empowerment of reengineering causes employees to think beyond their jobs and to begin seeing their roles in the organization. At first, reengineering appeared to be in direct conflict with CQI principles and the organization's culture. However, culture, no matter how positive or strong, cannot threaten organizational survival. Survival demands the emergence of a new culture. The grassroots nature of CQI and reengineering can create an opportunity to improve labor relations, develop more effective work processes, and assure long-term viability in a rapidly consolidating industry.     

Making culture a forethought. What to do when strategy meets organizational culture

Organizational culture is a key ingredient in successfully managing monumental strategic change initiatives. Those who are successful in managing change are actively integrating organizational culture into their total planning process. Organizational cultures should be a forethought in the management of the change process. Managers should give the same care and thoroughness to culture that they allot to the other major aspects of a plan. The culture of any organization in the midst of rapid change will not tolerate an information vacuum. People affected by change want to be able to ask questions and be heard. Communication should be interactive. Create opportunities that allow people at all levels of the organization to close the past. Without closure, some of the best people may feel that the organization has betrayed them. Creating a process that allows people to work through the change and motivating people to reinvent their approach and role in the new ways of doing things is what healthcare leadership in the 1990s is all about. It is part of the critical skill set that is necessary to lead Catholic-sponsored health services into the future.     

An ethnographic study of nursing home culture to define organizational realities of culture change

The current system of delivery of nursing home care is costly both in dollars and in human terms. Culture change may provide solutions to both issues. Culture change has a different meaning for different organizations depending on where they are in the continuum of change. Detailed observation of staff members "in action" in three long-term care facilities over a period of several months was supplemented by formal and informal interviews of organization members to gain an understanding of the culture of the nursing home organization. Four three-hour observations in each of three facilities, representing privately-held and not-for-profit organizations in urban, suburban, and rural locations yielded insights into the routine, recruitment, training, teamwork, activities, leadership, role-modeling, mentoring, staff and resident satisfaction, weekend staffing and activities, bureaucratic structure, and sharing of best practices. Discussion of each of these issues may provide a starting point for all those facilities that are contemplating significant culture change. If the objective is to have facilities truly embrace a new set of values, then the change begins with the owners and administrators of nursing homes who need to focus on building new relationships with all the stakeholders. In-depth interviews of organization members and six chief executive officers in long-term care in the Western New York area culminated the study with the development of a fifty-question survey for decision makers.     

Nurse's care practice according to the view of the healthcare team

This study aims to comprehend the healthcare team perception about the (in)visibility of care practice of being a nurse in pediatric critical care units, according to Paterson and Zderad Humanist Theory. This is a qualitative research that combines the phenomenological approach. For data collection, it was used semi-structured interviews with nurses, physicians, psichologists, physiotherapists, nurse aides and hygienization employes working in pediatric critical care units of a hospital in Curitiba. The analysis followed the steps proposed by Giorgi and presented six categories, being three related to nurses' perception and three related to the multiprofessional team. Based on these statements it was possible to outline a conceptual model of nurses' perception about invisibility in their care practice, and also showed ways to obtain nurses' visibility.     

The nursing process according to the view of nurses from a maternity

The study aimed at knowing the meaning of the nursing process according to view of obstetric nurses. The research was carried in the first semester of 2005, in a reference maternity of Fortaleza-CE. The subjects were 32 nurses, in the obstetrics and gynecological attendance wards. A questionnaire was used to collect data. The identified thematic were: concepts on the nursing process; daily practical with the use of the process and obstacles for its implementation. We concluded that the nurses have knowledge on the process, but when analyzing the reality of the daily practical, some factors that make it difficult and that disable them to the implementation, as the time lack, quantitative of interned patients and the rotation of women in the puerperal time are pointed.     

Palliative care to the cancer patient: reflections according to Paterson and Zderad's view

This reflective study presents the approach of the Nursing Palliative Care to the cancer patient without therapeutic possibility according to the Paterson and Zderad's Humanistic Nursing Theory. The palliative care aims to provide the patient without therapeutic possibility and his family better quality of life. When the nurse, in addition to delivering palliative care to the cancer patient, uses the Humanistic Theory, (s)he starts to recognize each person as a singular existence. This recognition permits one to understand the person's meaning in the process of his(er) disease.     

Creating an organizational culture for evidence-informed decision making

A public health department in Ontario, Canada, set a 10-year strategic direction for evidence-informed decision making, defined as the systematic application of research evidence to program decisions. The multifaceted approach has identified eight key lessons for leadership, funding, infrastructure, staff development, partnerships, and change management. Results after 4 years include systematic and transparent application of research to >15 program decisions and, increasingly, evidence-informed decision making as a cultural norm.     

Surveying the organizational culture in an NHS trust

Describes the methodology used to survey the organizational culture in four strategic business units of an NHS trust. Data were collected from selected organizational members on 19 different dimensions of culture using both qualitative and quantitative methods. Reports the findings from the culture survey in one of the four directorates in detail to demonstrate the quality of data to be collected using this methodology.     

Study of the relationship between organizational culture and organizational outcomes using hierarchical linear modeling methodology

This study examines how perceptions of organizational culture influence organizational outcomes, specially, individual employee job satisfaction. The study was conducted in the health care industry in the United States. It examined the data on employee perceptions of job attributes, organizational culture, and job satisfaction, collected by Press Ganey Associates from 88 hospitals across the country in 2002-2003. Hierarchical linear modeling was used to test how organizational culture affects individual employee job satisfaction. Results indicated that some dimensions of organizational culture, specifically, job security and performance recognition, play a role in improving employee job satisfaction.     

医疗设备集中管理按需调配的方法讨论

本文阐述了我院采用医疗设备集中管理、按需调配的方法，提高了设备利用率，节省了资金投入，保证了临床科室的工作需要，进一步完善了医疗设备的管理。